Book Description
Many books have been written about leadership and change, but until now none has focused on the kind of change that tears at a community's very fabric. Alban senior consultant Gil Rendle provides a respectful context for understanding change, especially the experiences and resistances that people feel. Rendle pulls together theory, research, and his work with churches facing change to provide leaders with practical diagnostic models and tools. In a time when change is the norm, this book helps to "lead change" in a spiritual and healthy way.
Customer Reviews:
Required leadership reading.......2007-08-01
A relevant and practical book for transitional leaders. Describes the current socio-economic environment impacting congregations and need for new leadership approaches. Rendel's writing style and first hand knowledge makes this a fast and compelling read.
A good investment of your precious reading time.......2006-03-08
Remember back to course you took in seminary about leading
your church through change? No? There wasn't one! Come now, that can't be true, but sadly it is in most cases. Pastors are called to shepherd their church's through changes but are rarely given the education or tools to do so. Most of this is picked up by trial and error, often painful trials with many errors. This book could be considered "Remedial Congregational Leadership 101," for those of us who never received this formal training. Clearly Rendle wrote this book not out of some theoretical model (although there is solid theory supporting it) but out of his lived experience of leading many congregations through the turbulant waters of change. With so many demands pulling at the free time of a pastor, this book is well worth devoting some of that time.
A Great Resouce.......2000-05-10
Excellent insights for planning strategies to help congregations into and through change. A great guide for dealing with the dynamics of change -- spiritual, intellectual, and emotional. Helpful differentiation between "management" and "leadership" and the kinds of situations when each style is more appropriate. I use it as a handbook in doing interim ministry.
Book Description
In Leading with Questions, internationally acclaimed management consultant Michael Marquardt shows how you can learn to ask the powerful questions that will generate short-term results and long-term learning and success. Throughout the book, he demonstrates how effective leaders use questions to encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and much more. Based on interviews with twenty-two successful leaders who “lead with questions,” this important book reveals how to determine which questions will lead to solutions in today’s complicated business world.
Download Description
In Leading with Questions, internationally acclaimed management consultant Michael Marquardt shows how you can learn to ask the powerful questions that will generate short-term results and long-term learning and success. Throughout the book, he demonstrates how effective leaders use questions to encourage participation and teamwork, foster outside-the-box thinking, empower others, build relationships with customers, solve problems, and much more. Based on interviews with twenty-two successful leaders who & lead with questions, this important book reveals how to determine which questions will lead to solutions in today's complicated business world.
Customer Reviews:
Leading with Questions . . . . . . ........2007-09-24
It was a birthday gift for a son and he was very pleased with the book
LEading with Questions.......2007-05-08
The concept is excellent. Necessary for anyone in management. The book itself moves slowly and can be repetetive though. Can skip chapters 1 & 2 if you are already sold on the effectiveness of the product and want to jump right into the meat of the concept.
Don't fear questions.......2007-02-14
The author contends that we must use questions as a way to learn, and we must not fear questions that come to us. If we really seek to make the best possible decisions given time constraints and lack of information, then we must use questions to discern the reality of a key issue. Furthermore, we must ask questions in a non-threatening manner. For those on the receiving end of a question, stop becoming defensive is another key message from the author. There is one aspect of the book that is not correct: don't ask "why" questions as the author promotes. Rather, one should ask for additional information: "help me understand what happened when..., please clarify what is meant by..., etc." When we ask "why" questions, we immediately prompt defensive behaviors. Questions are critical to understanding, and this author provides some valuable tips on asking questions, except for the use of "why" questions.
You can't obtain the right answers unless you ask the right questions........2006-11-25
In several of my most recent reviews, I have quoted an observation of Peter Drucker's from an article he wrote for the Harvard Business Review (in 1963) and it seems especially relevant to Michael Marquardt's most recently published book, Leading with Questions: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." This is a common mistake, one that can be avoided if the right questions are always asked. Marquardt himself offers an excellent case in point. Before interviewing twenty-two specific leaders around the world, he formulated these five questions:
"When did you start using questions and why?"
"What are some of the ways you have used questions?"
"What questions have been most effective?"
"What has been the impact of leading through questions on (a) your organization and (b) you as a leader?"
"How has the use of questions changed you as a leader?"
The responses that Marquardt accumulated provide the substance of this book. After completing a rigorous analysis of them, he shares a number of important lessons that will help each reader to master what Marquardt correctly characterizes as "an underused management tool." I presume to add that this "tool" should be used by everyone at all levels and in all areas of operation within any organization, whatever its size or nature may be.
Marquardt carefully organizes his material within three Parts. First, he explains why questions can be so powerful for individuals and organizations. In Part Two, he offers practical guidance on selecting the right questions and then asking them effectively. In the final part, he presents a number of guidelines which suggest how leaders can use questions to achieve specific results for individuals, teams, and organizations. Resource consists of "Training Programs for Questioning Leaders"; in Resource B, Marquardt provides brief biographies of the aforementioned twenty-two leaders interviewed.
Of special interest to me is the material in Chapter 6 in which Marquardt explains how to create a "questioning culture." As clearly indicated in two of his previous books, Action Learning in Action and Optimizing the Power of Action Learning, Marquardt is both a visionary and a pragmatist: He is ever alert for opportunities to increase learning while achieving results, and, he fully understands the nature and extent of various barriers to doing that. Therefore, the information and (more importantly) the counsel he provides with regard to creating a questioning culture immediately focuses on asking the right questions to obtain the information needed, on collaborative interrogation, on capturing and then sharing what is learned, on nurturing innovation through effective use of questions, and on ensuring - meanwhile - that everyone involved has a sense of urgency. With regard to the last point, he observes that effective leaders can demonstrate a sense of purpose "by taking prompt action as issues emerge and by pushing for closure and results. [They] gather and share information while ideas are evolving." They also make certain that others do so.
Near the end of this chapter, Marquardt makes an especially important point at a time when so many of those who deliver unpleasant "messages" are either discouraged or, worse yet, punished: "All companies can strengthen their cultures by making them question-friendly. Leaders must model the way, promote values that support inquiry, ensure a safe environment that permits challenging the status quo, find opportunities to ask questions, reward questioners, and make training available when needed." Otherwise, an organization's culture will become and then remain hostage to what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom."
