Bob Frisch's guest appearances

Bob Frisch

Coaching for Leaders

Radio Free Leader

33voices

The Leading Edge

Jurgen Appelo

Todd Henry

Marshall Goldsmith

Dan Ariely

Greg McKeown

Bill George

Whitney Johnson

Cal Newport

Sydney Finkelstein

Tim Sanders

Adam Grant

Dorie Clark

Nancy Duarte

Liz Wiseman

Ron Friedman

OwlTail

Bob Frisch is the Founding Partner of Strategic Offsites Group, a boutique consulting firm that designs and facilitates strategic conversations for executive teams and boards. Before founding Strategic Offsites Group, Bob was a Managing Partner for Accenture, the Vice President and Strategy Practice Head for Gemini Consulting &amp; Services, and a Manager for Boston Consulting Group. Bob is also the best-selling author of two books and has published multiple articles in Harvard Business Review. He graduated magna cum laude from Tufts University and earned his MBA from the Yale School of Management. In this episode: What makes a meeting great? Mediocre? Crummy? Why are some offsites inspiring and others enervating? How can leaders and their teams work together to make decisions better — and make better decisions? Bob Frisch, Founder of Strategic Offsites Group, has built his career and his business to explore and answer those questions. Bob has shared his insights in a score of Harvard Business Review articles and now shares them on The Leading Edge. Success is often created by conversations — conversations that lead to decisions and actions. Making those conversations happen is the leader’s job, but not often one in which he or she is particularly skilled. According to Bob Frisch, productive strategy meetings can be achieved through effective communication and a well-thought-out process. As he says, it’s important for a team to have an active role in the decisions that are being made — and often that means the leader must speak last. Bob has spent his career working with senior executive teams to incorporate proven success strategies, and today he’s here to share his decision-making advice for leaders. In this episode of The Leading Edge, Tom and Bob talk about the human dynamics of decision-making — and the real-world tips and tricks that can help leaders guide their teams to better decisions. They discuss the value of implementing two rounds of decision-making at your company, the impact the pandemic has had on collaboration, and how to achieve alignment in your leadership team. Stay tuned for this and more on The Leading Edge — a podcast where new ideas are cultivated and leaders find their edge to succeed.

Bob Frisch is the Founding Partner of Strategic Offsites Group, a boutique consulting firm that designs and facilitates strategic conversations for executive teams and boards. Before founding Strategic Offsites Group, Bob was a Managing Partner for Accenture, the Vice President and Strategy Practice Head for Gemini Consulting &amp; Services, and a Manager for Boston Consulting Group. Bob is also the best-selling author of two books and has published multiple articles in Harvard Business Review. He graduated magna cum laude from Tufts University and earned his MBA from the Yale School of Management. In this episode: What makes a meeting great? Mediocre? Crummy? Why are some offsites inspiring and others enervating? How can leaders and their teams work together to make decisions better — and make better decisions? Bob Frisch, Founder of Strategic Offsites Group, has built his career and his business to explore and answer those questions. Bob has shared his insights in a score of Harvard Business Review articles and now shares them on The Leading Edge. Success is often created by conversations — conversations that lead to decisions and actions. Making those conversations happen is the leader’s job, but not often one in which he or she is particularly skilled. According to Bob Frisch, productive strategy meetings can be achieved through effective communication and a well-thought-out process. As he says, it’s important for a team to have an active role in the decisions that are being made — and often that means the leader must speak last. Bob has spent his career working with senior executive teams to incorporate proven success strategies, and today he’s here to share his decision-making advice for leaders. In this episode of The Leading Edge, Tom and Bob talk about the human dynamics of decision-making — and the real-world tips and tricks that can help leaders guide their teams to better decisions. They discuss the value of implementing two rounds of decision-making at your company, the impact the pandemic has had on collaboration, and how to achieve alignment in your leadership team. Stay tuned for this and more on The Leading Edge — a podcast where new ideas are cultivated and leaders find their edge to succeed.

Decision-Making in the Workplace with Bob Frisch, Founding Partner of Strategic Offsites Group

Cary Greene

Bob Frisch and Cary Greene: Simple SabotageFor over 30 years, Bob Frisch has worked with Senior Executive Teams and Boards on their most vital strategic and organizational challenges, both as a consultant and a corporate executive. Cary Greene has over 20 years’ experience working with senior executives and boards on challenging and complex strategic issues. They are co-authors with Robert Galford of the book Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace*.Key PointsWhen creating a book on how to sabotage an occupying enemy’s industry, the OSS (precursor to the CIA) recommended a list of organizational sabotage techniques. Ironically, these techniques look very similar to common actions we see in our organizations today.Committees 	Make sure a committee is appropriate for the task. 	What is the purpose of a committee? 	Who actually needs to be on a committee? 	Make sure committees are structured and have an agenda. 	Make it clear what authority the leader of the committee has. 	Is the committee being asked to make a recommendation or asked to make a decision?Emails 	Overusing the CC function in emails creates an overwhelming and unnecessary amount of communication. 	Remember that sometimes it’s best to just pick up the phone or walk down the hall to communicate with someone. 	Use the email subject line effectively.Resources Mentioned 	Simple Sabotage Field Manual (1944) 	Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace* by Robert Galford, Bob Frisch, and Cary GreeneRelated Library Episodes 	Communication in a Family Business, with JoAnne Norton (episode 74) 	How We Do Things Around Here for Results, with Kent Rhodes (episode 144) 	How to Tame Workplace Incivility, with Sharone Bar-David (episode 210)Discover MoreActivate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bob Frisch and Cary Greene: Simple Sabotage For over 30 years, Bob Frisch has worked with Senior Executive Teams and Boards on their most vital strategic and organizational challenges, both as a consultant and a corporate executive. Cary Greene has over 20 years’ experience working with senior executives and boards on challenging and complex strategic issues. They are co-authors with Robert Galford of the book Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace*. Key Points When creating a book on how to sabotage an occupying enemy’s industry, the OSS (precursor to the CIA) recommended a list of organizational sabotage techniques. Ironically, these techniques look very similar to common actions we see in our organizations today. Committees 	Make sure a committee is appropriate for the task. 	What is the purpose of a committee? 	Who actually needs to be on a committee? 	Make sure committees are structured and have an agenda. 	Make it clear what authority the leader of the committee has. 	Is the committee being asked to make a recommendation or asked to make a decision? Emails 	Overusing the CC function in emails creates an overwhelming and unnecessary amount of communication. 	Remember that sometimes it’s best to just pick up the phone or walk down the hall to communicate with someone. 	Use the email subject line effectively. Resources Mentioned 	Simple Sabotage Field Manual (1944) 	Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace* by Robert Galford, Bob Frisch, and Cary Greene Related Library Episodes 	Communication in a Family Business, with JoAnne Norton (episode 74) 	How We Do Things Around Here for Results, with Kent Rhodes (episode 144) 	How to Tame Workplace Incivility, with Sharone Bar-David (episode 210) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

260: Detect and Eliminate Organizational Sabotage, with Bob Frisch and Cary Greene

Bob Frisch, managing partner of The Strategic Offsites Group, has worked with organizations ranging from Fortune 500 companies to German mittelstand family businesses to the U.S. Department of State. Bob’s work has been featured in the Harvard Business Review, theWall Street Journal, Bloomberg Businessweek, and Fortune. In this interview, we talk about the difference between senior management teams and kitchen cabinets, why he hates matrix organizations and his new book Who’s in the Room: How Great Leaders Structure and Manage the Teams Around Them.

0304 | Bob Frisch