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Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership
A WALL STREET JOURNAL BEST-SELLING BOOK
NAMED BY THE WASHINGTON POST AS ONE OF THE 11 LEADERSHIP BOOKS TO READ IN 2018
Radical What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.
In building their argument, Dempsey and Brafman introduce several concepts that illuminate both the vulnerability and the opportunity in leading
The principles discussed in Radical Inclusion are memorable and the book is full of engaging stories. From a young vegan’s confrontation with opponents in Berkeley to a young lieutenant’s surprising visitor during the Cold War, from a reflection on the significance of Burning Man to a discussion of challenges faced in the Situation Room, Radical Inclusion will provide you with leadership tools to address real leadership challenges.
NAMED BY THE WASHINGTON POST AS ONE OF THE 11 LEADERSHIP BOOKS TO READ IN 2018
Radical What the Post-9/11 World Should Have Taught Us About Leadership examines today’s leadership landscape and describes the change it demands of leaders. Dempsey and Brafman persuasively explain that today’s leaders are in competition for the trust and confidence of those they lead more than ever before. They assert that the nature of power is changing and should not be measured by degree of control alone. They offer principles for adaptation and bring them to life with examples from business, academia, government, and the military.
In building their argument, Dempsey and Brafman introduce several concepts that illuminate both the vulnerability and the opportunity in leading
The principles discussed in Radical Inclusion are memorable and the book is full of engaging stories. From a young vegan’s confrontation with opponents in Berkeley to a young lieutenant’s surprising visitor during the Cold War, from a reflection on the significance of Burning Man to a discussion of challenges faced in the Situation Room, Radical Inclusion will provide you with leadership tools to address real leadership challenges.
176 pages, Hardcover
Published March 6, 2018
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March 6, 2018
This book is okay overall, good in the second half, and very good in a few places. But it was priced and marketed to be groundbreaking and transformative. And against that self-imposed standard, I think it comes up a bit short.
The title, for starters, seems ill-fitted, particularly for the first half of the book. Yes, inclusion is a hot keyword these days, but the authors use it here (the first half, at least) more as a synonym for decentralized than anything to do with inclusive equity. By the end they use the term in relation to listening and collaborating, and here the fit is better, but it doesn’t quite vindicate the titular usage.
That titular disconnect, for me, seems a good analogy for the book as a whole. The lessons and the supporting stories often seem a bit forced, as if the words were driving the substance. The result is not so much inaccurate as inappropriate. Let me explain.
There are two fundamental themes on which the first half of the book is constructed. The first theme is one popularized by Abraham Maslow, although his name is never mentioned. It is the need to belong. In Maslow’s vernacular, it is the need to connect to the world around us and it is the third step in Maslow’s hierarchy of human needs (published in 1943), right above our physiological needs and the need for safety.
The second theme is the power of the micro-influencer in the digital echo. The basic conclusion is that the battle for minds and loyalty today is NOT won by facts, but narratives. “More specifically, the world is moving from debates about facts to battles of narratives.” (True, but very unfortunate.)
As a result, according to the authors, leaders cannot lead through control, but through the emotion of narrative, which is best constructed through radical inclusion, as they use the term, or letting the audience define the narrative. “Facts are by definition grounded in logic. Narratives, however, are based on emotions.” And, “A narrative battle is won by drowning out the countermessage.”
At this point, admittedly, I was ready to put the book down. As I had invested a fair amount of coin to read it, however, (the price is set by the publisher, not the authors) I couldn’t bring myself to do it. And, in retrospect, I’m glad I didn’t.
They went on. “The kind of inclusion we’re talking about isn’t necessarily about admission; it’s about participation.” And they offer Burning Man and the McVegan movement, Ori Brafman having been intimately involved with the latter, as two of their primary examples.
There is, of course, some validity to their perspective. The advice, however, strikes me as recommending to adolescents that the best way to get through this transitive and unsettling period of life is to double down on the parts of it you must grow through in order to lead a relatively fulfilling and productive life. It’s not that the perspective is false. It’s more that it’s not the one we should want our leaders to follow.
