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The Leadership Code: Five Rules to Lead
Crack the leadership code - and take your leadership to the next level. What makes a great leader? It's a question that has been tackled by thousands. In fact, there are literally tens of thousands of leadership studies, theories, frameworks, models, and recommended best practices. But where are the clear, simple answers we need for our daily work lives? Are there any? Dave Ulrich, Norm Smallwood, and Kate Sweetman set out to answer these questions - to crack the code of leadership. Drawing on decades of research experience, the authors conducted extensive interviews with a variety of respected CEOs, academics, experienced executives, and seasoned consultants - and heard the same five essentials repeated again and again.
These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning.
These five rules became The Leadership Code. In The Leadership Code, the authors break down great leadership into day-to-day actions, so that you know what to do Monday morning.
Audible Audio
First published December 9, 2008
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About the author
Dave Ulrich
98 books104 followersDavid Olson Ulrich is a university professor, author, speaker, management coach, and management consultant. Ulrich is a professor of business at the Ross School of Business, University of Michigan and co-founder of The RBL Group
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December 25, 2012
Apakah saat ini Anda merupakan seorang pemimpin – dalam tingkatan atau institusi apapun? Apakah Anda juga memiliki tanggung-jawab membina calon pemimpin baru? Jika jawaban atas salah satu atau bahkan kedua pertanyaan tersebut adalah "Ya", pernahkah Anda bertanya kepada diri sendiri: apakah saya seorang pemimpin yang baik?
Pemimpin yang baik adalah pemimpin yang efektif. Mereka memulai semuanya dari diri sendiri. Jika Anda ingin membangun budaya kepemimpinan di perusahaan, Anda harus menjadi model bagi orang lain. Jika Anda dapat memperlihatkan kepemimpinan efektif dan mencontohkan perilaku yang tepat, para karyawan (atau bawahan Anda) akan mendapatkan ekspektansi yang jelas tentang apa yang harus mereka ketahui dan lakukan. Tidak hanya itu, para pelanggan Anda pun akan merasakan dampaknya, mereka akan senang melakukan bisnis dengan Anda. Para investor akan menaruh kepercayaan pada nilai-nilai yang diterapkan dalam perusahaan Anda. Dampak lanjutannya, Anda akan lebih mudah menemukan dan mendidik calon pemimpin mendatang.
Lantas, apa sebenarnya kepemimpinan efektif itu? Menjadi pemimpin yang efektif artinya turut membantu orang lain memimpin. Para pemimpin dikatakan berhasil dengan mendorong orang lain untuk melakukan pekerjaan yang tepat dengan benar. Memberikan contoh kepemimpinan menjamin Anda menjadi pemimpin yang baik, namun membantu orang lain menguasai aturan kepemimpinan menjamin sukses di masa yang akan datang. Saat Anda menolong orang lain menjadi pemimpin, Anda telah mengembangkan kepemimpinan dari kebisaan personal menjadi kapabilitas organisasi.
Di dalam buku The Leadership Code: Five Rules to Lead By, Dave Ulrich, Norm Smallwood dan Kate Sweetman mencoba menelaah tentang kepemimpinan, dan berhasil memetakan lima aturan dasar yang harus diketahui oleh setiap orang agar dapat menjadi pemimpin efektif. Mereka menyebutnya sebagai Leadership Code.
Pemimpin yang baik adalah pemimpin yang efektif. Mereka memulai semuanya dari diri sendiri. Jika Anda ingin membangun budaya kepemimpinan di perusahaan, Anda harus menjadi model bagi orang lain. Jika Anda dapat memperlihatkan kepemimpinan efektif dan mencontohkan perilaku yang tepat, para karyawan (atau bawahan Anda) akan mendapatkan ekspektansi yang jelas tentang apa yang harus mereka ketahui dan lakukan. Tidak hanya itu, para pelanggan Anda pun akan merasakan dampaknya, mereka akan senang melakukan bisnis dengan Anda. Para investor akan menaruh kepercayaan pada nilai-nilai yang diterapkan dalam perusahaan Anda. Dampak lanjutannya, Anda akan lebih mudah menemukan dan mendidik calon pemimpin mendatang.
