Unite the Tribes: Leadership Skills for Technology Managers (Paperback, 2)

PART ONE: THE LAY OF THE LAND Chapter 1: The Myth of Absolute Power (NEW)Whether you're at the top of the food chain or just managing a part of the overall organization, it's important to understand that there is no such thing as absolute power. Even in the world of nations and dictators, those who appear to possess unfettered control have it only because other powerful groups have agreed to back them up. Armies follow leaders by choice, not mandate. In an argument between a civilian and a soldier, the guy with the tank usually wins. The implications for building an empire are clear: You're only as effective as the people who support you, so you'd better understand how to bring them together. After all, dry cleaners have a hard time removing tread marks. Chapter 2: Understanding Expectations (NEW)Don't expect those you lead to operate on the same level as you or exhibit your degree of dedication and talent. People have a wide range of capabilities and motivation. Plans build on unrealistic expectations are guaranteed to fail. In every organization, there is a need for those both great and small. Success comes from a proper marriage of task and talent. It's also important to remember that evaluations run both ways. Most people have a long list of expectations when it comes to your organization. Paychecks and holidays are just the tip of the iceberg. When you understand what truly fulfills your people and can help them acquire it, they'll walk through fire for you. Chapter 3: The Art of Stopping Conflict (NEW)Business is war. That sort of thinking tends to make some people twitch, which probably says good things about their character. Nonetheless, war is, by definition, a competition for territory and resources. Coincidentally, that's the same description you'll find for business. The marketplace is not the only form of conflict you'll encounter when growing an organization. When you bring people together to accomplish a common goal, they will naturally form groups according to their talents and common agenda. Each group then competes with the others for access to territory and resources within your company to further their goals. Additionally, each and every person in your organization has an agenda, whether they realize it or not. They can be actively or passively aggressive in its pursuit, or they may even follow a course of actions driven by their priorities without even realizing it. To build a cohesive whole, you must understand the many forms of conflict, both within and without your organization, and find a path that accomplishes your goals by helping your people achieve their own. Throughout history, this is how small tribes have been united to build powerful and enduring empires. PART TWO: THE TEN PILLARS OF THE EMPIRE Chapter 4: Pillar One: Vision (UPDATED)Updates to this chapter will reflect the new positioning of the book as a guide that is geared solely toward company managers and leaders. (...)