The McVegan analogy, for example, starts with the Berkeley Students for Animal Liberation movement back in the mid-90s. It lacked traction, according to the story told here, until it morphed into McVegan. The analogy is that the leaders reversed what is now known as the social echo. They took a deconstructive movement (animal liberation) and made it hip and zany (McVegan) by making it constructive and fun.
And I get that. But did the movement sacrifice value and purpose for influence? And is that really a good thing? Or is that exactly the kind of thinking that is exaggerating and accelerating the worst aspects of the ‘click economy?’
“Leadership Principle #1: Give Them Memories.” Really? Memories aren’t necessarily substantive, like trust or commitment. Not all memories are worth promoting. The conclusions aren’t all wrong, mind you: “A compliment at a meeting. The willingness to listen for just a few minutes beyond our usual attention span. The habit of explaining in a constructive way…” But are memories the right analogy? Again, it strikes me as a forced fit.
It is here, however, that the book improves for the better – at times much better. And it is here that the experience of General Dempsey seems to take charge of the narrative. He, as you know from the description, is a retired four star general and a former Chairman of the Joint Chiefs of Staff. In short, he could run any organization in America.
The best piece of advice in the book comes directly from the military: The admonition and encouragement to ‘make it matter.’ General Dempsey lives by it and it is sound advice for each of us, no matter who we are or what we do. It, too, is constructive, and it’s constructive in the most important ways. It implies trust, empathy, compassion, care, accountability – all of the things you want in your organization at every level.
From here the book hits its stride, with chapters like “Connect Effort With Meaning, Prevent Decision Paralysis, Collaborate at Every Level of the Organization, Expand the Circle, and the Leadership Instincts: Listen, Amplify, Include.” It’s great stuff and the general has powerful real life stories to reinforce each one.
But great stuff isn’t always new and this is one case where the wisdom is more tried and true and less new and innovative. While the story is told well in the end, it didn’t strike me that the authors were plowing new ground.
My own ‘bottom line’ on the book is that the second half is very sound and reinforces a lot of good wisdom. The structure and the prose struck me as forced in places, but part of it works well and some of it works very well. All told, however, it didn’t live up to the expectations and the price set by the publisher. Only my opinion, but, hey, this is a book about inclusion.
The title, for starters, seems ill-fitted, particularly for the first half of the book. Yes, inclusion is a hot keyword these days, but the authors use it here (the first half, at least) more as a synonym for decentralized than anything to do with inclusive equity. By the end they use the term in relation to listening and collaborating, and here the fit is better, but it doesn’t quite vindicate the titular usage.
That titular disconnect, for me, seems a good analogy for the book as a whole. The lessons and the supporting stories often seem a bit forced, as if the words were driving the substance. The result is not so much inaccurate as inappropriate. Let me explain.
There are two fundamental themes on which the first half of the book is constructed. The first theme is one popularized by Abraham Maslow, although his name is never mentioned. It is the need to belong. In Maslow’s vernacular, it is the need to connect to the world around us and it is the third step in Maslow’s hierarchy of human needs (published in 1943), right above our physiological needs and the need for safety.
The second theme is the power of the micro-influencer in the digital echo. The basic conclusion is that the battle for minds and loyalty today is NOT won by facts, but narratives. “More specifically, the world is moving from debates about facts to battles of narratives.” (True, but very unfortunate.)
As a result, according to the authors, leaders cannot lead through control, but through the emotion of narrative, which is best constructed through radical inclusion, as they use the term, or letting the audience define the narrative. “Facts are by definition grounded in logic. Narratives, however, are based on emotions.” And, “A narrative battle is won by drowning out the countermessage.”
At this point, admittedly, I was ready to put the book down. As I had invested a fair amount of coin to read it, however, (the price is set by the publisher, not the authors) I couldn’t bring myself to do it. And, in retrospect, I’m glad I didn’t.
They went on. “The kind of inclusion we’re talking about isn’t necessarily about admission; it’s about participation.” And they offer Burning Man and the McVegan movement, Ori Brafman having been intimately involved with the latter, as two of their primary examples.
There is, of course, some validity to their perspective. The advice, however, strikes me as recommending to adolescents that the best way to get through this transitive and unsettling period of life is to double down on the parts of it you must grow through in order to lead a relatively fulfilling and productive life. It’s not that the perspective is false. It’s more that it’s not the one we should want our leaders to follow.
