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Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value

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Part memoir, part social commentary, part company case study, "Authentic Leadership" is Bill George's wide angle take on, and prescription for, the current state of corporate leadership.

George, lauded former CEO of the medical technology company Medtronic (who tells us that he fantasized about becoming a big company CEO when he was a *teenager*), clearly has stepped back and reflected on what's wrong with modern corporate leadership. With ample examples from his own career, anecdotes from apparent elbow-rubbing with other top execs, along with a smattering of bits from contemporary business books and articles, Bill George serves up many thought-provoking perspectives worth reading and heeding, especially for top leaders of enterprises--and those who earnestly aspire to such rare roles.

To his credit, George doesn't claim any breakthrough, cutting-edge management panaceas. The subtitle of the book discloses George's interest in solid if out of fashion ideas, proclaiming a focus on "Rediscovering the Secrets to Creating Lasting Value." And the book mostly makes good on that promise.

Sample Bill George observations:

--> "Many people in the business and academic communities believe that missions, values, visions, empowerment, and customer satisfaction represent the 'soft side' of business. They see expense reductions, layoffs, divestitures, creative financial management, and write-downs as the 'hard side.' In my career I have had to lay off thousands of workers, divest failing businesses, take major write-offs, and make large expense cuts. As painful as the consequences of actions like these are, the decision itself is usually obvious and the leader has but few options. On the other hand, meeting the demanding needs of your customers and motivating thousands of employees toward a common mission and values is much more difficult."

--> "Competitors will eventually copy an innovative idea for a product or service, but an organization of highly motivated people is very hard to duplicate. The motivation will last if it is deeply rooted in employees' commitment to the intrinsic purpose of their work."

--> "You cannot inspire employees by urging them to help management get the company's stock price up.... Typically employees respond with cynicism when they believe management is just using them to enhance its own wealth, not theirs."

--> "Shooting Stars move up [through promotions] so rapidly they never take time to learn from their mistakes or look at themselves in the mirror. A year of two into any job, they are ready to move on, long before they have to pass the test of living with their decisions."

--> "Many leaders--men in particular--fear having their weaknesses and vulnerabilities exposed. So they create distance from employees and a sense of aloofness. Instead of being authentic, they are creating a persona for themselves."

--> "What appears to be a compromise of values in a single instance is usually the final act in a series of compromises."

-->"Having wielded power, it is very difficult to yield it."

These pithy quotables belie the book's uneven tone. One suspects that Mr. George wrote this collection of recollections and observations himself; laudable for its authenticity and notable for its inconsistent results.

Many times "Authentic Leadership" has the flavor of a tightly constructed, passionate argument. Other times, the less-well-crafted prose (particularly in earlier chapters) comes across like a verbatim transcript of off-the-cuff, and somewhat tired, remarks that an old salt might offer a young protégé over a one-white wine lunch. ("If we sell our souls to the company, at the end of the day we may find we have little to show for our efforts.")

Interestingly, equally prosaic is George's accounts of his personal life even when it's infused with the utmost potential pathos of literal life-and-death drama. Perhaps years of repressing the pain of personal tragedies so neutered their recall as to yield only bland recounting rather than inspired story-telling.

Though George characterizes himself as humble (a few times), it may well be that humility cannot sit comfortably in the seat of power running a multi-billion dollar corporation. Throughout George's book (with the exception of an uncharacteristically wistful Epilogue), a reader gets what one assumes is an unintended glimpse into his CEO-ego. George often holds up his own record as exemplary and he almost always is the hero of his own stories, with but a few scant accounts of his blunders.

His self-reporting on verbal exchanges with colleagues inevitably (albeit unintentionally) reveals George's decided penchant for having the last, definitive, word. Interestingly, when George finds himself disagreeing with his bosses those grand finale retorts are always only unspoken thoughts. On the other hand, George's voiced clinchers for trumping the opinions of his employees so clearly zing and sting that there's just no need to add "Ha! Take that!" (Another peek under the top executive scalp: George's example of his "connecting" with employees--using his CEO platform to broadcast emails to all his employees about the status of his wife's breast cancer, and then reading some sympathetic emails in return.)

In critically assessing this work, we can forgive Mr. George his indulgences. His plentiful insights and instructive lessons--about everything from executive isolation from customers, to viewing shareholder interests as third behind customers and employees, to ethical standards around the globe, to corporate governance and succession planning--are certainly worth the effort of plowing past some personal aggrandizement and occasional first-draft quality prose.

"Authentic Leadership" is a good book that likely would have been a great one with a little more humility, ardent editing and re-writing.

