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True North: Discover Your Authentic Leadership Hardcover – March 9, 2007
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At the heart of True North is a series of interviews with 125 managers, from Novartis CEO Daniel Vasella to Palm co-founder Donna Dubinsky. George and Sims indulge in a few anecdotes that flatter their subjects. But they also get interviewees to talk about failures, emotional challenges, personal tragedies, regrets—in short, life events that knocked them off typical career paths. Taken together, the stories illustrate True North's thesis: that there is no single way to become an ideal leader. The volume is both memorable and perceptive.
True North has three parts. The first is an anecdote-rich section that describes what it means to be an "authentic leader" and examines how various people arrived at this status or lost their way. There's Kevin Sharer, who abandoned General Electric for MCI, only to find that he was miserable and that Jack Welch wouldn't take him back. ("Hey, Kevin, forget you ever worked here," Welch told him.) Sharer learned patience and humility and went on to become chairman of Amgen. The key experience for Novartis' Vasella, in contrast, came from childhood: He endured years of illness and learned the value of compassion in health care.
The book's second section, which focuses on the five key facets of a leadership plan, is its most useful. First comes "knowing your authentic self," i.e., learning to be self-aware. This proved difficult for David Pottruck, a former CEO of Charles Schwab who found that his long workdays and aggressiveness made colleagues resent and distrust him. His answer, on the job and in his third marriage, was to force himself to seek feedback on a regular basis. Next, after you attain a measure of self-awareness, you should focus on the values and principles that matter to you. David Gergen and Jon Huntsman, both of whom served in the Nixon White House and experienced the Watergate scandal up close, had to learn to draw ethical lines. Huntsman recalls that "an amoral atmosphere permeated the White House." The growing realization, highlighted by a request to entrap a politician, prompted him to leave.
A third step in the construction of a leadership plan is discovering what motivates you. The most successful leaders, the authors learn, rarely start out wanting to get rich. They are inspired to make a difference, to test their limits, to follow a passion. In many cases, they abandon secure posts for the unknown. Fourth in the authors' scheme is building a support team. Here, we read that many in Silicon Valley, including Palm's Dubinsky, were aided by Intuit Chairman Bill Campbell, whom George calls the "dean of mentoring." Howard Shultz of Starbucks found inspiration in management guru Warren Bennis. Finally, you should try to forge what George and Sims call "an integrated life" that augments work with such things as family, friends, community service, exercise, church, and whatever else matters in your life.
True North's last section deals with empowering the people around you. The authors ask leaders—including many women (more than in any other part of the book)—to talk about the higher calling of their work. Avon Products' Andrea Jung explains that "what we do is elevate women in the community," while Anne Mulcahy of Xerox talks about trying to motivate personnel as the company struggled to stave off bankruptcy. As elsewhere in the book, this is no victory lap. At one point, Mulcahy recounts pulling over on a highway after a tough day, saying to herself: "I don't know where to go. I don't want to go home. There's just no place to go."
Most readers will relate to at least some of the subjects' struggles, whether they involve watching a sibling die or fighting to keep ego from getting in the way of results. These people come across as fallible, emotional, and, yes, authentic. A series of exercises at the end of each chapter may help readers evaluate their priorities and practices. While True North offers no simple answers, it provides plenty of fodder to help readers figure out for themselves how to become a leader. (Business Week, March 12, 2007)
"Now comes a truly worthwhile look at leadership...this is one of the most important books on leadership in years." (International Herald Tribune, April 2007)
—From the Foreword by David Gergen
"In True North, Bill George once again provides a roadmap for leadership in the 21st Century. The future belongs to leaders who want to win, without ever losing track of their own values. We live in a day when the best people can work anywhere. They will follow only authenticity—a person who leads with passion and purpose."
—Jeff Immelt, CEO, General Electric
"True North is an awe-inspiring gift to the world. The 125 men and women whose leadership journeys are so beautifully rendered in this book show us that we can have enormous impact without compromising our values—indeed, that we are more successful when we stay true to our ideals. Every aspiring leader (or leader who aspires to become even better) will draw strength and wisdom from this wonderful book."
—Rosabeth Moss Kanter, Harvard Business School professor and best-selling author of Confidence: How Winning Streaks & Losing Streaks Begin & End
"True North is about the power of authentic leadership. Great leaders are defined by a sense of passion and purpose and by a profound desire to make a difference. Anyone can find their own True North, if you care deeply and love what you do. This book is a wonderful roadmap for how to get started on the journey."
—Andrea Jung, chairman and CEO, Avon Products, Inc.
"If you want to move your leadership in the right direction, read True North. Drawing on the personal stories of some of the world’s most effective leaders, the book shows that you become a successful leader when you stay on course with your highest self."
—Ken Blanchard, coauthor of The One Minute Manager® and Leading at a Higher Level
"True North provides a new leadership paradigm and a window into the stories and approaches of dozens of our nation’s best leaders. It is an inspirational, invaluable source of guidance for those who want to make a significant impact."
—Wendy Kopp, president and founder of Teach for America
"True North reveals just how powerful authentic leadership can be and, best of all, how to achieve it."