Lantas, apa sebenarnya kepemimpinan efektif itu? Menjadi pemimpin yang efektif artinya turut membantu orang lain memimpin. Para pemimpin dikatakan berhasil dengan mendorong orang lain untuk melakukan pekerjaan yang tepat dengan benar. Memberikan contoh kepemimpinan menjamin Anda menjadi pemimpin yang baik, namun membantu orang lain menguasai aturan kepemimpinan menjamin sukses di masa yang akan datang. Saat Anda menolong orang lain menjadi pemimpin, Anda telah mengembangkan kepemimpinan dari kebisaan personal menjadi kapabilitas organisasi.
Di dalam buku The Leadership Code: Five Rules to Lead By, Dave Ulrich, Norm Smallwood dan Kate Sweetman mencoba menelaah tentang kepemimpinan, dan berhasil memetakan lima aturan dasar yang harus diketahui oleh setiap orang agar dapat menjadi pemimpin efektif. Mereka menyebutnya sebagai Leadership Code.
October 12, 2019
In a sense this book was similar to Leadership Pipeline and also 5 Levels of Leadership, but it was inferior to both of them. Main deficiency in my view was that it's too shallow and it felt like sales brochure for the commercial Leadership Code framework i.e. the tests were so basic that I doubt you can derive something significant from there.
1: Shape the Future. Strategists don’t merely envision the future, they help create it. They are curious, they aren’t afraid of those who are savvier than they are, and they create “strategic traction within the organization.”
2: Make Things Happen. It is not enough to be able to strategize, a leader also is an executor. Those who execute “make change happen,” they “follow a decision protocol,” they “ensure accountability,” they “build teams,” and they “ensure technical proficiency.”
3: Engage Today's Talent. Talent managers are magnets in bringing people along in their journey. Leaders who rally and optimize talent, ask "Who goes with us on our business journey?" And then, after getting the right people on the bus, talent managers generate intense personal, professional, and organizational loyalty. This is done through clear communication of the why, aligned direction, development, and creating a workplace worth coming to. Great talent managers have enough personal confidence to surround themselves with people who are gifted, and to make use of others’ gifts.
4: Build the Next Generation. Human capital developers do not merely look to make sure all of the holes in the organization are currently plugged, but they look to the future of the organization and their employees and develop the people in the organization toward that future. They do so by creating an employee brand, by helping people manage their careers, by finding next-generation talent, and by encouraging networks and relationships.
5: Invest in Yourself. To be successful in any of the other four rules, you must invest in yourself. Leaders are learners – growing through mentors, books, and relationships. A true leader must know himself, be able to cope with stress, tend to their own character and integrity, take care of himself and have personal energy and passion.
1: Shape the Future. Strategists don’t merely envision the future, they help create it. They are curious, they aren’t afraid of those who are savvier than they are, and they create “strategic traction within the organization.”
2: Make Things Happen. It is not enough to be able to strategize, a leader also is an executor. Those who execute “make change happen,” they “follow a decision protocol,” they “ensure accountability,” they “build teams,” and they “ensure technical proficiency.”
3: Engage Today's Talent. Talent managers are magnets in bringing people along in their journey. Leaders who rally and optimize talent, ask "Who goes with us on our business journey?" And then, after getting the right people on the bus, talent managers generate intense personal, professional, and organizational loyalty. This is done through clear communication of the why, aligned direction, development, and creating a workplace worth coming to. Great talent managers have enough personal confidence to surround themselves with people who are gifted, and to make use of others’ gifts.
4: Build the Next Generation. Human capital developers do not merely look to make sure all of the holes in the organization are currently plugged, but they look to the future of the organization and their employees and develop the people in the organization toward that future. They do so by creating an employee brand, by helping people manage their careers, by finding next-generation talent, and by encouraging networks and relationships.
5: Invest in Yourself. To be successful in any of the other four rules, you must invest in yourself. Leaders are learners – growing through mentors, books, and relationships. A true leader must know himself, be able to cope with stress, tend to their own character and integrity, take care of himself and have personal energy and passion.
June 22, 2025
1.) Shape the Future
2.) Strategy
3.) invite others in
4.) engage your group
5.) traction
2.) Make Things happen
3.) virus prevent change - so afraid of losing our heritage that we don’t change the culture
4.) don’t be hard on the people, be hard on the problem.