Don Blohowiak, Lead Well® Institute

The day after I read this brilliant book, I read an article in the Dallas Morning News (Tuesday, September 30, 2003) in which sportswriter Gerry Fraley discusses the Minnesota Twins whose payroll is $110-million less than that of the Yankees. (The Twins won 90 games this past season and had just defeated the Yankees in the first game of the American league playoffs.) As Fraley notes, the Twins are renowned for how they treat their people. One of them is Al Newman who is currently struggling with a life-threatening illness. Here's a brief excerpt from Fraley's article:

"When beloved third-base coach Al Newman was hospitalized in Chicago this month because of a brain hemorrhage, general manager Terry Ryan remained with him for the entire 11-day stay. While Newman was hospitalized, the Twins clinched the Central title at home. Manager Ron Gardenshire stopped the postgame celebration, brought out Newman's uniform top and reminded the crowd of what he had done for the club."

If I understand George's key points in Authentic Leadership, both Ryan and Gardenshire offer examples of it. Specifically, they demonstrate "the highest integrity, [are] committed to building enduring organizations...who have a deep sense of purpose and are true to their core values...who have the courage to build their companies to meet the needs of all stakeholders, and who recognize the importance of their service to society." George addresses what he views as a need for new leadership when in fact the need is to increase the number of authentic leaders, not only in business but in government, religion, and the military. We need more men and women who "genuinely desire to serve others through their leadership...are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are as guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind."

George invites, indeed urges his reader to "rediscover the secrets of creating lasting value" in literally all areas of contemporary life. On page 6, he poses a series of questions and then in the 17 chapters and Epilogue which follow, he responds to each. However insightful those responses may be, and they are, I think the primary purpose of the questions is to guide and inform each reader's consideration of the various issues which those questions suggest. With all due respect to what George so generously shares from his own life and career, the nature and extent of the reader's own engagement in self-exploration will ultimately determine the value of this book.

The material is exceptionally well-organized. The quality of writing is first-rate, and especially effective because of the conversational tone of George's observations and suggestions. Although there are frequent references in this book to "companies," the questions posed and the issues associated with them are also directly relevant to all other organizations (regardless of size or nature) in which there is a compelling need for authentic leaders. Daily, it seems, there is evidence of such need in news accounts of corruption in all areas of our society. Corporate executives are indicted and convicted of fraud. Officers in the military are demoted, discharged or, in some instances, imprisoned as are clergy in various denominations. Although the reasons for their behavior vary, all of them betrayed the trust of those to whom they were accountable and for whom they were responsible.

Authentic leaders are first and foremost authentic human beings. For me, this is George's key point and because it seems so obvious, it may also seem simplistic. On the contrary, he has cut through all the rhetoric and urges his reader to examine her or his core values. For most of us, that is an immensely difficult, perhaps painful experience. In this context, I am reminded of the fact that in The Inferno, Dante reserved the last and worst ring in hell for those who, in a moral crisis, preserve their neutrality. Throughout all manner of organizations, there are women and men who are authentic leaders and should be commended. The reality is, their respective organizations need more of them. More to the point, all of us in our global community need more of them. In his unique and compelling book, George challenges us to join their number.

The day after I read this brilliant book, I read an article in the Dallas Morning News (Tuesday, September 30, 2003) in which sportswriter Gerry Fraley discusses the Minnesota Twins whose payroll is $110-million less than that of the Yankees. (The Twins won 90 games this past season and had just defeated the Yankees in the first game of the American league playoffs.) As Fraley notes, the Twins are renowned for how they treat their people. One of them is Al Newman who is currently struggling with a life-threatening illness. Here's a brief excerpt from Fraley's article:

"When beloved third-base coach Al Newman was hospitalized in Chicago this month because of a brain hemorrhage, general manager Terry Ryan remained with him for the entire 11-day stay. While Newman was hospitalized, the Twins clinched the Central title at home. Manager Ron Gardenshire stopped the postgame celebration, brought out Newman's uniform top and reminded the crowd of what he had done for the club."

If I understand George's key points in Authentic Leadership, both Ryan and Gardenshire offer examples of it. Specifically, they demonstrate "the highest integrity, [are] committed to building enduring organizations...who have a deep sense of purpose and are true to their core values...who have the courage to build their companies to meet the needs of all stakeholders, and who recognize the importance of their service to society." George addresses what he views as a need for new leadership when in fact the need is to increase the number of authentic leaders, not only in business but in government, religion, and the military. We need more men and women who "genuinely desire to serve others through their leadership...are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are as guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind."

George invites, indeed urges his reader to "rediscover the secrets of creating lasting value" in literally all areas of contemporary life. On page 6, he poses a series of questions and then in the 17 chapters and Epilogue which follow, he responds to each. However insightful those responses may be, and they are, I think the primary purpose of the questions is to guide and inform each reader's consideration of the various issues which those questions suggest. With all due respect to what George so generously shares from his own life and career, the nature and extent of the reader's own engagement in self-exploration will ultimately determine the value of this book.

