Read Silos, Politics and Turf Wars: A Leadership Fable about Destroying the Barriers That Turn Colleagues Into Competitors by Patrick Lencioni Online


In yet another page-turner, New York Times best-selling author and acclaimed management expert Patrick Lencioni addresses the costly and maddening issue of silos, the barriers that create organizational politics. Silos devastate organizations, kill productivity, push good people out the door, and jeopardize the achievement of corporate goals. As with his other books, LenciIn yet another page-turner, New York Times best-selling author and acclaimed management expert Patrick Lencioni addresses the costly and maddening issue of silos, the barriers that create organizational politics. Silos devastate organizations, kill productivity, push good people out the door, and jeopardize the achievement of corporate goals. As with his other books, Lencioni writes Silos, Politics, and Turf Wars as a fictional--but eerily realistic--story. The story is about Jude Cousins, an eager young management consultant struggling to launch his practice by solving one of the more universal and frustrating problems faced by his clients. Through trial and error, he develops a simple yet ground-breaking approach for helping them transform confusion and infighting into clarity and alignment....

Title : Silos, Politics and Turf Wars: A Leadership Fable about Destroying the Barriers That Turn Colleagues Into Competitors
Author :
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ISBN : 9780787976385
Format Type : Hardcover
Number of Pages : 224 Pages
Status : Available For Download
Last checked : 21 Minutes ago!

Silos, Politics and Turf Wars: A Leadership Fable about Destroying the Barriers That Turn Colleagues Into Competitors Reviews

  • Christina Saldivia
    2019-04-02 17:58

    Lencioni is a good writer. Highlights: 1. Silos occur because executives fail to give their employees a compelling context for working together a. Without this, everyone moves in different directions, often at cross purposes b. Every assumes their own activities are in the best interest of the company and don't understand why others aren't doing the same c. They begin to resent each other 2. Dissolve Silos by creating a thematic goal: A Rallying Cry. a. A Thematic Goal - a single, qualitative focus that is shared by the entire leadership team and ultimately, by the entire organization and that applies for only a specified time period. i. For example - rebuild our credibility, b. A Set of Defining Objectives i. Shared by all members of the leadership team ii. Like customer satisfaction, establish a unified marketing message, eliminiate redundant and underperforming products, merge back office systems and processes, market share, quality, establish a strategy, c. Time Frame - # months (it's not permanent) d. A set of ongoing standard operating objectivesi. Revenue ii. Market share by productiii. Employee turnover iv. Etc..e. Metrics

  • Joe Van Huysen
    2019-04-25 13:56

    Very insightful and organized protocol to follow for organizations and their executive teams. The case studies and real life examples across industries are perfect to relate to. Main takeaways: Assess the current status of your organization, decide as a team what needs to be improved upon the most (the “Thematic Goal”), and get all departments on board. Set a realistic time to accomplish with specific steps. Once it has been accomplished, decide upon a new Thematic Goal. Always have one in motion.

  • Daniel Silvert
    2019-03-29 18:53

    Lencioni knows a good formula when he finds it: Pick a thorny subject like Silos, Meetings, Team Dysfunction, spin a story that illustrates the ins and outs of the issue in the real world, then boil it down to a quickie model that readers can immediately use – whether they’ve actual read the preceding fable or not. While not at the level of his best selling work, ”The Five Dysfunctions of a Team,” this is a valuable addition to the subject and quandary of organizational silos. The story revolves around a young consultant struggling to get his practice off the ground while riding the rough waves of unhappy clients. Eventually, our hero comes up with a model that ties departments together towards a common cause: The Thematic Goal. A Thematic Goal is the “single, qualitative, time framed, rallying cry adopted by the entire management team.” If for example, your company has just made an acquisition, a thematic goal that every department could collaborate upon would be: Integrating the acquisition into the company. Each functional area would draw up “Defining Objectives” that represent their contribution to achieving the goal. With everyone pulling in the same direction, great ideas are more likely to cross pollinate and groups that normally barely talk to one another actually work together towards the Thematic Goal’s success. While this model is far from a complete solution to the issue of silos in the workplace, it is well thought out place to start. Highly recommended.

