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brettbittner's review against another edition
5.0
jillccox's review against another edition
5.0
labyrinth_witch's review against another edition
4.0
Utilizing interviews through Gallup, Buckingham argues for his own theories on these matters. Whether you agree or not, he nonetheless gets you thinking about why you swallowed these concepts lock, stock, and barrel. He also demonstrates why you’ve felt uncomfortable in many of theses situations.
Perhaps of most value to me, was the idea that goals are a system of record keeping not of aspiration. He discusses how arbitrary the trickle-down system of goals is to actually getting anything done. Instead, organizations that can disperse meaning and purpose through all levels exhibit more effectiveness.
For the questions I’m asking myself right now, he talks about how leaders are rarely the people that check all the leadership competency boxes. Instead he encourages us to ask why we follow. He then states “we follow mastery. We follow those who are good at things we care about.” Then he encourages you to intentional cultivate your own idiosyncrasies and become a “leader” in that one thing for that time for that purpose. With that, a whole world opened up for me. Permission to do the things I really want to do instead of pursuing what I’m “supposed” to be doing.
Overall, an enjoyable read. Recommend to anyone who is asking how they ended up here. Worth reading again to “unlearn” these concepts.
kesogago's review against another edition
5.0
(I just invented this word, thank me later)
andreazak's review against another edition
5.0
rossbm's review against another edition
4.0
The following lies/truths stood out for me:
Lie #4: The best people are well-rounded. Truth: The best people are spiky. My takeaway(s): Instead of trying to fix your weaknesses, lean into your strengths. Fixing your weaknesses will only make you average, while honing your strengths will make you great. A strength is not only something that you are good at, but something that strengthens you. Leaders should identify and leverage the strengths of their people instead of trying to fix their weaknesses or make them conform to a standard profile.
Lie #9: Leadership is a thing. Truth: We follow spikes. My takeaway(s): Leadership is not a generic skill or trait that can be taught or measured. A leader is only a leader if they attract and retain followers. People’s reasons for following a leader will depend on the leader’s distinctive qualities as well the unique context of the situation. To succeed as a leader, cultivate your strengths, such as vision, charisma, expertise, or courage, and use them to inspire others.