Leading Without Authority: How Every One of Us Can Build Trust, Create Candor, Energize Our Teams, and Make a Difference
- Downloads：1896
- Type：Epub+TxT+PDF+Mobi
- Create Date：2021-07-07 06:54:44
- Update Date：2025-09-06
- Status：finish
- Author：Keith Ferrazzi
- ISBN：0525575669
- Environment：PC/Android/iPhone/iPad/Kindle
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Reviews
Teresa
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Co-elevation。Table of ContentsIntroduction: The New Work Rules for a New Work World 3Rule 1 Who's Your Team？ 19Rule 2 Accept That It's All on You 38Rule 3 Earn Permission to Lead 66Rule 4 Create Deeper， Richer， More Collaborative Partnerships 97Rule 5 Co-Development 126Rule 6 Praise and Celebrate 157Rule 7 Co-Elevate the Tribe 179Rule 8 Join the Movement 199Acknowledgments 207Notes 211Index 215 Co-elevation。Table of ContentsIntroduction: The New Work Rules for a New Work World 3Rule 1 Who's Your Team？ 19Rule 2 Accept That It's All on You 38Rule 3 Earn Permission to Lead 66Rule 4 Create Deeper， Richer， More Collaborative Partnerships 97Rule 5 Co-Development 126Rule 6 Praise and Celebrate 157Rule 7 Co-Elevate the Tribe 179Rule 8 Join the Movement 199Acknowledgments 207Notes 211Index 215 。。。more
Jeral Poskey
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Meh。 Usually business books are written to be fluffy and easy to read。 This one is not easy to read， but it's not because the content is especially meaty。 Reading a couple of pages just wore me out。But there is good stuff here， too， and each person can find different takeaways。 For me， it wasn't until the very end that I found some useful material。 Maybe someday those morsels will change me and the people around me， but it was a pretty painful process to make it to the end to find those。 Meh。 Usually business books are written to be fluffy and easy to read。 This one is not easy to read， but it's not because the content is especially meaty。 Reading a couple of pages just wore me out。But there is good stuff here， too， and each person can find different takeaways。 For me， it wasn't until the very end that I found some useful material。 Maybe someday those morsels will change me and the people around me， but it was a pretty painful process to make it to the end to find those。 。。。more
WT
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Very practical and relevant to the more "modern" companies。 The last 1/3 of the book is a little obvious。 Very practical and relevant to the more "modern" companies。 The last 1/3 of the book is a little obvious。 。。。more
Dan Kiley
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Very self promoting on his own great accomplishments。 Those accomplishment are reinforced with blurbs from various Silicon Valley CEO espousing the many benefits of “co-elevating”。 If you are looking for a leadership book， read extreme ownership and dichotomy of leadership and then this book will read as a glossing over of the ideas of extreme ownership。
Zhexi （Bonnie）
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The ideas in the book are not new and are repetitive among chapters: to build richer relationships by co-elevation， that is to tap into mutual coaching and more collaborative partnerships to go higher together by having first team mindset， escape from victim mindset， genuinely care of others， foster psychology safety to have candid feedback。
Paras
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In the post industrial world， where flatter and increasingly less hierarchical organisations are a reality and where experts and consultants are called upon to advise on implementation challenges and issues， the ability to accept and to provide leadership is of growing relevance。 Ferrazzi provides an excellent exposure to what for many will be a new situational leadership role with examples drawn from real life situations。 These are in the US context but a reader call relate them to situations p In the post industrial world， where flatter and increasingly less hierarchical organisations are a reality and where experts and consultants are called upon to advise on implementation challenges and issues， the ability to accept and to provide leadership is of growing relevance。 Ferrazzi provides an excellent exposure to what for many will be a new situational leadership role with examples drawn from real life situations。 These are in the US context but a reader call relate them to situations prevalent in his own country's settings。 。。。more
Yvonne
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best respectful， nice to people， and you can get them to assist you in your aims。It makes sense but how many ppl are not respectful？ They just demand？"Real leadership isn't about telling people what to do。 Its about collaboration and mutual interests"This is the main point of the book。 best respectful， nice to people， and you can get them to assist you in your aims。It makes sense but how many ppl are not respectful？ They just demand？"Real leadership isn't about telling people what to do。 Its about collaboration and mutual interests"This is the main point of the book。 。。。more
Paulo Peres
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Good tips for you create active vision for your group or teammates。 Co-elrvating and co-development are ¥powerful concepts to wr really cocreating better behaviors with others， for this we need strip out our ego and functions but insert inside us an authentic will to put another in mission using the leadership without authority through humble atitude to help them。
Cia007
