This is a book all about building cooperation and buy-in. It’s about the power to make things happen in an organisation; not by relying on positional power and authority, but through your ability to build people’s support and commitment to your ideas and initiatives. The result? If you get this right, people cooperate with you, not because they have to, but because they want to. Which in turn means people are bringing their full selves to the project, in the form of:
*commitment and focus (important if we need people to prioritise how they spend their time)
*energy, passion and determination (critical for fuelling performance and for pushing through obstacles)
*creativity (essential for problem solving and ensuring the best outcomes, not just any outcome).
The imperative for organisations today is to build highly nimble and collaborative cultures if they want to thrive. The transition from the industrial economy to the value economy has brought with it a shift from efficiency to creativity. As a result, organisations are more complex than ever. The way organisations are structured is complex, with a move away from simple chain-and-command hierarchy towards far more organic and relationship-driven social networks. The way organisations work is more complex, and that’s because so is the marketplace. To stay ahead, organisations need to be able to be develop ideas, respond to feedback and implement initiatives quickly. There’s a stronger focus than ever on the human experience of work. The relationship between organisation and employee has become incredibly symbiotic. The organisation’s ability to tackle the kind of complexity outlined above depends heavily on people being willing to bring themselves and their creativity to work. As companies move from the industrial economy to the creative economy, they must engage with their people in very different ways.
This book aims to be strong on "how to" content – not just inspiration and stories, where a reader can pick up the book, attracted by its title or theme, open the table of contents, identify a sub-heading of interest, quickly read that chapter, and immediately be thinking about how they can use the content of that chapter in their own world. It’s also positioned clearly in the context of the bigger leadership challenge of building highly nimble and collaborative cultures of buy-in.