The most effective leaders ask the right questions and help those for whom they are responsible to do so, also. Over time, both the questions and the answers will inevitably change but the process of interrogation which Marquardt so skillfully explains will continue to ensure that the new questions will also be the ones which must be asked, so that the answers to them will then guide and inform whatever initiatives may be necessary. With all due respect to Marquardt's earlier works, I think the material provided in Leading with Questions will have the greatest value and the widest impact.
Those who share my high regard for this brilliant book are urged to check out Marquardt's aforementioned works as well as David Maister's Practice What You Preach, Michael Ray's The Highest Goal, Jim O'Toole's Leading Change, Bill George's Authentic Leadership, Ronald Heitetz's Leadership on the Line, and Michael Hammer's The Agenda.
Creating a Questioning Culture for Powerful Results.......2006-01-14
"Asking rather than telling, questions rather than answers, has become the key to leadership excellence and success in the twenty-first century." That, in a nutshell, is the premise of this book. Marquardt who has taught and written extensively on action learning shares the wisdom of leading with questions.
The book is divided into three sections: The Power of Questions; Asking Questions Effectively; and A Guide for Leaders of Using Questions. Throughout the book the author uses quotes from interviews of top business leaders about their use of questions.
The Power of Questions begins with examples of disasters such as the sinking of Titanic, the explosion of the Challenger spacecraft, and the 1961 Bay of Pigs invasion. All disasters where the cause is attributed to a lack of questioning. Chapter 2 is a stirring recital of the benefits of questions. Questions open up perspectives, new learning, greater team work, create an empowering environment, help people gain a voice, increases listening, innovation, while reducing conflicts. It sounds like a miracle drug! Except that it's true. Questions are at the core of my business and I can attest to their transformational power!
The second part of the book is the strongest. It's the "how to" section on forming questions that will achieve all the benefits mentioned earlier. The author goes beyond simply giving lists of good questions (as some other books on questions do) and teaches you how to actually form a powerful question. Good questions he says are, "those that accomplish their purpose as well as build a positive relationship between the questioner and the questionee." He gives plenty of tips how to do this. He also addresses hinderances such as a judging or blame mentality.
The final section of the book puts questions into practice in various settings such as supervision, problem solving, and team building. Each chapter covers a different setting with 10-20 key questions and how to use them effectively.
Leading with questions is one of those skills where you think, "Yes, I want to be this way. Help me do it!" Leading with questions is a skill that requires breaking old habits and forming new more productive ones. Are you ready to increase your learning? Are you ready to tap into the potential of the people around you? Are you ready to make breakthroughs and create innovations? Then questions are for you!
What are you waiting for?
Book Description
As our world grows smaller, opportunities for conflict multiply. Ethnic, religious, political, and personal differences drive people apart—with potentially disastrous consequences—and it’s the task of perceptive leaders to bring them together again
World-renowned mediation expert Mark Gerzon argues that leaders have failed to rise to this challenge. Our organizations, schools, and governments remain filled with divisive dictators and everyday managers, instead of what he calls mediators—leaders who transform conflict so that everyone can move forward together.
Through absorbing examples drawn from decades of work with organizational, political, and global conflicts of all kinds, Leading Through Conflict provides a powerful new framework for the leader as mediator, and outlines eight specific tools these leaders use to transform seemingly intractable differences into progress on deep-seated problems.
Both practical and passionate, this book makes the tools of cross-border leaders accessible to anyone who wants to help create healthier companies, communities, and countries.
Customer Reviews:
Mark's book is consistent with the man himself.......2007-08-12
I thoroughly enjoyed this book after meeting Mark Gerzon and deciding that if he wrote a book it was worth reading. I was not disappointed. He covers subject matter that has been written about before with a fresh perspective, having practiced the art of leading through conflict with our national leaders, along with many international leaders who have made the world a better place for the rest of us. Conflict, as Mark says is inevitable, whether the hot or cold variety. You my as well learn how to constructively work through it.
Building Community through Leadership.......2007-06-01
Mark Gerzon's Leading Through Conflict is a primer for leaders interested in developing eight clearly-defined competencies that are required for effective leadership in any situation. Because of Gerzon's international consciousness and life experience, he is able to crisply distill the essential factors a leader must grapple with in order to get agreement. While you may have heard some of these competencies before--such as systems thinking, inquiry, or bridging--it is the way Gerzon positions and integrates these concepts that gives this book its unique value add. Moreover, the author includes and explicitly describes five to six tips for actually practicing each of these competencies. This book is so valuable that I not only use it in all of my leadership development classes, but I also provide it to every executive and leader I coach. Despite its depth of insight, this book is easy to read, but it is the type of book a leader will want to read several times. The book's numerous embedded pearls of wisdom, due in part to Gerzon's anecdotes ranging from local school board meetings to the World Economic Forum, are points that leaders will want to remember as they face conflicts every day.
Accessible, practical and wise .......2007-03-18
All leaders need this book. And, at times, we are all leaders in one way or another throughout our lives. Mark Gerzon provides an accessible, practical handbook on how to transform the world of human relationships with 8 simple, yet profound tools. Mediating conflict at home, in one's community, in the boardroom, or on the global stage is our collective calling these days. This book provides structure and wisdom for the journey.
Hands-on advice about handling conflict........2006-11-23
We highly recommend this outstanding contribution to the literature of leadership. Author Mark Gerzon offers not just a how-to guide for resolving conflict, but a handbook for changing the way leaders think about it. The author doesn't fear being opinionated and is clearly an idealist. Yet, his idealism is strongly grounded in, though not limited by, the practical. This is a guide to action, not a theoretical discourse. Many of the tools Gerzon identifies and describes have much broader application than just organizational conflict management. Indeed, leaders who thoroughly master such mental dispositions as "integral vision" and "presence" can do more than solve conflicts; they can help prevent them.
Excellent.......2006-11-04
The book uses modern examples of how Leaders should think like Moderators.
Its a very quick read, and the examples give you real world ideas about how to apply the principles to your own situations.
