Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace
by Gordon MacKenzie
This book is about maintaining creativity within bureaucratic environments. Gordon MacKenzie worked as an artist at Hallmark Cards for 30 years, culminating in a role titled Corporate Paradox.
Continue reading “Orbiting the Giant Hairball”An interview with Mark C. Crowley
author of Lead from the Heart:
Transformational Leadership for the 21st Century
December 16, 2020 — 63 minutes — Book Review — Amazon
Transcript
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An interview with Kitty Wooley
co-author of Boundary Spanning in Practice and
Unfettered: Mission-Aligned Boundary Spanning
October 5, 2020 – 47 minutes – Book Review
Transcript
Agility: How to Navigate the Unknown and Seize Opportunity in a World of Disruption
by Leo M. Tilman and Gen. Charles Jacoby (Ret.)
“The need for agility in business, government and warfare arises precisely from the uncertainty and complexity of the competitive environment.”
I imagine both co-authors of Agility have some battle scars—Tilman from Bear Stearns during the 2008 financial industry crisis and Jacoby from his career in the U.S. Army where he achieved the rank of 4-star general. Kidding aside, this book goes beyond military metaphors and presents a fusion of military and business thinking about risk intelligence and uncertainty as well as a leadership approach that emphasizes truth (as opposed to assumptions), trust, clear communication, and executional dexterity throughout the organization.
Complex adaptive systems “are constantly changing and evolving. They lack centralized control. They are inhabited by a multitude of stakeholders driven by distinct objectives, risk tolerances and modes of operation. These players interact in dynamic tension with one another, alternating between the urge to recoil from and engage in risk-taking and aggression. Their actions and adaptations lead to entirely unpredictable patterns and outcomes.”
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Humans are Underrated: What High Achievers Know that Brilliant Machines Never Will
by Geoff Colvin
“The number of people who wrongly believed they could never be replaced by a computer keeps growing.” So what are the skills in which humans can maintain a competitive advantage over machines?
“Skills of interaction are becoming the key to success… Now, as technology drives forward more powerfully every year, the transition to the newly valuable skills of empathizing, collaborating, creating, leading, and building relationships is happening faster than corporations, governments, education systems, or most human psyches can keep up with.”
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Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency
by Tom DeMarco
Slack is an outstanding management book full of wisdom about corporate culture, change, failure, learning, quality, risk management, productivity, and managing people.
“You can’t grow if you can’t change at all.” Slack is “the lubricant of change… Slack represents operational capacity sacrificed in the interests of long-term health… Learning to think of it that way (instead of as waste) is what distinguishes organizations that are ‘in business’ from those that are merely busy.”
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The Soft Edge: Where Great Companies Create Lasting Success
by Rich Karlgaard
It is noteworthy that a prominent business journalist from Silicon Valley—where technology and IPOs dominate headlines—wrote a book about the human factors of business success. “The yin and yang of effective management has always been about the search for the right spot between data truth and human truth.”
“Hard-edge execution is all about managing exactly to the numbers. The people who live on the hard edge of business are good at making the trains run on time. They focus on profit. Their language is time, money, and numbers. Every company in the world needs these employees.”
“Soft-edge excellence—in trust, smarts, teams, taste, and story—tends to attract loyal customers and committed employees.” Karlgaard says the soft edge is “the heart and soul” of your company.
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The Responsible Company: What We’ve Learned from Patagonia’s First 40 Years
by Yvon Chouinard and Vincent Stanley
We hear a lot about sustainability, but the authors contend “no human economic activity is yet sustainable… Responsible seems to us the apt, more modest, word to use… The term itself is necessary shorthand; there is no responsible company, only responsible companies of varying degrees, who act strategically to do less harm while improving, not sacrificing, the health of the business.”
Doing good and seeking profit are not incompatible. Wal-Mart’s initial environmental efforts were motivated by reputation management, “but removing excess packaging from deodorant sticks, concentrating laundry detergent in small bottles, and installing auxiliary power units in their trucks to reduce idling time turned out to save them millions of dollars.”
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Humble Inquiry: The Gentle Art of Asking Instead of Telling
by Edgar H. Schein (1928-2023)
Retired MIT Sloan School of Management professor Edgar Schein asserts, “Without good upward communication, organizations can be neither effective nor safe… Your organization may be underperforming because various employees or groups do not recognize the degree to which they are, in fact, interdependent.” The gist of this book is about creating a trusting environment with open communication across hierarchical boundaries. This entails less telling, more asking, and better listening.
“The U.S. culture is strongly built on the tacit assumptions of pragmatism, individualism, and status through achievement… Given those cultural biases, doing and telling are inevitably valued more than asking and relationship building. However, as tasks become more complex and interdependent, collaboration, teamwork, and relationship building will become more necessary. That, in turn, will require leaders to become more skilled in humble inquiry.”
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Team of Teams: New Rules of Engagement for a Complex World
by General Stanley McChrystal with Tantum Collins, David Silverman, and Chris Fussell
When General Stanley McChrystal took command of the Joint Special Operations Task Force in 2003, he was fighting a 21st-century war with a 20th-century military. This engaging book is about the reconfiguration which led to faster decisions and greater results. McChrystal’s mission was to defeat Al Quaeda in Iraq (AQI), but his leadership insights are applicable to business as well.
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The Key Point 