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Definitely hit the mail on the head。 The best teams I have been a part of with the most success have followed variations of what Keith Ferrazzi teaches in “Leading Without Authority。” Keith breaks it down in a way that is actionable and transformative。 The framework he presents is pure gold， and for changing organizations， shifting generations， and old systems crumbling， Ferrazzi takes the old paradigm and turns it on its head， showing there really is a way to lead without authority， and it ofte Definitely hit the mail on the head。 The best teams I have been a part of with the most success have followed variations of what Keith Ferrazzi teaches in “Leading Without Authority。” Keith breaks it down in a way that is actionable and transformative。 The framework he presents is pure gold， and for changing organizations， shifting generations， and old systems crumbling， Ferrazzi takes the old paradigm and turns it on its head， showing there really is a way to lead without authority， and it often brings about more success than the old way of doing things。 Bravo！ 。。。more
Iman Shabani
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3。5
Leland Roling
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Co-elevation， radical inclusion， co-development， and generally just lifting others through being vulnerable are great themes to follow， especially when leading others and working in spaces where authority isn’t an option or what is desired。 I think this is a great refresher on where these themes apply and how you can utilize their meaning in situations。It is， however， light on examples that aren’t helpful。 Obviously a lot of these themes are required for a failing company to overcome possible de Co-elevation， radical inclusion， co-development， and generally just lifting others through being vulnerable are great themes to follow， especially when leading others and working in spaces where authority isn’t an option or what is desired。 I think this is a great refresher on where these themes apply and how you can utilize their meaning in situations。It is， however， light on examples that aren’t helpful。 Obviously a lot of these themes are required for a failing company to overcome possible demise， and if you didn’t believe that already — your company probably failed。 It’s just a bit too captain obvious for me， but there are some good tidbits and themes for those wanting to understand how to lead with compassion and vulnerability。 。。。more
Chris
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I found this to be a very timely read for the journey that our teams find ourselves on。 We have been working on a culture of inclusion and change that includes the voice of the front line employee。 We are teaching principles of LEAN and six sigma to staff and giving voice the the front line employee， empowering them to lead teams of change。 This has been a long and slow process， and one of the challenges that has arisen is that as a complex organization （academic medical center）， staff often str I found this to be a very timely read for the journey that our teams find ourselves on。 We have been working on a culture of inclusion and change that includes the voice of the front line employee。 We are teaching principles of LEAN and six sigma to staff and giving voice the the front line employee， empowering them to lead teams of change。 This has been a long and slow process， and one of the challenges that has arisen is that as a complex organization （academic medical center）， staff often struggle to build cross functional teams and lead without authority。 Many of the concepts of co-elevation defined in Ferrazzi's work coincide with the coaching we have been giving to staff。 But it's not just about the staff。 Though I have participated on cross functional teams for years， I found a host of things I need to be working on。 The only thing keeping this from being a five star rating is Keith's anecdotes， which may not resonate with many readers。 For example， in one situation he talks about how he hired a rap coach to help his son， and to help the relationship between them。 Later in the chapter he talks about hiring a cook。 Nice if you can do it， but for someone like me， a poor public servant， harder to connect with。 My advice for Keith is going forward to get more examples of these concepts from a broader range of people， maybe those who do not have the means he does。 If he does so he might connect with a broader range of people who could really benefit from this work。 。。。more
Andrey
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No necessarily groundbreaking， but certainly provides a handful of specific action examples to become a better leader， such as seeking out opportunities to work and achieve success with people outside your immediate team。
Synthia Salomon
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Real leadership is about collaboration。 Build trusting relationships。 Lean in to talented co-workers。 Who has great insights？ Create opportunities to work together。 Extend your influence。
Zhivko Kabaivanov
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Leading without Authority （2020） explores how non-managerial employees can drive change and influence their coworkers。 These blinks outline simple techniques for making a big impact in the workplace， regardless of your official title。
QUINNS
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Real leadership is about collaboration and mutual interests。 With this in mind， you could start leading change， without the authority。 Once you have identified the people who are part of your wider team， you could begin building trusting relationships with them。 These relationships could then be leveraged to increase your influence in your team， and help you achieve your goals。
Luciano Holanda
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This book helped me fill in a huge gap in a moment that I needed it greatly: "How to change the culture within an organization"。 It presents a playbook， great explanations， and stories on how to Lead and develop Leadership on people in your organization。Keith Ferrazzi has a rich experience that provides both great content and great stories that helped me better grasp the concepts in the book。 It was a great read and in each chapter， I feel like I learned a new skill that helped me directly at wo This book helped me fill in a huge gap in a moment that I needed it greatly: "How to change the culture within an organization"。 It presents a playbook， great explanations， and stories on how to Lead and develop Leadership on people in your organization。Keith Ferrazzi has a rich experience that provides both great content and great stories that helped me better grasp the concepts in the book。 It was a great read and in each chapter， I feel like I learned a new skill that helped me directly at work。 I am already putting into practice a lot of what I have read in this book and I think everyone should as well。 It definitely seems like the way we should be doing things in the future！ 。。。more
