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Win Win Win: Organizational Success through the Power of Agreement
Throughout the world, good organizations have learned to seek win/win outcomes. However, in the near future, the great organizations will be those that go one step further. When managers and employees agree to work together this generates goodwill, increased communication and greater productivity creating a win/win situation. But the benefits certainly don’t stop there. These positives spill over and are “caught” by fellow workers. Morale increases. Job security increases. Customers receive better products or service. All involved achieve success and satisfaction creating a win/win . . . win situation. In this book, readers will learn how to analyze their respective organizations, obtain commitment to shared vision and values and set the course for a better future. Then, they will learn how to develop appropriate leadership for the conditions at hand. Once the leaders are leading, they will learn how to get others to effectively follow and build true teamwork throughout their organization. Leaders will also learn the secrets to solving any problem, how to make decisions quickly and accurately and how to implement action plans that work. Whether applied to a business, hospital, city government or family, the principles and lessons in "Win Win Win" will set the course for a better future.
250 pages, Paperback
First published November 15, 2007
4 people want to read
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November 18, 2022
This title jumped out at me after sitting unread for years. I’d thought it would be a book about negotiation and/or crafting solutions with multiple winners. I’m a big believer in multiple wins and often spotlight companies such as d.light and Greyston Bakery that create wins for employees, stockholders, abutters, customers—as well as social justice and the environment.
Molitor’s book is mostly about leadership and effective communication, not marketing, product development, goal-centered engineering, etc. And it doesn’t really discuss the environmental and social justice pieces at all. But effective communication is a foundational principle, and those with employees will find it especially helpful. I took five pages of notes, starting with the dedication to Visionaries, Leaders, and Peacemakers (p. vii).
He notes early (p. 8) that most human transformational miracles are rooted in cooperation and agreement and encourages us to think of people not as “human resources” but as our most important assets (p. 14), to be nurtured—by creating a feeling of ownership (p. 37), among other ways.
Molitor’s book plugs his services (as many business books do). His case studies draw from his practice, and exhorts us to do this work deeply: to understand that overhauling the entire organizational culture won’t be quick, easy, or cheap—but that the huge boosts in morale, productivity, quality, and profitability easily justify the time and money (example: pp. 50-54). You’ve got to be all-in; not-losing is nowhere near as good as winning (p. 51).
More principles:
* Communication has to work in both directions, even in a hierarchy. Judge the impact of the words themselves and the emotions in how they’re delivered, as well as the specific message (pp. 177-179). He recommends professional training.
* Specific (including detailed written task lists about the WHAT) agreements around values and mission go a long way—but the top brass should craft and commit to the values and mission before percolating them through the organization, then let line workers own the HOW (P. 61)
* When doing the detailed surveys he recommends, use professionals to craft the survey, interview ALL employees, share the results after reviewing them with the executive team, and explain how you’re working the findings into your long-range strategic plan (pp. 90-91; 129-131)
* Approach recommendations without defensiveness and with a willingness to implement real change; enable the workers to see that their concerns and suggestions are acted on (extrapolation from Shel: implement where practical, discuss with employees the barriers to implementing others, and listen to refinements that might overcome those obstacles)
* Make sure each employee knows that both senior management and the employee understand what role that employee plays in the company’s success (p. 126); always treat every employee with respect, as an expert in their tasks (p. 165)
* Examine not just the negative factors (e.g., falling sales) but also positive shifts. Change can arise from either (p. 112; p. 230).
* There’s always room for more well-thought-out innovations (p. 116)—and don’t fret much if innovations don’t work out; think of the failures as pilot projects/learning opportunities (p. 165).
* When problems arise, look to the values and mission for guidance, rather than setting inflexible rules (pp. 147-148)—and frame the values as “we will” and “we will not” statements (p. 156)
* Workers will accomplish more in teams than by themselves—but don’t think about “work teams”; think instead about “teamwork” and organize those teams around clear purpose and direction, effective leadership, productive interpersonal relations, communication and listening skills, problem solving/decision making/planning, de-escalating conflict resolution strategies, skills/knowledge/abilities, resources, and reward-inclusive evaluations (pp. 218-224)
I particularly liked the case study of Saginaw County, Michigan, for the large impact, thoroughness, and seeming permanence of the transformation (pp. 133-141).
