What's the best advice you've been given on leadership? Paul Thornton asked that question of 137 leaders and has compiled their responses in a compelling little volume, Leadership: Best Advice I Ever Got. I've been meaning to read and review this book for months, but when I first got it my reading pile was several feet high, and then by the time this book had made it to the top of the pile, other work was preventing me from doing much blogging.
But when I finally made the time to read "Leadership," I wound up racing through it in a single sitting, dog-earing pages as I went. I don't agree with all the advice relayed by Thornton's subjects, but even the comments I disagree with provide an interesting view into what that person values and the knowledge that has contributed the most to their own development as a leader.
To give you a sense of the richness of Thornton's book, here are excerpts from four of his subject's comments, all taken from pages 12-20:
Jim Ligotti, VP, Maritime Solutions, Ingersoll-Rand
[My dad] would remind me that delaying or not making a decision was in fact making the decision not to decide. You never will have enough information, you never will have enough time, but you do need to take hold of the moment and make the best decision you can.
Liz Weber, Weber Business Services LLC
Being liked as a leader doesn't get the job done; being respected does. Before...I had run myself ragged trying to please everyone. I had tried to keep them happy and had tried to make sure they were happy with me. No more. I finally realized my job as a leader was to lead to the best of my ability and forget the unwinnable battle of pleasing everyone.
Richard J. Faubert, President and CEO, Amberwave Systems
[L]eaders connect with people at many levels. My wife taught me to first get in touch what what motivates people before dictating my solutions to problems. Feelings make powerful connections and can be a strong motivator. Also, oftentimes you need to get through the feelings before you can have a productive discussion about the problem.
Daniel D. Elash, PhD, Principal, Syntient
[My mentor Norman Forer] urged me to always remember that "Leadership is a relational concept. You aren't leading unless others choose to follow." His advice was to always speak about new ideas or possibilities in the frame of reference of my audience. My role wasn't to wow them with my insights but to stir them to follow my hearts onto a path toward a worthy goal.
These aren't earth-shattering insights, but I find them meaningful because they speak to me, to my own strengths and weaknesses, in concrete terms. I suppose that's the ultimate purpose of a book like this: Every reader is going to find something that resonates with them and their experiences.
Perhaps feeling obligated to close a collection of anecdotes with a unifying vision, Thornton closes the book with a few chapters on his own views of leadership. That's certainly his authorial prerogative, and I enjoyed some aspects of this section, but it didn't feel organically connected to the rest of the book.
It's clear that Thornton values directness and clarity and in some areas this serves him well; for example, his argument that all the various leadership styles discussed in management literature can be boiled down to just three--directing, discussing and delegating--is both thought-provoking and useful. But in other areas Thornton's emphasis on simplicity seems forced, and prevents him from fully exploring some of the interesting ideas he raises.
Ultimately I found "Leadership" a worthwhile read not for the depth of any single insight, but for the breadth of perspectives provided by Thornton's subjects on a wide range of challenges faced daily by leaders in every organization.
(Full disclosure: Thornton was gracious enough to provide me with a review copy of "Leadership.")