Kevin Eikenberry
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Authority is overrated。 Leadership doesn’t have to require authority。 In fact， Keith Ferrazzi believes leading without authority is the key to unlocking your teams’ potential to achieve greater success。 This is a call to action for all of us， not just those who currently hold a leadership role。In his latest book， Leading Without Authority: How the New Power of Co-elevation Can Break Down Silos， Transform Teams and Reinvent Collaboration， Ferrazzi outlines the idea of co-elevation， based on the i Authority is overrated。 Leadership doesn’t have to require authority。 In fact， Keith Ferrazzi believes leading without authority is the key to unlocking your teams’ potential to achieve greater success。 This is a call to action for all of us， not just those who currently hold a leadership role。In his latest book， Leading Without Authority: How the New Power of Co-elevation Can Break Down Silos， Transform Teams and Reinvent Collaboration， Ferrazzi outlines the idea of co-elevation， based on the idea of “going higher together。” For this to happen， he suggests that traditional structure and org charts matter less than getting great outcomes。Read more。。。 。。。more
Andrew Ritchie
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I suspect that your rating of this will be driven largely by your experience of organisational culture and communication。I've been fortunate to spend years working in companies that encourage collaboration over competition and transparency in communication。For me a lot of this book is what my Dad would have callex 'the art of stating the bleeding obvious'。If you are used to openly challenging， supporting and growing your colleagues through candid conversations then you may not learn a lot new。Ho I suspect that your rating of this will be driven largely by your experience of organisational culture and communication。I've been fortunate to spend years working in companies that encourage collaboration over competition and transparency in communication。For me a lot of this book is what my Dad would have callex 'the art of stating the bleeding obvious'。If you are used to openly challenging， supporting and growing your colleagues through candid conversations then you may not learn a lot new。However if you are in the kind of organisation where the annual performance is dreaded because of the surprises it may contain then this could be invaluable。 People who are working in corporates where hierarchy dictates tha permission is sought to interact across departments and paygrades then this could be very insightful and helpful。Overall it was OK for me。 Partner book : Radical Candor by Kim Scott 。。。more
William Bahr
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In his December 2014 Harvard Business Review article， author and entrepreneur Keith Ferrazzi wrote， “We’ve found that successful virtual team players all have a few things in common: good communication skills， high emotional intelligence， an ability to work independently， and the resilience to recover from the snafus that inevitably arise。 Awareness of and sensitivity to other cultures is also important in global groups。 When building a team， leaders should conduct behavioral interviews and pers In his December 2014 Harvard Business Review article， author and entrepreneur Keith Ferrazzi wrote， “We’ve found that successful virtual team players all have a few things in common: good communication skills， high emotional intelligence， an ability to work independently， and the resilience to recover from the snafus that inevitably arise。 Awareness of and sensitivity to other cultures is also important in global groups。 When building a team， leaders should conduct behavioral interviews and personality tests like the Myers-Briggs to screen for all those qualities。 If you inherit a team， use the same tools to take stock of your people and assess their weaknesses; then train them in the skills they’re lacking， encourage them to coach one another， and consider reassignment for those who don’t make progress。”In 2017， Ferrazzi took the next step， originating the concept of “co-elevation，” which he defines in his 2020 “Leading Without Authority” book as “a mission-driven approach to collaborative problem-solving through fluid partnerships and self-organizing teams。 When we co-elevate with one or more of our associates， we turn them into teammates。 We enter into close co-creative relationships based on candid feedback and mutual accountability。 With its guiding ethos of “going higher together，” co-elevation nurtures a generosity of spirit and a sense of commitment to our new teammates and our shared mission。 The resulting outcomes almost always exceed what could have been accomplished through regular channels within the org chart。”Why are Ferrazzi’s tips and tricks as outlined in his newest book important？ Because even in a structured organization， if you’re trying to get something done， more likely than not， you’ll be dependent upon other people， a supporting team， if you will， to carry you across the finish line。 While many of those people may be in other departments， your job is to see that everyone delivers， and giving them what they need and want is part of the job。 Ferrazzi’s focus is the many ways you can raise your team’s productivity and success level。 