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The Three Big Questions for a Frantic Family: A Leadership Fable ... About Restoring Sanity to the Most Important Organization in Your Life
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  • Wiley

More About This Title The Three Big Questions for a Frantic Family: A Leadership Fable ... About Restoring Sanity to the Most Important Organization in Your Life

  • English

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In this unique and groundbreaking book, business consultant and New York Times best-selling author Patrick Lencioni turns his sights on the most important organization in our lives—the family. As a husband and the father of four young boys, Lencioni realized the discrepancy between the time and energy his clients put into running their organizations and the reactive way most people run their personal lives. Having experienced the stress of a frantic family firsthand, he and his wife began applying some of the tools he uses with Fortune 500 companies at home, and with surprising results.
  • English

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Patrick Lencioni is a New York Times best-selling business author of seven books including The Five Dysfunctions of a Team and The Three Signs of a Miserable Job. He is also a husband and the father of four boys. As president and founder of The Table Group, Pat has consulted to CEOs and leadership teams in organizations ranging from Fortune 500 companies and start-ups to churches and non-profits. In addition to his books, Pat has written or been featured in publications like Harvard Business Review, The Wall Street Journal, Leader to Leader, and USA Today.

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Introduction vii

The Fable

Part One: The Problem 3

Part Two: Business School 49

Part Three: Trial and Error 107

The Model

The Frantic Family 171

Context 173

Fast, Fast, Fast 176

The Three Big Questions 179

Question #1: What makes your family unique? 180

Question #2: What is your family’s top priority—rallying cry—right now? 190

Question #3: How do you talk about and use the answers to these questions? 196

Author’s Note 201

Family Examples 204

Acknowledgments 219

About the Author 221

  • English

English

Memo to mom: "if my clients ran their companies the way we run this family, they'd be out of business." So says the management-consultant dad in this slim but thought-provoking volume. BlackBerrys are blurring the line between work and home. Why not apply business principles to "the most important organization in your life"? It's hard to argue with the idea that family goals should be carefully articulated. Likewise, a weekly family meeting can only help team spirit. But please, let's draw the line at pink slips.
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