![\"\"](\"http:\/\/www.blackaby.net\/members\/files\/2011\/01\/Kurtman1.jpg\" "\\"Kurtman\\"")
[rating:3]<\/p>\n[rating:3]<\/p>\n
(San Francisco: <\/em>Jossey-Bass, 2010)<\/em><\/p>\n 240 pgs Joel Kurtzman attempts to do something numerous leadership writers have tried before\u2014to write something new about leadership. His new concept is: \u201ccommon purpose.\u201d He states: \u201cWhat is common purpose? To me, it is that rare, almost palpable experience that happens when a leader coalesces a group, team, or community into a creative, dynamic, brave, and nearly invincible we. <\/em>It happens the moment the organization\u2019s values, tools, objectives, and hopes are internalized in a way that enables people to work tirelessly toward a goal\u201d (xii). Kurtzman acknowledges that \u201cCommon purpose is rarely achieved\u201d (xii) which makes one wonder if this is a leadership oddity or something that is viable for leaders to strive for. The challenge for leaders, he states, is \u201chow does a leader transform individuals from me <\/em>to we?\u201d <\/em>(xiii). Kurtzman cites Warren Bennis who noted that when there is not a close fit between leader and led, \u201cThe group will either eject the leader or destroy itself in the attempt\u201d (xiii). \u201cPeak performance\u201d notes Kurtzman, \u201ccomes only when the leader and the group function as one\u201d (xv). The challenge is that the leader\u2019s authority \u201cderives from effectively balancing what can only be called the near-schizophrenic task of being a genuinely accepted member of a group while having sufficient detachment to constantly adjust course\u201d (xxi).<\/p>\n While Kurtzman does not necessarily offer much that has not been said in other books, he does bring an important emphasis to leadership which is helpful\u2014that of leading people to embrace a common purpose. This attempt to focus readers on a crucial area of leadership is akin to the book, Execution, <\/em>which highlighted a particular leadership concern as well. Joel Kurtzman was an editor and columnist for The New York Times <\/em>in which he interviewed numerous business leaders. He has edited and contributed to various other respected journals such as Harvard Business Review, The Milken Institute Review, <\/em>and strategy and business <\/em>magazine. Presently he is the chairman of the Kurtzman Group and specializes in knowledge management, strategy, economic development, global risk, and thought leadership.<\/p>\n Throughout the book he makes some thought-provoking comments. He suggests, for example, that \u201cbad leadership\u201d is not the fault of an individual. Rather, it is \u201cbaked into the structure of an organization\u201d (15). He claims that \u201cbad leadership tends to perpetuate itself, albeit in a downward spiral\u201d (15). He also emphasizes that organizations do not \u201cdo\u201d things; people do. He notes: \u201cOrganizations are simply ways people have developed for achieving goals that are beyond the capability of an individual to accomplish alone. They are methods for aligning groups of people so they achieve common goals\u201d (23). Concerning naysayers he offers: \u201cOnce you discover that some negative people cannot rid themselves of their negativity, they must be allowed to find their purpose, passion, and opportunities elsewhere . . . When people disagree with your ideas, <\/em>embrace them They are your antidote to insularity . . . But when people disagree with you\u2014<\/em>your position, authority, and level in the organization\u2014they should seek other lines of work\u201d (29). He notes that rarely has he seen excessively negative, angry, or confrontational people transformed into common purpose leaders (120). He also notes \u201dAll organizations have embedded assumptions\u201d 54). I think he is correct. The key for leaders is to identify what they are and, if need be, to alter them.<\/p>\n Kurtzman suggests that homogenous groups can function powerfully because they have a common language and points of view and so are able to act swiftly (71). While this is true, there are obviously clear shortcomings to homogenous groups. In today\u2019s demographic realities, developing such a group can be nearly impossible. Furthermore, the creative and problem solving abilities can be dimmed in a group that thinks and views the world in the same way. Kurtzman suggests that the job of a leader is to \u201cset goals, measure progress, hold people accountable, and remove obstacles\u201d (81). He claims, \u201cRemoving obstacles is a leader\u2019s full-time job\u201d (81). I liked the focus of leaders removing obstacles so their people can do their work effectively. Kurtzman also suggests: \u201cA great deal of business is simply doing, on time and correctly, what you said you were going to do\u201d (85).