One of his biggest pieces of advice is to be caring about them in both professional and personal aspects， and being vulnerable enough to ask for their help and feedback with insights as to how you might help them be better （or serve them better）， and vice versa。 IMHO， the value of some of the conversations， letters， and emails Ferrazzi uses as examples of communications exchanges is alone worth the price of the book。If there is an area possibly lacking in the book， it relates to what happens when all attempts at co-elevation have failed， that Pete Best’s talent isn't as good for the Beatles as Ringo Starr’s。 A second area of concern is what happens when， despite the talent， the other person is a “taker，” one who never gives back， or anything close to the level that the others， let alone you， have invested and expect in return。 One obvious answer is separation。 How best to do it？ Perhaps this is an area the author will cover in a following book。Overall， as a fellow author， I found the book to be well-researched and well-written， with a number of insightful ideas worth trying。 Highly recommended！ 。。。more
Kp Pagador
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Offered practical tips to move away from punitive， hierarchical leadership style to a coaching one， which is applicable not just in work setting but in personal relationships as well
Sambasivan
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Co elevation is a new word that I learned。 The premise of the book is that team work is the best solution for growing。 Working together should be the mantra。 The paradigm shift has already happened in the corporate culture and the sooner we practise the better it is。 Great read。
Aigul
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Could have been a but shorter but good book
Pablo
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Interesting insights， the examples seem too easy and it goes a bit long。 The communication style he proposes seems actually overly corny and stiff， I didn't get the feeling I was reading humans interacting but characters。 Interesting insights， the examples seem too easy and it goes a bit long。 The communication style he proposes seems actually overly corny and stiff， I didn't get the feeling I was reading humans interacting but characters。 。。。more
Paricha
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Never Eat Alone is one of the books that changed the way I thought about networking and building relationships in a professional setting。 Leading without Authority seems to continue this narrative of making us better people at work， with many more success stories。 Though the authors offer 8 rules of co-elevation， I do find them overlapping and difficult to distinguish （which is not to say the rules of are invalid） after reading through the chapters once。 I would say it is a good reference book f Never Eat Alone is one of the books that changed the way I thought about networking and building relationships in a professional setting。 Leading without Authority seems to continue this narrative of making us better people at work， with many more success stories。 Though the authors offer 8 rules of co-elevation， I do find them overlapping and difficult to distinguish （which is not to say the rules of are invalid） after reading through the chapters once。 I would say it is a good reference book for those looking for inspiration for ways to deal with corporate politics。 。。。more
John Stepper
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Having read Ferrazzi's first two books， this rounds out the trilogy for me and builds on his earlier ideas and approach。Ferrazzi's ideas about networking and relationship-build have changed me and my work， and I'm grateful for it。 You don't need to agree or implement every tip or strategy but， as with his earlier writing， I found plenty of important， practical insights I will use going forward。 Having read Ferrazzi's first two books， this rounds out the trilogy for me and builds on his earlier ideas and approach。Ferrazzi's ideas about networking and relationship-build have changed me and my work， and I'm grateful for it。 You don't need to agree or implement every tip or strategy but， as with his earlier writing， I found plenty of important， practical insights I will use going forward。 。。。more
CreativelyRed
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There are some great nuggets in the book around how to co-evaluate each other and work as a team。 Overall I felt it a little dry to read though when he got into stories it was engaging。
Jason L。
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Copied the asking feedback portion out。 thought it's very useful！Ask for feedback sample email:Hi ___。 I want to make sure we are not missing anything and we are getting the absolute best outcomes for the team and clients。 I really appreciate your candid feedback on how I can do better。 If you were me， how would it be better？ What do you think is missing？ （I’m serious don’t hold back， hit me with both barrels。 Fire away。） I really value your insights and perspectives。 If it’s easier for you， fee Copied the asking feedback portion out。 thought it's very useful！Ask for feedback sample email:Hi ___。 I want to make sure we are not missing anything and we are getting the absolute best outcomes for the team and clients。 I really appreciate your candid feedback on how I can do better。 If you were me， how would it be better？ What do you think is missing？ （I’m serious don’t hold back， hit me with both barrels。 Fire away。） I really value your insights and perspectives。 If it’s easier for you， feel free to call me。 Thanks， MeFollow up in a few days:Excited for your kick-butt feedback。 Thanks in advance for your critical insight！ 。。。more
Kathryn
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Only made it through chapter 2 and decided not worth the time。 He is very repetitive。 And I didn’t feel this was anything new - repetition of other books on teamwork， or even best QI practice， so if you’ve read much on developing and working within teams elsewhere， this may not be for you。
James
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