The McVegan analogy, for example, starts with the Berkeley Students for Animal Liberation movement back in the mid-90s. It lacked traction, according to the story told here, until it morphed into McVegan. The analogy is that the leaders reversed what is now known as the social echo. They took a deconstructive movement (animal liberation) and made it hip and zany (McVegan) by making it constructive and fun.
And I get that. But did the movement sacrifice value and purpose for influence? And is that really a good thing? Or is that exactly the kind of thinking that is exaggerating and accelerating the worst aspects of the ‘click economy?’
“Leadership Principle #1: Give Them Memories.” Really? Memories aren’t necessarily substantive, like trust or commitment. Not all memories are worth promoting. The conclusions aren’t all wrong, mind you: “A compliment at a meeting. The willingness to listen for just a few minutes beyond our usual attention span. The habit of explaining in a constructive way…” But are memories the right analogy? Again, it strikes me as a forced fit.
It is here, however, that the book improves for the better – at times much better. And it is here that the experience of General Dempsey seems to take charge of the narrative. He, as you know from the description, is a retired four star general and a former Chairman of the Joint Chiefs of Staff. In short, he could run any organization in America.
The best piece of advice in the book comes directly from the military: The admonition and encouragement to ‘make it matter.’ General Dempsey lives by it and it is sound advice for each of us, no matter who we are or what we do. It, too, is constructive, and it’s constructive in the most important ways. It implies trust, empathy, compassion, care, accountability – all of the things you want in your organization at every level.
From here the book hits its stride, with chapters like “Connect Effort With Meaning, Prevent Decision Paralysis, Collaborate at Every Level of the Organization, Expand the Circle, and the Leadership Instincts: Listen, Amplify, Include.” It’s great stuff and the general has powerful real life stories to reinforce each one.
But great stuff isn’t always new and this is one case where the wisdom is more tried and true and less new and innovative. While the story is told well in the end, it didn’t strike me that the authors were plowing new ground.
My own ‘bottom line’ on the book is that the second half is very sound and reinforces a lot of good wisdom. The structure and the prose struck me as forced in places, but part of it works well and some of it works very well. All told, however, it didn’t live up to the expectations and the price set by the publisher. Only my opinion, but, hey, this is a book about inclusion.
May 13, 2018
It seems like most of the leadership books that I am reading lately stress the importance of improving leadership effectiveness through developing stronger reliance on group intelligence -- as well as the importance of the impact of the rapidly increasing complexity of our times.
Frankly, I'm getting a bit tired thinking about all the cognitive overhead required for dealing with the rapidly increasing complexity.
The first half of "Radical Inclusion" was more solidly a leadership book -- it discussed practical concepts and case studies. I especially liked the information about the transition of "message" into "narrative" -- beyond the control of the point of origin in the medium of the Internet.
The second part of the book seemed like it had too many long semi-autobiographical sections about General Dempsey's military career -- and were not nearly as useful or interesting as "Turn This Ship Around" (but not as dry as some State Dept/Government leadership books I've read).
The Dempsey section of the book seemed less well integrated with the concepts presented in the first half -- and I got tired of the overuse of the "digital echoes" phrase. It didn't seem very meaningful to me -- and I wish that the focus of that part of story of inclusion had been more on the personalization of narrative in the context of organizations (vs the decentralization of message into narrative in a diffuse setting such as the Internet). Also - I'm not convinced that this is so much a "Post 9/11" related book -- as much as it is a "rapid technological change/social media" and antidote to disenfranchisement book. I think the use of 9/11 in the subtitle is a bit misleading.
The bottom line:
"Inclusion is harder and can be slower, but it is a necessary precondition for achieving effective, efficient, and enduring solutions to complex problems."
My bottom line: short book, read the first half -- or check out my notes on Goodreads.
Frankly, I'm getting a bit tired thinking about all the cognitive overhead required for dealing with the rapidly increasing complexity.
The first half of "Radical Inclusion" was more solidly a leadership book -- it discussed practical concepts and case studies. I especially liked the information about the transition of "message" into "narrative" -- beyond the control of the point of origin in the medium of the Internet.
