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Editorial Reviews
Amazon.com Review
Climbing Mount Everest: dangerous. Hitchhiking in Colombia: very dangerous. Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration." This one doesn't. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. But adaptive change always encounters resistance. Heifetz and Linsky examine four forms of resistance--marginalization, diversion, attack, and seduction--before presenting a number of practical resistance-response skills to nurture and employ. Some are fairly obvious (like developing and maintaining perspective, and holding steady in the midst of change), and others more complex (like thinking politically when dealing with friends, foes, and fence sitters), but shimmering nuggets of insight and practical wisdom can be found in each. The dangers of leadership also spring from within, however, and the book's final section addresses ways to recognize and manage competing "hungers" and learn to distinguish one's roles from one's self. The authors' points are illustrated by the experiences of leaders from all walks of life, making this a useful and inspiring manual for anyone hoping to put themselves on the line and make a difference in the lives of others. --S. Ketchum
From Publishers Weekly
Recognizing that it can be both lonely and difficult at the top, the authors faculty members of Harvard University's Kennedy School of Government set out to lend emotional and practical support. Whether leaders represent a local planning board or a Fortune 500 company, they "live dangerously," say the authors, "because when leadership counts, when you lead people through difficult change, you challenge what people hold dear their daily habits, tools, loyalties, and ways of thinking with nothing more to offer perhaps than a possibility." To that end, Heifetz and Linsky offer useful strategies leaders can employ, such as building political constituencies, trying to orchestrate the inevitable conflict, and forcing those who cause problems to actually solve the problems. Indeed, the book does dwell on the negative aspects of leadership, serving more as a troubleshooting guide than a how-to leadership handbook. Some of the examples are informal (e.g., the 1994 Chicago Bulls), while others are more traditional (e.g., city planning and politics). Showing a sympathetic side, Heifetz and Linsky offer tactics to help leaders not to take conflict personally. Remember, they counsel, you are more than your job. This book will undoubtedly provide leaders and managers comfort on days when everything seems to be going wrong in their department or organization.
Copyright 2002 Cahners Business Information, Inc.
See all Editorial Reviews
Climbing Mount Everest: dangerous. Hitchhiking in Colombia: very dangerous. Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration." This one doesn't. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. But adaptive change always encounters resistance. Heifetz and Linsky examine four forms of resistance--marginalization, diversion, attack, and seduction--before presenting a number of practical resistance-response skills to nurture and employ. Some are fairly obvious (like developing and maintaining perspective, and holding steady in the midst of change), and others more complex (like thinking politically when dealing with friends, foes, and fence sitters), but shimmering nuggets of insight and practical wisdom can be found in each. The dangers of leadership also spring from within, however, and the book's final section addresses ways to recognize and manage competing "hungers" and learn to distinguish one's roles from one's self. The authors' points are illustrated by the experiences of leaders from all walks of life, making this a useful and inspiring manual for anyone hoping to put themselves on the line and make a difference in the lives of others. --S. Ketchum
From Publishers Weekly
Recognizing that it can be both lonely and difficult at the top, the authors faculty members of Harvard University's Kennedy School of Government set out to lend emotional and practical support. Whether leaders represent a local planning board or a Fortune 500 company, they "live dangerously," say the authors, "because when leadership counts, when you lead people through difficult change, you challenge what people hold dear their daily habits, tools, loyalties, and ways of thinking with nothing more to offer perhaps than a possibility." To that end, Heifetz and Linsky offer useful strategies leaders can employ, such as building political constituencies, trying to orchestrate the inevitable conflict, and forcing those who cause problems to actually solve the problems. Indeed, the book does dwell on the negative aspects of leadership, serving more as a troubleshooting guide than a how-to leadership handbook. Some of the examples are informal (e.g., the 1994 Chicago Bulls), while others are more traditional (e.g., city planning and politics). Showing a sympathetic side, Heifetz and Linsky offer tactics to help leaders not to take conflict personally. Remember, they counsel, you are more than your job. This book will undoubtedly provide leaders and managers comfort on days when everything seems to be going wrong in their department or organization.
Copyright 2002 Cahners Business Information, Inc.
See all Editorial Reviews
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Inside This Book
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First Sentence:
Maggie Brooke grew up on a small Native American reservation in which nearly everyone older than twelve drank alcohol. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
adaptive work, adaptive challenge, exercising leadership, adaptive pressures Key Phrases - Capitalized Phrases (CAPs): (learn more)
White House, United States, Think Politically, New York City, Manage Your Hungers, Hold Steady, The Heart of Danger, Martin Luther King, Anchor Yourself, Orchestrate the Conflict, Bill Clinton, Give the Work Back, Middle East, Monica Lewinsky, The Faces of Danger, Vietnam War, Electric Boat, Saddam Hussein, Native American, House of Representatives, The Bulls, General Dynamics, The Limited, Hennie Both, Hall of Fame New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Maggie Brooke grew up on a small Native American reservation in which nearly everyone older than twelve drank alcohol. Read the first page Key Phrases - Statistically Improbable Phrases (SIPs): (learn more)
adaptive work, adaptive challenge, exercising leadership, adaptive pressures Key Phrases - Capitalized Phrases (CAPs): (learn more)
White House, United States, Think Politically, New York City, Manage Your Hungers, Hold Steady, The Heart of Danger, Martin Luther King, Anchor Yourself, Orchestrate the Conflict, Bill Clinton, Give the Work Back, Middle East, Monica Lewinsky, The Faces of Danger, Vietnam War, Electric Boat, Saddam Hussein, Native American, House of Representatives, The Bulls, General Dynamics, The Limited, Hennie Both, Hall of Fame New!
Books on Related Topics | Concordance | Text Stats Browse Sample Pages:
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
Citations (learn more)
This book cites 32
books:
See all 32 books this book cites
36
books
cite this book:
See all 36 books citing this book
- Leadership Without Easy Answers by Ronald Heifetz in Back Matter (1), Back Matter (2), and Back Matter (3)
- Tuesdays with Morrie: An Old Man, a Young Man, and Life's Greatest Lesson by Mitch Albom on page 220, and Back Matter
- King Lear (The New Folger Library Shakespeare) by William Shakespeare on page 218, and Back Matter
- The American Heritage Dictionary: Fourth Edition (21st Century Reference) by Houghton Mifflin Company in Back Matter
- A Sacred Trust: Nelson Poynter and the St. Petersburg Times by Robert N. Pierce in Back Matter
See all 32 books this book cites
- Leadership Can Be Taught: A Bold Approach for a Complex World by Sharon Daloz Parks on 6 pages
- A Handbook for Seminary Presidents by G. Douglass Lewis on 4 pages
- Real Leadership: Helping People and Organizations Face Their Toughest Challenges by Dean(Author) Williams on 4 pages
- Principal Training on the Ground: Ensuring Highly Qualified Leadership by Sandra J. Stein on page 126, and Back Matter
- When God Speaks Through Change: Preaching In Times Of Congregational Transition (Vital Worship, Healthy Congregations) by Craig A. Satterlee on page 89, and Back Matter
See all 36 books citing this book
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