Customer Review

3 of 3 people found the following review helpful
5.0 out of 5 stars Terrific Book!!, July 4, 2012
This review is from: Do Nothing!: How to Stop Overmanaging and Become a Great Leader (Hardcover)
While I don't like the title for what it seems to imply, early on in the book he explains very nicely what he actually means.

On the other hand, the subtitle is perfect: "How to Stop Overmanaging and Become a Great Leader." Yes, perfect description, indeed!

The book was written by noted consultant and award-winning professor, J. Keith Murnighan (pronounced, Mernyin) of the prestigious Kellogg School of Management at Northwestern University. His basic premise is that most leaders do too much actual work themselves. And, when they do, they cannot be as effective, thoughtful, or as strategic as they might otherwise be. More than that, their team members are underutilized and under-challenged.

This makes a lot of sense as many leaders, by their very nature, combine confidence in themselves with a lack of confidence - or trust - that others can do as good a job as they can.

Professor Murnighan suggests that instead, leaders should focus their attention on the areas that will leverage organizational success. He says they should think, make key decisions, help when needed and add some organizational control.

The result: team members reveal skills and performance that far exceed what others might think they are capable of. This increases morale, productivity, and... profitability! Throughout the book, the author raises a number of fascinating insights regarding human motivation and the differences in thought processes. I especially enjoyed learning about the differences in "fixed mindset" and "growth mindset." Really, the more I think about it, the author is a master in terms of what moves people.

This is a book filled with wisdom that can benefit all who embrace his teachings.

One of the many golden nuggets throughout the book that I enjoyed was what Professor Murnighan calls, The Leadership Law: "Think of the reaction that you want first, then determine the actions you can take to maximize the chances that those reactions will actually happen." Following just that one piece of advice can make a huge difference in one's effectiveness as a leader.

My suggestion is to not stop there, however. If you're a leader and wish to be a lot more effective, or if you feel that one day you might be in a position of leadership and want to add as much value as you possibly can to your organization and those your organization serves, this is a book you'll want to read, to study, and to keep by your desk as a handy reference.
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