[rating:2.0]
( Denver: Outskirts Press, 2008)
199 pgs
First of all, I had difficulty keeping this author separate in my mind from Michael Hyatt! But that aside, this book is primarily about business leadership. Mike Myatt runs his own consulting company and previously served as an officer in the military as well as an executive in corporate America. He writes, not as an academic (whom he critiques), but as a practitioner. He directs this book to CEOs and those who aspire to one day become one. He seeks to offer practical advice he has learned from years of successful leadership himself.
This book is not an exhaustive treatise on business leadership, but key truths Myatt has found to be crucial for executive leadership. As a result, the book does not always flow systematically from one topic to the next, but rather it highlights issues the author considers most important. Perhaps as a result, there is some repetition. The author also writes as a practitioner rather than a detached observer. As a result, there are plenty of personal observations and opinions. Perhaps because of the nature of the book, there are not as many business examples as you might expect. There are some, but often Myatt defaults to his own experience. At times when he does cite another example, it is imprecise. In one case he attributes to Peter Drucker a quote by Warren Bennis (Though when in doubt on a leadership quote, it is never a bad move to guess Drucker). There are times when Myatt “guesses” at the author of a quote, such as Shakespeare, rather than having done the research to make sure.
That said, Myatt does have some helpful observations. Myatt notes that there is no tougher job than that of CEO, yet there are surprisingly few resources for them (8). I am not sure of the veracity of this statement but it certainly is convenient for someone writing a helpful book for CEOs! Myatt does note that every action by a CEO is a “cultural statement” (11). He challenges leaders to strive to devote at least 50% of their time in areas of their greatest productivity (18). He contends that if you do, you will be in the top 10% of CEOs.
Myatt gives a list of 15 characteristics that define top CEOs (25ff). These could generally describe any effective leader. He does make a strong point that “There is no perfect leader only the right leader for a given situation” (34). He argues that leaders must “think contextually” (39). In this regard, he takes on Jim Collins and his book Good to Great where Collins describes the “Level 5 Leader.” Myatt argues that there is no complete profile of what an effective leader is like. He argues that leadership is always done in context. It is impossible to garner an exhaustive list of leadership traits and then insist that CEOs must have them.
Myatt also dislikes the term “try.” He argues that using “try” simply reflects an avoidance of doing what is necessary to accomplish your goal (47). Myatt also wades into the strengths versus weakness debate. He notes that while it is important for leaders to be constantly working on personal growth and development, often leaders find themselves focusing on the wrong things at the wrong time (51). He does note, as so many leadership authors do that “Great leaders are almost always great story tellers” (55). He also repeatedly emphasizes that leaders have a “bias” toward action. He notes that speed is crucial (71). Often great opportunities are lost due to an inability to respond quickly to fleeting opportunities. He quotes Will Rogers who observed: ‘Chaotic action is preferable to orderly inaction” (64).
Myatt also discusses the importance of passion in a leader. He suggests, “Passion is the essence of being a great leader” (94). He notes that no great leader lacked passion. He also offers practical advice such as: “Hire slow, fire fast” (98). He also takes on several popular practices such as team building. He believes that team building is not about equality, but about every member clearly understanding his or her role (108). Myatt also has a helpful discussion on branding, a subject that is becoming increasingly prominent these days (117). He argues that developing the brand is one of the crucial roles of a CEO.
Myatt also has some good advice on conducting meetings. He recommends never holding them in “prime time” but in off hours so you do not pull your key people away from their work at the most productive time of the day (179). He also recommends not inviting people to meetings who do not have something specific to contribute. Warm bodies are unnecessary. He also suggests rescheduling meetings so key contributors can be present.
Myatt is not afraid to tackle sacred cows such as “Best Practices” which he believes are a fallacy (183). Because leadership is contextual, it is ludicrous to assume that a behavior that worked for one company can be copied, wholesale by another. He therefore warns against following after trends (188). He also has some very politically incorrect opinions about striving to be politically correct! (193).
There were moments when Myatt’s experience-based advice rang true and would be helpful, particularly for business leaders. However, at other times he seemed to be self-promoting. At one point he claimed that he gets more accomplished in a day than some get done in a month (175). There were times when it seemed his primary objective was to promote his company’s services more than to enlighten his readers. His writing style at times is also a little weak. He repeats his points at times. He uses himself and his company as an example a little too often. At times his writing style seems just a little too “homespun.” As a result I would only rate this book at a 2. While this book has some good things to say, there are probably other books you should read first.
by Richard Blackaby