The second part of the book seemed like it had too many long semi-autobiographical sections about General Dempsey's military career -- and were not nearly as useful or interesting as "Turn This Ship Around" (but not as dry as some State Dept/Government leadership books I've read).
The Dempsey section of the book seemed less well integrated with the concepts presented in the first half -- and I got tired of the overuse of the "digital echoes" phrase. It didn't seem very meaningful to me -- and I wish that the focus of that part of story of inclusion had been more on the personalization of narrative in the context of organizations (vs the decentralization of message into narrative in a diffuse setting such as the Internet). Also - I'm not convinced that this is so much a "Post 9/11" related book -- as much as it is a "rapid technological change/social media" and antidote to disenfranchisement book. I think the use of 9/11 in the subtitle is a bit misleading.
The bottom line:
"Inclusion is harder and can be slower, but it is a necessary precondition for achieving effective, efficient, and enduring solutions to complex problems."
My bottom line: short book, read the first half -- or check out my notes on Goodreads.
April 1, 2018
This book's about new ways to apply time-tested values in today's environment.
I really enjoyed it, but I wonder if it's because of General Dempsey's stories resonated with me as a veteran. It will be interesting to read how non-veteran's view the book.
I really enjoyed it, but I wonder if it's because of General Dempsey's stories resonated with me as a veteran. It will be interesting to read how non-veteran's view the book.
February 12, 2019
I belong to a country full of know-it-all generals, who think they have the cure for all ills, and like to patronize people with their glorious luminations amidst grandiose screw-ups, so I have disdain for their counterparts in other countries. Appreciation has to be beaten or bombed into me, I guess. It’s something that Gen. Dempsey has much experience in, as the commander of the CENTCOM, commander of TRADOC, joint chiefs of staff, chief of staff of army, a Knight of the British Empire, and a U.S. army general. Of course, he came to understand the ‘capabilities and limitations of military power’ only between 2003 and 2013.
The book uses age-old leadership / marketing concepts (take people along, innovate, understand) and gives it a new name (radical ‘leverage’, exclusive inclusion) as a talking point in the post-truth, fake news, digital echo, super-charged emotional people, world of post-Trump America, summarily checking off all important postings of the general’s life. Also, it comes across as a ham, long-winded way to show-off how far the general has come in his military career instead of anything educational / enlightening. For e.g. the general admits that Tsarnaev brothers didn’t belong to a terrorist network (were basically lone wolves - the only term he doesn’t pluck) and became radicalised by watching terror videos (!) So how does one stop Tsarnaevs of the world from becoming Tsarnaevs of the world? How does viewing a video a single or ten times make one more susceptible to be a terrorist? Isn’t someone tracking videos and internet activity, if not library check outs? The General has no answer. Instead, he takes 'video' line of thought to a totally different direction: how many views a single video gets and it’s impact on big business and Toyota and Prius etc.!
It takes either a very bright general or a very dumb one to admit to - in public - in print - and to a nun - that way back in 1975, as a young Lt. in command of a ‘frontline’ yet ‘remote’ military (outpost) base (platoon) in Germany - five miles from ‘Iron Curtain’ - that some of his soldiers, who are on active duty, in the middle of a base, far away from home, and in the middle of a war (albeit Cold War) - are ‘not his best soldiers.’ Yes, Gen. Dempsey says it, reiterating he never gave up on them, even if they gave up on the army.
Gen. Dempsey also colors his Iraq tours with predictable vision. He had 32,000 soldiers in Baghdad between 2003-4. According to the book, ‘their job was to provide a safe environment in which Iraq’s political leaders could restore confidence in their government and restore basic services like sewage, water, electricity and trash collection.’ - But the general cruises through the reason why all that 'restoring' was required in the first place: because U.S. army had bombed everything! And U.S. contractors made a lot of money in the ‘restoration’ period too. And the general breezes through the lack of 'achieved goals' in Iraq (unless the goal was continued destabilization) because what was ‘restored’ remains to be seen even fifteen years later! Of course, Gen. Dempsey only remembers the fallen soldiers - because that’s his job. He does not say whether a follower should question the leadership, because the book is about selective inclusivity. After reading this book, or just this (insensitive, cruel) passage (given on page 91), someone should send a million-plus two-by-four laminated cards with pictures of fallen Iraqi civilians and agitators to the general! With a ‘Taps’ CD of course. Better yet, the good general should volunteer his services to Iraq and work as an electrician, plumber, trash collector and see how long he lives in the place his country and soldiers ‘restored’. In fact that’s what every military man should do - work in an area he bombed or killed people in. He should ‘make it matter’ to them for a change. His advice at the end: "In our fourth try at Iraq (and to combat ‘ISIS’) we go in for support, not control." “Makes sense,” says the Marine gunnery sergeant. “Will it work?” He asks. “I honestly don’t know Gunny,” the general replies.
