Download PDF The Challenge Culture: Why the Most Successful Organizations Run on Pushback, by Nigel Travis

Download PDF The Challenge Culture: Why the Most Successful Organizations Run on Pushback, by Nigel Travis

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The Challenge Culture: Why the Most Successful Organizations Run on Pushback, by Nigel Travis

Download PDF The Challenge Culture: Why the Most Successful Organizations Run on Pushback, by Nigel Travis

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Review

"Business and politics have become ever more competitive and unpredictable. In order to succeed in this environment, Travis introduces The Challenge Culture where employees are encouraged and are sufficiently self-confident to push back, engage in debate, and, along with their leaders, search intensively for the best answer to critical issues. A must-read for all people leading organizations in these turbulent times!"―Larry Bossidy, retired chairman and CEO of Honeywell International, coauthor of Execution: The Discipline of Getting Things Done"A culture built on open dialogue and honesty will deliver collective positive outcomes for customers and team members."―Catherine D'Amato, president and CEO, The Greater Boston Food Bank"What a wonderful read, with terrific, memorable thoughts, and a powerful theme: what is essential for a successful business is the ability to question the leadership and ask 'why?'. There are more lessons to be learned than offered by any Harvard MBA."―Jack Cowin, chairman and managing director, Competitive Foods Australia Ltd"Nigel understands the intricacies of everything. And, even better, he knows how to put them together to make a business run the way it should. This book not only takes you inside his businesses, but inside the mind that challenged them to thrive. If you can use 20 percent of what he's suggesting, you'll be ahead of the game. Use 40 percent and you can blow the doors off."―Mark Goldstein, former chief marketing officer, BBDO Worldwide"The Challenge Culture is a must-read for those wanting to improve their leadership skills in light of a fast changing social and political workplace environment. Nigel implores all of us to foster an open and engaging culture of challenge. For over three decades, Nigel has been at the helm of internationally recognizable organizations, and the insights of The Challenge Culture provide a powerful playbook for people across the business world."―Sam Kennedy, president and CEO of the Boston Red Sox"We all know that America runs on Dunkin', but have you ever wondered how Dunkin' runs? Dunkin' Brands chairman and CEO Nigel Travis has experience running some of the nation's largest franchises and shares his insight on the importance of creating a challenge culture, one that questions the status quo, encourages internal pushback, and helps companies be nimble enough to adapt to change. The Challenge Culture is a must-read for employers and employees alike, and promises to get ideas for long-term success percolating."―Robert Kraft, chairman and CEO of the Kraft Group and The New England Patriots"Nigel Travis has been at the top of major maverick enterprises which missed moments for vital re-invention as well as those which seized the moment for needed transformation. I knew Bill Rosenberg, the visionary founder of Dunkin' Donuts, well and he'd have loved the challenge culture Travis helped inspire there today. Dissent is not disloyalty but can be the spark for innovation and the safeguard for integrity. Firms from the governance financial frauds of Enron and Worldcom to the privacy and gender 'bro cultures' at today's tech titans would have benefited from Travis' leadership lessons. Conformity kills creativity and subverts justice and The Challenge Culture is the antidote to a contagion of conformity across sectors."―Jeffrey A. Sonnenfeld, senior associate dean for Leadership Studies and Lester Crown Professor of Leadership Practice, Yale School of Management"Smart and insightful, this work offers an insider's account of the leadership approach behind a successful global brand that executives in any industry can emulate."―Publishers Weekly"Women, especially young women, in today's world need to understand the importance of challenging authority and speaking up to share their point of view. The Challenge Culture brilliantly explains how to do it." ―Nicole Lapin, author of Boss Bitch and Rich Bitch

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About the Author

Nigel Travis, the chairman of Dunkin' Brands, was the company's chief executive officer from 2009 through 2018. His distinctive human-centered perspective on leadership and management, now viewed as essential in today's complex and diverse global organizations, took root early in his career when he was a human resources manager.

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Product details

Hardcover: 288 pages

Publisher: PublicAffairs (September 18, 2018)

Language: English

ISBN-10: 1541762142

ISBN-13: 978-1541762145

Product Dimensions:

6.4 x 1 x 9.5 inches

Shipping Weight: 1.1 pounds (View shipping rates and policies)

Average Customer Review:

4.1 out of 5 stars

6 customer reviews

Amazon Best Sellers Rank:

#58,379 in Books (See Top 100 in Books)

It's crystal clear...either identify and act QUICKLY on changes thrust onto your business or it will likely cease to exist. Nigel is refreshingly and brutally honest about what he did wrong in retrospect. Wait until you read how Blockbuster blew a deal to acquire Netflix for pocket change due to erroneous assumptions about their business. Concise writing and a fast read.

The book is insightful and demonstrates why Nigel has been so successful in his leadership career.

