The Serving Leader

"The Serving Leader" by Ken Jennings and John Stahl-Wert was my weekend reading. The book talks about five actions that can transform teams, business and community. My key takeaways from the book are

1. Serving leaders run to great purpose by holding out in front of their team a "reason why" that is so big that it requires and motivates everybody's best efforts
2. They qualify to be first by putting other people first
3. They raise the bar of expectation by being highly selective in choice of team leaders and by establishing high standards of performance 
4. They teach serving leader principles and practices and remove obstacle to performance. These actions multiply the serving leader's impact by educating and activating tier after tier of leadership
5. They build on strength by arranging each person in the team to contribute what he or she is best at. This improves everyone's performance and solidifies teams by aligning the strengths of many people

Some of the thoughts were counter intuitive such as "focus over strength over addressing weaknesses". Yet the argument that "it is foolish to pour all our energy into turning weaknesses to serviceable mediocrity" - makes profound sense. 

Overall a good read and fodder for introspection.

 

The travels of a T-Shirt in the global economy

Read an interesting book "The travels of a T-Shirt in the global economy". Author Piethra Rivoli traces the travels of an ubiquitous T-Shirt, from the cotton fields of western Texas to the manufacturing bases in china, back to the US market and then to continetal Africa. In the process she introduces the complex labyrinth of market forces in place, global trade, protectionism and power.

A bit detailed at times, but still interesting read if you want to understand global trades..

Tipping point by Malcolm Gladwell

Just completed reading 'Tipping Point: How little things can make a big difference' by Malcolm Gladwell.

The book primarily covers three basic rules that apply to spread of any epidemic. Those are [sic]:

1. Law of the few: There are always Early adopters for any new idea. Success of the idea depends on the work and influence of the Early adopters. Typically Early adopters can be one of the following categories a) Mavens - One who accumulates knowledge b) Connectors- Who knows a lot of people c) Salesmen - People who can influence others 
2. Stickiness Factor: There is a simple way to package information that, under the right circumstances, can make it irresistible. All you have to do is to find it.
3. Power of Context: Human beings are a lot more sensitive to their environment than they may seem.

While the author discusses the above mentioned points in the context of epidemics in general, in hindsight, these laws have profound application in Managing Organizational Change. I would certainly apply these rules, when I plan next to introduce a new process in the organization. 

Recommended Reading: The Big Short

The fall of 'Lehman Brothers' in the later half of 2008 was a defining moment for me. Not as much for what Lehman stood for as for the resulting job losses in Lehman India (where some of my dear friends were proud employees once).

What I did not realize then, pretty obvious in hindsight, is the fall of Lehman Brothers had a more profound effect on wall street. This event marked the demise of high leverage Investment banking that was a hallmark of USA's capitalistic economy.

How did then this well oiled machine go so wrong? How come top notched financial innovations got punished by the very market they created?

Michael Lewis's 'The Big Short' takes throws light on what caused this catastrophe (biggest recession since 1930s'). A must read for all to understand how the fundamental weaknesses of the system (allowing esoteric high-leveraged deals), action (or rather inaction) of credit rating agencies such as Moody's S&P and above all the greed of Capitalist world joined hands to derail world's biggest economy.

Michael Lewis's deft treatment of such a prosaic topic is commendable. The sensitive handling of key protagonist coupled with thoughtful explanation of exotic financial instruments, makes the book, a compelling read.

Highly recommended.

In search of Excellence

A while ago, I had read the book "In Search of Excellence" by Thomas J Peters and Robert H Waterman. One particular quote from this book had left an indelible impression on my understanding of Leadership. Sharing the same below..

"An effective leader must be the master of two ends of the spectrum: ideas at the highest level of abstraction and actions at the most mundane levels of details"

As professionals move up in the corporate ladder, I observe they becoming less and less Hands-On. Decisions made without proper understanding of ground realities or without enough attention to details almost always prove to be wrong. Hence it's imperative for professionals to keep themselves abreast of the latest happenings in their core business area.


For those who are interested, the book describes following 8 attributes of innovative organizations

1. A bias for action
2. Close to the the customer
3. Autonomy and Entrepreneurship
4. Productivity through People
5. Hands on Value driven
6. Stick to the knitting
7. Simple form Lean Staff
8. Simultaneous loose-tight properties

Yet another quote from this book on "Creativity vs Innovation"

"Creativity is thinking up new things, Innovation is doing new things.. A powerful new idea can kick around unused in the company for years, not because it's merits are not recognized but because nobody has assumed the responsibility of converting it from words into action. Ideas are useless unless used."

Good To Great

Just finished reading "Good to Great" by Jim Collins.

I quite enjoyed reflecting/debating (with self) on the ideas put forth by the author. In the process, got moved by the following perspectives/Quotes

• GOOD is the enemy of GREAT
  
• "I never stopped trying to become qualified for the job" - Darwin Smith, CEO Kimberly-Clark (1971-1991)
  
• People are NOT your most important assets. The RIGHT people ARE
  
• Great companies made a habit of putting their best people on their best OPPORTUNITIES, not their worst PROBLEMS. Managing your PROBLEMS can make you GOOD, where as building on your OPPORTUNITIES is the only way to become GREAT
  
• Stockdale Paradox: "You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties AND at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be" - Admiral Jim Stockdale, PoW - Hanoi
  
• Lead with QUESTIONS not with ANSWERS
  
• Spending time and energy to motivate people is a waste of effort. The real question is not "How do we motivate our people". If you have the right people they will be motivated. The key is not to demotivate them.
  

• The Hedgehog Circles (refer to the picture)
  
  
• Leverage the Hedgehog Circles to define Organizational strategy
  
• The more an organization has discipline to stay within it's three (Hedgehog) Circles, the more it will have attractive opportunities for growth. The challenge becomes not opportunity creation, but opportunity SELECTION
  
• Sustainable transformations follow a predictable pattern of buildup and breakthrough
  

The book helped me putting leadership and management in right perspective. Recommended for all.

Rules of Thumb - 52 truths for winning at business without losing your self

Rules of Thumb (by Alan M. Webber) was my cerebral diet for the weekend. The book outlines 52 practical advices on how to win at business without losing your self. Alan's approach of putting his points across by relating to past experiences is easy to read and easier to connect.

Here are rules, I could relate easily:
#3 - Ask the last question first
#5 - Change is a math formula. Change happens when 'Cost of maintaining Status Quo is greater than the Risk of Change'
#10 - A good question beats a good answer. Asking questions can be dangerous; Not asking them can be fatal
#12 - The difference between a crisis and an opportunity is when you learn about it
#17 - Entrepreneurs choose serendipity over efficiency
#29 - Words matter
#30 - The likeliest sources of great ideas are in the most unlikely places
#32 - Content isn't the king; Context is
#35 - Loyalty is a two way street - Arnold "Red" Auerbach - Coach, The Boston Celtics
#41 - If you want to be a real leader; First get real about Leadership
#43 - Don't confuse Credential with Talent. Hire for Attitude; Train for skill
#45 - Failure isn't failing; Failure is failing to try
#51 - Take your work seriously; yourself 'Not so much'
#52 - Stay Alert! There are teachers everywhere

Recommended reading..