- Publisher : Jossey-Bass; 1st edition (March 9, 2007)
- Language : English
- Hardcover : 251 pages
- ISBN-10 : 0787987514
- ISBN-13 : 978-0787987510
- Item Weight : 1.07 pounds
- Dimensions : 6.32 x 1.02 x 9.4 inches
- Best Sellers Rank: #306,190 in Books (See Top 100 in Books)
- Customer Reviews:
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The authors and their research assistants interviewed well over 100 successful leaders whose stories are profiled in "True North." The resulting work is simultaneously inspiring and humbling. Each chapter ends with an urging to take the relevant self-assessments that populate Appendix C. The book is so powerful and so helpful that I am already figuring out which of those whom I coach and mentor will most benefit from receiving a copy. The book is a step by step exposition of how truly authentic leaders got to be that way, beginning with telling their life stories.
The authors are very helpful in breaking leadership into three life phases:
Preparing for Leadership - up to age 30
Leading - 30-60
Giving Back - 60 and beyond
One of the characteristics of the Preparing for Leadership phase is "bumping up against the world. Here is how Randy Komisar, former CEO of LucasArts, describes this phenomenon:
"We begin life on a linear path where success is based on having a clear target. Life gets complicated when the targets aren't clear anymore, and you have to set your own targets. By rubbing up against the world, you get to know yourself. Either do that, or you're going to spend your life serving the interests and expectations of others." (Page 18)
The authors describe some of the bumps in the road that often confront young leaders, I was reminded of a recent conversation with a Special Forces officer who was about to lead his unit on a dangerous deployment. He was facing some leadership challenges within the unit, and was brainstorming with me about how to overcome those frustrations and detours:
"You may reach the point in your journey when your way forward is blocked or your worldview is turned upside down by events, and you have to rethink what your life and your leadership are all about. You start to question yourself: 'Am I good enough?' 'Why can't I get this team to achieve the goals I have set forth?' Or you may have a personal experience that causes you to realize that there is more to life than getting to the top." (Page 44)
A crucial stage in the development of a leader is learning to transition from "I" to "We." This transition is explained eloquently by my friend, Jaime Irick, West Point grad, Harvard Business School grad and President of GE Lighting:
"We spend our early years trying to be the best. To get into West Point or General Electric, you have to be the best. That is defined by what you can do on your own - your ability to be a phenomenal analyst or consultant or do well on a standardized test. When you become a leader, your challenge is to inspire others, develop them, and create change though them. If you want to be a leader, you've got to flip that switch and understand that it's about serving the folks on your team. This is a very simple concept, but one many people overlook. The sooner people realize it, he faster they will become leaders." (Pages 44-45)
It is clear that mentoring is an important part of every authentic leader's journey. And what may not be clear on the surface is that mentoring relationships must be a two-way street and both parties must benefit and grow the the relationship.
Through this book, Bill George has once again expanded the pool of those he is mentoring, for reading his inspiring account of the life stories of a rich variety of authentic leaders leads to growth, and places in our hands a tool that we can use and then pass on to those we in turn are mentoring.
But how do you balance the two? How do you have those moments and not lose any of your followers? Enter Bill George's book True North. George defines authentic leadership as "finding something you are passionate about and then inspiring others to join the cause."
One of the things I appreciated about this book was how many stories he shared. He highlighted leaders from countless walks of life and industries and walked through how they led authentically, led out of who they were, their stories, but still had followers and led successful organizations.
One of the things that I think many leaders struggle with, but was a large part of this book is leading from their story. Our stories, upbringings, schooling, family situation, etc. make us who we are and impact our leadership greatly.
Because of my story it is important that Revolution call men to be men, is simple, white hot when it comes to evangelism. Those are just a few of the things that my story bring to the table when it comes to leadership and how I lead Revolution. The reason this is important is because "when the 75 members of the Stanford Graduate School of Business Advisory Council were asked to recommend the most important capability for leaders to develop, their answer was nearly unanimous: self-awareness."
Here are a few things that jumped out:
Rather than waiting to get to the top to become leaders, authentic leaders looked for every opportunity to lead and to develop themselves.
If we believe that leadership is just about getting others to follow us and do our bidding as we climb the organization ladder, we risk being derailed.
To become authentic leaders, we must discard the myth that leadership means having legions of supporters following our direction as we ascend to the pinnacles of power. Only then can we realize that authentic leadership is about empowering others on their journeys.
Only when leaders stop focusing on their personal ego needs are they able to develop other leaders.
It is often during hard times in your life that you realize that authentic leadership is not about advancing yourself and your personal interests. Rather, it is the capacity to inspire others to bring out their best.
Too many leaders believe that by being the smartest person in the room, they can use their intellect to carry the day. As a result, they overpower less forceful voices that may have the vital ideas, insights, answers they need to succeed.
One of the most difficult things in becoming self-aware is seeing ourselves as others see us.
"Leaders with principles are less likely to get bullied or pushed around because they can draw clear lines in the sand." (Narayana Murthy)
One of the more interesting quotes in the book came from former Vanguard CEO Jack Brennan who said, "The dissatisfied people I have known and those who experienced ethical or legal failures all had a clear career plan." Meaning, learn to go with the flow and take what life throws at you. In leadership, you must be fluid.
All in all, a great read.