Author: admin

[rating:4]

(New York: Crown Publishers, 2009)

512 pgs

I suspect this book will be evaluated much like the 43^rd president was. Either you will enjoy it or hate it. More than likely your evaluation will be based more on your political leanings than on your editorial concerns. I for one am usually hesitant to purchase a book by a former president only two years after he leaves office. I am always suspicious they are more concerned with “setting the record straight” or enhancing their legacy than actually telling the truth. And, Bush certainly does do some of that in this book.

However, there were two things that attracted me to this book. First, it describes the life of a major leader. I love biographies, especially of leaders. I often find I learn more about leadership by reading a biography than when I read a book specifically on leadership. Secondly, Bush structures his book around 14 key decisions he made. He claims he told his story “focusing on the most important part of the job: making decisions” (xi). Whatever you think of Bush, it is clear that he made decisions and then he resolutely faced the consequences of his decisions.

I applaud him for beginning his book the way he does. The man who decided to invade Afghanistan and Iraq and who authorized TARP and the funding of stem cell research begins his list of important decisions with his decision to stop drinking alcohol. He notes: “Quitting drinking was one of the toughest decisions I have ever made. Without it, none of the others that follow in this book would have been possible” (3). Bush notes that he grew to love history. He mentions reading dozens of presidential biographies while he was in the White House. Perhaps tellingly, he read fourteen biographies on Abraham Lincoln alone (368).

It is touching how close he is to his parents and how much he admires his father. He writes: “Over the years there has been a lot of speculation about my relationship with dad. I suppose that’s natural for the first father-and-son presidents in 172 years. The simple truth is that I adore him” (20). Interestingly he notes that he was the first president to leave the White House with both of his parents still living. Bush’s detractors have mercilessly sought to make him out to be an ignorant, uneducated buffoon. The reality is that he earned degrees from Andover, Yale, and Harvard. That is an academic pedigree few of his critics could match.

Throughout the book Bush mentions his faith in God. He outlines his significant encounter with Billy Graham as a young adult and then often refers to sharing his faith in God to such leaders as diverse as Putin of Russia and Crown Prince Abdullah of Saudi Arabia. He also notes that he began each day in the Oval Office the same way: reading his Bible (473). It becomes clear that Bush’s faith was not just window dressing to gain the Evangelical vote. He genuinely believes.

Interestingly he notes how gracious his father was to Bill Clinton in his electoral defeat (50). Significantly, not only did Bush learn to act with magnanimity toward his opponents but he concludes that had his father won the election in 1992, “I almost certainly would not have become president” (51).

Throughout this book it is interesting to see how the most powerful person in the world handled difficult decisions. Those of us following the events on the news can gain much by later learning what was going through the minds of those directly involved at the time. While you may not always agree with their decisions, it can still be instructive. While many have viciously denigrated Bush, the fact is that he was a very successful politician. He only lost one election in his life (his first), but he unseated a seemingly invincible governor and overcame numerous challenges to win two terms as president of the United States.

Bush makes a number of interesting observations: “The people you choose to surround you determine the quality of advice you receive and the way your goals are implemented” (65-66). “Win or lose, we would finish this race as a team” (72). “Sometimes the best personnel moves are the ones you don’t make” (73). “If I abandoned my principles on an issue like stem cell research, how could I maintain my credibility on anything else?” (123). “But I was certain that I had just watched more Americans die than any president in history” (131). “’This is my son’s badge. His name is George Howard. Please remember him,’ she said as she pressed the badge into my hand. I promised I would. I served 2,685 days as president after Arlene gave me that badge. I kept it with me every one of them” (150). “For months after 9/11 I would wake up in the middle of the night worried about what I had read” (153). “I knew the cost would be high. But inaction had a cost, too” (253). “When I entered politics, I made a decision: I would confront problems, not pass them on to future generations” (272). “One of the lessons I took from Roosevelt and Reagan was to lead the public, not chase the opinion polls” (272). “What a testimony to the redemptive power of Christ” (281). “But once the public perception was formed, I couldn’t change it. For all my efforts to avoid the perception problem Dad faced during Hurricane Andrew, I ended up repeating it” (318). “Rather than pull troops out, I was on the verge of making the toughest and most unpopular decision of my presidency” (355). “Having a shoe thrown at me by a journalist ranked as one of my more unusual experiences” (392). “Self-pity is a pathetic quality in a leader. It sends such demoralizing signals to the team and the country” (459). “The nature of the presidency is that sometimes you don’t choose which challenges come to your desk. You do decide how to respond” (471).