  • CJ
    2019-04-19 14:51

    I think of Lencioni's little books as the romance section of the business genre. They're quick to read, easily digestible, and actually have some salient points, I just don't know how readily you can apply those points to your own business situation.Silos, Politics and Turf Wars deals with the way people try to protect "their" areas when they feel threatened. I'm sure everyone works with someone who is territorial and defensive when they're asked probing questions or to explain something more completely. The gem I'm taking from this book is how to identify these behaviors. I work in a very small shop and try to be as open and honest as I can in order to avoid turf wars, but they do crop up now and again. If this book helps me head those off in the future, the purchase price and time spent reading it were worth it.

  • Thadeus
    2019-04-17 20:04

    This is the second Patrick Lencioni ‘leadership fable book’ I’ve read and it did not disappoint. If you are part of an organization that is looking for ways to breakdown silos and work toward building a cohesive team, this is the book for you.I was very impressed with how well the fable relayed the key principles, and I also appreciated the laying out of the model components after the fable. I hope to see the implementation of this approach make a positive difference in my organization.Highly recommended!

  • DeeDee Wilson
    2019-04-19 19:40

    I liked the principals of the book, but the fable was too long and the actual content too short. As a result, we get a great high level perspective on how to address silos, but the practical application barely scratched the surface.

  • Sheri
    2019-04-21 13:01

    one of the best out of this author's leadership books so far. a must read.

  • Jordan Silva
    2019-04-06 13:43

    Not my favorite Lencioni book, but one worth reading. Although the "consultant figuring it out along the way" is a relatable story, and I think the overall themes are pretty good, but it didn't have any major AHA type moments in the book like some of the others have. The concepts are on point. Silos and turf wars ruin organizations and start even at small sizes, and so understanding that and working actively to prevent it is a good thing. I think the major thing to take away from the book is that if you sit on a leadership team, you need to leave your title at the door and just come into all meetings with the idea that your job - regardless of your role - is to make the company better. This concept resonates with me but is in conflict with the box concept EOS drives. I don't think they intentionally mean for people to not help other boxes, but I do think the overall concept sets the foundation for Silos to be built.

  • Geoff
    2019-04-20 14:48

    I enjoy Patrick's books. I enjoy the fable that leads to a solution format. I get that people think it's too cutesy for a business book but I disagree. It's how I see the problem in a realistic scenario THEN learn the lesson rather than the other way around.Sadly everyone is familiar with silos. I like this method of a crisis bringing everyone together but I think sometimes there needs to be an incentive for making everyone a success. Especially in very large orgs where it's not just department silos but full business line silos. How do we invent one business line to make another business line a success? Much to think about and share.

  • Rafn Rafnsson
    2019-03-26 15:07

    As with all Patrick Lencioni books I like his approach of presenting a fictional story to get his point across. This book is spot on based on my own experience with challenging silos in organizations and a solid read for anyone interested in an insight and possibly a tool set to break down barriers in organizations.

  • Lewis Van Osdel
    2019-03-31 14:00

    Pat Lencioni as usual does a great job in taking a common business problem (office politics), using a story to illustrate the problem and explaining a solution to fix it. For whatever reason, I didn't really enjoy the business fable, which is unusual since I have read almost all of Pat's other books.

  • Lis
    2019-04-06 13:53

    I do like how Lencioni shares his strategies using fables. It makes it much more interesting and a better way to share a strategy. The book had some good points but had the least impact on me - in relation to other books I've read by him.

  • Scott M Sizer
    2019-04-18 12:47

    A re-read again. Excellent reminder that silos are outcomes of organizational leadership (and not personality driven). Good reminder of ways to refocus and energize myself to lead our way out of silos...vs. giving in.

  • Luke Koskinen
    2019-03-31 20:03

    Quick read with some good principles... Aside from practical steps on united members and sects of organizations, it taught me to care more about the success of my own department, campus, sphere, etc.

