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Finding Allies, Building Alliances: 8 Elements That Bring--And Keep--People Together
From Governor and White House cabinet member Mike Leavitt: how to find collaborative solutions to the greatest challengesYour business challenges extend far beyond you and your firm, to the competitors within your industry and the regulators outside it. Finding solutions to larger issues requires cooperation between diverse stakeholders, and in this rapidly changing world, only those able to adapt and network successfully will produce fast, competitive solutions.
How can leaders successfully bridge divides and turn competitors into collaborators? Leavitt and McKeown explain how a well-chosen network can become a powerful alliance. Whether you're launching a new partnership, or rehabilitating one already in progress, "Finding Allies, Building Alliances" will help you find workable solutions to the most complex problems.Written by Mike Leavitt, former Governor of Utah who brought the 2002 Winter Olympics to Salt Lake City, former US Secretary of Health and human services, and former head of the EPA; with his former Chief of Staff and business partner Rich McKeown, co-founder of Leavitt PartnersIncludes a framework of 8 elements that will help any leader foster and maintain an effective, productive collaborative ventureShows how better collaboration can not only solve problems, but boost the competitiveness and resilience in all sectors
"Finding Allies, Building Alliances" is essential reading for any business leader looking for transformative solutions and a sustainable future.
How can leaders successfully bridge divides and turn competitors into collaborators? Leavitt and McKeown explain how a well-chosen network can become a powerful alliance. Whether you're launching a new partnership, or rehabilitating one already in progress, "Finding Allies, Building Alliances" will help you find workable solutions to the most complex problems.Written by Mike Leavitt, former Governor of Utah who brought the 2002 Winter Olympics to Salt Lake City, former US Secretary of Health and human services, and former head of the EPA; with his former Chief of Staff and business partner Rich McKeown, co-founder of Leavitt PartnersIncludes a framework of 8 elements that will help any leader foster and maintain an effective, productive collaborative ventureShows how better collaboration can not only solve problems, but boost the competitiveness and resilience in all sectors
"Finding Allies, Building Alliances" is essential reading for any business leader looking for transformative solutions and a sustainable future.
242 pages, ebook
First published January 1, 2013
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Displaying 1 - 7 of 7 reviews
January 27, 2021
This was a really helpful book outlining key strategies for building alliances and solving problems. There are many complex problems in society. We can't solve them alone. Collaboration and innovation are difficult, but worth it and the only real way to success. It was so refreshing to read about so many government examples of people working together. My biggest takeaways were in the tone of this book. It's full of humility, curiosity, listening, problem solving, and consensus building (many things that seem lacking in large parts of society right now). There are important ideas and reminders for all of us. Here are some favorite quotes:
"'One of the most difficult tasks we confront is to learn the right things from our own experiences (Clayton Christensen, p. xi).'"
"What I love about this book is that it exudes Mike Leavitt's humility... the focus isn't what Governor or Secretary Leavitt did but on what he learned that will help the rest of mankind succeed, too (Clayton Christensen, p. xi).'"
"To bring order to the complex sociology, politics, and economic self-interest of any growing society, government was established... The old models--huge, bureaucratic, and singular--are increasingly disadvantaged, as they are unable to provide the value, speed, and innovation people need. Collaborative alliances or networks, however, can do so (p. 1)."
"No matter how big a company might be or how many resources a single government agency might possess, a collaborative network will beat it every time (p. 3)."
"Technology makes collaboration feasible, connecting diverse organizations and individuals around the world (p. 3)."
"Eight key elements are required for a collaborative network to succeed: a common pain... a convener of stature... representatives of substance... committed leaders... a clearly defined purpose... a formal charter... the northbound train... a common information base (p. 4)."
"I hope to provide the inspiration and information you need to be a better collaborator (p. 5)."
"We've found that problems provide a stronger impetus to collaborate than opportunities and are usually the catalyst for value alliances (p. 7)."
"Value alliances can have any time frame (p. 8)."
"Most value alliances begin as unincorporated entities (p. 9)."
"While technology facilitates the formation of many value alliances, sociology--the study of how people develop, organize, and work together--explains why they stay together and function at a high level (p. 9)."
"Good technology rarely makes up for bad sociology in a value alliance (p. 10)."
"All collaborative efforts involve risk (p. 10)."
"Before embarking on any formal collaboration, make sure these traits are in place: multiple interests... self-interest... an incremental surrender of independence... a free-standing governance process... value that continues (p. 15)."