Some fun anecdotes from someone who has stuck to a philosophy that engages and brings forth insights into business that usually are kept under wraps. It was easy to relate to how communication that illicit honesty is an approach anyone in a position of power should adopt.

Boring as business book

In our personal lives as well as in our careers, if we don't know the WHY when undertaking a significant initiative, the WHAT and HOW really don't matter very much, if at all. That's probably what Socrates had in mind when suggesting that many people live unexamined lives. More recently, Henry David Thoreau suggested that many people "live lives of quiet desperation." I was reminded of these observations as I began to read Nigel Travis's book in which he stresses the importance of pushback. Consider: "The ability to create a culture of challenge in your organization -- business, not-for-profit, governmental, academic -- is essential to survival and sustainability in today's chaotic world. Only through questioning, pushback challenge, and debate will you be able to stay relevant, respond to customer needs, and sustain yourself."So, what are the defining characteristics of a challenge culture? "People are expected to question the status quo, push back on long-held assumptions, and examine and discuss new ideas and proposals, always looking for more and better information, refinements, and more exceptional initiatives."Note: Under rigorous scrutiny, the status quo may be validated and new ideas and proposals may be rejected, deemed insufficient or inappropriate. Organizations need a continuous process that functions as a crucible. I call this the "alchemy of excellence."Back to Travis: "To do all this, people must be encouraged to challenge one another in every direction within the organization: up, down, and sideways. They must not be afraid to speak up, to question their bosses, their peers, and their board -- and they should be confident they won't face unfair repercussions if and when they do."In this book, Travis makes an immense contribution to our understanding of organizational health. It is no coincidence that the companies annually listed among those most highly-admired and best to work for are also annually listed among those that are most profitable and have the greatest cap value in their industry sector. However different they may be in most respects, all have a challenge culture. They don't encourage principled dissent; they demand it. They train their people in the essential challenge skills: purposeful questioning, positive pushback, and civil debate. Near the downtown area here in Dallas, there is a Farmer's Market at which several merchants offer slices of fresh fruit as samples of their wares. In that same spirit, I offer a selection of Travis' insights, accompanied by a few annotations of mine:o "Challenge cultures are not created overnight or by executive decree. They have to be modeled, shaped, and refined over time." Think of a culture as a garden in which people's growth must be nourished...and protected. (Page 13)o "The sad truth is that too many organizations in virtually every arena of endeavor operate with authorities that discourage challenge and questioning." Strong leaders understand that "good enough" is the enemy of great. Weak leaders feel threatened by what could be great. (30)o "Challenging the status quo can be risky, then, but it's important to understand that [begin italics] not [end italics] challenging it can be far more dangerous." (48) Neglecting a minor cut could result in a major infection.o "Collaboration is the ability to work productively with other people. This skill is fundamental to the challenge culture. It is the ability to listen to different viewpoints and to work in group settings for the benefit of the goal of the group, even if you have some reservations about the agreed plan of action." Mutual respect and trust are imperative. (75-76)o "So, just as the challenge can be broken down into core skills in soccer, challenge skills can be defined in the business environment, including purposeful questioning, civil discourse, and productive, explicit disagreement." (83) Almost anyone can master these skills over time with supervision and repetition.o "One fundamental cognitive bias is, ironically, the bias blindspot [i.e. denial]...Confirmation is another cognitive style that affects most of us, at least some of the time [i.e. seeking/accepting only what validates a pre-judgment]...A third important method of our thinking mechanism is stereotyping [i.e. defining people in terms of being in a group rather than as individuals]." People can easily become hostage to comfort and custom. (116)o Benefits of napping: It increases alertness, improves accuracy, facilitates better decisions, improves the bottom line, and boosts creativity. Most accidents and errors of judgment are the result of fatigue. (148).o "Overcommunication is sometimes metacommunication. Communication about communication." The WHY is at least as important as the WHAT and the HOW. (205)o "The issue of succession [is] is another characteristic that I believe is a key to creating a strong, sustainable challenge culture: stability." People need to feel secure when urged to be candid. (239)Obviously, Nigel Travis learned valuable lessons from his senior-level executive experiences at Grand Metropolitan, Blockbuster, Papa John's Pizza, and especially from Dunkin' Brands (Dunkin' Donuts and Baskin-Robbins). I commend him on the abundance of valuable information, insights, and counsel that he provides in this book. The material will help leaders in every organization -- whatever its size and nature may be -- to be well-prepared to establish or strengthen a challenge culture that thrives on purposeful questioning, positive pushback, and civil debate.

Just started browsing the book and got hooked up. Found many of the ideas and situations in the book useful and relevant to me and any employee working in the business or public sector.P.78-79 Nigel was very candid and transparent with his new management team stating what he knew and what he didn't know right at the beginning of his assignment.

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