Book Description
A Leadership Network Publication
In Leading the Team-Based Church, George Cladis issues a clarion call for ministry teams to embrace a fresh leadership model that is not based on hierarchy, but on a process of collaboration that mirrors the relationship of Father, Son, and Holy Spirit. He reminds us that today's cultural environment--where authority has basis in trust, innovation reaps rewards, and spirituality takes root in life and work--has matured past the need for the hierarchy of traditional church leadership where the pastor had the final say. Through down-to-earth stories from his own experience and those of clergy in both mainline and evangelical churches, Cladis offers an exciting alternative to the traditional forms of church leadership, enabling pastors, congregational leaders, and staff to breathe new life into their ministries and unleash the full potential of the entire ministry team.
Cladis, pastor of a fast-growing mainline congregation, demonstrates how cultural changes affecting all our institutions--not just the church--are making it easier to adopt this new model of leadership. Cladis's practical advice will enable ministry teams to work together in ways that both embody the Christian message and call forth the full creativity and love of the entire team.
"Just when it seems that all that can be said has been said on the subject of 'teams', just when one has tired of the gumming of the label 'team' on everything in sight, along comes perhaps the most significant religious book on teams yet published. Cladis juxtaposes the theological and cultural context for team-based ministry in a model presentation of what a conversation between Bible, theology, and culture should look like."--Leonard Sweet, dean, The Theological School and vice president, Drew University
Customer Reviews:
A beneficial model for church leadership in postmodernism .......2005-04-24
In Leading the Team-Based Church, George Cladis weaved together principles from theology, ecclesiology, sociology, and business to create a rubric for applying a team-based model for doing ministry in the church. Cladis's thesis is that the historic hierarchical organizational model of top-down, leader-directed ministry is inconsistent with the nature of God, the New Testament pattern of church ministry, and the needs of a postmodern culture. The cornerstone of Cladis's paradigm is his premise that the persons of the Trinity exist in perichoresis, that is, as a team comprising perfect unity, fellowship, harmony, love, and purpose. The perichoretic Trinity thus becomes the exemplar for team-based ministry in the church. Part 1 explored the theological underpinnings of God as perichoresis and outlined nine characteristics of postmodern society. The seven chapters of part 2 examined the seven forms of leadership reflected in the attributes of God's perichoretic nature in juxtaposition with the characteristics of post-modernism and how these lend credence to team-based ministry in the church.
Review and Reaction
Cladis's interpretation of the Trinity as perichoresis forged the basis of his understanding of team-based ministry in the local church. While not appearing in the New Testament, perichoresis is a compound Greek word literally meaning "circle of dance" (4). To Cladis the Trinity is a perfect team. For him, the perichoretic image of the triune Godhead provides a helpful way of viewing the church and its organizational structure. Specifically, the church should work in perfect harmony, equality, and purpose, thus reflecting the image of God.
Cladis further asserted that the perichoretic model of the Godhead most accurately reflects the demands of a postmodern society for flatten hierarchical organizational structures that value individual giftedness, equality, and collaborative efforts. Cladis suggested that modernism promotes rugged individualism to the exclusion of community. Church structures that reflect a modernistic mindset are less inviting to postmodern people who value participation in decision making, inclusiveness in action, and personal fulfillment. Perichoretic team-based ministry, therefore, provides a more appealing model for postmodern people.
Cladis overreaches his thesis by insisting that team-based ministries are "the most theologically and culturally appropriate method for church leadership today" (17). His premise is specious at best and arrogant at worst. Such an assertion casts immediate aspersions upon centuries of church history. If one accepts Cladis at this point, then any form of church organization not based on teams is not just inefficient, but incongruent with the very nature of God.
One can make the point that scripture does not provide a definitive model for church organization. Allusions to church organizational patterns in scripture are more descriptive than prescriptive. Even the language of church leadership varies within the New Testament--pastor versus elder versus overseer. First century Christians initially adopted the Jewish synagogue model because it was the one most familiar to them, but later developed organizational models that more adequately met their evolving needs. The early church organized its ministry efforts around the needs of its constituency (such as the addition of an incipient deacon ministry in Acts 6:1-6). Their efforts were more pragmatic than theologically informed. They simply acted to meet the needs of the day.
Cladis makes a better point that a team-based ministry more effectively meets the needs of contemporary postmodern believers. The seven team attributes of covenanting, visioning, culture creating, collaborating, trusting, empowering, and learning, detailed in part 2, forms the book's core strengths. Cladis discussed each attribute biblically and then related each to his perichoretic model. Occasionally, he provided insights from the business world and fictionalized church settings to illustrate the efficacy of a particular attribute. Cladis's frequent references to his perichoresis model and to Rublev's icon of the Holy Trinity were distracting and thoroughly unhelpful. One draws the impression that Cladis is attempting to baptize the business model of teams into the language of the church--an unnecessary effort to spiritualize the secular to make it more appealing to the sacred. If a team-based model for ministry works, and does not violate scripture, then employ the best of what the business world has to offer for the advancement of the Kingdom of God.
Application
Cladis's seven characteristics of team-based ministry can fit well into today's church. Many are intuitively self-evident. The church exists in covenant with God and with one another. This covenant identity does not cease in staff meetings or in church council meetings. What healthy church does not want to have a unifying vision from God that creates a sense of purpose and provides meaning to its efforts? By in large, churches want to develop a cultural ethos reflecting it uniqueness as the people of God. Maturing church members want to contribute their gifts and talents toward a collaborative, trusting, empowering, and spiritually fulfilling mission. Many of Cladis's seven characteristics have an ethereal quality to them. They are better identified by the effect they achieve than the effort needed to achieve them. Nonetheless, they represent biblical ideals church leaders should strive to achieve in their ministry settings.
This reviewer has sought to apply these characteristics to a new preschool ministry team. The team of four mothers of preschool-aged children organized themselves around the mission to create a safe, secure, and satisfying nursery and preschool experience for children from birth through age three. The members have complementary skills and are highly motivated. The initial organizational meeting was unfocused because the members did not know how to work as a team. This pastor introduced the members to Cladis's seven characterizes for healthy teams. Some of the characteristics will take time to formulate, however the team was excited about the characteristics of vision, collaboration, empowerment, trust, and learning. The members embraced their vision of creating a top-notch preschool environment. They made a mutual commitment to work together to fulfill this vision. Only time will tell how well this new team can develop Cladis's characteristics.