"Networks are simply more efficient... Networks offer the advantages of speed, diverse resources, flexibility, and connectivity that singular entities can't match (p. 16)."
"Multiple perspectives provide a more complete picture of a problem, creating more options, synergies, and solutions (p. 17)."
"Delegates met in Philadelphia during the summer months of 1787 to explore solutions. What emerged if often referred to as the Miracle at Philadelphia: the Constitution of the United States... In reality the Constitutional Convention was a value alliance (p. 18)."
"Rather than granting degrees when a specified number of credit hours were completed, we would give degrees when students had demonstrated competency in given subjects (p. 21)."
"Our online model didn't dovetail with the geographical accrediting regions... we persisted... we convinced the agencies that they had a responsibility to foster innovation in education, and that they had to create new standards that fit the new type of online university. The accreditation agencies worked with us as collaborators, and we developed rigorous criteria and then create a novel process... None of this happened overnight, but it happened (p. 22)."
"Passengers ticketed on six different airlines would board the same jet (p. 23)."
"Typically, individuals become collaborators when they discover that they cannot solve a problem on their own (p. 27)."
"Collaborating with others is hard. It can be expensive. It always involves a surrender of independence. Few people are willing to place themselves in a collaborative position if they have an alternative (p. 27)."
"Is their common pain intense enough to cause them to collaborate (p. 28)."
"They came together when they recognized that no single organization or country could provide adequate monitoring of changes going on around the world (p. 31)."
"Fear is the source of most common pain (p. 32)."
"Collaborations require time, money, and people. The collaborative process is more complex, slower, and messier than independent decision making. To be willing to give up a degree of independence and control, a given leader must believe the problem poses a serious threat to the enterprise (p. 35)."
"At its core, a value alliance requires a convening power: someone with the stature to bring together a group of independent parties and have them work in an aligned way to create something of value. While common pain may provide the motivation for various groups to participate... they still need a convener of stature to capitalize on that motivation, providing credibility and cohesion (p. 41)."
"Conveners of stature can have three forms: an individual, an organization, a combination of individuals and organizations (p. 43)."
"Conveners often have positional authority... Conveners may have very different personalities and leadership styles... Nonetheless, the most effective ones share seven traits: trusted brand, relevant reach, adequate independence, diplomatic skill, instinct for stage setting, astute perception, ability to apply pressure (p. 44)."
"The best conveners test the limits of their influence before they issue formal invitations to collaborate, holding one-on-one conversations with all prospective participants before issuing invitations to join... When a call like this comes from staff and not the principal, consider it a preliminary conversation and not necessarily a lack of commitment (p. 46)."
"Whether by intuition, instinct, or a learned skill conveners need to be perceptive of what motivates people to participate in an alliance (p. 49)."
"Convening a group of people to create value collectively is an act of leadership... conveners must complete the following tasks:
1. Define the problem and consequences of inaction contrasted with what the value alliance aspires to accomplish.
2. Organize a structure that furnishes the alliance with people, perspectives, and an orderly method of operation.
3. Create a system of accountability.
4. Mold a culture of productivity.
5. Recognize good performance and respond to poor behavior (p. 50)."
"The most important thing a convener does to mold the culture is to select people who have high collaborative intelligence (p. 52)."
"Keeping moral high is critical (p. 52)."
"Finding the right ensemble of people--individuals with talents that blend well, as well as the financial backers for the play--is essential (p. 55)."
"Having the right participants matters. The following five-step process increases the likelihood of a successful result:
1. Define and match the task to the convener.
2. Make a list of the communities of interest.
3. Balance manageable size against inclusion.
4. Choose prospective participants with interpersonal dynamics in mind.
5. Rely on the 'contingent ask' to secure participation (p. 58)."
"How big is big enough?... One simple tactic is to recruit representatives whose expertise and resources satisfy multiple criteria (p. 61)."
"Create secondary or support roles that expand opportunities to contribute and participate so as to benefit by what people outside the core group have to offer... Omitting people from the collaboration often guarantees that they'll become external critics or even saboteurs. When people feel excluded, they often speak up against the excluders (p. 63)."
"During the initial meeting, facilitate a discussion of the problem... and watch for the following danger signs: naysayers... empty places... empty faces (p. 66)."
"Indecisiveness often accompanies collaborative problem solving, and value alliances need clearly designated and committed leaders who will push, pull, or cajole progress through the muddle... Be aware... that leadership does not emerge naturally within a collaborative framework (p. 67)."
