Category: Reviews

[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.

[rating:2]

(San Francisco: Jossey-Bass, 2010)

197 pgs.

Kouzes and Posner have written a number of helpful leadership books over the years. Their seminal work is The Leadership Challenge which lays out much of their thought. They wrote several other spin offs of this book including, Encouraging the Heart which is a helpful book on how to encourage your followers; Credibility which looks at leading with integrity; and A Leader’s Legacy which is a helpful study of how to lead so you have a lasting impact.

This new book, released in 2010, does not make a new contribution to the field. They acknowledge that after years of writing and speaking that people are always asking them, “What’s new” in leadership (xiii). Their conclusion is “. . .  the content of leadership has not changed much at all” (xv). They acknowledge that even with the emergence of the Millennial Generation into the workforce, the essential role of leadership remains the same. The authors conclude that the same “truths” concerning leadership they taught two decades ago are the same ones they are teaching around the world today. Thus they have written a summary of ten essential truths of leadership as a basic resource for those wanting to study leadership. Now I like a lot of what Kouzes and Posner say and I have read most if not all of their books, so for me, this book was an unnecessary read. They drew some of the same statistics and illustrations they used in previous works. The value of this book is for someone who has never previously read anything by these authors and who wants to gain a quick summary of their thought. It is also a helpful manual that covers important leadership truths in a more succinct manner than their larger Leadership Challenge.

The ten truths delineated in the book are:

1.            You make a difference.

2.            Credibility is the foundation of leadership.

3.            Values drive commitment.

4.            Focusing on the future sets leaders apart.

5.            You can’t do it alone.

6.            Trust rules.

7.            Challenge is the crucible for greatness.

8.            You either lead by example or you don’t lead at all.

9.            The best leaders are the best learners.

10.         Leadership is an affair of the heart.

They also reinforce the “Five Practices of Exemplary Leadership” which they first outlined in The Leadership Challenge. They are:

1.            Model the way

2.            Inspire a shared vision

3.            Challenge the process

4.            Enable others to act

5.            Encourage the heart.

They also refer to an ongoing survey they have taken for years in which they have asked employees what traits they most admired in their bosses. Perennially the most admired trait is “honesty.”

One of the distinctives of Kouzes and Posner’s approach is that they do not have an elitist approach to leadership. They see leadership as something people do at every level of society when they choose to make a positive difference in their world. They share several stories of ordinary people, some quite young, who changed their world by following these ten truths. Much of the current leadership material is aimed at CEOs or top leaders whereas this book seeks to encourage everyone to lead in some fashion.

There are a number of helpful statements in the book.

“People won’t willingly follow you until they can see how they share in the future you envision” (20)

“As a leader, you are expected to have a point of view about the future” (23)

“People want to be part of something bigger than themselves” (38)

“You have to find your own true voice. You cannot speak in someone else’s” (39)

“A positive difference can only be made by a positive leader” (59)

“What we have before us are some breathtaking opportunities disguised as insoluble problems” (94)

“To be a leader you need to make something happen” (98)

“Grit is that firmness of spirit, that unyielding courage that is essential in dealing with challenge” (99)

“Leaders only have only tools at their disposal: what they say and how they act” (107)

“If you want to be the best leader you can be, you will have to attend to your weaknesses” (132)

Overall this is a helpful book. However, if you have read other books by Kouzes and Posner then you are wiser to invest your resources in material you have not read before.

[rating:3]

(New York: Broadway Books, 2010)

208 pgs.

I admit that this is an unusual book. Two things particularly intrigued me when I saw it. First, it is written by a premier marketer, Peter Arnell who is discussing the subject of “branding” which is something I have become interested in. Second, Arnell weaves his personal pilgrimage of losing 256 pounds and going from 406 pounds to weighing 150. At this time I am on a quest to lose some significant weight myself, so I was intrigued to read how he did it.

This book is about branding. Arnell says “branding at heart is about making connections and associations with people and things” (28). Arnell takes products like Pepsi, McDonalds, fire extinguishers and fashion brands then makes them appealing to people. Of course, there are great products on the market that people don’t know about or have no connection with. Arnell is a master at helping people feel a connection to a product. He also takes well known products that have grown stale or are losing people’s interest and rejuvenates them by giving them a makeover. What gives this book appeal is that he weaves his own story of how he decided to rebrand himself from someone who was obese, to someone who was thin. He rebranded himself and the way people viewed him.

This book is a secular book. Arnell found the power to lose weight in part from his own choices and willpower but especially from oranges. He eats as many as 50 of them every day! He is not pushing oranges on people but is arguing that if people will shift their attitude, they can bring about significant change. He notes: “True change springs from an idea whose time has come. It is powered by dissatisfaction with the way things are” (18). He urges: “Look for your own oranges . . . The ‘orange’ can be anything you want it to be. For my daughter, it was a new tattoo—a symbol of spiritual power to her” (19). Some of you won’t like this book. It doesn’t cite Scripture and may be a bit too “New Age” for some. As I read this book, I had to get past the fact he was not writing from a Christian perspective and see what I could glean from it. After all, he does know people and he does know how to connect them with particular products. I also realized that he trusted in oranges and lost 256 pounds while I am a believer in Jesus, the true God, but I, like a lot of other Christian leaders, still need to lose a lot of weight!