Conclusion
Leading the Team-Based Church does what it needs to do. It provides a beneficial contemporary model for ministry leadership in a postmodern world. The old-style hierarchical pyramidal leadership model served the church well for more than one hundred years because it was how people were used to the world operating. It was sociologically consistent, fitting the prevailing worldview. The Medieval monarchical bishopric model worked a thousand years ago for the same reason--it reflected how people related to one another in a feudal society. Through the Renaissance, Reformation, and the Industrial Revolution, the way people viewed leadership changed. Each time this happened the church accommodated these sociological shifts and found the necessary theological support. Cladis does no differently. Sociological shifts notwithstanding, Cladis's seven attributes of team-based leadership are worthy characteristics for any church.
A Great, Practical, How_To Guide!.......2000-08-08
What a breath of fresh air to see one with such an innovative, entrepreneurial spirit coming from a traditional mainline denomination. This book does more than just exhort you to form teams, it tells you how to create a culture of teams that will make your church more effective for the Kingdom of God. This one has definitely made my top-ten list!
The Best I Have Found on Team-Building in the Church.......2000-08-07
George Cladis has written a great book--the best I have found on team-building in the church. It is an easy read, very practical, filled with a lot of good ideas. I found his chapters on team covenants and on creating a visionary culture particularly helpful.
Cladis has learned a lot in his pastorates about teamwork--and teaches those principles well. He motivates me to want to build a strong team--not be a lone ranger in the pastorate. And he gives lots of ideas on how to do so.
Great combo of the Trinity and world class business thinking.......1999-05-21
This book was surprisely quick and easy to read yet very thorough. Any church or small business would benefit from reading this book. It's model is similiar to great world class companies, but is unique with it's theological links. It also recognizes the problems that happen in any small company...even churches....! It recognizes too everyone's desire to work in a place and do things we are passionate about!...Worthwhile for the entire staff to read!
Book Description
The Wizard and the Warrior gives leaders the insight and courage they need to take risks on behalf of values they cherish and the people they guide. Great leaders must act both as wizard, calling on imagination, creativity, meaning, and magic, and as warrior, mobilizing strength, courage, and willingness to fight as necessary to fulfill their mission. Best-selling authors Lee Bolman and Terrence Deal present the defining moments and experiences of exemplary leaders such as Carly Fiorina, Thomas Keller (head chef of French Laundry), David Neeleman (CEO of Jet Blue), Mary Kay Ash, Warren Buffet, Anne Mulcahy, and Abraham Lincoln¾all of whom have wrested with their own inner warrior and wizard. These engaging, realistic case studies are followed by commentaries that will raise questions and suggest possibilities without rushing to resolution or simple answers.
Customer Reviews:
Innovative leadership lessons contrast dual forces.......2007-03-02
The market may be saturated with books about business leadership, but Lee G. Bolman and Terrence E. Deal move into fresh territory with this beautifully written, inspirational and practical guide. They impart advice on understanding workplace dynamics and nuances, and emerging as an effective leader. The book offers ample evidence to support the authors' basic assertion: Managers struggle because they have an idealistic approach that fails to account for organizational politics and intangible workplace factors, such as values, creativity and passion. The authors contend that managers who are unwilling to "play the game" will inevitably stumble and never realize their leadership potential. The book's wisdom and insight are built on the real-life lessons and experiences of dynamic leaders. We warmly praise this book and recommend it to any leader or potential leader who is willing to take a good, long look in the mirror.
Lead with passion and power...but also with principle and faith.......2007-02-08
Here is a synthesis of the core concepts in Lee Bolman and Terrence Deal's book: "The wizard and the warrior inhabit two distinct but overlapping worlds. The warrior's world is a place of combat, of allies and antagonists, courage and cowardice, honor and betrayal, strength and weakness...The wizard inhabits a realm of possibility, magic, and mystery. The wizard's strength lies not in arms or physical courage, but in wisdom, foresight, and the ability to see below and beyond appearances. The wizard brings unshakable faith that something new and better really is out there...The greatest leaders move and out of both roles, even if they are more comfortable with one or the other."
Bowman and Deal carefully organize their material in terms of three warrior roles in business, the military, the American presidency, and basketball coaching, respectively: Toxic (e.g. Al Dunlap, Hermann Goering, Richard Nixon, and Bobby Knight), Relentless (e.g. Bill Gates, Ulysses S. Grant, George W. Bush, and Mike Rzewski), and Principled (e.g. Warren Buffett, George Marshall, Abraham, Lincoln, and John Wooden); and in terms of three wizard roles within the aforementioned categories: Authentic (e.g. Liz Claiborne, Norman Schwarzkopf, Ronald Reagan, and Phil Jackson), Wannabe (e.g. Ken Lay, William Westmoreland, Woodrow Wilson, and Rudy Tomjanovich), and Harmful (e.g. Frank Lorenzo, Hermann Goering, Warren Harding, and Dave Bliss). Throughout their narrative, they rigorously examine exemplary warriors and wizards, building a case for their observation that "the greatest leaders move in and out of both roles, even if they are more comfortable with one or the other."
More specifically, the greatest leaders combine the strengths and virtues of Principled Warrior and Authentic Wizard in that they "wield both sword and wand, know how to create as well as defend, accept reality but will challenge it because they see unfulfilled possibilities, learn by sensing and intuiting, are both strategists and visionaries, and combine the power of commander and the courage of a champion with the wisdom of the counselor and the magical powers of the shaman." But they are by no means perfect. However, as Bolman and Deal suggest (and I agree), we admire them because they somehow overcome their human weaknesses to achieve extraordinarily difficult goals. "As is clear from examples like Abraham Lincoln and Nelson Mandela, you need not like war to be a warrior." Bolman and Deal also point out that, the warrior heart "must be found in a cause important enough to justify the costs of combat. For many leaders, heart develops over time through experiences that test their courage and strength in the face of rigorous challenge and worthy competitors."