For someone who loves history, I enjoyed reading of Bush’s interaction with leaders such as Tony Blair and Putin. While many do not agree with Bush and his decisions, this book sheds light on the process he used to make his decisions and the humility and integrity with which he tried to act. I found the book to be well written. While it certainly puts Bush in a good light, it also makes note of many of his failures and mistakes (some of which are quite painful). Overall I felt it helped me not only get a birds’-eye-view of a world leader, but it also helped me gain a new perspective on many of the events that captured the world’s attention between 2000 and 2008.

Whether you are a Republican or a fan of George Bush, I believe students of history and of leadership will gain helpful insights from reading this book.

[rating:4]

(New York: HarperCollins, 2010)

288 pgs.

Liz Wiseman has isolated a specialized, but crucial, area of leadership that is worth careful consideration. The critical issue, as she sees it, in these days is “new demands, insufficient resources” (x). Modern organizations are facing more challenges than ever before but are being forced to address them using fewer resources, particularly personnel. In the past, the answer to greater challenges was to hire more staff. Now, the key is not “resource allocation” but “resource leverage” (150).

Wiseman zeroes in on a very specialized subject: how leaders bring out the most in their followers. She terms these outstanding leaders “multipliers” because they manage to get far more out of their employees than those she refers to as “Diminishers.” Wiseman cites studies where Multipliers got 2.1 times more out of their people than did those who were Diminishers (13).

The “Five Disciplines of a Multiplier” are:

1.            Attract and optimize talent

2.            Create intensity that requires best thinking

3.            Extend challenges

4.            Debate decisions

5.            Instill ownership and accountability

Wiseman makes the helpful point that the key to success in an organization is not how smart the leader is but how successfully the leader can access the intelligence, creativity and insights of those they lead. No leader is smart enough to eliminate the need for others in the organization to do their best thinking as well. She asks, “Is it possible that your smartest people may be impeding the smarts of your organization?” (55). Wiseman also encourages leaders to become a “genius watcher” (60). These are leaders who are always on the lookout for someone whose talents and insights could greatly enhance the work of the organization. These leaders leave a trail of rising stars in their wake.

Diminishers on the other hand, are bright people who make wrong assumptions about people. They assume that people are not smart enough to figure things out without them. They tend to micromanage people and take away their will to think creatively. Wiseman beats the same drum concerning Multipliers and Diminishers until it can sound repetitive at times. However, she does offer some sound advice on how to bring the best out in those you lead. She suggests shifting the ratio of how much time the leader speaks and listens. She encourages leaders to make a conscious choice not to do the majority of talking in meetings or to offer their opinions too early in the problem solving process.

Wiseman notes that peoples’ best thinking must be given, not taken (89). She offers helpful insights into how leaders can bring the best out of their people by asking great questions and encouraging vigorous debate. She notes: “Diminishers give answers. Good leaders ask questions. Multipliers ask really hard questions” (116). She notes that to foster outstanding debates among staff, leaders must do two things: create safety, and demand vigor (146). She makes a good case for teams going through vigorous debate in order to reach the best conclusions. Wiseman also wades into the strengths/weaknesses debate by suggesting that leaders should “focus on extremes” by “topping off” the biggest strength and “neutralizing a weakness” (205). She concludes: “It is unlikely that they will turn their biggest weakness into their biggest strengths. The truth is that you do not need to be fabulous at everything. You just can’t be bad” (206).

Wiseman offers a “30 day multiplier challenge” in which she offers practical advice on how leaders can proactively move their leadership into a more Multiplier direction (210).

Wiseman has two basic assumptions she unpacks throughout the book. The first is that Multipliers “begin with a simple assumption and a singular idea, that people are smart and the job of a leader is to draw out the intelligence of others” (215). Diminishers, on the other hand, see themselves as smart and most others as mediocre at best. They tend to therefore hoard the thinking and decision making functions of their organization and therefore they greatly impede their organization’s overall effectiveness. Anyone who studies leadership clearly understands that some people manage to get far more out of their people than others. Some leaders constantly have outstanding young talent emerging under them while others suffer a constant hemorrhage of young talent from their ranks. Wiseman does a good job of isolating this reality and giving them labels: Diminishers, Multipliers. While I found that the overall point could have been summarized in one good article, she does offer some practical examples and insights that I think make the book worth reading. While I don’t give out a lot of 4s and 5s, I felt that this book offers some unique thinking on an important subject and therefore is worth the read.