"When it comes to the relationship between conveners and leaders, one of four scenarios usually plays out:
* The convener becomes the committed leader.
* The convener names a representative to be the committed leader.
* The convener appoints an independent leader.
* The group selects its own committed leader (p. 69)."
"An alliance is held together with loose threads (p. 71)."
"Value alliances require committed leaders who fulfill many of these ten roles: organizer... diplomat... technician... teacher... counselor... matchmaker... salesperson... referee... judge... disciplinarian (p. 73)."
"A value alliance is a powerful instrument for the same reason it is a fragile one--voluntary participation (p. 78)."
"Finding consensus is an art form (p. 78)."
"Making decisions on the basis of majority rule is often divisive in a collaborative setting... it can polarize rather than unify (p. 79)."
"Nothing is final until the collaborative process is complete (p. 79)."
"Consensus doesn't require unanimous agreement, but it does require a willingness to compromise, concede, or step aside (p. 80)."
"Without a clear, well-defined purpose, collaborations fail or drift into unproductive and endless discussions (p. 83)."
"While the declared purpose may evolve a bit once the collaboration begins and people negotiate the wording the right purpose declared compellingly at an early stage can galvanize support, energy, and commitment (p. 90)."
"The well-defined statement of purpose was a magnet that drew diverse entities into a collaboration and then guided their efforts every step of the way (p. 90)."
"Here are seven steps that will help you develop a purpose in a collaborative setting:
1. Begin with a problem-solving, pain-mitigating mindset.
2. Frame problems and pain judiciously.
3. Match purpose to representatives' capabilities.
4. Create the purpose through discussion and consensus (rather than brainstorming and politicking).
5. Be flexible in the type of purpose statement you create.
6. Put the purpose in writing and in participants' consciousness.
7. Have a process in place to revise or reformulate the purpose (p. 94)."
"Open every meeting by reiterating the purpose (p. 99)."
"If participants lack common expectations about how the alliance will go about its business, they are unlikely to accomplish anything (p. 101)."
"Charters function like a combination of bylaws and operating plan (p. 105)."
"Here are the matters a charter must address... who the members will be... who the leaders will be or how they will be chosen... how meetings will be called... how decisions will be made... how to make financial arrangements... what time frames are relevant... who is responsible for what tasks... how members share information... what level of confidentiality is acceptable... how to amend a chart (p. 108)."
"Charters should be signed by every participant (p. 111)."
"The phrase 'northbound train' is shorthand for 'Decisions that matter to me are going to be made and I need to be there. The train is headed north and I want a seat on it (p. 113).'"
"What can stall, even kill momentum?... Failure to meet expectations (p. 116)."
"Not ever value alliance succeeds (p. 120)."
"Provide updates (p. 122)."
"Beyond resources, the train is moving full steam ahead when people are volunteering to join up or offering other types of assistance (p. 123)."
"To function effectively, the parties need to develop trust in each other and the processes that govern them (p. 125)."
"Resolving issues related to assumptions, standards, or sources tests the resilience of the value alliance (p. 129)."
"When an alliance cannot reach consensus or near consensus on a critical assumption, source, or standard, the leader must find a way to move the alliance forward... Here are some techniques... to regain momentum in the face of disagreement: operate on a non-consensus majority... allow the convener or another trusted third party to decide... put together a blended decision... operate in a range... hold a focused session to reengineer the problem (p. 130)."
"Information asymmetries are the bane of collaboration (p. 134)."
"To create common standards and information processes... create transparency, find a third party to interpret and communicate information, anticipate disagreements, impose certain standards in certain situations, adopt and adapt information principles (p. 137)."
"Four principles to help... share information...engage in joint fact-finding, align science with policy deliberation, provide capacity where appropriate, share information widely (p. 141)."
"Collaborative intelligence (CI), the ability to work productively together for a common goal, is a critical ingredient for successful value alliances (p. 145)."
"We have observed the following five critical traits in gifted collaborators... empathetic... optimistic with an abundance mentality... principle-focused... transparent... outcome-oriented (p. 147)."
"Listening for this deeper understanding is a fundamental component of effective collaborations (p. 148)."
"The opportunities for collaboration are numerous and multiplying, but capitalizing on them requires reliance on a structured and disciplined methodology (p. 183)."
