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For close to thirty years now, the author have advised and studied leaders and teams across sectors and geographies to see if he could figure out the answer to two questions: Why do some leaders build teams strong enough to sustain stellar performance, while others drive them into an abyss of dysfunction? Why do some teams turn differences into divides, while others use them to conquer their toughest challenges? Over the years, I've grown convinced that relationships are the missing piece to the puzzle. In today's hypercompetitive, interdependent world, relationships are no longer feel good-stuff, nice to have but not really critical to performance.
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