Customer Reviews

Hesselbein on Leadership (J-B Leader to Leader Institute/PF Drucker Foundation)

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This book was first mentioned to me at a Leadership presentation at one of the not-for profit organizations I serve, and then again a short while later at a UCI Graduate School of Management presentation by a local executive. This is a delightful small book filled with some good advice, pithy sayings and leadership insights. Hesselbein lives up to her reputation in this compendium of essays on Leadership. I rather like books of essays because often each chapter, or essay, stands on its own and can be read or re-read as the need arises.

Hesselbein writes in a clear and conversational manner that makes it easy to understand her point. But one should not be lulled into complacency while enjoying her most readable style for the insights to be shared are important and many. She points out with great understatement that "Leadership is a matter of how to be rather than how to do it." She offers as whole new way of organizing our enterprises as she explains "Managing in a World That Is Round." This book will find its best use for those managers looking for a metaphor or simple explanation to share with others in the organization such complex topics as organizational change, behavior, and interaction with the environment. It will be on my reference shelf for a long time to come.

Frances Hesslebein is one of the world's greatest leaders. In fact, Peter Drucker (no "easy grader") said that she was the most effective executive that he had ever met.
_Hesselbein on Leadership_ is a compilation of her wonderful essays (largely from the journal "Leader to Leader").
In a world where many leaders have gone for the "quick buck", it is gratifying to hear from someone who is interested in "doing what is right".
Her writing, like her leadership, is direct, honest and to the point. Unlike some leaders who specialize in slogans, she is someone who only writes about what she believes in and is willing to live.
Her work has the unique quality of being both timeless and refreshing.

Frances Hesselbein is a role model for me and thousands like me. Her example, and her clear, effective writing, provide us with insight and inspiration. This book will become one of those titles you consult every few years when your batteries need recharging and you want to relearn some timeless lessons. Like Max De Pree's "Leadership is an Art," Hesselbein's book makes us see that the leader's role is to serve others, helping them to make the most of their contributions to further the organization's mission. This book is a small jewel box, easy to carry and open, filled with remarkable gems. Read it yourself, then share a copy with your daughter, your son, your friends and colleagues.

Frances is a special and extraordinary role model who shares her insights and encourages others to reach for their maximum leadership potential. The creativity within her advice is engaging and inspirational. This is a great book for young leaders and those who are developing goals and a vision for their career and personal success.

This gem of a book is a must read for anyone interested in leadership, from small organizations to large corporations. Mrs. Hesselbein offers clear and remarkable insights on such topics as: how to be a leader, the power of civility, managing in a world that is round, and seeing your contribution life size. A joy to read and, no doubt, a book I shall consult for many years to come.

Hesselbein defies the ferocious "pit bulls" of the marketplace with their "slash and crunch philosophies," describing them as "dead as the spirits of their troops." What she suggests is leadership by the highest values, metavalues. Such leadership builds trust and releases the energy of the workforce. The principles are not to be written out to gather dust in some executive's credenza, but rather lived. These metavalues emanate from the leader and permeate the management staff and associates, venders, and the community in which an organization is embedded. "Every time lift my values basket, I know it is the time of testing. I am very careful what I put in and take out of the basket, for it holds who I am, why I do what I do, what motivates, drives and challenges me." Also see her book, "Be-Know-Do: Leadership the Army Way." You will find it valuable, and perhaps surprising.

Frances Hesselbein is currently editor-in-chief of Leader to Leader quarterly. Previously, she served as CEO of the Girls Scouts of the USA and then as chairman and founding president of the Leader to Leader Institute, formerly the Peter F. Drucker Foundation for Nonprofit Management. Her published works include this book as well as The Leader of the Future, co-edited with Marshall Goldsmith and Richard Beckhard; The Leader of the Future 2, co-edited with Goldsmith; and Be*Know*Do (an adaptation of the U.S. Army's leadership manual) to which she and General Eric K. Shinseki (USA Ret.) co-wrote the Introduction.

In his Foreword to this book, Jim Collins observes that Frances Hesselbein "grasped a central paradox of change: the organizations that best adapt to a changing world first and foremost know what should [begin italics] not [end italics] change. They have a foxed anchor of guiding principles around which they can more easily change everything else. They know the difference between what is truly sacred and what is not, between what should not change and what should always be open for change, between `what we stand for' and `how we do things'...Equally important, she exercised the discipline to say no to opportunities that did not fit the central mission." This brief excerpt from an uncommonly insightful analysis of Hesselbein's numerous and substantial contributions to knowledge leadership help to prepare the reader for the 19 essays that follow in which Hesselbein shares what she has learned about leadership that understands the importance of knowing that leaderships is much less about what one does, and much more about who one is.

The essays originally appeared over a period of three years, 1999-2002. After re-reading them, Hasselbein observes, "I found that I believe even more passionately in the whys [of leadership]: the values, the principles, the beliefs that define who we are, what we believe, what we do, and how we work with others, our fellow travelers on a shared journey to leadership in an uncertain world." In this volume, of all the challenges that CEOs face, she identifies those that have little to do with managing the enterprise's tangible assets (important though as they obviously are) and everything to do with monitoring the quality of leadership, the work force, and relationships.

More specifically, the "`how to be' leader knows that people are the organization's greatest asset and in word, behavior, and in relationships she or he demonstrates this powerful philosophy...builds dispersed and diverse leadership - distributing leadership to the outmost edges of the circle to unleash the power of shared responsibility...holds forth the vision of the organization's future in compelling ways that ignite the spark needed to build the inclusive enterprise...and [meanwhile] knows that listening to the customer and learning what he or she values - `digging in the field' - will be a critical component, even more so in the future than today."

My take on all this is that Hesselbein fully understands and appreciates the value of "know-how." Her key point (if I understand it) is that effective leadership can be provided only by what Bill George characterizes as "authentic" people: those who consistently demonstrate the values, the principles, the beliefs that define who they are, what they believe, what they do, and how they work with others. As George describes them, they demonstrate "the highest integrity, [are] committed to building enduring organizations...have a deep sense of purpose and are true to their core values...have the courage to build their companies to meet the needs of all stakeholders, and recognize the importance of their service to society."

Both Hesselbein and George are convinced, and I wholeheartedly agree, that the greatest leaders are those who develop and then sustain authentic leadership at all levels and in all areas of the given enterprise. Moreover, they are determined to be "good citizens." As Hesselbein explains, they believe "that the community is as much their business as is the business of their enterprise. They dedicate the same commitment to this job, the same forecasting, planning, marketing, and mobilization of energy and initiative, that they dedicate to building the enterprise within the walls."

Make no mistake about it: These are formidable challenges that Hesselbein poses to those who aspire to be leaders. "All the how to's in the world won't work until the `how to be's' are defined, embraced by the leaders, and embodied in every action, every communication, every leadership moment." Indeed, she continues, there must be "leaders of character at every level, leading the organization and the community of the future." Some may view that challenge as "unrealistic." It isn't. Others may view it as "idealistic." It is...and that is the most important lesson all of us can learn, not only from what she has written but from what she has been and continues to be.

Hesselbein on Leadership should be on all leaders "must read list". Frances has taken the multidementional, quantum complexity of leadership and given timely gifted guidence in language and concepts that are understood by the intellect in addtion to being rocognized by the soul.

Her thoughtful and thought provoking words are a call for the action of "being" not just "doing". Every sentence rings with truth and power. This is a book you will return to again and again.