"Trust facilitates collaboration and innovation... the secret sauce of a capitalist society is the ability to develop trust based on traditions of moral behavior. When trust is present, collaboration runs smoothly; people are open and in problem-solving mode. When trust is absent, the gears of collaboration are slow and grinding... Freedom is the trust a society grants itself... Free societies posses this competitive advantage in the global marketplace. The value alliance concept will help them keep and strengthen it (p. 188)."
"'One of the most difficult tasks we confront is to learn the right things from our own experiences (Clayton Christensen, p. xi).'"
"What I love about this book is that it exudes Mike Leavitt's humility... the focus isn't what Governor or Secretary Leavitt did but on what he learned that will help the rest of mankind succeed, too (Clayton Christensen, p. xi).'"
"To bring order to the complex sociology, politics, and economic self-interest of any growing society, government was established... The old models--huge, bureaucratic, and singular--are increasingly disadvantaged, as they are unable to provide the value, speed, and innovation people need. Collaborative alliances or networks, however, can do so (p. 1)."
"No matter how big a company might be or how many resources a single government agency might possess, a collaborative network will beat it every time (p. 3)."
"Technology makes collaboration feasible, connecting diverse organizations and individuals around the world (p. 3)."
"Eight key elements are required for a collaborative network to succeed: a common pain... a convener of stature... representatives of substance... committed leaders... a clearly defined purpose... a formal charter... the northbound train... a common information base (p. 4)."
"I hope to provide the inspiration and information you need to be a better collaborator (p. 5)."
"We've found that problems provide a stronger impetus to collaborate than opportunities and are usually the catalyst for value alliances (p. 7)."
"Value alliances can have any time frame (p. 8)."
"Most value alliances begin as unincorporated entities (p. 9)."
"While technology facilitates the formation of many value alliances, sociology--the study of how people develop, organize, and work together--explains why they stay together and function at a high level (p. 9)."
"Good technology rarely makes up for bad sociology in a value alliance (p. 10)."
"All collaborative efforts involve risk (p. 10)."
"Before embarking on any formal collaboration, make sure these traits are in place: multiple interests... self-interest... an incremental surrender of independence... a free-standing governance process... value that continues (p. 15)."
"Networks are simply more efficient... Networks offer the advantages of speed, diverse resources, flexibility, and connectivity that singular entities can't match (p. 16)."
"Multiple perspectives provide a more complete picture of a problem, creating more options, synergies, and solutions (p. 17)."
"Delegates met in Philadelphia during the summer months of 1787 to explore solutions. What emerged if often referred to as the Miracle at Philadelphia: the Constitution of the United States... In reality the Constitutional Convention was a value alliance (p. 18)."
"Rather than granting degrees when a specified number of credit hours were completed, we would give degrees when students had demonstrated competency in given subjects (p. 21)."
"Our online model didn't dovetail with the geographical accrediting regions... we persisted... we convinced the agencies that they had a responsibility to foster innovation in education, and that they had to create new standards that fit the new type of online university. The accreditation agencies worked with us as collaborators, and we developed rigorous criteria and then create a novel process... None of this happened overnight, but it happened (p. 22)."
"Passengers ticketed on six different airlines would board the same jet (p. 23)."
"Typically, individuals become collaborators when they discover that they cannot solve a problem on their own (p. 27)."
"Collaborating with others is hard. It can be expensive. It always involves a surrender of independence. Few people are willing to place themselves in a collaborative position if they have an alternative (p. 27)."
"Is their common pain intense enough to cause them to collaborate (p. 28)."
"They came together when they recognized that no single organization or country could provide adequate monitoring of changes going on around the world (p. 31)."
"Fear is the source of most common pain (p. 32)."
"Collaborations require time, money, and people. The collaborative process is more complex, slower, and messier than independent decision making. To be willing to give up a degree of independence and control, a given leader must believe the problem poses a serious threat to the enterprise (p. 35)."
"At its core, a value alliance requires a convening power: someone with the stature to bring together a group of independent parties and have them work in an aligned way to create something of value. While common pain may provide the motivation for various groups to participate... they still need a convener of stature to capitalize on that motivation, providing credibility and cohesion (p. 41)."
"Conveners of stature can have three forms: an individual, an organization, a combination of individuals and organizations (p. 43)."
"Conveners often have positional authority... Conveners may have very different personalities and leadership styles... Nonetheless, the most effective ones share seven traits: trusted brand, relevant reach, adequate independence, diplomatic skill, instinct for stage setting, astute perception, ability to apply pressure (p. 44)."