I have yet to read a U.S. security analyst’s book that does not have one 'Palestinians-are-terrorists' anecdote - and this is no different. Of course, Afghanistan borders with Pakistan (insinuating both countries as equally dangerous or crazy). China is ‘assertive’, Iran is ‘insidious’ (meaning both countries are up to no good.)
Gen. Dempsey's book is testament to the great-myopic-and-time-honored-tradition of history being written by winners - no matter what the cost, no matter what the truth, no matter what the size of the underbelly.
Memorable Things:
- There’s a 198,000 acre installation in Louisiana where simulated operations take place to train soldiers.
- The Starfish and the Spider analogy to networks (by the 28-year old captain on the eastern edge of Afghan border/ base) and that army needs to be like a starfish. The author of that book, Ori Brafman, is the co-author of this book, because Gen. Dempsey took that advice and called him in to talk it over. But the book does not mention how Gen. Dempsey employed Ori Brafman’s ideas into military practise in Afghanistan and beyond.
- In 2015, MacDonald’s CEO joined a vegan food company Impossible Foods (!) (Even though Meat-And-Potato Readers, if you need a biochemist to prepare your food, to create its taste and texture, mimicking a top-frade beef burger, drop it!)
- Saudi Arabian then-crown prince Abdullah bin-Abdul Aziz is called ‘an astute reformer and compassionate leader.’ And Gen. Dempsey in 2003 was in charge of the modernization program of the Saudi National Guard (their army). The crown prince advises the general, who was about to begin the Iraq duty: ‘Do not alter the face of Islam’. (The general writes: ‘As the competition between Sunni and Shia for the soul of Islam fuels the violence that persists today in ME and .... attempt to introduce democratic principles alter the balance...these two sects of Islam thrusted the region into decades of violence.’)
- ‘The instability in the ME, South Asia, North Africa, affects us, our partners and allies. This instability (terrorism, migration, arms trafficking and drug smuggling) is because of loosely affiliated radical Islamist groups and can be defeated only by a broad and inclusive coalition, a coalition with the capability, resources and staying power to collaborate on the whole problem: security, governance, reconstruction, economic development, and humanitarian relief’. (Basically the coalition should use military power, destroy cities and liberate people, but also help restore institutions, goods, services but countries ‘in the region’ should ‘own it’ and outsiders like U.S. should be willing to ‘relinquish control as and when needed.’) How is this revelation any different from the actions in Operation Desert Storm or Iraqi Freedom etc. etc.?
- In a U.S.-UK soldiers charity dinner, Prince Charles recites verses of Major-General's song from The Pirates of Penzance opera (though the author does not mention which ones). I looked up the song - it's funny.
- The most that readers can take away from this book is to avoid Albert Einstein Medical Centre in Philadelphia where NURSES WERE NOT WEARING GLOVES FOR GOD KNOWS HOW LONG, AND WHICH DIRECTLY RESULTED IN DEATHS - PREVENTABLE DEATHS - OF PATIENTS (WHO CONTRACTED ANTI-BIOTIC RESISTANT STAPH INFECTION BECAUSE OF NURSES NOT WEARING GLOVES!) This book suggests that nurses now wear gloves, and this HAS REDUCED PATIENT DEATHS TO LESS THAN 70% IN A SINGLE YEAR(!) (the chapter is titled ‘If the Glove Doesn’t Fit’ - which refers to the small sized-hands of the nurses or the standard-sized gloves which didn’t fit them, WHICH IS GIVEN AS A REASON FOR THEIR NOT WEARING GLOVES). I mean what in the name of hell?? And the General says IT IS LIKE OTHER HOSPITALS IN U.S. which also suffer from rampant staph infection (MRSA)! The janitor (high school dropout and Vietnam Vet) mentioned the lack of gloves in the trash bins! The hospital’s head of infection control asks the nurses whether they would wear gloves if extra-small-sized ones are provided (the nurses said yes!). That hospital’s head of infection control and nurses should have been fired and the hospital sued. Did I mention that the hospital is named after Einstein?!