2.) Strategy
3.) invite others in
4.) engage your group
5.) traction
2.) Make Things happen
3.) virus prevent change - so afraid of losing our heritage that we don’t change the culture
4.) don’t be hard on the people, be hard on the problem.
December 27, 2022
I loved leadership books and this one seeks to identify what the common rules are (the leadership code) that all leaders must live by.
Here are some of my takeaways...
"No one disputes that leadership matters. While we can stipulate that leadership matters and that we know it when we encounter it, it is much more difficult to find the elusive answer to the simple question, 'What makes an effective leader?'"
"Rule 1: Shape the Future."
"This rule is embodied in the strategist dimension of the leader. Strategists answer the question, 'Where are we going?' and make sure that those around them understand the direction as well. They not only envision, but can create a future."
"Rule 2: Make Things Happen."
"Turn what you know into what you do. The executor dimension of the leader focuses on the question, 'How will we make sure we get to where we are going?' Executors translate strategy into action."
"Rule 3: Engage Today’s Talent."
"Leaders who optimize talent today answer the question, 'Who goes with us on our business journey?' Talent managers know how to identify, build, and engage talent to get results now. Talent managers identify what skills are required, draw talent to their organizations, develop people, engage them, and ensure that employees turn in their best efforts."
"Rule 4: Build the Next Generation."
"Leaders who are human capital developers answer the question, 'Who stays and sustains the organization for the next generation?' Human capital developers ensure that the organization has the longer-term competencies required for future strategic success. Human capital developers help future leaders to be successful."
"Rule 5: Invest in Yourself."
"At the heart of the leadership code - is personal proficiency. Effective leaders cannot be reduced to what they know and do. Who they are as human beings has everything to do with how much they can accomplish with and through other people."
"All leaders must excel at personal proficiency. Without the foundation of trust and credibility, you cannot ask others to follow you."
"All leaders must have on towering strength. Most successful leaders excel in at least one of the other four roles."
"All leaders must be at least average in their 'weaker' leadership domains."
"The higher up the organization that the leader rises, the more he or she needs to develop excellence in more than one of the four domains."
Here are some of my takeaways...
"No one disputes that leadership matters. While we can stipulate that leadership matters and that we know it when we encounter it, it is much more difficult to find the elusive answer to the simple question, 'What makes an effective leader?'"
"Rule 1: Shape the Future."
"This rule is embodied in the strategist dimension of the leader. Strategists answer the question, 'Where are we going?' and make sure that those around them understand the direction as well. They not only envision, but can create a future."
"Rule 2: Make Things Happen."
"Turn what you know into what you do. The executor dimension of the leader focuses on the question, 'How will we make sure we get to where we are going?' Executors translate strategy into action."
"Rule 3: Engage Today’s Talent."
"Leaders who optimize talent today answer the question, 'Who goes with us on our business journey?' Talent managers know how to identify, build, and engage talent to get results now. Talent managers identify what skills are required, draw talent to their organizations, develop people, engage them, and ensure that employees turn in their best efforts."
"Rule 4: Build the Next Generation."
"Leaders who are human capital developers answer the question, 'Who stays and sustains the organization for the next generation?' Human capital developers ensure that the organization has the longer-term competencies required for future strategic success. Human capital developers help future leaders to be successful."
"Rule 5: Invest in Yourself."
"At the heart of the leadership code - is personal proficiency. Effective leaders cannot be reduced to what they know and do. Who they are as human beings has everything to do with how much they can accomplish with and through other people."
"All leaders must excel at personal proficiency. Without the foundation of trust and credibility, you cannot ask others to follow you."
"All leaders must have on towering strength. Most successful leaders excel in at least one of the other four roles."
"All leaders must be at least average in their 'weaker' leadership domains."
"The higher up the organization that the leader rises, the more he or she needs to develop excellence in more than one of the four domains."
May 11, 2009
Five rules for becoming a leader
Dave Ulrich, Norm Smallwood and Kate Sweetman have accomplished an almost impossible task: sifting through the overwhelming amount of information and knowledge on the nebulous subject of leadership, and actually making sense of it. They synthesize their research into five essential rules they call the “Leadership Code.” They tell readers how to strategize, execute, involve employees, develop a base of talented people and how to grow as leaders. Filled with business vocabulary, this is clearly a book by businesspeople for businesspeople. Nonetheless, getAbstract recommends it to current and aspiring executives who want to crack the code to find and follow the elusive path to great leadership.