  • Siddhartha
    2019-03-26 14:43

    Awesome Simple explanation of one of the workplace complexity. Lencioni uses his style to once again drive home the point beautifully.

  • Erica Johnson
    2019-04-17 14:41

    I enjoy this author. Some typos, and I think he over uses cliff hangers, but overall a quick enjoyable read.

  • Mauro Botelho
    2019-04-17 12:02

    This book provides great advice, but as usual with businesses books, it does so in a longer format than needed.

  • Neil
    2019-04-26 19:49

    More narrowly focused than The Five Dysfunctions of a Team but, like that book, and engagingly written way to make sense of how to rally a team around a shared course of action. One great part of it is that Lencioni recognizes that forward-looking efforts take place alongside ongoing operations, so the model for making progress over 6, 9, 12 or 18 months shouldn't ignore enduring concerns—even if on their own they won't provide a sense of purpose or help an organization make a big leap forward in how or what it does.Things I noted for future use:136: Senior management team members are selected not just for expertise in their areas but also for their ability to contribute across the board. They should disregard titles when they're together (focus on the organization's overall priorities, even if not closely related to their functional area), then put their functional hats back on when they go back to work.151-155: Start senior team meetings with review of:* the Thematic Goal (6- to 9-month goal that represents your biggest current obstacle or threat in the way of a long-term [e.g., 5-year] goal);* 4-5 Defining Objectives—key subject areas that support the thematic goal. Measure in qualitative way (red/yellow/green) rather than metric-driven or numeric; and* 4-5 Standard Operating Objectives that represent the ongoing priorities that you can't lose sight of. These create context for every staff meeting. If anyone brings up things specific to their department that don't make a meaningful impact on the big-ticket items, then it's clearer that it's not a priority. Senior managers responsible for consistently reinforcing with their teams. 176-177: When silos exist, blame lies at the top of the organization. Silos arise when executives fail to "provide themselves and their employees with a compelling context for working together." Without a shared context, everyone pursues their own agendas assuming those agendas are in the organization's best interest. 186: After you've established the framework, add metrics. Don't have to be quantifiable: often they will be dates by which a given activity will be completed. Don't try to artificially assign specific numbers to immeasurable activities.197-201: organize staff meetings around the thematic goal. Start not with set agenda—which has everyone report out on their functional areas even when they may not have pressing issues—but by building a real-time agenda in 10 min. or less:1. Everyone gets 30 seconds to name their top three priorities for the week. 2. Team grading of all the Defining Objectives and Standard Operating Objectives—qualitative (red/yellow/green) based on judgement of leaders. Discussion will keep things accountable. Overall leader breaks ties ("let's call it orange").3. Determine where to spend time, based on most pressing needs. Challenge teammates whose key priorities aren't related to thematic goal or are in area already doing well. Figure out how more areas can help with Objectives that need additional help—even if it means slowing progress in areas that are going well.