[rating:2]

(San Francisco: Jossey-Bass, 2010)

272 pgs.

For a student of leadership, any book by Warren Bennis is worth perusing. Bennis has been described as the dean of leadership theorists. He has been involved in leadership and group theory for many decades. He is the founding chairman of the University of California’s Leadership Institute and the author of thirty books. Ones I have read include: Leaders: Strategies for Taking Charge (1985), On Becoming a Leader (1989), Why Leaders Can’t Lead (1989), Reinventing Leadership (1995), and Geeks and Geezers (2002). At the age of 85, Bennis wrote this book as a memoir as well as a collection of insights he has gleaned about leadership throughout his distinguished career. He notes that he did not want to write a mind-numbing, exhaustive tome chronicling every aspect of his life beginning with his great grandparents. Rather, he hoped that when people finished reading they would wish they knew more about him (xii). So, this book highlights some key themes and events in Bennis’s life and draws out some of his most compelling insights gained from a life studying leadership.

One of his first insights relates to stories. He notes: “Once you know that deftly shaped stories compel an audience as nothing else does, you can’t stop telling them” (ix). He also theorizes: “All of us present ourselves to the world through the stories we invent about ourselves, consciously or not” (x). He adds: “I had devised a story I could star in. I’ve been doing much of the same thing ever since” (xi). This is a telling precursor to what follows in the book. Bennis is an erudite, liberally trained scholar who has enjoyed various international experiences and known many famous people. Consequently he is a great story teller. He can also be quite candid. Through his memoir, we are taken on a life-long journey as Bennis pursues interesting opportunities and experiences.

Personally, as someone who enjoys biographies as well as leadership books, I found his personal experiences to detract more than support his focus on leadership. He readily acknowledges he has been profoundly lucky throughout his life. He has been blessed to have powerful people offer to mentor him and to give him unique opportunities to teach and write. Yet we know that there is more than luck involved. Clearly he has a personality that ingratiates himself to others and attracts people to him. It would have been good to hear his musings on why so many people have wanted to help him throughout his life. Those would be some life skills worth learning!

On the negative side, Bennis reveals he has been divorced three times (at least that is how many times he acknowledges in his book). One always wonders about a leadership expert who is able to maintain numerous friendships and undertake difficult assignments but habitually fails at marriage. Especially is this so when he cites his own finding of top CEOs that every one of them was still married to their first spouse (181). He mentions this as “Our most unexpected and least useful discovery.” In light of his own reputation as a leader, it would have been good to hear his analysis on why he failed in this important area of his life. He all but admits the cause when he confesses after his third divorce: “I realized I didn’t want to give up my hedonistic lifestyle” (120). On two occasions in his life, he undertook an assignment in London while leaving a wife behind that he eventually divorced. Bennis also notes that when his father’s health failed, his mother asked him to return home from college to help his father. Bennis confessed: “If I went back, I knew my life would be hard, sad, and ordinary” (40). Bennis feels that his upbringing had little to do with the man he became. He rarely mentions his parents and siblings and then, almost never in a positive light. Perhaps this is why he suggests that “the roles we play in our lives have more to do with our successes than our personal histories” (15). He suggests that when people are placed in leadership roles, they often rise to the occasion because more is expected of them.

Bennis also acknowledges that while he was writing and teaching on leadership in various prestigious schools, he had not actually led anything. So, he eventually took a role as an academic VP and then as president of the University of Cincinnati. While he did lead his school into the state system which was a monumental success, he eventually learned he did not have the stomach for actually leading. After his presidency he took a year to live on a houseboat in San Francisco and indulged in every New Age exercise he could. So, unlike many leadership books written by successful businesspeople, politicians or coaches, Bennis’s primary contribution is not in reflecting on his own success as a practitioner but using his expert observation skills to analyze other leaders over several decades.