The book uses age-old leadership / marketing concepts (take people along, innovate, understand) and gives it a new name (radical ‘leverage’, exclusive inclusion) as a talking point in the post-truth, fake news, digital echo, super-charged emotional people, world of post-Trump America, summarily checking off all important postings of the general’s life. Also, it comes across as a ham, long-winded way to show-off how far the general has come in his military career instead of anything educational / enlightening. For e.g. the general admits that Tsarnaev brothers didn’t belong to a terrorist network (were basically lone wolves - the only term he doesn’t pluck) and became radicalised by watching terror videos (!) So how does one stop Tsarnaevs of the world from becoming Tsarnaevs of the world? How does viewing a video a single or ten times make one more susceptible to be a terrorist? Isn’t someone tracking videos and internet activity, if not library check outs? The General has no answer. Instead, he takes 'video' line of thought to a totally different direction: how many views a single video gets and it’s impact on big business and Toyota and Prius etc.!
It takes either a very bright general or a very dumb one to admit to - in public - in print - and to a nun - that way back in 1975, as a young Lt. in command of a ‘frontline’ yet ‘remote’ military (outpost) base (platoon) in Germany - five miles from ‘Iron Curtain’ - that some of his soldiers, who are on active duty, in the middle of a base, far away from home, and in the middle of a war (albeit Cold War) - are ‘not his best soldiers.’ Yes, Gen. Dempsey says it, reiterating he never gave up on them, even if they gave up on the army.
Gen. Dempsey also colors his Iraq tours with predictable vision. He had 32,000 soldiers in Baghdad between 2003-4. According to the book, ‘their job was to provide a safe environment in which Iraq’s political leaders could restore confidence in their government and restore basic services like sewage, water, electricity and trash collection.’ - But the general cruises through the reason why all that 'restoring' was required in the first place: because U.S. army had bombed everything! And U.S. contractors made a lot of money in the ‘restoration’ period too. And the general breezes through the lack of 'achieved goals' in Iraq (unless the goal was continued destabilization) because what was ‘restored’ remains to be seen even fifteen years later! Of course, Gen. Dempsey only remembers the fallen soldiers - because that’s his job. He does not say whether a follower should question the leadership, because the book is about selective inclusivity. After reading this book, or just this (insensitive, cruel) passage (given on page 91), someone should send a million-plus two-by-four laminated cards with pictures of fallen Iraqi civilians and agitators to the general! With a ‘Taps’ CD of course. Better yet, the good general should volunteer his services to Iraq and work as an electrician, plumber, trash collector and see how long he lives in the place his country and soldiers ‘restored’. In fact that’s what every military man should do - work in an area he bombed or killed people in. He should ‘make it matter’ to them for a change. His advice at the end: "In our fourth try at Iraq (and to combat ‘ISIS’) we go in for support, not control." “Makes sense,” says the Marine gunnery sergeant. “Will it work?” He asks. “I honestly don’t know Gunny,” the general replies.
I have yet to read a U.S. security analyst’s book that does not have one 'Palestinians-are-terrorists' anecdote - and this is no different. Of course, Afghanistan borders with Pakistan (insinuating both countries as equally dangerous or crazy). China is ‘assertive’, Iran is ‘insidious’ (meaning both countries are up to no good.)
Gen. Dempsey's book is testament to the great-myopic-and-time-honored-tradition of history being written by winners - no matter what the cost, no matter what the truth, no matter what the size of the underbelly.
Memorable Things:
- There’s a 198,000 acre installation in Louisiana where simulated operations take place to train soldiers.