"The best conveners test the limits of their influence before they issue formal invitations to collaborate, holding one-on-one conversations with all prospective participants before issuing invitations to join... When a call like this comes from staff and not the principal, consider it a preliminary conversation and not necessarily a lack of commitment (p. 46)."
"Whether by intuition, instinct, or a learned skill conveners need to be perceptive of what motivates people to participate in an alliance (p. 49)."
"Convening a group of people to create value collectively is an act of leadership... conveners must complete the following tasks:
1. Define the problem and consequences of inaction contrasted with what the value alliance aspires to accomplish.
2. Organize a structure that furnishes the alliance with people, perspectives, and an orderly method of operation.
3. Create a system of accountability.
4. Mold a culture of productivity.
5. Recognize good performance and respond to poor behavior (p. 50)."
"The most important thing a convener does to mold the culture is to select people who have high collaborative intelligence (p. 52)."
"Keeping moral high is critical (p. 52)."
"Finding the right ensemble of people--individuals with talents that blend well, as well as the financial backers for the play--is essential (p. 55)."
"Having the right participants matters. The following five-step process increases the likelihood of a successful result:
1. Define and match the task to the convener.
2. Make a list of the communities of interest.
3. Balance manageable size against inclusion.
4. Choose prospective participants with interpersonal dynamics in mind.
5. Rely on the 'contingent ask' to secure participation (p. 58)."
"How big is big enough?... One simple tactic is to recruit representatives whose expertise and resources satisfy multiple criteria (p. 61)."
"Create secondary or support roles that expand opportunities to contribute and participate so as to benefit by what people outside the core group have to offer... Omitting people from the collaboration often guarantees that they'll become external critics or even saboteurs. When people feel excluded, they often speak up against the excluders (p. 63)."
"During the initial meeting, facilitate a discussion of the problem... and watch for the following danger signs: naysayers... empty places... empty faces (p. 66)."
"Indecisiveness often accompanies collaborative problem solving, and value alliances need clearly designated and committed leaders who will push, pull, or cajole progress through the muddle... Be aware... that leadership does not emerge naturally within a collaborative framework (p. 67)."
"When it comes to the relationship between conveners and leaders, one of four scenarios usually plays out:
* The convener becomes the committed leader.
* The convener names a representative to be the committed leader.
* The convener appoints an independent leader.
* The group selects its own committed leader (p. 69)."
"An alliance is held together with loose threads (p. 71)."
"Value alliances require committed leaders who fulfill many of these ten roles: organizer... diplomat... technician... teacher... counselor... matchmaker... salesperson... referee... judge... disciplinarian (p. 73)."
"A value alliance is a powerful instrument for the same reason it is a fragile one--voluntary participation (p. 78)."
"Finding consensus is an art form (p. 78)."
"Making decisions on the basis of majority rule is often divisive in a collaborative setting... it can polarize rather than unify (p. 79)."
"Nothing is final until the collaborative process is complete (p. 79)."
"Consensus doesn't require unanimous agreement, but it does require a willingness to compromise, concede, or step aside (p. 80)."
"Without a clear, well-defined purpose, collaborations fail or drift into unproductive and endless discussions (p. 83)."
"While the declared purpose may evolve a bit once the collaboration begins and people negotiate the wording the right purpose declared compellingly at an early stage can galvanize support, energy, and commitment (p. 90)."
"The well-defined statement of purpose was a magnet that drew diverse entities into a collaboration and then guided their efforts every step of the way (p. 90)."
"Here are seven steps that will help you develop a purpose in a collaborative setting:
1. Begin with a problem-solving, pain-mitigating mindset.
2. Frame problems and pain judiciously.
3. Match purpose to representatives' capabilities.
4. Create the purpose through discussion and consensus (rather than brainstorming and politicking).
5. Be flexible in the type of purpose statement you create.
6. Put the purpose in writing and in participants' consciousness.
7. Have a process in place to revise or reformulate the purpose (p. 94)."
"Open every meeting by reiterating the purpose (p. 99)."
"If participants lack common expectations about how the alliance will go about its business, they are unlikely to accomplish anything (p. 101)."
"Charters function like a combination of bylaws and operating plan (p. 105)."
"Here are the matters a charter must address... who the members will be... who the leaders will be or how they will be chosen... how meetings will be called... how decisions will be made... how to make financial arrangements... what time frames are relevant... who is responsible for what tasks... how members share information... what level of confidentiality is acceptable... how to amend a chart (p. 108)."
