GDS : When Goliaths Clash

When Goliaths Clash: Book Highlights

When Goliaths has been selected as one of the top 30 best business books of 2003 by Soundview Executive Book Summaries and is available in bookstores or can be ordered directly from Amazon.com.

Becoming a High Performance Organization.

Alignment does not stop with Goliaths at the top. The senior management team exercises tremendous influence over the organization, but it cannot proceed alone. Davids down the line must also turn in a stellar performance.

There are many factors that can either inhibit or enhance a team's movement toward high performance, depending on how they are handled by management. How does your team manage these factors?

How the Team Members Are Chosen
Inhibits if they are selected because "someone has to do it, and it's your turn."
Enhances if their skills and experience are relevant to the issues that need to be resolved.
The History that Exists Among the Team Members
Inhibits if they have never worked together before. Has an even greater negative impact if they have a history of rivalry and ineffective interactions.
Enhances if they have worked together successfully in the past.
How the Team Members Are Prepared
Inhibits if the team members are not made aware of their goals, if they are not given a sense of the importance of the team's mission.
Enhances if the connection between their assignment and a strategic imperative is explained at the outset.
Who Explains the Team's Mission
Inhibits if it is left up to their functional leader.
Enhances if senior management demonstrates the importance of the mission by meeting with the team before it begins its duties.
Who Leads the Team
Inhibits if the team leader assumes everyone is on board from day one, doesn't encourage candor to get out of stage one, can't manage emerging conflict in stage two, or wants to command and control.
Enhances if the team leader recognizes which stage(s) the team members are in at the beginning, encourages candor, isn't afraid of open conflict, and is able to accept the role of facilitator rather than decision-maker.
How the Team Will Be Judged and Compensated
Inhibits if the team members continue to be judged and compensated only on their performance of their functional duties.
Enhances if, from the outset, team members are aware that a portion of their performance rating - and compensation - will be based on the contribution they make to the team.


Overview Reader Feedback Table of Contents Book Highlights Book Reviews About the Author Placing an Order To Schedule a Presentation or Workshop	When Goliaths Clash: Book Highlights Becoming a High Performance Organization. Alignment does not stop with Goliaths at the top. The senior management team exercises tremendous influence over the organization, but it cannot proceed alone. Davids down the line must also turn in a stellar performance. There are many factors that can either inhibit or enhance a team's movement toward high performance, depending on how they are handled by management. How does your team manage these factors? How the Team Members Are Chosen Inhibits if they are selected because "someone has to do it, and it's your turn." Enhances if their skills and experience are relevant to the issues that need to be resolved. The History that Exists Among the Team Members Inhibits if they have never worked together before. Has an even greater negative impact if they have a history of rivalry and ineffective interactions. Enhances if they have worked together successfully in the past. How the Team Members Are Prepared Inhibits if the team members are not made aware of their goals, if they are not given a sense of the importance of the team's mission. Enhances if the connection between their assignment and a strategic imperative is explained at the outset. Who Explains the Team's Mission Inhibits if it is left up to their functional leader. Enhances if senior management demonstrates the importance of the mission by meeting with the team before it begins its duties. Who Leads the Team Inhibits if the team leader assumes everyone is on board from day one, doesn't encourage candor to get out of stage one, can't manage emerging conflict in stage two, or wants to command and control. Enhances if the team leader recognizes which stage(s) the team members are in at the beginning, encourages candor, isn't afraid of open conflict, and is able to accept the role of facilitator rather than decision-maker. How the Team Will Be Judged and Compensated Inhibits if the team members continue to be judged and compensated only on their performance of their functional duties. Enhances if, from the outset, team members are aware that a portion of their performance rating - and compensation - will be based on the contribution they make to the team. Testing Your Conflict-Management I.Q. It's About Strategy, Stupid. The Dysfunctional Vs. High-Performance Teams: Study in Contrasts. Becoming a High Performance Organization. Using Conflict Management Skills E-Conflict: The New Battleground Conflict Management as a Leadership Sport
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