In this context, I am reminded of the fact that Mohandas Gandhi greatly admired Henry David Thoreau's concept of "civil disobedience" and applied its principles so effectively that India was eventually able to obtain its independence. Gandhi was assassinated. Martin Luther King, Jr. studied the life and work of Gandhi and applied what he learned to his non-violent campaign against racial inequality. He was also assassinated. In certain respects, both he and Gandhi were warrior leaders (i.e. they possessed exceptional intuition, recruit thousands to join their cause, inspired them to persevere rather than be overcome, and skillfully negotiated the alliances needed) but they were also wizard leaders (i.e. they were wise in the ways of the world, recognized the importance of symbols and emblematic events, encouraged a strong link between words and deeds, and were visionaries of what could and should be). Admirable human beings.
In this volume, Bolman and Deal provide dozens of other examples of men and women who also found a balance of the strengths and virtues of both warrior and wizard but it remains for each reader make her or his own determination of which balance is most appropriate. When concluding this brief commentary, I presume to share the fact that there have been times when I have had to be more warrior than wizard; other times when I feel the need to be more wizard than warrior. Such situations are when achieving the right "balance" has been most difficult for me. Thanks to Lee Bolman and Terrence Deal, I now feel better prepared to do that.
Those who share my high regard for this volume are urged to check out any of Warren Bennis' books (notably Geeks & Geezers and the more recently published Leading for a Lifetime, both co-authored with Robert Thomas) as well as Bill George's Authentic Leadership and the more recently published True North, Jean Lipman-Blumen's The Allure of Toxic Leaders, James O'Toole's Leading Change and The Executive's Compass, Martin Linsky and Ronald Heifetz'Leadership on the Line, Heifetz's Leadership Without Easy Answers, and Winning co-authored by Jack Welch and Suzy Welch.
A Strong Article Stretched to Book-Length.......2006-12-11
Friends of mine who have read other leadership books by Bolman & Deal tell me that they have a lot of insights into leadership and that their others books are excellent. I'm sure my friends are right. It is clear from this book that leadership is something they have studied extensively and know much about. Unfortunately, I didn't feel this book brought out the best in them.
The metaphors they have chosen for this book, wizard and warrior, are good ones. They bring out how a great leader must not only be able to fight but must also be able to work magic. They talk about the qualities of a great warrior (heart, mind, skill and weapons) and great wizard (wisdom, soul, icons and rituals). They talk about how warriors and wizards can go right and wrong (toxic, relentless and principled warrior; authentic, wannabe and harmful wizard). They give examples of their meaning by examples from history and business. They make their point.
On the other hand, the book has some series flaws. First, they flog their point to death. This 200+ page book could have easily been slashed to a short article and made the same points better. Second, the bulk of this book is anecdotes. As a rule, I enjoy stories about historical figures but here there are so many of them and they are often repetitive. I most enjoyed the stories about business leaders since I was unfamiliar with many of these but I found myself wishing they'd get on with it already. Third, though I found their highlighting of the need for a great leader to be both warrior and wizard, they didn't offer much in the way of practical suggestions for those who need to develop one or the other or both of these qualities. Certainly, becoming conscious of your strengths and weaknesses as a leader is important but, once you learn about your weaknesses depression awaits if you aren't guided to some solutions. Bolman & Deal are a bit short on solutions.
Ultimately, this book is harmless and may be inspirational for some people. It is short enough and fluff-filled enough to get through quickly and easily. It offers some important insights. But, as Bolman & Deal are clearly experts in leadership, I expected their book to lead me forward with something meatier and more useful. Maybe this is to be found in some of their other books, but I didn't find it here.
Just the thing........2006-05-01
As a business owner myself, and friend to many others, I know that it is important for business leaders to, in an obvious sense, lead. But there's more to leading then meets the eye. One must lead with a passion for what they do, with a love for what they do, and that is what this book teaches. Bolman and Deal do an impeccable job at showing us how to lead with "passion and power" through their examples. But the leader cannot always be passionate, he/she must sometimes become a warrior to make the tough choices that some other leaders could not make. I seriously recommend this book to business owners, team leaders, and really, to anyone as I feel that everyone can learn from what this book has to offer.
Great leadership for a lean manufacturing transformation.......2006-04-22
Although not a book specifically about transforming manufacturing operations, the leadership styles described are exactly what are needed for that difficult task. The transformational leader needs to be a "wizard"... creating the magic and inspiring the passion within the organization to reach the tipping point. And he must be a "warrior" to make the difficult decisions and hold strong when long term plans fly in the face of expectations for short term results.
Book Description
Drawing from his thirty years of entrepreneurial experience, his friendship with Sam Walton, founder of Wal-Mart Stores, Inc., and years of self-motivated study, Jack Kahl reveals the true spirit of leadership.
In 1971, Kahl made the investment of a lifetime: he bought a small, Cleveland company with revenues of just $800,000, renamed the company Manco, Inc., and began creating one of the most exciting business stories ever. By the time Kahl retired in 2000, the company was selling consumer products to the best retailers around the globe and had achieved revenues of more than $300 million. He sold the company in 1998, sharing 30% of the wealth - some $27 million - with his "partners," a title long held by every Manco employee. With Leading From the Heart, Kahl brings a unique and powerful lesson to all aspiring leaders: leadership begins with a choice - a choice to serve others that comes from the heart. But this choice is only the beginning. The servant leader must be of strong character and seek knowledge endlessly. Today's leaders must be creative, passionate, disciplined, and courageous people who still make the time to care for others. Like a coach calling from the sidelines, urging you to push your hardest and achieve your best, Kahl, with the aid of co-author Tom Donelan, has written a truly remarkable and inspiring book. Leading From the Heart is a succinct lesson - a must read for anyone who aspires to realize his or her potential as a leader, and for all who seek to unite ethics, integrity, and business savvy with the bottom line.
Customer Reviews:
An important balance.......2006-10-26
As the CEO of Manco, Inc., Jack Kahl is a very successful businessman. Now he can add accomplished author to his list, because Leading from the Heart is a great read that enlightened me to many effective leadership tactics. His idea of a servant leader is inspiring and provides leadership techniques that make people WANT to follow you. This book would be a great guide for any entrepreneur that wants to build a successful business based on good values. Everything in Leading from the Heart is relevant and applicable to real life situations. Kahl's ideas can lead you to a successful career and a happier life as well.
