Customer Reviews

Leadership Jazz

5 star:		(9)
4 star:		(7)
3 star:		(1)
2 star:		(1)
1 star:		(4)

 

 

In Max Depree's book, Leadership Jazz, the importance of both the leader and the "follower" are explored in great detail. DePree chooses to not only relay what a leader must be in order for an organization to be a success, but he also focuses on what type of employees must be present for a company to achieve a goal. This book goes beyond the normal management book that dictates how to lead with rules and procedures and delves into the communication and respect that must be present at all levels at all times. It is an excellent guide for what should be contemplated, considered, and carried out in a thriving, team-based operation. This book is one that individuals should definitely consider reading if they are looking for this type of material.

Jazz is the right metaphor for business today.

I have long thought that the popular metaphor for business leadership of an orchestra conductor is wrong in the rapidly changing conditions of today. To say that a CEO's job is like an orchestra conductor's -- to keep every one at the same place on the same page -- assumes there is a score that all of the musicians have to follow. There isn't.

Jazz demands improvisation. It gives individual musicians the freedom to create and to respond to each others creations. Max De Pree recognizes this and states this metaphor accurately at the beginning of his book.

"We have much to learn from jazz-band leaders, for jazz, like leadership, combines the unpredicability of the future with the gifts of individuals." (page 9)

But, De Pree doesn't develop this metaphor further. The title of the book, "Leadership Jazz", implies more than the book delivers in development of the metaphor.

The book does deliver very good advice on leadership. It is an excellent description of the power of "servant leadership" which is the real metaphor of the book, and, judging from the many stories De Pree relates from his years as the CEO and Chairman of Herman Miller, Inc., it is the metaphor for his life. Leaders do need to read this book.

I just wish De Pree had developed the richness of the jazz metaphor.

In the book "Leadership Jazz" by Max Du Pree he mentions the following statement "...one way to think about leadership is to consider a jazz band. Jazz-band leaders must choose the music, find the right musicians, and perform-in public. But the effect of the performance depends on so many things- the environment, the volunteers in the band, the need to everybody to perform as individuals and as a group, the absolute dependence of the leader on the members of the band, the need of the leader for the followers to play well." Du Pree, with this approach, starts to tell us his confession about leadership. In opposite from "The Leadership Challenge" by Kouzes & Posner that uses a scientific approach, "Leadership Jazz" uses personal experiences to define leadership. Moreover, Du Pree drives us into a profound essence of to be a leader.

In order to emphasize the importance of the word leadership, Du Pree uses certain terms or ideas that can be learned in to be an effective leader. At first,

I thoroughly enjoyed reading "Leadership Jazz" because of its easy reading style that enables the reader an ability to relate certain underlying principles with actual experiences. As for the principles presented, I am impressed because the focus is on solid leadership qualities that are genuine, opposed to appearances. As one who has managed people for 20 years, it is a practical and valuable resource. I did, however, bristle each time I read "she" rather than "he", but was able to accept this without too much difficulty. I have purchased a copy of the book for all department heads, and each of my children.

Leadership is an intangible quality that cannot be given by a CEO, learned in a book, or taught in a class. According to Max De Pree, chairman of the board of directors at Herman Miller and author of Leadership Jazz, leadership is something that is born in the heart. De Pree analyzes the topic of leadership through the analogy of a jazz band. To illustrate his point, De Pree states that while jazz band leaders must choose the music, find the musicians, and perform in public, so much of their performance depends on the environment, the volunteers playing, the need for everybody to perform as individuals and in the group, the dependence of the leader on the band, and the need for followers to play well. It is through descriptive analogies such as these, his professional and personal experiences as well as his own conventional wisdom, that De Pree reveals the secrets of effective leadership to readers. Throughout the book, De Pree asserts that leadership is not defined by a single event or act on any one person's part. Leadership is actually a process that begins by acknowledging the potential, or authenticity of each person in the workforce; allowing those individuals to live up to their potential and in doing so, making yourself vulnerable to the consequences; finally, connecting your voice and your touch to become an effective leader. As the author points out, the end result of this process is a vibrant, effective, efficient, and durable organization.

I am absolutely disgusted by the college professor that made the comment about this book--noting that leaders are made to be like females. Who says that men don't love, touch, feel, and harmonize? It's sad that a college professor is not open enough and is too masculine to admit his own feelings. I personally liked this book. I'm a Business student and thoroughly enjoyed the book because it gave me insights on eventually how to become a more effective leader in the future. It's disappointing when others don't keep their minds open on how to become more effective.

