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Leading Without Authority
- How the New Power of Co-Elevation Can Break Down Silos, Transform Teams, and Reinvent Collaboration
- Narrated by: George Newbern
- Length: 7 hrs and 8 mins
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Leading Without Authority
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Publisher's Summary
The number one New York Times best-selling author of Never Eat Alone redefines collaboration with a radical new workplace operating system in which leadership no longer demands an office, an official title, or even a physical workplace.
"An actionable methodology for any team to thrive during the decade of exponential change ahead." (Peter H. Diamandis, founder of XPRIZE and Singularity University, best-selling co-author of Abundance, Bold, and The Future Is Faster Than You Think)
In times of stress, we have a choice: we can retreat further into our isolated silos, or we can commit to "going higher together". When external pressures are mounting, and employees are working from far-flung locations across the globe, says best-selling author Keith Ferrazzi, we can no longer afford to waste time navigating the complex chains of command or bureaucratic bottlenecks present in most companies. But when we choose the bold new methodology of co-elevation as our operating model, we unlock the potential to boost productivity, deepen commitment and engagement, and create a level of trust, mutual accountability, and purpose that exceeds what could have been accomplished under the status quo. And you don't need any formal authority to do it. You simply have to marshal a commitment to a shared mission and care about the success and development of others as much as you care about your own. Regardless of your title, position, or where or how you work, the ability to lead without authority is an essential workplace competency.
Here, Ferrazzi draws on over a decade of research and over 30 years helping CEOs and senior leaders drive innovation and build high-performing teams to show how we can all turn our colleagues and partners into teammates and truly reboot the way we work together.
What the critics say
"Leading Without Authority is the must-read guidebook for radical transformation. Keith Ferrazzi's concept of co-elevation provides an actionable methodology for any team to thrive during the decade of exponential change ahead." (Peter H. Diamandis, founder of XPRIZE and Singularity University, bestselling co-author of Abundance, Bold, and The Future Is Faster Than You Think)
"Ferrazzi is breaking new ground in defining what leadership can mean in the emerging world of work. He shows that humility, curiosity, and candor can serve as the connective tissue binding us to our mission, to one another, and to a sense of purpose larger than ourselves." (Arianna Huffington, founder and CEO of Thrive Global)
"I'm excited to bring 'co-elevation' (as a new word, as a new book, and as a concept) to Zappos to help bring our culture and our business to the next level." (Tony Hsieh, CEO of Zappos, New York Times best-selling author of Delivering Happiness)
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What listeners say about Leading Without Authority
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Overall1 out of 5 stars
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Performance2 out of 5 stars
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Story3 out of 5 stars
- Hy Luo
- 2021-01-11
it certainly is great to gain influence BUT!!!
I will preface my utter contempt for this verbal diarrhea of pure boomer beauraucracy with this article: https://www.google.com/amp/s/www.thestar.com/amp/business/opinion/2020/12/11/dan-price-announced-a-minimum-salary-of-70000-to-all-of-his-120-employees-back-in-2015-it-paid-off-big-time.html
Influence is good but, it doesn't mean I should do it without receiving the MONEY to back it up. if I can lead, I should ditch the organization and start my own. why the fuck should I provide MY insights and MY ideas. the "leaders" and "ceos" are paid to come up with these ideas, unless they're people managers. MY ideas should generate ME revenue, not the company who does not value me, I'm sorry. it's great that you were rewarded, but many companies avoid the need to reward you if you normalize the "leading without real authority and pay". Again, if co-elevation can eliminate the need for middle management, then it just means that the value these middle managers brought to the table has been transferred to the employees "without authority", but does the pay that went to the middle managers go to employees? often times no!!!this book seems short sighted when it comes to the needs and desires of the very people that you're trying to motivate. Feel free to change my mind if you can, but at this point I just wish I could get a refund on this book. You should be reminding people, these "leaders with authority" who you say should be advocating co-elevation to PAY for co-elevation. Even in your chapter on praise and celebrate, you mention NOTHING about increasing the teams pay from their success. "The leader gave them a shout out". I'm certain that shout outs are NOT edible and UNABLE to keep the heat on. I think YOU need to learn and rethink from people like Dan Price and how he's able to motivate his teams at Gravity payments, his team is fanatically loyal and motivated. "Complements and praises are better than bonuses", what a load of BS. Dan Price doesn't pay his people more than he has, but your strategy only works if everyone gets a FAIR share of the pie. The effects of the RIGHT amount of money will win you their hearts and minds.
A true leader said:
"Most people live paycheck to paycheck. So how come I need 10 years of living expenses and you don't?" - Dan Price
6 months later, Gravity has defied doubters. Revenue is growing at double the previous rate. Profits have also doubled. Gravity did lose a few customers: Some objected to what seemed like a political statement that put pressure on them to raise their own wages; others feared price hikes or service cutbacks. But media reports suggesting that panicked customers were fleeing have proved false. In fact, Gravity's customer retention rate rose from 91 to 95 percent in the second quarter.
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