"Charters should be signed by every participant (p. 111)."
"The phrase 'northbound train' is shorthand for 'Decisions that matter to me are going to be made and I need to be there. The train is headed north and I want a seat on it (p. 113).'"
"What can stall, even kill momentum?... Failure to meet expectations (p. 116)."
"Not ever value alliance succeeds (p. 120)."
"Provide updates (p. 122)."
"Beyond resources, the train is moving full steam ahead when people are volunteering to join up or offering other types of assistance (p. 123)."
"To function effectively, the parties need to develop trust in each other and the processes that govern them (p. 125)."
"Resolving issues related to assumptions, standards, or sources tests the resilience of the value alliance (p. 129)."
"When an alliance cannot reach consensus or near consensus on a critical assumption, source, or standard, the leader must find a way to move the alliance forward... Here are some techniques... to regain momentum in the face of disagreement: operate on a non-consensus majority... allow the convener or another trusted third party to decide... put together a blended decision... operate in a range... hold a focused session to reengineer the problem (p. 130)."
"Information asymmetries are the bane of collaboration (p. 134)."
"To create common standards and information processes... create transparency, find a third party to interpret and communicate information, anticipate disagreements, impose certain standards in certain situations, adopt and adapt information principles (p. 137)."
"Four principles to help... share information...engage in joint fact-finding, align science with policy deliberation, provide capacity where appropriate, share information widely (p. 141)."
"Collaborative intelligence (CI), the ability to work productively together for a common goal, is a critical ingredient for successful value alliances (p. 145)."
"We have observed the following five critical traits in gifted collaborators... empathetic... optimistic with an abundance mentality... principle-focused... transparent... outcome-oriented (p. 147)."
"Listening for this deeper understanding is a fundamental component of effective collaborations (p. 148)."
"The opportunities for collaboration are numerous and multiplying, but capitalizing on them requires reliance on a structured and disciplined methodology (p. 183)."
"Trust facilitates collaboration and innovation... the secret sauce of a capitalist society is the ability to develop trust based on traditions of moral behavior. When trust is present, collaboration runs smoothly; people are open and in problem-solving mode. When trust is absent, the gears of collaboration are slow and grinding... Freedom is the trust a society grants itself... Free societies posses this competitive advantage in the global marketplace. The value alliance concept will help them keep and strengthen it (p. 188)."
November 1, 2022
A decent read to peruse with some takeaways worth noting:
* Find a common pain. There is a section on creating a Pain Index that is great. I would add that not only one measure of the importance of the pain but also how satisfied they are today with the current methods of solving the pain or keeping it minor.
* Set a formal written (project) charter but prior to this, it is a foundational prerequisite to developing a degree of camaraderie and purpose.
* Collaborators will be motivated to participate if they believe they are part of a noble and influential undertaking
* A problem is not particularly painful if you believe you can solve it through your own resources. Even if the pain is significant, you are going to be reluctant to cede control to others to solve it if you are confident you can handle it on your own.
Most enjoyable was the section on The Northbound Train. People want to invest their time, money, and reputation in things that will make a difference. The train is shorthand for "Decisions that matter to me are going to be made, and I need to be there. The train is heading north and I want a seat on it."
* Find a common pain. There is a section on creating a Pain Index that is great. I would add that not only one measure of the importance of the pain but also how satisfied they are today with the current methods of solving the pain or keeping it minor.
* Set a formal written (project) charter but prior to this, it is a foundational prerequisite to developing a degree of camaraderie and purpose.
* Collaborators will be motivated to participate if they believe they are part of a noble and influential undertaking
* A problem is not particularly painful if you believe you can solve it through your own resources. Even if the pain is significant, you are going to be reluctant to cede control to others to solve it if you are confident you can handle it on your own.
Most enjoyable was the section on The Northbound Train. People want to invest their time, money, and reputation in things that will make a difference. The train is shorthand for "Decisions that matter to me are going to be made, and I need to be there. The train is heading north and I want a seat on it."
February 13, 2020
Book clearly articulated the key components of successful alliances with excellent real life examples.
April 9, 2022
Some good points but not as much useful content as pages.
January 25, 2014
Lot's of great principles for leading collaborative teams.
July 30, 2014
Good mid management book!
November 16, 2022
I read this for my class with Rich McKeown. It was fascinating to learn about the alliances he and Mike Leavitt had been involved in and the principles that made those alliances successful.
Displaying 1 - 7 of 7 reviews