Summary of Keith Ferrazzi, Kian Gohar & Noel Weyrich's Competing in the New World of Work

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The Burning Man festival, which is a temporary community in the Black Rock Desert in northern Nevada, is a social experiment in which money is forbidden and extreme creativity is celebrated.
#2 The world was thrown into a state of disruption in 2020, and leaders had to adapt. The practices Keith and Kian had been recommending to executive teams for years suddenly became must-do items.
#3 Around the world, companies were forced to adapt to a radically changed business environment. Some companies were able to thrive, but many were just crisis adapting.
#4 At Ferrazzi Greenlight, we launched a project called Go Forward to Work, which aimed to study how the rules of work were being rewritten day by day and what exciting possibilities lay ahead. We wanted to create a place where leaders could stop and cocreate the future.

Sujets

• Leadership

Informations

• Publié par: Everest Media LLC
• Date de parution: 21 mars 2022
• Nombre de lectures: 0
• EAN13: 9781669356738
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Keith Ferrazzi and Kian Gohar & Noel Weyrich's Competing in the New World of Work
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8
Insights from Chapter 1

#1

The Burning Man festival, which is a temporary community in the Black Rock Desert in northern Nevada, is a social experiment in which money is forbidden and extreme creativity is celebrated.

#2

The world was thrown into a state of disruption in 2020, and leaders had to adapt. The practices Keith and Kian had been recommending to executive teams for years suddenly became must-do items.

#3

Around the world, companies were forced to adapt to a radically changed business environment. Some companies were able to thrive, but many were just crisis adapting.

#4

At Ferrazzi Greenlight, we launched a project called Go Forward to Work, which aimed to study how the rules of work were being rewritten day by day and what exciting possibilities lay ahead. We wanted to create a place where leaders could stop and cocreate the future.

#5

In the new pandemic world, companies attempted things that they would never have done under normal circumstances. Projects that nobody wanted to take on suddenly made sense. Digital transformation projects that previously had a five-year implementation plan materialized overnight.

#6

The Covid outbreak made the enemy of common, and the teams at Whirlpool were no exception. They wanted to continue their work, not go backward.

#7

The seven chapters that follow present best practices in how to build a radically adaptable future. Together, they form an infinite loop that reinforces radical adaptability and transformation.

#8

The difference between success and failure in a post-pandemic world is how you choose to go forward. The world has become faster than you think, and it requires a new set of attitudes, processes, and practices to prepare you for it.

#9

The pandemic revealed in ways big and small much of what hadn’t been working with work: top-down, overplanned, draining, reactive, bureaucratic, static, and narrowly mission oriented.

#10

The otherness exercise is when guests are brought back to camp at dinner time with a stranger they have strong judgments about, and they are asked to get to know the other person. It is a way to develop empathy and understanding for the unknown.

#11

The many months we spent in the strangeness of a pandemic exposed us to the same possibility of personal transformation that François faced at Burning Man. We could either duck into a tent and wait for the dust storm to pass, or find our way to new heights by exploring the unknown through radical adaptability.

#12

The coming years of recovery and renewal offer a historic opportunity to remake our organizations and our futures, but only if we accept this as an inflection point for true reinvention.

#13

The world of work is changing, and so must we. We must be willing to be brave, and not back down when our colleagues and bosses tell us we can’t do something.
Insights from Chapter 2

#1

The new world of work allows and requires that inclusion be accomplished at scale. Inclusion in the workplace must extend to race, ethnicity, gender, age, sexual orientation, and physical ability because it’s the right thing to do and because all successful innovation and transformation benefits from including the full diversity of voices and perspectives.

#2

Inclusion is the vital ingredient missing from these teams. As Telva put it, Inclusion is not just in service of the DEI agenda. It’s core to any organization’s capability to transform.

#3

The pandemic revealed the efficacy of many of Ferrazzi Greenlight’s practices, which had been advocating for collaboration and inclusion for years. The practices included candor, accountability, and development.

#4

The new tools for virtual and blended teamwork make it easier for teams to work together than ever before. Teams that work together to create results that raise their capabilities as individuals are called co-elevating teams.

#5

The only way to deal with so many crises at once was to pull together as an integrated team. The highest-performing teams, fueled by co-elevation, were able to uncover unexpected growth and control downside risk.

#6

Co-elevation is the process of promoting a shared sense of responsibility among team members and a common ethos with which everyone is committed to each other’s success. It requires interdependency among team members in the form of candid peer-to-peer support and peer-to-peer accountability.