Dave Ulrich, Norm Smallwood and Kate Sweetman have accomplished an almost impossible task: sifting through the overwhelming amount of information and knowledge on the nebulous subject of leadership, and actually making sense of it. They synthesize their research into five essential rules they call the “Leadership Code.” They tell readers how to strategize, execute, involve employees, develop a base of talented people and how to grow as leaders. Filled with business vocabulary, this is clearly a book by businesspeople for businesspeople. Nonetheless, getAbstract recommends it to current and aspiring executives who want to crack the code to find and follow the elusive path to great leadership.
October 22, 2011
This book comes in really handy if you fall into the kind of leadership positions it targets. It focuses a lot on executives/managers and people in some sort of authority role.
They also provide very good ways (exercises inclusive) of looking at leadership and how a person can be an effective leader to others and themselves.
I found it a good read and a book I will keep on my shelf ready to re-read when I find myself in any such roles targeted in the book.
They also provide very good ways (exercises inclusive) of looking at leadership and how a person can be an effective leader to others and themselves.
I found it a good read and a book I will keep on my shelf ready to re-read when I find myself in any such roles targeted in the book.
October 20, 2017
In “The Leadership Code” Dave Ulrich, Norm Smallwood and Kate Sweetman go after “the whole of what makes an effective leader, not just one of the parts.” It’s a bold but ultimately rewarding decision. Leadership matters because people matter: “We have all experienced a gifted leader who engaged all of us -- our hearts, minds, and feet. Dynamic leaders enlist us in a cause, and we willingly follow their counsel." But we can’t just hope for those dynamic leaders to emerge, Ulrich, Smallwood, and Sweetman assert, we have to build systems of leadership that with transform cultures and people alongside them. Synthesizing decades of research, they believe that there is a DNA to leadership. The shape of that genetic leadership code is five distinguishable and interrelated leadership traits. Those traits are: 1) strategist; 2) executor; 3) talent manager; 4) human capital developer; 5) personal proficiency.
Along the way, they offer tools to evaluate and a path to grow in each of these.
The authors turn into these traits into rules. They are:
Rule 1: Shape the Future. Strategists don’t merely envision the future, they help create it. They are curious, they aren’t afraid of those who are savvier than they are, and they create “strategic traction within the organization.” Strategists can shift their point of view to see their business from the point of view of their customer, focus on the real issues at hand, and move to implement change accordingly.
Rule 2: Make Things Happen. It is not enough to be able to strategize, a leader also is an executor. Those who execute “make change happen,” they “follow a decision protocol,” they “ensure accountability,” they “build teams,” and they “ensure technical proficiency.” Every organization is full of traps that prevent execution, from Monday morning quarterbacking, to over-informing, to looking in the rear view mirror instead of the windshield. We grow in our execution when we grow in clarity, accountability, timeliness, process, and reporting.
Rule 3: Engage Today's Talent. Talent managers are magnets in bringing people along in their journey. Leaders who rally and optimize talent, ask "Who goes with us on our business journey?" And then, after getting "the right people on the bus, talent managers generate intense personal, professional, and organizational loyalty.” This is done through clear communication of the why, aligned direction, development, and creating a workplace worth coming to. Great talent managers “have enough personal confidence to surround themselves with people who are gifted, and to make use of others’ gifts.” Surprisingly, their research found that “top companies for leadership have leaders who spend up to 30 percent of their time on talent issues.” Surprisingly (this will pop up again in Rule 5), the authors also identified the importance of creating a workplace where spiritual disciplines can be authentically lived out. Unsurprisingly, their take on what constitutes spiritual practices is rather thin. But the acknowledgement itself was very encouraging.I believe this was the best chapter of the book and worth the price of the book itself. It really is a must read for any organizational leader.
Rule 4: Build the Next Generation. Human capital developers do not merely look to make sure all of the holes in the organization are currently plugged, but they look to the future of the organization and their employees and develop the people in the organization toward that future. They do so by creating an employee brand, by helping people manage their careers, by finding next-generation talent, and by encouraging networks and relationships. Critical to this is authenticity: “You need to look carefully at yourself to see if you embody and live the employee brand you articulate. You need to become the exemplar, the icon, of what you want others to do.” Among the many great practical suggestions sprinkled throughout the book is the idea of a “stay interview” where you meet with employees regularly to help them assess their future organizational fit and to help them to continue to move forward in their development.