  • Cathy Allen
    2019-03-31 17:57

    The thing to know about Patrick Lencioni's fables is that they are written from a consultant's perspective. Since I am a consultant, I deeply appreciate that. It helps to have established methods and models to effectively help client organizations work through their challenges. Both Five Dysfunctions of a Team and Death by Meeting contain excellent tools I have used to help others identify their specific needs and take steps to improve. It's fun work. In my practice I have sometimes found it difficult to convince clients that their team is dysfunctional or that their meetings don't have to suck. In those cases, I can rely on one or more of the tools in Lencioni's books to help then diagnose their issues themselves, which of course increases buy-in for whatever solutions are chosen. With Silos, Politics and Turf Wars, however, no such tools exist. When units within an organization are siloed (not communicating effectively) or when people are spending energy guarding their turf rather than contributing to team success, it seems particularly easy to blame others. "It's the fault of the people in that other department. They are causing the problems." That's when my client really needs me to share my observations directly and suggest strategies for changing their own habits and practices. And that's where Lencioni lets me down this time. In the fable, an aspiring consultant identifies turf issues at play in each of the first three clients he takes on. As the story progresses, we see how he addresses the problems and reveals his method for helping them work through it. We even get to see him fall on his face, causing real damage by ham-handedly pointing out how internal politics is holding one organization back. Though it almost gets him fired, he pulls it out in the end. This was an excellent caution for me as a consultant... but Lencioni then provides little guidance on how to avoid the same mistake myself.As with all of Lencioni's works, the "model" is described in the last 30 pages. For Silos, Politics and Turf Wars, the prescription includes 1) identifying an over-arching, organization-wide "thematic goal", 2) establishing "defining objectives," 3) developing a set of "ongoing standard operating objectives", and 4) choosing the "metrics" with which to measure progress. All good stuff and hugely beneficial for any group of two or more people. I just wish I knew how to convince more of my clients that this is the way to go. I think the need for goals, objectives, and metrics is so obvious to Lencioni (as it is to me) that he struggles to articulate the "why" part, though that is exactly the part that people outside of our professional field need most.Still, I am glad I read this one and I will also recommend it to anyone I think will benefit. Maybe someday I will be the one who figures out how to explain the why part, and write that book myself.

  • Rick Yvanovich
    2019-04-09 20:04

    Yet another great fable followed by case studies and deeper explanations. The silo mentality is so real and so common, but is very breakable and fixable .. just follow the instructions in this book!I wish it were so simple, but nothing good ever came with little effort.So read this today and get started today to break down those silos!

  • Robert
    2019-04-14 20:00

    Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues into CompetitorsPatrick LencioniJossey-BassHere's the situation. Jude Cousins is a talented, energetic, and ambitious young marketing executive at Hatch Technology who, with his wife Teresa's support and encouragement, decides to leave his secure job after Hatch is purchased by Bell Financial Systems. He establishes an independent consulting practice and almost immediately obtains three clients: The Madison Hotel (San Francisco's oldest, largest, and most prestigious independent hotel), JMJ Fitness Machines (a manufacturer of high-end consumer and institutional exercise equipment), and Children's Hospital of Sacramento. Jude also agrees to help Father Ralph Colombano, pastor of Corpus Christi Church (in Walnut Hill, California) on a pro bono basis. One of the many challenges when writing a business narrative is to create fictional characters and relationships which are plausible. Although Lencioni calls his book a "leadership fable" (and it is), he anchors Jude in familiar, real-world situations when explaining how to destroy "the barriers that turn colleagues into competitors." He never allows his characters to sound like they are lecturing or preaching. Wisely, Lencioni includes only as much dialogue as is absolutely necessary. Silos, Politics and Turf Wars succeeds as a "realistic but fictional story" precisely because Lencioni achieves and then sustains an appropriate balance between what is fact (e.g. constant infighting among those in its workforce can tear an organization apart) and what is believable. After its "honeymoon," Cousins Consulting proceeds through a period which resembles a ride on a "roller coaster" until Jude experiences several "moments of truth." Lencioni has some quite serious objectives in mind. As he explains, "To tear down silos, leaders must go beyond behaviors and address the contextual issues at the heart of departmental separation and politics. The purpose of this book is to present a simple, powerful tool for addressing those issues and reducing the pain that silos cause. And that pain should not be underestimated." Indeed not.

