Comments on: Building High Performance Teams

By: Abbott, Keeven, Fisher &#038 Fortuna Partners

Abbott, Keeven, Fisher &#038 Fortuna Partners — Wed, 18 Mar 2009 15:52:05 +0000

[...] a recession is a terrible thing to waste. You’ve heard us say it before in our posts such as Building High Performance Teams and Seed, Feed and Weed to Succeed, and we even reference this practice in our forthcoming book [...]

By: Clipmarks Internal Clog » Top 5 Reasons Tech Execs fail

Clipmarks Internal Clog » Top 5 Reasons Tech Execs fail — Tue, 23 Sep 2008 16:27:32 +0000

[...] strong and that everyone plays a crucial role in the construction of the site. Share this clip Permalink x [...]

By: Abbott, Keeven, Fisher &#038 Fortuna Consulting

Abbott, Keeven, Fisher &#038 Fortuna Consulting — Sun, 24 Aug 2008 23:53:16 +0000

[...] CTOs who need to talk about being the “smartest person in the room” and CEOs who say “I’m right more often than I’m wrong” simply have no place in a high performing team. Such statements alienate the rest of a team and very often will push the very highest performing individuals – those actually getting stuff done – out of the team and out of the company. These actions and statements run counter to building the best of teams and over time will serve to destroy shareholder value. The best leaders give of themselves selflessly in an ethical pursuit of creating shareholder value. [...]

By: F|R: The Top 5 Reasons Tech Execs Fail - GigaOM

F|R: The Top 5 Reasons Tech Execs Fail - GigaOM — Sat, 02 Aug 2008 16:01:01 +0000

[...] 5. Failure to Build World Class Team As important as any other aspect of your job is the need to cultivate the best team possible given the limitations of your budget, mission and headcount. Rather than spending time on improving the capabilities of their teams, we find that many chief tech execs spend a great deal of time attempting to compensate for deficiencies within their teams. A very typical example of this is a CTO personally taking responsibility for every technology decision within a company. While this is a necessary practice when the team is very small, it does not scale into organizations of hundreds or thousands of engineers. All managers must be able to delegate to succeed. [...]