| The Inner Work of Leaders:
Leadership as a Habit of Mind
By Barbara Mackoff, Gary Wenet
226 pages, 2000
Reviewed by Robyn Robins
The flyleaf of this book says it all. "There is no script
for being a great leader, and no way to playact in the role. The
inner work creates the difference between a manager and a leader.
Leaders who shine have the insight to examine their own lives葉he
influence of their families, the guidance of teachers, and the force
of momentous events預nd translate that information into habits of
mind for persevering in the face of obstacles and instilling commitment
and confidence in others."
The Inner Work of Leaders recounts the individual experiences
of a variety of leaders in business and society through an examination
of personal influences: family, upbringing, schools, and mentors.
It is less a book about contemporary business issues than an exploration
of deeply personal journeys. Certainly most of the 50 or more people
interviewed credited their parents and family with establishing
the foundation from which they have been inspired to achieve. Among
these leaders are Sara Lee CEO John Bryan, Hearst Magazines president
Cathleen Black, Chief of the Cherokee Nation Wilma Mankiller, Chicago
Cubs president Andy MacPhail, and Ogilvy & Mather CEO Shelly
Lazarus.
Although the retelling of deeply personal experiences from childhood
may give pause to some readers of "business books," Mackoff
and Wenet are careful to relate them to styles of organizational
leadership. Of course, it's nothing new to suggest that leaders
who can call on a knowledge of their inner selves shine particularly
brightly. Perhaps what distinguishes this book is the intimacy of
the personal disclosures.
Each leader tells his or her story by translating lifetime lessons
into "habits of mind" that are central to his or her success,
such as:
Reflection葉he capacity to observe and analyze his or
her own behavior Attunement葉he practice of learning from every person
in the organization Conviction葉he ability to draw upon inner authority and
purpose Framework葉he strategy of interpreting negative events
with a resilient response Replenishment葉he craft of restoring perspective and
renewing resources
As in everything, it is what we do with the information we have
that makes a difference. "The key in each leader's life was
not what happened to that person, but what he or she did with what
happened," say the authors. "The route to leadership was
directed by how each leader made sense of family events."
Of particular note is the issue of ethics. It is the area in which
I found the stories most interesting, and I could relate it to decision
making on a wider, more profound scale. But the world of global
business is not always shaped by people who think and react the
same as we do, and it is on this front that I found the sharpness
of the lessons considerably blunted. Nevertheless, I found the book
an interesting take on what makes leaders.
The authors contend that the legacy of childhood carries over into
the work of adult leadership. And though the book may seem preoccupied
with learning lessons, it also brings up the notion that leaders
are themselves teachers. So if the "who teaches the teachers"
question intrigues you, this is a good read. For those who can relate
to the stories in the book, it will be a compelling read.
Robyn Robins is a member of the DMI Advisory
Council and principal of Communicationxchange, an Australian corporate
and brand identity consultancy.
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