  • Lisa
    2019-04-18 16:51

    I'm generally not a fan of corporate leadership books, but when my boss handed me this and recommended that I read it, I complied. Patrick Lencioni also wrote "The Five Dysfunctions of a Team", that a former mentor had me read. His approach is through narrative fables, which makes it a lot less technical and - let's face it - boring. This fable is about Jude Cousins, a fellow who quits his job after issues following his company's merger, and decides to start business as an independent consultant. It goes through his personal growth and development, and realizing that the downside of being a consultant is that after a problem is fixed, the consultant is no longer needed. So he began to look into those issues that management can never seem to get around, and the big one was "silos". This is corporate-speak for factions - departments working interdependently, but with the attitude that they're completely independent and, more often than not, more crucial than others. So, production has the attitude of "we make the product, you can't work without us" while marketing thinks "we sell the product - so what's the use of having it if you can't sell it?", etc., etc. These silos don't communicate well with each other because they place their own goals ahead of the group.In my corporate experience, this really is a huge issue, and Lencioni's approach to handling it (finding a rallying cry or thematic goal for the whole group, sharing common over-arcing goals) is appropriate. However, these solutions are often what I see in team building activities. The emphasis that Lencioni made that I appreciated is that these thematic goals need to be emphasized regularly, and with the management team - not just in the trenches. His approach to challenging turf wars was to remind the people in charge that their attitudes were shaping everyone who reported to them. As someone in the middle of a turf war, this was incredibly relevant and useful. In combination with some basic personality-type and conflict-resolution training, this has very much helped my outlook on my particular battle - and more importantly, was a good reminder that my actions and words reverberate and have an impact on anyone who can hear me.

  • Paul Herriott
    2019-03-28 14:44

    Typical Lencioni, a beautifully crafted story that reveals principles of leadership while displaying human flaws. There is much to learn here about organizational theory and the tensions it creates. Recommended for anyone working in a organization.

  • Beth Peninger
    2019-03-28 15:40

    Lencioni titles this book about territory marking in a much more sophisticated way than I talk about it. When this topic comes up I've been known to say, with a straight face because there's nothing funny about it, "So and so is busy peeing all over the place." The inference, of course, that they are marking their territory, claiming their turf, and building a silo that reaches to the skies. I hate politics. I mean I really hate them. I have seen firsthand how they contribute to a toxic culture/environment. So clearly reading this title was a "must" for me. "Silos, and the turf wars they enable - devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals. But beyond all that, they exact a considerable human toll too. They cause frustration, stress, and disillusionment by forcing employees to fight bloody, unwinnable battles with people who should be their teammates. There is perhaps no greater cause of professional anxiety and exasperation - not to mention turnover - than employees having to fight with people in their organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways." (Introduction, pages viii/ix)In this leadership fable Lencioni features several types of organizations/businesses in his fictional story about a very real problem. I love that he did this in this title because he is able to show how the problem exists in all sizes of organizations and that the solution he proposes can also be used no matter what size the org. It's a one-size-fits-all and in a very good way. But Lencioni's solution will only work when everyone cooperates and decides to quit with all the in-fighting and marking of territory and let's face it, some people aren't willing to do that. That's when other measures have to be taken and he covers that also in his other book The Five Dysfunctions of a Team. The solution is a one-size-fits-all but sometimes not all the people are that size.

  • Joewoolworth
    2019-04-12 14:58

    I wasn't sure I would like the idea of a fable/fictional account of a company as much as real world examples, but I suppose real world examples often get bent to make a point as well. The main point of this book was great. Companies/organizations are at their best in a crisis mode, but when a company/organization is successful for a long time (or sometimes not so long) they tend to have inter-departmental silos, politics and turf wars.So why wait for a crisis to bring out the best in your organization?Why not generate a rally cry or "thematic goal" that everyone in the organization can rally around for the greater good of the organization. This doesn't forsake the day to day, but in addition to operational goals with the understanding that if an unhealthy silo-ing company/organization continues to meet operational goals they will be in the same position next month or next year or in 5 years.Lencioni suggests that a thematic goal is made driven by an action:• Complete the merge of two organizations• Reposition the company for more health-conscious consumers• Restore the school's reputation• etcAnd then they are supported by defining objectives that are the building blocks of a thematic goal.He clarified that a thematic goal is a time specific goal with a clear stopping point and is not to be confused with a vision or mission or BHAG.Most encouraging line in the book for me, as that I currently work at a church was in the last chapter where he said "he would learn that silos in churches can be particularly difficult to dismantle, but that clarity of mission there can be a powerful motivator for doing so."Overall a fast read, thought provoking and a clear summary made this a useful book.