The material is exceptionally well-organized. The quality of writing is first-rate, and especially effective because of the conversational tone of George's observations and suggestions. Although there are frequent references in this book to "companies," the questions posed and the issues associated with them are also directly relevant to all other organizations (regardless of size or nature) in which there is a compelling need for authentic leaders. Daily, it seems, there is evidence of such need in news accounts of corruption in all areas of our society. Corporate executives are indicted and convicted of fraud. Officers in the military are demoted, discharged or, in some instances, imprisoned as are clergy in various denominations. Although the reasons for their behavior vary, all of them betrayed the trust of those to whom they were accountable and for whom they were responsible.

Authentic leaders are first and foremost authentic human beings. For me, this is George's key point and because it seems so obvious, it may also seem simplistic. On the contrary, he has cut through all the rhetoric and urges his reader to examine her or his core values. For most of us, that is an immensely difficult, perhaps painful experience. In this context, I am reminded of the fact that in The Inferno, Dante reserved the last and worst ring in hell for those who, in a moral crisis, preserve their neutrality. Throughout all manner of organizations, there are women and men who are authentic leaders and should be commended. The reality is, their respective organizations need more of them. More to the point, all of us in our global community need more of them. In his unique and compelling book, George challenges us to join their number.

It seems that in the business environment everyone is suggesting one leadership style or another as a basis for becoming a great leader within your organization. Bucking that trend, author Bill George points out that to reach your greatest potential as a leader you have to be yourself. You can't be your best if you are too busy being someone else's idea of a great leader. Be authentic, and if you choose to emulate another person's leadership style then don't choose a style that represents who you really are. In short, the only way to create lasting value is to be yourself.

With that slant on things clearly established from the beginning Mr. George starts an examination of the issues of leadership. For example, he discusses understanding your purpose and values, leading with heart, being true in your connected relationships, and exercising self-discipline. While many books also encourage long hours of work as an integral part of good leadership, Mr. George notes that in reality a balanced life makes you a better leader. This balance has to be there between work, family, friendships, and community service. Other areas discussed include employee motivation, setting correct priorities in the realm of business (customers, employees, and stockholders), the Seven Deadly Sins of business and how they can destroy your business overnight, and ethical dilemmas.

This is a persuasive and motivating call to ethical leadership - how to become an effective leader and create an effective values oriented company while still competing in the marketplace. "Authentic Leadership" is a refreshingly independent voice among the crowd and a highly recommended read.

This book is a welcome addition to the current plethora of books on leadership because it takes leaders back to the basics. When leaders and corporations are not held accountable for their actions, greed can become the primary motivator. I recommend this book because it shows you what to avoid and where to start. I also recommend Optimal Thinking: How to Be Your Best Self as the definitive guide for personal and corporate optimization. When leaders and employees have the mental tool to be their best, they know how to make the most of every situation. Functioning as peak performers (optimizers), they do not need to manipulate others or act out of integrity. Read both of these books and give them to your staff.

Authentic Leadership is a book written by a man who is genuine and highly credible. Bill George is the former Chairman and CEO of Medtronic, a leading medical technology company. He also serves on a number of corporate boards and has demonstrated a career of successful achievement. This is a book you will enjoy reading. First of all it is written from his heart. He confides late in the book that he wrote it himself and did not use a ghost writer. This is a refreshing confession because far too many executives who agree to commit their ideas to publishing ventures use ghost writers. It is an easy read and you get the "feel" from Bill George that you are casually enjoying a meal with him, as he discusses his personal reflections and ideas on leadership. The core of the book is outlined in the first chapter. George writes, "I believe that leadership begins and ends with authenticity. It's being yourself; the person you were created to be. That is not what most of the literature on leadership says, nor is it what the experts in corporate America teach. Instead they develop lists of leadership characteristics one is supposed to emulate. They describe the styles of leaders and suggest you adopt them. This is the opposite of authenticity. It is about developing the image or persona of a leader."

Bill George goes on to explain that authentic leaders "genuinely desire to serve others through their leadership". This includes truly understanding yourself and your own strengths and weaknesses. Authentic Leadership boldly discusses the moral aspects needed to demonstrate effective modern leadership in a complex world. It is not afraid to discuss the crucial need to practice solid values, possessing a caring heart, establishing enduring relationships and demonstrating self-discipline. What also makes this book worth reading is that it has heart! The author discusses his personal journey to become an Authentic Leader that brings the subject to life. In the final chapter he briefly discusses what he considers to be "the greatest failure in his career". Though the circumstances occurred many years before this book was written, you can still sense the pain he feels from this unfortunate event.