Arnell said, “I made the decision to remove the barriers to change I had created for myself” (24). He also warns: “Don’t limit yourself or allow yourself to get stuck in the boxes others build for you” (27). He also shares how he developed his own “fan club” to help him achieve his seemingly impossible goal. He notes: “We need to embrace the power of we. Life is a collaboration” (67). He also notes: “I had to learn the power of failing. No matter what you know, what you don’t know always remains more important in your journey and progress” (72). While he obviously does not discuss the incredible power of the Holy Spirit available in a believer’s life to enable change, he does note that change begins with our choices. He notes: “Your mind is the most powerful tool imaginable in bringing about change. Change your mind, and change your life” (101).

This is not a sophisticated leadership book. It does make you think, however, about your own life. I couldn’t help thinking that here was a man who by sheer determination and a whole lot of oranges, accomplished an amazing feat. Yet I know a lot of Christian leaders who believe in God’s almighty power but who experience defeat every time they encounter an all-you-can-eat buffet! I am one who is tired of standing before congregations preaching about victory in Christ in a suit that is fitting too snugly!

I am also intrigued by branding. I know a lot of churches that cannot figure out why people in their community never visit or find their activities appealing. I think some churches need to be rebranded! Businesses are pragmatic enough to know that of they don’t update their image they will soon be out of business. Churches, on the other hand, often remain locked in the past while wondering why no one seems interested in attending church anymore! For business leaders trying to succeed in a rapidly changing marketplace, this book may make you think as well. Arnell gives some simple tactics such as “think tiger” and “go helium” which are pretty basic. However, his own personal and professional track record suggests he knows what he’s talking about.

If you are someone who is tired of being overweight, or, you are someone who leads an organization that needs a facelift, then you may find this little book helpful. I don’t read a lot of books like this but it came at a good time for me personally.

[rating:3]

(Tulsa: Hogan Press., 2009)

170 pgs.

This book edited by Robert B. Kaiser, contains ten chapters contributed by fifteen authors. It is a scholarly work that tackles the popular theory of strengths based leadership espoused by Marcus Buckingham and Donald O. Clifton in their book, Now, Discover Your Strengths, published in 2001. Buckingham, senior vice-president of the Gallup Organization, along with Clifton, cite studies of over 1.7 employees internationally who were asked if they spent their time at their job working in areas where they were most skilled. Only 20% claimed they did. Buckingham and Clifton contend that productivity would dramatically increase if management aligned people’s jobs with their skills. They also argue that it is futile to invest much time attempting to strengthen weak areas because, while they may alter slightly, weaknesses are often resistant to dramatic change. Conversely, concentrating on your strengths can pay enormous dividends. Clifton provides a strengths finder instrument which helps people determine their strengths so they can focus their work in those areas to increase their effectiveness. Not surprisingly this book and its approach to leadership have been extremely popular.

Kaiser and his fellow authors tackle the strengths based leadership model head on. Kaiser notes: “And therein lies the problem: when practiced with a single-minded focus, the strengths approach can become an exercise in self-indulgence. It emphasizes what comes easily for managers and what they enjoy doing. . . It is a case of putting the needs of the individual above the needs of the organization” (4). Contrary to the strengths based approach, which maintains it is difficult to change weaknesses so people should not spend much time trying, there is evidence that weaknesses can be strengthened. Daniel Goleman in Working with Emotional Intelligence and Primal Leadership argues that even stubborn weaknesses (such as poor people skills) can be improved if properly addressed. Moreover, strengths that become overemphasized can in fact become counterproductive. For example, confidence can be a strength in a leader but overconfidence can derail a leader (44-46). Furthermore, strengths at one level of leadership can become a liability at another (48-49). For example, a hands-on management style, while effective at a lower level of management can be disastrous at a higher level. Yet it is often difficult for leaders to give up methods that have previously made them successful (49). This can lead to what the authors describe as “lopsided leadership” (68). There is an interesting chapter by Steven Berglas on “Victims of Their Own Success” which examines effective leaders who ultimately became “victims of their success” (79). He notes: “You become a victim of your success when success makes you too smart to learn you are about to fail” (87). The chapter, “Managerial Derailment: Weaknesses that can be fixed,” looks at leaders who fail to address their weaknesses as they climb the corporate ladder. Eventually, like a time bomb, these individuals reach a point where the fissures in their character undergo excessive strain and they break down (99-113).

This book provides much food for thought. Because it is not written from a Christian or biblical perspective it does not address some crucial issues for spiritual leaders. For example, it does not deal with the gifting and equipping of the Holy Spirit. There is a significant difference between a natural talent and the Holy Spirit’s equipping. Likewise, the Holy Spirit’s power enables the dramatic transformation of personal weaknesses into strengths. Perhaps this is reflected in Buckingham and Clifton’s book. Human reasoning would deem it a waste of time trying to change our weaknesses–better to simply maximize our strengths. But the Bible says the Holy Spirit is not satisfied until He has produced every one of the fruits of the Spirit in a person’s life (Galatians 5:22-23). There is in fact no weakness or sinful characteristic in a Christian’s life that God cannot transform (Galatians 2:20).