He does have some good observations. He notes that “The leader of a group must never get overly involved with its sickest member . . . the leader who is hijacked by extreme pathology pays a terrible price” (60). He also emphasizes the importance of “proximity.” He claims: “Proximity leads to access, which leads to power. To have a seat at the table, you first have to be in the room” (92). He also observes the importance of organizational culture. He confesses after his unsuccessful tenure at the University of Buffalo: “We forgot that no established organization is a blank canvass” (119). Bennis also claims timing can be as important as skill and determination. He suggests: “Being born too late or too early to take advantage of a historic opportunity is one of a thousand things that can go wrong and lead to a life of frustration, even despair” (204).

Interestingly, Bennis, who is Jewish, relates how an early mentor “. . . hoped I would be inspired by his example to take the Lord as my personal savior” (38). Bennis, unfortunately, chose not to. Instead he eventually enlisted a Buddhist spiritual guide and engaged in a wide assortment of New Age techniques as well as psychoanalysis to find himself.

Warren Bennis is a highly regarded leadership expert and therefore I am always interested to hear what he has to say. Having read his memoir, I must confess to being somewhat disappointed. He seems like a self-indulging, charismatic person who has been on a personal pilgrimage throughout his life to study leaders and organizations but he is not someone who has generally practiced a lot of his leadership insights. Most people will not be surrounded by influential friends as well as a team of assistants to take care of them as they write and teach as Bennis has been and therefore most people will not identify with his particular journey. While he does share some interesting observations, if you are looking for your next book that will enlighten you on practical aspects of leadership, I would suggest you look to some of the other books presently available.

[rating:3]

(New York: McGraw-Hill 2010)

352 pgs.

Barbara Kellerman is a respected author on leadership as well as a Harvard professor. She has also written Followership and Bad Leadership. In this particular work she develops what will certainly be a textbook for one of her classes. She has produced a primary source book in which she gathers the writings of various leaders to evaluate how leaders use thoughts and words (both written and spoken) to influence others.

The book is divided into three sections. The first is “About Leadership,” and it consists of 18 authors including the likes of Confucius, Machiavelli, Carlyle, Tolstoy, and Freud. These thinkers grappled with leadership and influence. The breadth of thought and people expanding many centuries makes for interesting and diverse reading. Kellerman offers introductory thoughts for each writer setting their work in context, and then offers concluding comments and summary at the close of each section.

The second section is entitled, “Literature as Leadership.” Kellerman is a traditionalist who believes there is a certain body of classic literature that any serious student of leadership must be cognizant of. She demonstrates how thinkers have exercised enormous influence. She presents a wide array of thought, including those championing causes as diverse as American independence, women’s suffrage, gay rights, animal rights and conservation. Her point is not to necessarily agree with each advocate but to demonstrate how people from diverse backgrounds use thought and literature to exert influence on others.

The final section is “Leader’s in Action.” It looks at people such as Elizabeth I, Churchill, Lincoln, Gandhi, Martin Luther King, and Nelson Mandela to demonstrate how they mobilized language to champion their causes.

Kellerman notes: “To be sure, even the biggest of big ideas must be born at the right time. Articulated too early they fall on deaf ears; too late, their moment in the sun has come and gone. But when the time is right as in ripe, big ideas, intellectual leaders, have power unlike any other” (xxiii). In an age when people, especially leaders, value action, this tome, coming from a Harvard professor, urges us not to underestimate the power of thinkers who know how to communicate.

This is a resource book more than an exposition on leadership. It lets you get a glimpse of people of influence and to hear them speak for themselves. You will undoubtedly not agree with all of their views. The article by Larry Kramer includes some graphic and profane vocabulary. If you were in need of some fresh ideas to enhance your current leadership, there are other books that seek to address today’s issues directly and you would probably be wide to turn to them first before picking up this volume. However, if you are interested in a broad survey of leadership thought in a more classical approach, you may find this a refreshing alternative from the numerous contemporary books on leadership.

In rating this book I can’t urge you to make it one of your next reads as it does not seek to address specific leadership issues like some of the other books we have reviewed. You may dislike or even be offended by some of the sections due to their perspective or language. So I will list it somewhere between a 2 and a 3 in that some may find its historic overview quite interesting while others will find it does not offer enough prescriptions for their liking.

[rating:4]

(Austin, TX: Greenleaf Book Press, 2011)

264 pgs.