Rule 5: Invest in Yourself. At the heart of these rules lies this fifth rule. To be successful in any of the other four rules, you must invest in yourself. “Leaders are learners” – growing through mentors, books, and relationships. A true leader must know themselves, be able to cope with stress, tend to their own character and integrity, take care of themselves, and have personal energy and passion.
There is little in “The Leadership Code” that is jaw dropping,” but the authors did not intend for these types of revelations in their book. But the scope of the book and even the important and thoughtful relationship between the rules is significant. I know my tendency as a leader can obsess over or sweep under the rug what I am weak at while not properly appreciating the unique strengths I bring to the table. “The Leadership Code” helps me sharpen strength and weakness alike for the ultimate goal of leading well.
As a Christian I especially appreciated the focus on personal development, not just in the context of leading an organization, but in a more intimate spiritual context. While any Christian would have much more they would want to add to “The Leadership Code” they would find that the framework lends itself naturally to such conversations.
Along the way, they offer tools to evaluate and a path to grow in each of these.
The authors turn into these traits into rules. They are:
Rule 1: Shape the Future. Strategists don’t merely envision the future, they help create it. They are curious, they aren’t afraid of those who are savvier than they are, and they create “strategic traction within the organization.” Strategists can shift their point of view to see their business from the point of view of their customer, focus on the real issues at hand, and move to implement change accordingly.
Rule 2: Make Things Happen. It is not enough to be able to strategize, a leader also is an executor. Those who execute “make change happen,” they “follow a decision protocol,” they “ensure accountability,” they “build teams,” and they “ensure technical proficiency.” Every organization is full of traps that prevent execution, from Monday morning quarterbacking, to over-informing, to looking in the rear view mirror instead of the windshield. We grow in our execution when we grow in clarity, accountability, timeliness, process, and reporting.
Rule 3: Engage Today's Talent. Talent managers are magnets in bringing people along in their journey. Leaders who rally and optimize talent, ask "Who goes with us on our business journey?" And then, after getting "the right people on the bus, talent managers generate intense personal, professional, and organizational loyalty.” This is done through clear communication of the why, aligned direction, development, and creating a workplace worth coming to. Great talent managers “have enough personal confidence to surround themselves with people who are gifted, and to make use of others’ gifts.” Surprisingly, their research found that “top companies for leadership have leaders who spend up to 30 percent of their time on talent issues.” Surprisingly (this will pop up again in Rule 5), the authors also identified the importance of creating a workplace where spiritual disciplines can be authentically lived out. Unsurprisingly, their take on what constitutes spiritual practices is rather thin. But the acknowledgement itself was very encouraging.I believe this was the best chapter of the book and worth the price of the book itself. It really is a must read for any organizational leader.
Rule 4: Build the Next Generation. Human capital developers do not merely look to make sure all of the holes in the organization are currently plugged, but they look to the future of the organization and their employees and develop the people in the organization toward that future. They do so by creating an employee brand, by helping people manage their careers, by finding next-generation talent, and by encouraging networks and relationships. Critical to this is authenticity: “You need to look carefully at yourself to see if you embody and live the employee brand you articulate. You need to become the exemplar, the icon, of what you want others to do.” Among the many great practical suggestions sprinkled throughout the book is the idea of a “stay interview” where you meet with employees regularly to help them assess their future organizational fit and to help them to continue to move forward in their development.
Rule 5: Invest in Yourself. At the heart of these rules lies this fifth rule. To be successful in any of the other four rules, you must invest in yourself. “Leaders are learners” – growing through mentors, books, and relationships. A true leader must know themselves, be able to cope with stress, tend to their own character and integrity, take care of themselves, and have personal energy and passion.
There is little in “The Leadership Code” that is jaw dropping,” but the authors did not intend for these types of revelations in their book. But the scope of the book and even the important and thoughtful relationship between the rules is significant. I know my tendency as a leader can obsess over or sweep under the rug what I am weak at while not properly appreciating the unique strengths I bring to the table. “The Leadership Code” helps me sharpen strength and weakness alike for the ultimate goal of leading well.