Like "Leadership is an Art" this book looks at innovative ways to communicate with workers and to add new ideas to the workplace. "Leadership Jazz" is based on using the skills of the Jazz Musician to get new thoughts and motivations across to your workers. These skills include; improvisation, innovation, freedom, and inspiration. A great book, I highly recommend it.

I was assigned to read Leadership Jazz by Max Depree. The first chapter really grabbed my attention because Depree had a way of relating everyday experiences with a way to better himself as a leader. The book began with a story about his granddaughter. When she was a baby, a month premature, the nurse told him he must caress her back and tell her that she was loved so the baby would put the voice together with the touch of her grandpa. He says, " A leader's voice is the expression of one's belief and a leader's touch demonstrates competence and resolve." I thought this was a very good way to introduce the topic because it really makes people stop and think what leadership means to them. I was very impressed with this book and I would suggest you read it!

Max De Pree is a past Chairman of the Board of Directors of Herman Miller, Inc. I received the book as a gift from the author -- as did everyone else on the occasion of his retirement as a member of the Board of Trustees of Fuller Theological Seminary. It was a sunny winter day in Los Angeles -- and in keeping with the book's title, a jazz band played as people spilled from the lecture hall. His book is much the same as his address was that day -- pervaded with wisdom, love, humour, and illustrative anecdotes. He kept his audience spellbound throughout, and received a standing ovation.

In his address at Fuller, Max De Pree described how, early in his marriage, he had decided three things: to nurture his family, to make a living, and to serve (hence his position at Fuller). Part of what service means is to nurture others. A business executive is not all about business. His focus is on being sensitive to his employees in such a way that they may be fulfilled in the workplace, secure in their homes, and that their best potential may unfold. Further, one needs to bear in mind that humans are human, and one needs to take this into account in dealing with their weaknesses and building on their strengths.

One has the sense that Max De Pree must have spent many decades writing this book. It is multi-faceted, fast-paced, and comprehensive, and is peppered with worthwhile illustrations. The themes of the various chapters include: finding your "personal philosophy", the causes of betrayal, the need for diversity in unity, the importance of selecting the right people, how to channel creative people, the value of amateurs, the need for supportive relationships, the gift of change, the thrill of keeping up to date, the need to delegate, and the reasons for leadership failure.

Max De Pree concludes with a chapter "The Attributes of Leadership: A Checklist." The book would be worth reading for this alone. The last item on his list includes the following observation: "Leaders stop -- to ask and answer questions, to be patient, to listen to problems, to seek the nuance, to follow up a lead. Leaders quietly and openly wait for the information, good and bad, that enables them to lead."

In this very excellent book Max Depree expands on the philosophy of leadership introduced in Leadership Is An Art. In so doing he likens the organization to a jazz ensemble. "Jazz-band leaders must choose the music, find the right musicians, and perform - in public. But the effect of the performance depends on so many things - the environment, the volunteers playing in the band, the need for everybody to perform as individuals and as a group, the absolute dependence of the leader on the members of the band, the need of the leader for the followers to play well". Here are some of the riffs and chords that most resonated in me...

* One examines leadership beginning not with techniques but rather with premises, not with tools but with beliefs, and not with systems but with understandings.

* We have much to learn from jazz-band leaders, for jazz, like leadership, combines the unpredictability of the future with the gifts of individuals.

* There is a great misconception in organizations: that a manger must be either in control or not in control.

* Knowing what not to do is fully as important as knowing what to do.

* Leaders are accountable for the continuous renewal of the organization.

* Betrayal is closely linked to the idea of entropy, the tendency of everything to deteriorate. Both have a way of sneaking up on us. Both hover constantly over organizations waiting for the slightest slackening of our vigilance.

* From a leader's perspective, the most serious betrayal has to do with thwarting human potential, with quenching the spirit, with failing to deal equitably with each other as human beings.

* ...the mystery around potential is so great that even the most perceptive of us cannot look at a person and decide for certain whether or not she'll be good at this or that, whether or not she'll become a sales manager or vice president - or even the best shortstop you ever saw. We should really be in awe of human potential.

* Not to choose beauty and harmony puts one squarely in the ranks of the mediocre and endows one with all the characteristics that word implies.

* A leader protects unusual persons from the bureaucracy and legalism so ensconced in our organizations. A leader remains vulnerable to real surprise and to true quality.

* Leaders learn how to become abandoned to the needs of the followers. The needs of the followers can never be at odds with the true interests of a leader.

* ...delegation requires a form of dying, a separation of issue from self. We must surrender or abandon ourselves to the gifts that other people bring to the game.

* I've often asked myself, "Are the poorest sandlot baseball players chosen last because they commit so many errors? Or do they commit errors because they're chosen last?"

The model of leadership that emerges, the connecting of voice and touch, indeed represents a high calling.