I read this over the new year weekend. It was an easier and more interesting read than i expected. I liked the story telling / problem solving case study format.

Don’t think Kathryn’s leadership style is fully explored in the book - she is doing what she needs to do in a turnaround mode and really using those offsite meetings to introduce the concepts, give the team a reality check and build the team together ( and remove the weeds). How she will manage past this stage is unclear other than that she is team focused.

Two observations - Kathryn asked her team to view this team they are on as the A team ( higher priority) while their own team as the B team. This makes perfect sense from the  company’s perspective, but can be difficult in practice / reality with different level of trust ( naturally most people have stronger trust in the team you lead and pull together ).  The other observation may be off topic here - It seems to me Kathryn makes a great chief operating officer ( getting the team together for smooth operations etc) vs a CEO. I have always believed that legendary companies will never exist without a CEO/ founder with good instinct/passion/some level of subject expertise in the area/industry combined with business/ leadership skills. It seems that she lacks the former. Just a thought

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On Jan 7, 2018, at 2:35 PM, Jha, Christine <Christine.Jha@orix.com<mailto:Christine.Jha@orix.com>> wrote:

Just read The Five Dysfunctions of a Team.  For those who haven't read it yet, it's a quick read (I knocked it out on my flight - granted American didn't have in-seat entertainment to distract me).

It was fairly interesting and illustrated the intended topics well.

I interested in hearing what others thought of Kathryn's leadership style.  Obviously the author has given her the idealized response.

Regards,
Christine

Deputy Chief Financial Officer
ORIX USA Corporation
214 237 2308 (office)
972 322 0966 (cell)

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