I wasn’t sure whether to rate this as a 3 or a 4. I am pretty stingy with 4’s and 5’s. I don’t agree with everything in this book. It is secular look at society, management theory and technology. But, it is a cutting edge topic that modern leaders must address.

Szollose’s (I am glad I only have to type his name and not pronounce it!), focus is that Generation Y is the first generation to be entirely immersed in the technological age (31). There is no clear definition of who Generation Y is, but they are also referred to in modern discussions as Millennials and they were born around 1985 and later. The focus of the book is that this group is now emerging into the workforce and they provide unique challenges for leaders. Szollose suggests that the more linear thinking Baby Boomers who are predominantly in management today must learn how to tap in to the technologically savvy Generation Y workforce. However, using the older management approaches that were effective with Boomers won’t work. Szollose suggests what is needed is “liquid leadership” (7). “The new leadership requires adaptability, transparency, and strength, all of which are characteristic of water” (7).

Szollose suggests seven laws of liquid leaders:

1. A liquid leader places people first
2. A liquid leader cultivates an environment where it is free and safe to tell the truth
3. A liquid leader nurtures a creative culture
4. A liquid leader supports reinvention of the organization
5. A liquid leader leads by example
6. A liquid leader takes responsibility
7. A liquid leader leaves a lasting legacy.

For someone who reads lots of leadership books, this list doesn’t look that much different than other books written by and for Boomers. However it is in his application and his analysis of Generation Y that makes the book worth reading. Everyone knows that technology is affecting society but this book looks at how it must change the way people lead. And it is more than merely buying the leader a new I-Pod every year.

Szollose notes of Generation Y, “This is the generation prepared for the future” (3). He notes that wise leaders will listen to the emerging generation and cultivate a corporate culture that fosters creative and futuristic thinking. He notes that Boomers tend to underestimate this generation while Generation Y often feels like Boomers are outdated. Yet both groups bring important skills to the table for modern organizations. The key is teaching them to maximize each others gifts.

Szollose makes a number of strong statements that get your attention, whether you ultimately agree with him or not. He notes: “In the new business environment, stereotypes spell doom” (8). He also notes: “Whether you like it or not, nine-to-five is over” (11). Perhaps most disturbingly, he suggests: “Believe it or not, if you are forty-five or older, eventually, your son or daughter’s college roommate will soon be your boss” (81).

Szollose suggests: “Corporations today need a team builder more than a leader” (45). He suggests that countless hours of “gaming” as this generation grew up taught them to take control of their own destiny, to set their own schedule, to solve problems, and to keep being rewarded for their success. This type of person does not have the same respect for authority that previous generations did (90). This generation is not used to reading full length books but rather blog length articles (98). They are also accustomed to multitasking rather than working in a linear fashion. The danger of this is thinking that frenetic activity is necessarily accomplishing something important (79).

Szollose suggests that successful organizations of the future will be the ones that learn the fastest (59). He also notes that “purpose and profits go hand in hand” (126). That is, people want to work for organizations that provide meaning beyond merely a paycheck. He also makes the politically incorrect assertion that “We’ve all been in a brainstorming session where everyone has an idea, and most of the ideas are useless. Usually 90% of the group shouldn’t be there. The painful truth is, not everyone should even be on a team. By filling a room with a bunch of mediocre people, you defeat the purpose and potential of teams. Too many incongruous ideas waste time” (149). He suggests people should earn the right to be on a team.

Szollose also emphasizes that although technology is revolutionizing the way we do things, wise leaders master technology rather than letting it control them. He challenges leaders to consider whether they need to answer every e-mail or keep their Blackberry on during family dinners. He also asserts that with the advent of Twitter and texting, “It is not newspapers that need to survive; it is journalism that needs to survive” (271). Now news can break on Twitter or Facebook before even news channels can have an anchor person make an announcement on television.

I found parts of the book to be somewhat repetitive. I think like most futuristic books, there is some hyperbole. Nevertheless, as a Boomer who is now hiring Generation Y’s, it caught my attention. I sense that to be an effective leader in the future, we will have to appreciate the uniqueness of the emerging generation. This is one of those niche books that won’t be for everyone. It does not address church issues although it is not hard to find application. I am not sure if the term “liquid leadership” will “go viral,” but it does suggest that management methodologies will continue to change in organizations that are effective in the future.