  • S'hi
    2019-04-14 16:50

    A very easy read about quite difficult territory in many organizations. Lencioni not only presents information and examples which make it very easy for CEOs and department heads to consider difficulties they are facing with their staff. He also presents a practical story of setting up as a consultant. This also has two advantages – one for those who are feeling caught in a job which no longer suits their capabilities, and another for those who want to make the best use of consultants and their unique perspective to shift a stuck team. After the storytelling, the practical elements presented are summarized at the end of the book. Online offers are also available.Recommended for anyone in a position dealing with multiple teams and their interactions. Also consultants and senior management.With my background with community groups I would make a few alterations rather than simply recommending this particular book, although some people may also find it useful in these settings. Please contact me if you deal with volunteers as well as paid staff as there are some unique interactions, which go beyond the scope of this book, which I may be able to offer guidance on.

  • Chris
    2019-04-09 13:49

    Lencioni does a good job of drawing our attention to what should be obvious and common sensical. Case in point: in order to help the team move beyond their individual agendas, give them a common cause, what the author calls a "Thematic Goal". This should be a "single, temporary, and qualitative rallying cry shared by all members of the leadership team. The goal should be broad enough that every leader can "buy in" yet narrow enough to provide a sense of urgency and relevance. Out of the common cause come a set of defining and operating objectives or "chunks" that must be monitored and managed. These bring additional clarity and focus to the cause. Recently I was reading Axiom by Bill Hybels in which he wrote about pushing on six projects for a period of six weeks. The overlapping wisdom of these two authors have given me the practical nudge I needed to challenge our Leadership Team to tackle several church-wide projects this spring, projects that cut across departments and--with the right mix of structure and motivation--can be resolved in less than two months.

  • James Pritchert
    2019-04-05 14:43

    A very engaging tale written as a fable and told with some very human elements to make the story and the teaching points more real and accessible. I do like his writing style. In order to fully grasp the concepts of this book,. I could see a two hour PowerPoint presentation but that would nearly kill someone. This book presents the concepts in an enjoyable format and I was immediately taken in my the main character. Naturally, I knew he would triumph in the end but I liked following along with him as he pursued his dream and lived his everyday life. The eradication of silos is also a lofty goal of many organizations and this little book may just have a solution that is workable. Turf Wars will continue as long as two or more people occupy contiguous spaces but perhaps there is a way to work around that issue and succeed in one's given occupation at the same time. I can highly recommend this to anyone in any type of organization who is seeking a way out of the political quagmire.

  • Liang Gang Yu
    2019-04-24 11:44

    The book provides a well-sought-out solution to an epidemic challenge in almost all sizable business, organization, institute - silos and turf wars.In the book, the author emphases the silo challenge due to organizational structuring, not of personalty misfit. The solution Patrick suggests is that top executives, create a thematic goal - a rally cry and a set of defining objectives, that shared by all leadership teams, connect everyone in the organization to BHAGs (short for Big Hairy Audacious Goals), and hold accountable for improving cross organization well-beings that ultimately benefits everyone. It makes sense, is workable, and is evident in some successful organizations. I appreciate the storytelling style that Patrick is known for. The fictional character's experience creates emotional and deep cognitive connections to the topic. The approach makes leadership management material vivid and interesting. Recommend the book.

  • Derek Winterburn
    2019-04-10 19:08

    I bought this book to read after having read Lencioni's The Advantage that referenced this one. This one is 60 % 'fable' - i.e. a preliminary narrative that illustrates the theory to follow. I can see the didactic reasoning here, but what I would like to see is some true case histories of the method rather fictional ones. Lencioni believes that organisations that operate with departmental silo-thinking are sub-optimal and that this is the major reasons why many companies fail. However in a situation of crisis people overcome small thinking to work more effectively in teams. So the smart CEO evokes a similar effect by creating a short / mid-term rallying cry or thematic goal - that draws together the disparate departments. I am not sure of the value of the detail of Lenicioni's prescription but I take this from the book: alongside long-term vision there needs to be shorter term 'themes' or emphases.