Regular marked price: $29.95Discount Price: $18.87
Cost Savings: $11.08 (37%)Price fluctuation possible.
How soon does it ship: Normal ship time within one day
Type of bind: Kindle Edition
Dewey Decimal Number: 658.152
Format: Kindle Book
Label: Wiley
Manufacturer: Wiley
Quantity: 1
Page Count: 240
Printing Date: March 03, 2006
Publishing house: Wiley
Sale Popularity Level: 14776
Studio: Wiley
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High Performing Investment Teams
'Although most leaders agree teamwork is important, few businesses effectively build collaborative, synchronized teams. High Performing Investment Teams is an excellent guidepost for any manager striving to create a winning team and develop bench strength for the future.'
—John W. Rogers Jr., Chairman and Chief Executive Officer, Ariel Capital Management, LLC
'Turning individual talent into team performance is the ultimate challenge for an investment organization, but also the key to building a sustainable investment franchise. Focus Consulting has captured the essence of how to leverage your intellectual capital for maximum and enduring success.'
—Michelle R. Seitz, CFA, Principal, Head of Investment Management, Executive Committee Member, William Blair & Company, LLC
'Focus Consulting's work on behaviors of top teams is clear, effective, and practical. We recommend it highly for investment firms that are serious about world-class collaboration.'
—Terry Toth, President, Northern Trust Global Investments
'Focus Consulting really understands that attracting and motivating talented people makes all the difference for asset managers. Their work is based on years of experience helping investment firms build strong cultures with productive behaviors.'
—Scott Powers, Chief Executive Officer, Old Mutual Asset Management
'Focus Consulting understands the people aspect of the investment business. They know the investment business and how to make collaboration work.'
—Harin de Silva, PhD, CFA, President, Analytic Investors
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Rated by buyers 
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This is an excellent book for anyone in a leadership position within the investment management industry. Although it is focused on people in investment management, its insights apply to any organization. Reading it will help you understand how emotions affect decision-making on investment teams and how to manage emotions so that they enhance rather than undermine your results. Although all of the material is very well done, I found the chapter on accountability to be the most useful for my own business as well as in my efforts to teach accountability to my children. Congratulations to Jim Ware and his co-contributors on their fine work.
Rated by buyers 
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As there's no table of content here on Amazon, I would like to take the priviledge to type it for you as below:-
Introduction: The Elements of Greatness
Ch 1 Investment Leadership: Building a Winning Culture for Long Term Success
Ch 2 Curiosity: Learning How to Learn
Ch 3 Accountability Part 1: Taking Responsibility
Ch 4 Accountability Part 2: Making and Keeping Agreements
Ch 5 Candor: Revealing, Not Concealing
Ch 6 Authenticity: Eliminating Drama
Ch 7 Awareness: Using Emotional and Intuitional Intelligence
Ch 8 Genius: Maximizing Your Contribution
Ch 9 Appreciation: Shifting from Entitlement
Ch 10 Fit: Investment Personalities and the Seven Behaviors
Ch 11 Decision Rights: Establishing and Clarifying the Rules
Concluding Thoughts: Measurement, Behavioral Finance, Integrity, and an Invitation for More
Obviously, though not that obvious before my purchase (that means I failed the acid test for a smart trader), it is a very niche book on HR management for Investment/Trading Firms, "not" on Investment/Trading. I am not qualifed to tell whether it serves its purpose well (that you may even be convinced to contact the author's Consulting Firm). However, I would like to warn potential buyers of the risk of a wrong bid.
p.s. Nevertheless, I like the passage below in Foreword by Michael J. Mauboussin, Chief Investment Strategist of Legg Mason.
Shortly after his retirement, Jack Welch spoke to a group of 5000 HR executives and delivered a message he was sure they would appreciate: The head of HR should be the second most important person in any organization. Anticipating some audience adulation, he was surprised when a strange hush filled the room. Prodding, he asked how many of the participants worked for firms where the CEO treated the head of HR and the CFO with equal respect. Only 50 hands went up. Welch was astounded. Ninety-nine percent of these companies emphasized finance over people! "If you managed a baseball team," he asked, "would you listen more closely to the team accountant or the director of player personnel!"
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