Impressive Book, I'd Reccommed It To Anyone.......2006-10-17
This is a great book. I've been a student of leadership for the past few years, always reading about historically significant men and women and how they were able to impact the world. Then I picked up Kahl's book, and I couldn't put it down. Servant leadership isn't a new concept, many of the powerful leaders I've studied employed this technique. However, in today's society, we rarely focus on a servant leadership technique. Kahl does a great job of outlining what real leadership looks like and how one can implement it in his everyday life. He makes the case that being a servant leader isn't "weak" or "sweet." No, it's the most effective way to influence others, reach your goals, and make sure you AND your team are successful. Whether you are a CEO, business owner, or simply in charge of leading your family, you will find relevant advice and concepts to think about in this book.
Changed my thinking in the workplace.......2006-10-14
When my boyfriend first handed me this book and said I had to check it out, I was honestly a little offended. I've never been one to read life-coaching books in any area, especially not in my job. As a young assistant DA, I thought I did a pretty good job of managing myself and my employees, and I didn't need a book to tell me how to do that. But as soon as I read the first chapter, I realized why he had given me the book, which he got from a friend. Kahl takes a different approach to the role of leadership, championing the idea of acting as a "servant" to those around you in order to get the best out of them. The idea sounded crazy to me at first, but as I starting practicing some of his suggestions, I saw such an increase in productivity and a general uplift in the attitude around the office! I can't believe a simple book could make such a difference, but it sure did. I recommend this book for anyone who is in a position of leadership, no matter how high or low in the company, because you could learn a lot from Kahl.
Sometimes, the worst thing about being on top is that you're standing alone........2006-10-03
As a small business owner, I am always looking for good leadership and business books; Leadership From the Heart is one of the best books I've found in a very long time. Jack Kahl shares how he mananged to build a business worth more than $300 million, Manco Inc., and still maintain an ethical, character-driven leadership style. Kahl makes it clear that you can unite ethics and a bottom line, while still being successfull. The best thing about this book is that Kahl's leadership style isn't a gimmic. He really wants to be successful, but he knows that those accomplishments are more lucrative, and feel better, if the people around him are successful too. This book teaches you to be a better leader, better business person, and a better human being.
Book Description
Becoming a Conflict Competent Leader combines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their colleagues, and their organizations deal more effectively with conflict and move their organizations forward.
Customer Reviews:
Behavior is the key.......2007-09-15
Fair warning to the reader! I work with the Conflict Dynamics Profile 360 assessment (CDP), which is the core of this book's approach to conflict. Having said that, I also want you to know that the reason I work with the CDP is because it provides a research-based behavioral approach to managing conflict.
The body of work in this book was developed in response to data showing that the most commonly low-rated behavior for people in leadership development programs was conflict management. Often the individual receiving such feedback had no idea what behaviors were leading to those low ratings. Conflict Dynamics clarifies the behaviors that escalate vs those that manage conflict, so that the reader can identify what behaviors to change.
Whereas other conflict management approaches focus on general styles toward conflict (i.e. competitive, collaborative, etc.) or individual personality differences that lead to conflict (nurturing vs. driving, for example), this book clearly describes behaviors, regardless of styles and individual differences. Filled with well written scenarios depicting the different conflict behaviors - both constructive and destructive - this shows readers how they may contribute to negative conflict situations and - more importantly - how they can move conflict situations to positive issue-focused resolution rather than destructive person-focused escalation.
No matter how this book is used, the reader will find that it contributes to growth as a leader in the real world.
Understanding a conflict situation.......2007-09-03
Conflict is a normal part of relationships, and thus its management is an essential leadership skill. Precipitated by an event and/or hot button, the initiated conflict is either escalated by `destructive' responses or de-escalated by `constructive' responses according to the Dynamic Conflict Model introduced by the authors. A conflict competent leader understands this model and the elements of conflict. By using self-awareness and self-control, and by understanding conflict styles and behaviors, the conflict competent leader is able to make a choice in their responses.
According to the authors, emotions play a key role in escalating conflict and there are five levels related to conflict situations:
* Level One: Differences
* Level Two: Misunderstandings
* Level Three: Disagreements
* Level Four: Discord
* Level Five: Polarization
One way to lessen emotionally driven destructive responses to conflict is to emphasize a positive emotional tone by managing effectively five core concerns:
* Appreciation - acknowledging the value of people
* Affiliation - developing connections with another person
* Autonomy - respecting the freedom of people to make decisions
* Status - recognizing the specialty of others
* Role - making sure that people have a clear, meaningful purpose
To promote constructive responses to conflict:
* Stay calm
* Encourage civility, fairness, and safety
* Use teaching and coaching
* Provide learning opportunities
* Embrace constructive conflict
The authors end the book by promoting the building of conflict competent organizations, including the adaptation of an Integrated Conflict Management System.
From an individual conflict management perspective, the book serves as a reasonable `how-to' guide for resolving a specific situation. From an organizational perspective, it misses the importance of building common purpose and shared goals as a performance foundation for conflict avoidance as well as conflict resolution. Dennis DeWilde, author of The Performance Connection
Superb, Accessible Resource.......2007-07-18
I have used the materials in this excellent primer to help senior management understand the immense internal and external impacts that unresolved conflict have on their organizations. Identifying how people actually behave during conflicts (and can improve) is a major step forward for creating better workplaces.
The divisions of behavioral responses and the familiar and enlightening examples used, help everyone learn how to manage their constructive and destructive and active and passive actions. The overall framework serves both diagnostic and monitoring functions for determining what needs to be done to improve workplace dynamics. The inclusion of hot buttons is ingenious as it allows everyone to see their own vulnerable areas and to prepare for more thoughtful responses.
I'm recommending this superb resource to all my workplace clients. Some have been using the Conflict Dynamics Profiles to help them and their employees learn to discuss and manage the differences that too often lead to unresolved conflicts as well as to poor business practices.
A conceptually sound and broadly applicable approach to conflict. .......2007-06-19
Runde and Flanagan present a convincing argument for the benefits of increasing the conflict competency of leaders. They then proceed to describe a research-based approach that allows leaders to increase self awareness and skill in managing conflict. Leaders and aspiring leaders will find the book filled with practical information to support their individual development. They conclude with a description of how leaders can devise an "Integrated Conflict Management System" that has the potential to transform any organization. Becoming a Conflict Competent Leader is a must-read for coaches and OD professionals.