As a Christian I especially appreciated the focus on personal development, not just in the context of leading an organization, but in a more intimate spiritual context. While any Christian would have much more they would want to add to “The Leadership Code” they would find that the framework lends itself naturally to such conversations.
June 14, 2017
Excellent one. Recommended for both leadership professionals & business leaders.
March 18, 2017
The quest of organisations to have effective leaders never end. One aspect that makes this a challenge is the volumes of information about leadership models and frameworks. The great part about The Leadership Code is it does not provide a one size fits all solution on leadership development. It understands the nuisance and context of leadership at various levels thereby giving you guidance on the amount of maturity required to apply its concepts in your context.
Just as the book also stated, people who fail 360s are the same people who receive the most rewards. This indicates the malignant situation in organisations where people development is preached but not practiced. Though it may not be the fault of the manager, the reality is only results matter.
As leaders, we need to check ourselves to ensure that part of the results we need to deliver is the growth and development of our people for the long run. Might be a cliche but will always be true. For without our people, we can only be lone rangers.
Just as the book also stated, people who fail 360s are the same people who receive the most rewards. This indicates the malignant situation in organisations where people development is preached but not practiced. Though it may not be the fault of the manager, the reality is only results matter.
As leaders, we need to check ourselves to ensure that part of the results we need to deliver is the growth and development of our people for the long run. Might be a cliche but will always be true. For without our people, we can only be lone rangers.
July 5, 2019
This book recycled common sense and did not give me anything of value. This also was knocked down significantly because it was made into an audio book but not adapted to that format. I’ve lost my patience with books that want access to the audio market but are too lazy to edit for the format. I spent much of this book being instructed to write stuff down—not feasible for most of the times where audio provides an advantage.
March 6, 2017
READ MAR 2017
This is an excellent and balanced model for leader development. The framework is applicable to any industry, company size, or geography. Simple to professionals managing a development process and meaningful for participants.
#TheLeadershipCode
This is an excellent and balanced model for leader development. The framework is applicable to any industry, company size, or geography. Simple to professionals managing a development process and meaningful for participants.
#TheLeadershipCode
August 26, 2018
Answers many questions leadership development
March 15, 2019
Lots of practical tips! Recommended for readers looking to expand their leadership!
Read
December 30, 2019Audio book the leadership code.com
August 13, 2020
Book has some helpful insights on leadership in a corporate world. Very practical.
March 28, 2022
Solid framework around leadership ideas to stick by.
April 1, 2023
Although the book doesn’t offer groundbreaking revelations, it effectively provides an overview of leadership components and plenty of self-assessment materials to become a better leader today!
September 25, 2024
The Leadership Code: Five Rules to Lead By - A Review
Dave Ulrich's "The Leadership Code" offers a concise and insightful framework for effective leadership.
What's good:
• Clarity and Focus: Ulrich presents five clear and actionable "rules" for leadership, making the content readily applicable.
• Research-Based: The book is grounded in solid research and draws on Ulrich's extensive experience.
• Practical Tools: Each chapter includes self-assessment questions and exercises to help readers reflect on their leadership and identify areas for improvement.
• Broad Appeal: The book is relevant for leaders at all levels.
What could be better:
• Depth: Some readers may crave a more in-depth exploration of each rule.
Overall:
"The Leadership Code" is a well-written guide to effective leadership. It's a valuable resource for anyone seeking to enhance their leadership skills. I'd recommend it to both new and experienced leaders.
Rating: 4 out of 5 stars
Dave Ulrich's "The Leadership Code" offers a concise and insightful framework for effective leadership.
What's good:
• Clarity and Focus: Ulrich presents five clear and actionable "rules" for leadership, making the content readily applicable.
• Research-Based: The book is grounded in solid research and draws on Ulrich's extensive experience.
• Practical Tools: Each chapter includes self-assessment questions and exercises to help readers reflect on their leadership and identify areas for improvement.
• Broad Appeal: The book is relevant for leaders at all levels.
What could be better:
• Depth: Some readers may crave a more in-depth exploration of each rule.
Overall:
"The Leadership Code" is a well-written guide to effective leadership. It's a valuable resource for anyone seeking to enhance their leadership skills. I'd recommend it to both new and experienced leaders.
Rating: 4 out of 5 stars
This entire review has been hidden because of spoilers.