[rating:4]

(Grand Rapids Michigan: Baker Books, 2006)

192 pgs

Dr. Gary McIntosh is professor of Christian Ministry and Leadership at Talbot School of Theology, Biola University. He is a former pastor and serves as a church consultant which requires that he visit numerous churches of all sizes each year.  He also has numerous books he has authored and co-authored including, Church that Works, Biblical Church Growth, Staff Your Church for Growth, and One Size Doesn’t Fit All. Dr. McIntosh is also the editor of Church Growth Network and Journal of the American Society of Church Growth. With such credentials behind his name, Dr. McIntosh writes with knowledge and authority.

Reading this book was like sitting down with Dr. McIntosh over coffee and chatting about his experiences and observations from years of ministry. The chapters of his book have intriguing titles such as, “Empty the Cat Litter Box”, “Create a Lasting Impression”, “Guesterize Your Church” and “Build Pathways of Belonging”.

McIntosh notes that on average, churches will keep about 16% of first time visitors, whereas they will keep on average about 85% of second time visitors. It is therefore crucial to create an atmosphere and church culture that will make visitors want to return for a second visit. Some of his recommendations are simply implemented such as calling visitors guests instead of visitors. He claims in most homes visitors are generally tolerated but not expected whereas guests are welcomed into the home and given a place of honor. We prepare for guests, but are caught off guard by visitors. McIntosh rightly notes that most church members no longer see what guests see as they have already become integrated into the life of the congregation. Members know where everything is and don’t need signage, directions, or someone to take them or their children to the right places.

Most first time visitors will immediately get a ‘feeling’ about a church when they walk in the door. It is important that the feeling they get be one of truly being not only welcomed, but wanted and needed. He mentions the “10 foot rule”, the “just say hi” rule, and the “five minute” rule. He trains his members to recognize if anyone they do not know walks within 10 feet of them, they are to just say hi. Most people may smile or nod their heads, but actually speaking to a visitor acknowledges their presence in a positive and very easy and simple way. The “five minute” rule states that for the first five minutes immediately after the service, member are supposed to speak to the guests before they speak to their friends or family. In the last town I moved to we visited several churches in our search for a new church home. In three of the five churches we visited, not one person spoke to our family. Needless to say, we did not have a good feeling about those churches. The members may think they are friendly, and they certainly were to one another, but their guests that day felt their cold shoulders as they walked across the “unwelcome” mat at the door.

McIntosh identifies the three core ministries as: facilities, child care and worship. If any of these three are substandard, or not a notch above the expectations of the guests, they will not return for a second visit. Further, the reader is asked several questions. Would you be proud enough of your church to bring visitors to it or would you have to recommend another church you have heard good things about? Is there anything a visitor would say, “I like that” about your church?

The author also spends time looking at church image. He talks about how to start good rumours about your church in order to get the word out in the community that you are a good place to visit. He looks at how to name a church, how to advertise, what to publicize, how to start new ministries that touch felt needs of the community, and much more.

This is a practical, hands-on approach to church growth that starts at the front door and never stops. Included in the book are informal surveys that can be adapted for any church that can help identify the perceptions and misperceptions people have of your church so that barriers and inadvertent obstacles can be removed, changed, painted, or discarded so that visitors will become contributing members.

I would highly recommend this book for its practical approach to the details of church, and put it in the hands of any church administrator or pastor who is interested in helping their church be a place people want to come back to. McIntosh does advocate having a strategic plan to keep visitors and to create a church culture that is welcoming and inviting, however he is also careful to allow for the leading and guidance of the Holy Spirit to direct what that looks like. This book is short on prayer and spiritual direction and high on the practical, hands-on, nitty-gritty details that every church should look at and evaluate in a serious manner.

Also, I would think this book is targeted more to the small to medium sized church simply because the larger churches would likely not have a problem in this area, though a review is always recommended.

I am sure there are many books on church growth, but I doubt there will be many more helpful than this one.

[rating:3]

(San Francisco: Jossey-Bass, 2010)

235 pgs.

Richard Davis is an industrial/organizational psychologist based in Canada. His focus in this book is on executive leadership. If you are in management or aspiring to be, then this book can provide some helpful, practical insights. It is a secular book, written by a psychologist so keep that in mind. However, while not addressing spiritual issues or biblical truths, he does discuss many practical concerns concerning our behavior and how we relate to others.