<\/p>\n Kurtzman has several helpful chapters including \u201cWe\u2019re All in this Together\u201d where he posits that great organizations do not cultivate an \u201cus versus them\u201d mentality (103). He suggests this is counterproductive and that great organizations keep competitors in their peripheral vision but focus on achieving results themselves. Kurtzman suggests there are three types of leaders. These are Strategic Leaders, Operational Leaders, and Bridge-building Leaders (148). He suggests that organizations need all three types and at every level. Kurtzman also has a chapter addressing working with Generation X and Y in modern organizations (157ff). This is becoming an increasingly important topic and especially when it comes to enlisting them to align with corporate goals and values. Interestingly he suggests that rather than becoming frustrated with the unique characteristics of this group, their social strengths actually make them ideally suited to lead (161).<\/p>\n Kurtzman also has some helpful thoughts on corporate values. He suggests: \u201can organization\u2019s values are identical to the way it does business\u201d (164). He argues, \u201cWhat is tolerated within an organization is what the organization values\u201d (164). Kurtzman also reiterates what others have been claiming, that \u201cThe best leaders are those who care deeply about the people on their teams\u201d (170). He notes: \u201c. . . one primary, and usually overlooked, job of leaders is to prevent the buildup of organizational toxins. Leaders need to pay a great deal of attention to the emotional climate of the workplace\u201d (172).<\/p>\n Kurtzman also has an interesting chapter on \u201cthought leadership.\u201d I don\u2019t see enough discussion on this topic in modern leadership books. He concludes that chapter by suggesting; \u201cTo be successful, companies must be open enough and transparent enough to question everything\u201d (190).<\/p>\n Overall I found this to be a helpful book with some emphases not found in other leadership books. I feel like the concept of \u201ccommon purpose\u201d truly is an enormous topic for today\u2019s organizations, whether they are businesses or churches. I think for that reason this book is worth reading. I did have a couple of minor critiques, however. He greatly admires the insurance company, FM Global. From his description, it appears to be an admirable company. Nevertheless, he repeatedly cites it to the point that one wonders if there really are so few common purpose companies he must continually return to the same one. He also likes the word \u201ctoxic.\u201d While the first time or two he uses it is quite effective, the word seems overused. Finally, and most bothersome to me is his careless citing of Michael Maccoby. Maccoby hypothesized that during the 2004 presidential election, President Bush would personally raise the terrorist alert to a higher level whenever his popularity was sagging (144). While Kurtzman confesses that there is no evidence to support this libelous claim, he goes on to suggest that this is an example of how a bad leader can use power inappropriately. Clearly Kurtzman\u2019s left wing sympathies seep through here clearly. With so many examples of the abusive use of power by leaders that have been documented and is undeniable, why he chose to repeat the unfounded, politically motivated attack by Maccoby is bewildering. Kurtzman is well read and has met numerous leaders. He weakens his book by yielding to the temptation to cite hearsay rather than a credible, verifiable source that was easily at his disposal. As a result, I cannot wholeheartedly endorse this book. However, as I said, I think Kurtzman has identified a key focus for leaders and I suspect he may have coined a phrase that may enter the leadership lexicon in the days to come.<\/p>\n","protected":false},"excerpt":{"rendered":" [rating:3] (San Francisco: Jossey-Bass, 2010) 240 pgs Joel Kurtzman attempts to do something numerous leadership writers have tried before\u2014to write something new about leadership. His new concept is: \u201ccommon purpose.\u201d He states: \u201cWhat is common purpose? To me, it is that rare, almost palpable experience that happens when a leader coalesces a group, team, or … <\/p>\n
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