Outstanding! .......2007-05-13
Tim Flanagan and Craig Runde have written an outstanding book for anyone who needs to deal with and manage conflict. The extensive research and academic integrity give the book credibility and authenticity. And yet, the book is loaded with both business and personal examples, which give it a "real world" flavor and feel. The section and chapter summaries add to the organization and understanding of key concepts. But, don't just read the summaries. You'll miss out on the entertaining "stories" which the authors relate to this serious topic.
Book Description
Leadership is never more crucial than when corporate survival is at stake. But the days of the tough guys are over. The leaders who are driving today’s sustainable turnarounds understand that the answers to a distressed company’s problems lie almost always within the firm itself – usually at middle manager level and below. The secret is cooperation. Drawing on interviews with top company doctors and advisers, as well as on the authors’ own experience, Leading Corporate Turnarounds explores seven key leadership and management skills required for successful turnaround, and shows why quickly gaining the buy-in and trust of all stakeholders is the key to ultimate success.
- Written by the founding directors of the Society of Turnaround Professionals (STP), with a proposed Foreword by the Society’s Patron Sir John Harvey-Jones
- Considers the different drivers of turnaround, the alternatives to it, and the restructuring processes required to move beyond crisis stabilization to sustainable change
- Features international case studies from leading companies including BT, Virgin Express, Arthur Andersen, Parmalat, GE, Lee Cooper, New Look and IBM
Download Description
Leadership is never more crucial than when corporate survival is at stake. But the days of the tough guys are over. The leaders who are driving todays sustainable turnarounds understand that the answers to a distressed company's problems lie almost always within the firm itself ,usually at middle manager level and below. The secret is cooperation. Drawing on interviews with top company doctors and advisers, as well as on the authors own experience, Leading Corporate Turnarounds explores seven key leadership and management skills required for successful turnaround, and shows why quickly gaining the buy-in and trust of all stakeholders is the key to ultimate success. Written by the founding directors of the Society of Turnaround Professionals (STP), with a proposed Foreword by the Society's Patron Sir John Harvey-Jones Considers the different drivers of turnaround, the alternatives to it, and the restructuring processes required to move beyond crisis stabilization to sustainable change Features international case studies from leading companies including BT, Virgin Express, Arthur Andersen, Parmalat, GE, Lee Cooper, New Look and IBM
Customer Reviews:
Turnaround tips for companies in crisis.......2007-04-12
Managing a successful turnaround is tough, and it requires tough actions by "company doctors" who gallop in to rescue companies from the brink of financial death. Although most management projects require subtlety and tact, turnarounds need quick, blunt actions, such as firing top managers or selling unprofitable divisions. Stuart Slatter, David Lovett and Laura Barlow present a blueprint for people engaged in turnarounds. Using interviews with 80 turnaround specialists in the United Kingdom, the authors make their point - often more than once. The most interesting and useful parts of this volume are the short, boxed case studies in each chapter. We recommend this informative book on a little-known business topic to creditors, attorneys, accountants, venture capitalists and curious managers, as well as to specialized consultants who may become involved in turnarounds.
Book Description
In Leading the Way, Hewitt Associates’ business leaders Robert Gandossy and Marc Effron present their findings from the largest research project ever conducted on leadership, the "Top Companies for Leaders." Using data from more than 600 companies around the globe and interviews with senior executives at the top companies, they present a compelling business case for investing in growing leaders. Their stories, examples, and tactics provide tangible, practical tools for leaders everywhere.
Download Description
As companies recognize the value that superior leaders deliver, they're fighting harder than ever to recruit and retain the best. The combination of changing demographics and economic challenges means that companies no longer have the luxury of taking a trial-and-error approach-or of having no approach at all-to building leadership quality and depth. They want fact-based, tested methods and tools that fit with their organization's culture and support their business goals. They need clear guidance on how to build a diverse, highly qualified leadership team today and how to sow the seeds for great leadership tomorrow. Based on the world's largest study of the best approaches for building leaders, Leading the Way, provides this guidance. Through anecdotes and case studies from companies such as IBM, GE, Honeywell, The Home Depot, and many more, the book illustrates what Top Companies do to develop leadership talent, and suggests ways that organizations can implement the programs and practices that will ensure a holistic approach to sustaining capability and growing great leaders.
Robert Gandossy (Redding, CT) is a Global Leader for Hewitt Associates' Talent and Organization Consulting.
Marc Effron (Darien, CT) is the Global Leader for Hewitt Associates' Leadership Consulting Group, in which capacity he guides Hewitt's research and consulting efforts on leadership.
Customer Reviews:
Excellent description on how leading companies develop leaders.......2006-03-20
Well organized, "Leading the Way" describes how leading companies develop their leaders. In particular, I valued the analysis on Total Return to Shareholders (TRS) increase that the participation of CEOs on leadership development can have. Very useful in communicating why leadership development is important. Highly recommended.
A useful book on developing leadership capabilites.......2004-04-21
"Leading the Way: Three Truths from the Top Companies for Leaders" by Robert Gandossy and Marc Effron, deals with the three leadership truths which they believe provides "critical foundation" to build strong leaders. The three leadership truths are: 1) The CEO and Board of Directors should provide leadership and inspiration (actively involved in leadership processes) , 2) A maniacal focus on high-potential leaders (identify the best talent and providing challenging assignment for them) and 3) Doing the right programs the right ways (developing programs that would help enhance leadership skills). However there are other "Little Things" that organizations should also considered in terms of building leaders such as communication, paving the way for social networks, fostering reciprocity and others which are seemingly unimportant issues or frequently overlooked, but are actually crucial for organizations. These are explained in great details in the book. Finally, the authors feel that leadership programs in general should be link directly to the organization's business strategy.