While some of the ten “intangibles” he mentions I have seen addressed in other books, he did venture to discuss some practical issues (down to how to stand and conduct yourself if you want to have a leadership “presence” about you and make a good first impression). While you may not agree with all of his assertions, he will make you think about practical issues concerning how to relate to others. While his focus is on executive leaders, most people who desire to improve their leadership skills can benefit from portions of this book.

The ten “intangibles” of leadership according to Davis are:

1.            Wisdom

2.            Will

3.            Executive maturity

4.            Integrity

5.            Social judgment

6.            Presence

7.            Self-insight

8.            Self-efficacy

9.            Fortitude

10.         Fallibility

While some qualities such as “integrity” have been standard fair in most discussions of leadership, others, such as social judgment and presence, provide some insights not found in most leadership books. There are a number of helpful and interesting comments throughout the book. He notes: “. . . leaders aren’t wise as a result of their experiences. They are wise because of their ability to utilize those experiences” (4). Davis notes that leaders should build various kinds of wisdom into their leadership teams (9). Being a psychologist, he is interested in emotions. One interesting quote was that “Every emotion he reveals has a tactical reason for being let out” (58). While discussing the leadership of Michael Poirier, Davis notes that leaders make use of various emotions to get the most out of their people. Davis notes: “As a leader, your ability to master your emotions will determine your fate” (65). Davis goes a little far when he notes that some leaders even use filthy language as an effective leadership tool (121) however his point on emotions is well made.

Davis is often hired by companies to investigate people the companies are considering hiring. As he seeks clues into the candidate’s abilities, he looks for indicators that reveal what lies inside the applicant’s mind. He places a high importance in discovering the kind of friends the person has. Today, a quick search on Facebook can often reveal what kind of friends people keep. Discussing integrity, Davis notes that despite all the discussion and measurement tools currently available, “One of the most interesting aspects of integrity is its resistance to measurement or prediction” (77). Davis notes that integrity means in part, consistency of action. He claims that people would rather work for someone with unpleasant character qualities, who acts consistently, than for someone whose behavior is unpredictable (88).

Davis has an interesting discussion on “social judgment.” He notes that “Social judgment isn’t just the ability to understand people. It is also the ability to understand situations” (97). Davis has an interesting discussion on how to discern people and situations. He notes even the physical layout of someone’s office can reveal much about what is important to someone (101). Davis also talks about “peripheral vision” in which leaders are aware of more than what is immediately before them. It is taking in the environment and quickly discerning the real issues of a situation (105).

Davis wades in to the “archetypes” of leaders. The reality is, for example, that tall people are disproportionately found in leadership positions (122). Societies have certain visions of what leaders should look like. Davis suggests people not let these control them but to be aware of them. He goes on to say it is important to make good first impressions (129). He offers an interesting discussion on knowing yourself and viewing yourself accurately. Having become increasingly involved in leadership coaching, I am becoming increasingly aware how many pastors and Christian leaders are unaware of how they come across to people (132-142). While we don’t need to let psychologists determine how Christian leaders behave, it doesn’t hurt to take a good, hard, honest look at ourselves in the mirror sometimes! Even then, we have a way of seeing what we want to see!

Davis encourages leaders to intentionally spend time around great leaders. It is surprising how many struggling leaders never take the initiative to ask for time with those who are experiencing success. David notes; “The key is to spend time with someone you look up to and to feed off his excellence. Build confidence through osmosis. Extraordinary leadership is contagious and you need to get the bug” (178). Davis also notes that most extraordinary leaders have overcome at least one major trauma (186). He also discusses the topic of “grit” that has recently become a popular topic (201). He also notes that in a study of world-class performers, hardly any of them were at the top of their class sin school (201). Most people who have achieved success have not done so merely out of extraordinary genius but out of a lot of hard work and perseverance.

I read a lot of leadership books so a lot of what I read I have heard before. This book ventured into some areas less well travelled. While it is clearly written by a psychologist, he offers some wise counsel that could be helpful to everyone. While this is not necessarily a “must read,” I’d encourage you to put it on your reading list if you want to be challenged in some practical areas of leadership.