Title Details

MORRIS A. GRAHAM is a former professor of organizational psychology at Brigham Young University and president of Graham & Associates, a consulting firm that specializes in implementing high-performance, team-based systems. His clients include General Electric, Litton, Kaiser Permanente, and the state government of Hawaii. MELVIN J. LEBARON is a prominent workplace coach specializing in building high-performance work teams. Formerly a faculty member and administrator with the University of Southern California School of Public Administration, his coaching work has taken him into a wide range of over 200 business and governmental organizations. He is president of Workable Workplace Systems, through which he focuses on integrating the skills and artistry required for the processes identified in this book.

Introduction: Revolutionary Change for Revolutionary Times
Part One: Staging the Revolution
1. Stage One Pioneering: A Manager's Guide to Teams
2. Stage Two Settling-In: Rewriting the Constitution for How Work Gets Done
3. Stage Three Horizontalizing: Moving from "That's Not My Job" to "How Are We Going to Do This?"
4. Stage Four Transforming: Tools for Continuous Improvement and Success
Part Two: Leading the Team-Powered Organization
5. The Horizonal Leader: Making the Commitment and Building Your Skills
6. Horizontal Coaching: How to Keep Teams Fit and in Balance
Part Three: Keeping the Revolution Alive
7. Reward Success: Tracking Performance and Sharing the Gains
8. Revolutionary Prescriptions: Continuous Learning and Hard Work

"In many ways, this book is a complement to and extension of my work and teachings.... A powerful presentation of principles, values, and practices that align people as the most valuable organizational asset." —from the foreword by Stephen R. Covey, chairman of the Covey Leadership Center and author of The Seven Habits of Highly Effective People and Principle-Centered Leadership

"This book works! It starts with sound concepts that have been through the crucible--tested and retested in many organizations--and is chock-full of practical action steps that readers can immediately implement back in their organization." —Jack Zenger, president, Zenger-Miller

"State-of-the-art guidance in building functional teams. This is a revolution in itself.... Anyone wanting to create teams must read this book." —Keith Fulton, electrical group manager, Disneyland

"The principles taught in The Horizontal Revolution are not only worth the attention of corporate leaders, they are essential if America's corporations are to remain vigorous and viable entities." —Hyrum W. Smith, CEO, chairman of the board, Franklin Quest Co.