The fundamental question raised in this book is: where do leaders focus? On their strengths to get the most accomplished, or on their weaknesses which may produce a much smaller return? Spiritual leaders must focus where the Holy Spirit does. We must not be like Moses who was reluctant to take on his divine commission for fear his weaknesses would limit his usefulness to God. In fact, God works the other way around. If we have a character trait that dishonors God or limits our effectiveness, we can count on it that the Spirit will relentlessly assault that deficit. That is not to say we should become fixated on our shortcomings and thus fail to maximize and even celebrate our God-given skills and strengths. The Spirit will not allow us to become lopsided. He wants to move us toward completeness in Christ (Colossians 1:28). Yet God will not wait to use our lives until He has eradicated every flaw. He can and will work through our lives today, all the while addressing those areas of our lives that hinder us from even greater usefulness in the future.

[rating:3]

(Nashville: Thomas Nelson, 2009)

217 pgs.

Tim Irwin provides a fascinating study of well known, talented CEOs of major companies whose roles came to an abrupt end due to character issues. Irwin examines the spectacular rise and fall of Robert Nardelli, Carly Fiorina, Durk Jager, Steven Heyer, Frank Raines and Dick Fuld. He notes, “these executives are bright, highly competent, resilient leaders. The boards that hired them had every reason to believe these gifted individuals would provide outstanding leadership to their respective organizations” (xv). However, in each case, the CEO’s tenure was aborted not because they lacked leadership ability, creativity, or problem solving ability. Rather, all of them neglected dangerous character flaws and doing so cost them their jobs.

Irwin suggests: “The keenest insights into human behavior may emanate from our willingness to look not at what is light but what is dark . . . . not from what is seen but what is unseen. Paradoxically, looking into darkness can be remarkably enlightening” (13). By looking at how others have failed, Irwin aims to inspire leaders to embrace healthy practices in order to prevent similar catastrophes.

Irwin examines various reasons for the ruination of high performers. Some overuse their strengths until they become weaknesses. Many lack self awareness and do not recognize their emotional needs or weaknesses. Some leaders thrive in high stress environments but those environments blind their victims to the negative effects they exert on people’s lives.

After examining the downfall of six high profile CEOs, Irwin examines the process of derailment. He claims “Derailment occurs over time—it really happens before the crash. An ignored signal . . . the inattention to feedback, and one wrong turn leads to another” (88). The five stage process of derailment includes: 1) A failure of self/other awareness; 2) Hubris: pride before the fall; 3) Missed early warning signals; 4) Rationalizing; 5) Derailment. Irwin then looks at how leaders stay “on the tracks.” The primary method is giving attention to character. No matter how busy leaders are or how much stress they undergo, their character cannot be neglected. Irwin concludes by outlining various healthy habits that, if practiced, can keep executives on the tracks and achieving their goals.

This book has some parallels to another book published in the same year by Jim Collins, entitled How the Mighty Fall: And Why Some Companies Never Give In. While Irwin examines individual leaders and their lack of self awareness, Collins studies companies which experienced remarkable success before experiencing rapid decline. Both recognize “hubris” as a key reason for the downfall. Collins’ book outlines a five-stage model as well: 1) Hubris born of success; 2) Undisciplined pursuit of more; 3) Denial of risk and peril; 4) Grasping for salvation; 5) Capitulation to irrelevance or death. Collins’ book is especially interesting in light of his previous works including the mammoth best seller, Good to Great in 2001 and Built to Last which he co-authored in 1994. In these books he examined the best companies in America and explained why they were so successful. After each book was published, many of the companies he highlighted underwent drastic downfalls. Books such as The Halo Effect by Phil Rosenzweig criticized Collins and similar authors for using flawed research in examining companies. Rosenzweig argued that such authors found companies demonstrating aggressive growth and then extrapolated that their leadership and corporate culture explained their success. Soon everyone was trying to emulate the practices of these leading companies. But, when these companies began to falter, people began frantically copying the next popularly successful company being heralded in business books and magazines. Collins’ book, How the Mighty Fall appears to be a response to this criticism, although he never mentions Rosenzweig by name.

Although these are secular business books, there is much that Christian leaders can learn much from them. Irwin is a strong Christian; his examination of CEOs who derailed is as applicable to the church as it is to business. The reality is that any leader who ignores warning signs that point to character issues risks dismal failure. Sometimes red flags can be extremely clear to everyone else but the leader. Another lesson is worth learning: organizations that are thriving today can be in desperate need of help tomorrow. Leaders must therefore remain constantly on guard for that most notorious of leadership evils: pride.

Derailed is a helpful book, written by a Christian CEO, offers compelling warnings and helpful preventative measures for business leaders. In truth, anyone whose character affects their job performance would do well to read this book.