September 6, 2015
As I venture into the world of startups from a corporate job, I look forward to implement best management practices, principles and value ethics in place. My previous organization went from being great to at the brick of falling in a matter of months and I saw the fall in person. There were reasons I could clearly see why this sudden catastrophe occurred there.
Now when I read this book, I was taken aback. The 5 competencies that the authors talk about in this book are just the aspects that made and broke the organization. At times they were great strategist, executors which helped them lead in short term. Being bad talent managers, human resource developers they lost most good employees. Every single point in the book could be related to the what happened to us.
An amazing book to start learning management and develop company processes.
Now when I read this book, I was taken aback. The 5 competencies that the authors talk about in this book are just the aspects that made and broke the organization. At times they were great strategist, executors which helped them lead in short term. Being bad talent managers, human resource developers they lost most good employees. Every single point in the book could be related to the what happened to us.
An amazing book to start learning management and develop company processes.
August 16, 2012
Dave Ulrich, i really didn't know anything about him before reading this book. I accidentally came to learn about his talent in corporate Human Capital Development from our HR manager at work.
I got the book and started reading, realizing, that I’m lucky to get a recommendation about this beautiful HR guru, very informative, practical to work (enterprises) with the focus on change management and Talent.
I'm pretty sure the purpose of this book is to open new doors for Dave Ulrich to provide future consultancy as he doesn't spill out all the secrets to good leadership.
all in all, highly recommended very useful Organizational Development model.
I got the book and started reading, realizing, that I’m lucky to get a recommendation about this beautiful HR guru, very informative, practical to work (enterprises) with the focus on change management and Talent.
I'm pretty sure the purpose of this book is to open new doors for Dave Ulrich to provide future consultancy as he doesn't spill out all the secrets to good leadership.
all in all, highly recommended very useful Organizational Development model.
November 21, 2016
Divide em cinco dimensões para estabelecer o perfil do líder, baseado em pesquisas com centenas de CEOs. Elas fazem sentido, especialmente a divisão entre fomentador de capital humano e gestor de talentos, uma linha tênue nem sempre enxergada nas organizações - assim como o estrategista e o executor. Enxergar as cinco dimensões, e entender que a combinação delas o fará um líder melhor, parece um bom recado.
December 4, 2009
Simple, yet strong messages. I particularly liked the fact that the last three of the five rules were about people:
(i) Engage today's talent.
(ii) Build the next generation
(iii) Invest in yourself.
So much as leadership is about setting direction and getting things done, it is even more often about getting the right people, helping them to grow and keeping them.
(i) Engage today's talent.
(ii) Build the next generation
(iii) Invest in yourself.
So much as leadership is about setting direction and getting things done, it is even more often about getting the right people, helping them to grow and keeping them.
August 2, 2010
The principles of this book are high impact, but the way the book was written was something dreary. Perhaps I felt that way mostly because I do not have a business mind in my head. Audience is high-up business people in need of improving the leaders of their company, or improving themselves.
The authors are the co-founders for the company for which I work.
The authors are the co-founders for the company for which I work.
December 13, 2012
This book is very difficult to rate because, on the one hand, it contains a very wise leadership paradigm (watch the video here http://www.leadershipcodebook.com to see what I mean). Yet on the other hand, the content is not as focused, and so not as transferrable to this reader. In my opinion, 95% of the pay-off for this book is in the first chapter.
March 28, 2015
These guys are among the best researchers and consultants on leadership, so it's no surprise that their book is well grounded in real practice and a strong survey of all the facets of leadership. It's brief, mostly casting vision for what leadership should be and offering only a little on how to get there. Worth reading for any leader.
July 16, 2015
Not a leadership book Rather it is management book intended for academic audience. Does not build on concepts gradually instead too much keywords and terminlogy employed all through. Not interesting to read..
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December 12, 2009Pharmacy Leadership Academy list
August 24, 2011
Has become my go-to recommendation for newly minted managers. A fantastic compendium of the essential elements of great leadership.
October 7, 2011
Nothing earth-shattering, I'm afraid, albeit contains sufficiently good reminders throughout. The only term that really caught my attention is 'Action Learning'.
August 22, 2012
Thanks God it is finished. If I follow this book instructions I'm sure I'll never be a leader. It's impossible.
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