Authentic Leadership is organized into 17 chapters which are divided into 4 parts. Part one discusses becoming an Authentic Leader. Part two describes how to build an Authentic Company. Part three analyzes corporate survival in the marketplace, including pitfalls, overcoming obstacles, innovation and the role of shareholders. Part four contemplates the needs of sound governance, and provides a long-term succession strategy. A powerful epilogue pulls the ideas of the book together and encourages the reader to accept the call of leadership where they are right now. This is one of those rare books where you feel you get to really know the author, and you like what you discover. If you want to read a book that embodies the practical side of servant-leadership and a man who has discovered it, Authentic Leadership should be on your shopping list!

Leadership. The Holy Grail of business? If it's answers to the subject you are after, read a text book (though I suspect you will still be disappointed). If you want to know the right questions to ask and then find the answers for yourself, read Bill George's book.

In this book, Bill George encourages the leaders of tomorrow to ask themselves some of the most fundamental questions that many business managers and leaders are privately and sometimes publicly, asking themselves today. What is my mission in life? What do I want to get out of a career? Which company do I want to work for? How do I make priority calls between my personal life and my career?

Yes, it's framed in the context of the crisis of leadership that we have seen in the last 5 years but if all you take out of this book is that business is all about the long term than the short term then you have remained on a very superficial level. Through his personal insight George merges two powerful themes. What has been wrong with business leadership in the past and what implications and lessons does that have for the leaders of tomorrow?

In this book, George provides frameworks and personal insight into how the leaders of the future can choose to live their lives and lead their businesses but he is never arrogant enough to suggest he has the answers. Instead it is up to the reader to see how George dealt with these questions himself and make up their own decisions about how they would answer them.

And that, in essence, is the breakthrough in this book. Instead of trying to claim that there is a one size fits all template to become a good or even a great leader, George argues that it takes an individual to understand themselves and their personal leadership before they will truly be able to lead an organization. And, only having done this, will the leaders of tomorrow offer the discontinuinty vs. some of the disappointments of the past and present.

If you are already a CEO, the insights in here may not be immediately actionable. If you are like the 99.999% of the rest of us who are not, and ask ourselves about our personal leadership and what impact it has on both us and our businesses, then this is definitely worth a read.

If you are a young, ambitious and conscientious business leader looking for inspiration, mentorship and guidance in a business climate that has been stained by acts of arrogance, greed and stupidity, this is the book for you. Authentic Leadership is the "How-to Manual" for a new generation of business leaders. In his book, Bill George has boldly claimed his generation of business leaders as responsible the current ethics crisis in business today and is appealing for the emergence of a new kind of business leader, authentic leaders, to restore order to the global business climate. He relates his own successes and failures in a manner that is easy for young business leaders to identify with and even addresses many of the issues that you don't often find in business texts - such as finding the right balance between your home and work lives.

Like many young professionals, I was baptized by fire in a business world that moved at breakneck speeds and was driven primarily by short-term results. As I have never known any other way to do business, I found Mr. George's insights into how he developed his own personal brand of leadership over the course of his career compelling. I most appreciated the fact that, unlike the arrogant texts of some other high-profile CEOs, he does not claim himself to be a model for what you and I should or should not be. His goal is to share his own experiences and allow you the opportunity to form your own opinions about what Authentic Leadership means to you. In fact, he strongly argues that it is not the place of any author or educator to relay to you what is "right" and "wrong" in terms of leadership. Instead, developing your own brand of leadership, one that continues to evolve and change as you gain experience and deal w/ failure, is the only true path to becoming an effective, Authentic Leader. He makes some very convincing arguments as to how Authentic Leaders link the long term needs of customers and employees to enhancing share holder value and he demonstrates his own encounters with morally and ethically challenging situations that serve as a reminder that all of us will have to encounter crossroads at some point in our careers.

I highly recommend Bill George's book as an alternative to the plethora of academic texts on "leadership". It is personal, entertaining, motivational and, most importantly, actionable. Invest a few hours in this book and you will reap the benefits for years to come.

In 25 years of my own CEO experience, no book on leadership has spoken to me like "Authentic Leadership" by Bill George. This is truly a holistic and practical book on leadership that illustrates through clear examples how it is done it well. Mr. George effectively integrates all of the business skills, leadership traits, emotional intelligence and integrity that it takes to be a successful and respected organizational leader.

Mr. George believes that leaders set aggressive goals, yet "value the importance of stewardship to the people they serve - customers, employees, shareholders and communities." He describes well the conundrum that so many leaders try to sneak around:

"One of the greatest challenges of business today is creating a culture that is both values-centered and performance-driven. Many executives believe they must make trade-offs between the two . . . But doing both simultaneously requires skillful leadership."

I've ordered 12 copies of Bill's book for my entire leadership team. I think its a "must" read for any company executive or serious student of leadership.

George's thinking and language resonates deeply with me. A focus on purpose, values, relationships and heart is what our culture needs just now. To see him weave those notions into the real world of work and life is so very stimulating. Too many people in the leadership realm want to go directly to skills. I heard him writing as much about "how to be" as "how to do."

This is a book for leaders of the future !