The last chapter in "Leading the Way" deals with future trends that organizations need to face in order to be successful and five rules that the authors feel were curcial to develop leadership capabilities. I think overall, this is a useful book to learn and understand about developing leaders as the authors provided examples, and anecdotes which are useful in terms of illustrating the authors' point of view. My only criticism of this book is that I wish the authors had structured it better within each chapters. There are many subtopics within each chapter which can be a little confusing and can be combined. However, I do find the short summary in each chapters helpful. Anyone who is interested to know more about developing leaders should definitely read this book.
Book Description
A new edition of the book that lead the self-directed work teams revolution. Leading Self-Directed Work Teams is one of the best-selling books on teams ever published. Now, the perfect guide for any team leader has been revised and expanded to reflect the new realities of team-based organizations. By explaining how team leaders differ from conventional supervisors, this informative volume which is based on the author's successful seminars and workshops is especially useful for those managers who move from hierarchical to participatory structures.
This edition feature more practical examples and techniques than in the previous edition, new research, dozens of tips and checklists, case studies, and valuable training exercises. It has been used and praised by experts at Motorola, M.I.T., AT&T and many other organizations.
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The classic book on team leadership--now revised and expanded for a new era!
Customer Reviews:
Very good coverage of self-directed teams.......2007-05-26
"Leading self-directed work teams" consists of 6 parts. The first part introduces the concept of self-directed work teams, it's history and especially the difference between traditional organizations and self-directed work teams. Part 2 gives a case study from Kodak. Part 3 talks about the assumptions that leaders in organizations have and how it affects the SDWT. Part 4 describes the role of the team leader and a description on what team leaders do day-to-day (there are actually 2 part 4s, which is kinda weird). Part 5 talks about problems and solutions and the final part gives some tests which you can do to see how suitable you are for a team leader (I need some minor changes, it says).
I loved the beginning of the book. The first couple of chapters were fantastic and I quickly finished part 1. I didn't find the case study interesting. I liked part 3 quite a lot, but then when the book went on I felt it was not getting much better. The author tried to think of concrete tools for a team leader to use, but somehow they didn't feel natural (like the 5 stages of team leaders). Near the end of the book, I felt something was missing from the book. I don't know exactly what it is, maybe the team member perspective, maybe more concrete tools. (simulation games?)
Despite the above critique, I recommend the book to anyone involved or interested in self-directed teams. Kimball Fisher wrote in a clear style which kept me reading the book. Theory was followed with concrete examples. It's not a lot of pages so it's easy to read in a relative short time.
I learned a lot from this book. I'm a promoter of SDWT in my organization and the book made me realize how difficult the transition is. How difficult it is for supervisors to adopt their new roles and for team leader to broaden their job responsibility. It clarified my experiences. SDWT are the future but the part towards them in long.
Decent, But Not Ground Breaking.......2006-10-28
As other reviewers have noted, an interesting read for the military leader and "ops" guy alike. But at the end of the day I tend to lump this book together with the tedious, dime-a-dozen management specials out there. As a former military officer I'll be the first to toe the line and admit that a lot of what Mr. Fisher explores is right on target - just not new territory.
At the end of the day, a good primer (or refresher) but not entirely college math.
All MILITARY Leaders Need This Book.......2001-07-21
***The second industrial revolution is definitely in full swing. As we progress from the traditional style organizational leadership and head towards team-building and progressive leadership, this book illuminates what will work. So many leaders in the military have failed to adapt to the cultural changes of the new millenium, and thus the failure to retain Officers and Enlisted alike. All military leaders must accept that fact that EMPOWERMENT is the key to organizational success. This book defines what empowerment is and how to effectively implement the "Self-Directed Work Teams." Covers what a true leader is how "barking direct orders" is not effective as empowering others to perform. Set boundaries instead of rules. I am a military Officer and have seen many times the follies that many Officers make when making leadership decisions. This book not only shows you what is wrong with the traditional systems, but also how to implement effective leadership.
*******A MUST READ FOR ALL MILITARY LEADERS AND CIVILIAN MANAGERS*** DEFINETLY A GREAT BOOK!!!! I HIGHLY RECOMMEND IT TO ALL AS A GROWING TOOL. READ IT, LEARN IT, USE IT!
Lessons from an Experienced Practitioner.......2001-05-25
This book is a solid how-to manual for leading self-directed work teams. Kimball does a great job of explaining what self-directed teams are all about and how to lead them.
Leading self-directed team may sound like paradox, but these teams need a special type of leadership. This book goes beyond theory to explain the realities of making these teams really work. Easy-to-read with plenty of examples.
* Mark Kelly, coauthor of MASTERING TEAM LEADERSHIP: 7 ESSENTIAL COACHING SKILLS
Insightful!.......2001-04-17
Kimball Fisher provides a revised, updated look at the techniques for successfully leading self-directed work teams (SDWTs). He draws on basic principles described in his earlier book of the same name. SDWTs are effective, and growing in popularity. Fisher focuses on how leaders must adapt to make them work. He emphasizes the need to truly empower and support workers. He underscores the importance of making the team adaptable to the work itself, rather than clinging to a particular structure. Fisher combines principles with examples and how-to tips that you can apply in your own organization. He provides good summaries of each chapter's highlights. We [...] recommend this well-organized, clearly written book. While some of its contents are similar to recent books on creating teams, empowering employees and using a better management style, it is an excellent recap and a good guide for anyone new to team-building methods.
Books:
- Legal Environment of Business: A Critical Thinking Approach (4th Edition)
- Life and Health Insurance License Exam Cram
- Macroeconomics
- Macroeconomics (Web-enabled Edition) (4th Edition)
- Managing Bank Risk: An Introduction to Broad-Base Credit Engineering
- Microeconomics: Theory and Applications, Eleventh Edition
- Modern Industrial Organization (4th Edition) (Addison-Wesley Series in Economics)
- Modern Labor Economics: Theory and Public Policy (8th Edition)
- Monte Carlo Methods in Financial Engineering (Stochastic Modelling and Applied Probability)
- Multi-Objective Optimization Using Evolutionary Algorithms
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Leadership
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Beginning Ministry Together: The Alban Handbook for Clergy Transitions
Holy Conversations: Strategic Planning as a Spiritual Practice for Congregations
A Change of Pastors: ...and How It Affects Change in the Congregation
Temporary Shepherds: A Congregational Handbook for Interim Ministry
Healthy Congregations: A Systems Approach
