A product of over a decade of study, this book reveals the hidden practices of today’s more successful leaders. First, they engage in ways that buy back 18-24% of time. Then, they invest that time collaboratively in ways that enable them to scale their accomplishments and avoid de-railing traps.
This groundbreaking book, co-written with Robert J. Thomas, shows executives and managers how to obtain substantial performance and innovation impact by better leveraging traditionally invisible assets—social networks. Based on work with executives from over a hundred top-level companies and government agencies, the book gives in-depth examples of how leaders are using network thinking to increase revenues, lower costs and accelerate innovation.
A powerful, visual framework helps managers discover how employees really communicate and collaborate to get work done—and helps them identify ways they can influence these social networks to improve performance and innovation. Co-authored with Andrew Parker and based on our in-depth study of sixty informal employee networks in well-known companies around the world, we illustrate how leaders can conduct a social network analysis of their organization.