However, the book is not without its flaws. While it addresses diversity of skill sets and economic power, it’s very quiet about racial, gender, and religious diversity. In fact, the book assumes we live in a Christian society—which I as a Jew found unappealing. It didn’t address questions about how one case-study organization dealt with staff redundancies after two hospitals merged, even though it flags the concern. And he relies overmuch on trite cliches.
Molitor’s book is mostly about leadership and effective communication, not marketing, product development, goal-centered engineering, etc. And it doesn’t really discuss the environmental and social justice pieces at all. But effective communication is a foundational principle, and those with employees will find it especially helpful. I took five pages of notes, starting with the dedication to Visionaries, Leaders, and Peacemakers (p. vii).
He notes early (p. 8) that most human transformational miracles are rooted in cooperation and agreement and encourages us to think of people not as “human resources” but as our most important assets (p. 14), to be nurtured—by creating a feeling of ownership (p. 37), among other ways.
Molitor’s book plugs his services (as many business books do). His case studies draw from his practice, and exhorts us to do this work deeply: to understand that overhauling the entire organizational culture won’t be quick, easy, or cheap—but that the huge boosts in morale, productivity, quality, and profitability easily justify the time and money (example: pp. 50-54). You’ve got to be all-in; not-losing is nowhere near as good as winning (p. 51).
More principles:
* Communication has to work in both directions, even in a hierarchy. Judge the impact of the words themselves and the emotions in how they’re delivered, as well as the specific message (pp. 177-179). He recommends professional training.
* Specific (including detailed written task lists about the WHAT) agreements around values and mission go a long way—but the top brass should craft and commit to the values and mission before percolating them through the organization, then let line workers own the HOW (P. 61)
* When doing the detailed surveys he recommends, use professionals to craft the survey, interview ALL employees, share the results after reviewing them with the executive team, and explain how you’re working the findings into your long-range strategic plan (pp. 90-91; 129-131)
* Approach recommendations without defensiveness and with a willingness to implement real change; enable the workers to see that their concerns and suggestions are acted on (extrapolation from Shel: implement where practical, discuss with employees the barriers to implementing others, and listen to refinements that might overcome those obstacles)
* Make sure each employee knows that both senior management and the employee understand what role that employee plays in the company’s success (p. 126); always treat every employee with respect, as an expert in their tasks (p. 165)
* Examine not just the negative factors (e.g., falling sales) but also positive shifts. Change can arise from either (p. 112; p. 230).
* There’s always room for more well-thought-out innovations (p. 116)—and don’t fret much if innovations don’t work out; think of the failures as pilot projects/learning opportunities (p. 165).
* When problems arise, look to the values and mission for guidance, rather than setting inflexible rules (pp. 147-148)—and frame the values as “we will” and “we will not” statements (p. 156)
* Workers will accomplish more in teams than by themselves—but don’t think about “work teams”; think instead about “teamwork” and organize those teams around clear purpose and direction, effective leadership, productive interpersonal relations, communication and listening skills, problem solving/decision making/planning, de-escalating conflict resolution strategies, skills/knowledge/abilities, resources, and reward-inclusive evaluations (pp. 218-224)
I particularly liked the case study of Saginaw County, Michigan, for the large impact, thoroughness, and seeming permanence of the transformation (pp. 133-141).
However, the book is not without its flaws. While it addresses diversity of skill sets and economic power, it’s very quiet about racial, gender, and religious diversity. In fact, the book assumes we live in a Christian society—which I as a Jew found unappealing. It didn’t address questions about how one case-study organization dealt with staff redundancies after two hospitals merged, even though it flags the concern. And he relies overmuch on trite cliches.
Displaying 1 of 1 review