- The Starfish and the Spider analogy to networks (by the 28-year old captain on the eastern edge of Afghan border/ base) and that army needs to be like a starfish. The author of that book, Ori Brafman, is the co-author of this book, because Gen. Dempsey took that advice and called him in to talk it over. But the book does not mention how Gen. Dempsey employed Ori Brafman’s ideas into military practise in Afghanistan and beyond.
- In 2015, MacDonald’s CEO joined a vegan food company Impossible Foods (!) (Even though Meat-And-Potato Readers, if you need a biochemist to prepare your food, to create its taste and texture, mimicking a top-frade beef burger, drop it!)
- Saudi Arabian then-crown prince Abdullah bin-Abdul Aziz is called ‘an astute reformer and compassionate leader.’ And Gen. Dempsey in 2003 was in charge of the modernization program of the Saudi National Guard (their army). The crown prince advises the general, who was about to begin the Iraq duty: ‘Do not alter the face of Islam’. (The general writes: ‘As the competition between Sunni and Shia for the soul of Islam fuels the violence that persists today in ME and .... attempt to introduce democratic principles alter the balance...these two sects of Islam thrusted the region into decades of violence.’)
- ‘The instability in the ME, South Asia, North Africa, affects us, our partners and allies. This instability (terrorism, migration, arms trafficking and drug smuggling) is because of loosely affiliated radical Islamist groups and can be defeated only by a broad and inclusive coalition, a coalition with the capability, resources and staying power to collaborate on the whole problem: security, governance, reconstruction, economic development, and humanitarian relief’. (Basically the coalition should use military power, destroy cities and liberate people, but also help restore institutions, goods, services but countries ‘in the region’ should ‘own it’ and outsiders like U.S. should be willing to ‘relinquish control as and when needed.’) How is this revelation any different from the actions in Operation Desert Storm or Iraqi Freedom etc. etc.?
- In a U.S.-UK soldiers charity dinner, Prince Charles recites verses of Major-General's song from The Pirates of Penzance opera (though the author does not mention which ones). I looked up the song - it's funny.
- The most that readers can take away from this book is to avoid Albert Einstein Medical Centre in Philadelphia where NURSES WERE NOT WEARING GLOVES FOR GOD KNOWS HOW LONG, AND WHICH DIRECTLY RESULTED IN DEATHS - PREVENTABLE DEATHS - OF PATIENTS (WHO CONTRACTED ANTI-BIOTIC RESISTANT STAPH INFECTION BECAUSE OF NURSES NOT WEARING GLOVES!) This book suggests that nurses now wear gloves, and this HAS REDUCED PATIENT DEATHS TO LESS THAN 70% IN A SINGLE YEAR(!) (the chapter is titled ‘If the Glove Doesn’t Fit’ - which refers to the small sized-hands of the nurses or the standard-sized gloves which didn’t fit them, WHICH IS GIVEN AS A REASON FOR THEIR NOT WEARING GLOVES). I mean what in the name of hell?? And the General says IT IS LIKE OTHER HOSPITALS IN U.S. which also suffer from rampant staph infection (MRSA)! The janitor (high school dropout and Vietnam Vet) mentioned the lack of gloves in the trash bins! The hospital’s head of infection control asks the nurses whether they would wear gloves if extra-small-sized ones are provided (the nurses said yes!). That hospital’s head of infection control and nurses should have been fired and the hospital sued. Did I mention that the hospital is named after Einstein?!
April 3, 2018
4.5 out of 5.0. I'm usually not a fan of leadership books because I find they are often too business oriented and quite dry, but General (Ret.) Martin Dempsey and Ori Brafman are a unique pairing that bring a modern take on what it means to be a leader in the post-9/11 era. The text is full of relatable experiences that draw from the military and private sectors. It is also a quick read, less than 200 hundred pages, and easy digest the lessons and guidance that can be consolidated onto one page of actionable bullet points.
This book is more relevant than others because it's updated for the modern, digital-era that emphasizes a lot of digital ’noise’ and the challenge of deciphering what is accurate or relevant. Dempsey and Brafman call it the era of the digital echo, "where information passes from individual to individual more quickly but in the process often becomes distorted...a neutral force [that] can inform, misinform, educate, entertain, inspire the human spirit to great acts of compassion, or unleash mankind’s darkest instincts." They argue that in order to be effective, modern leaders need to be more "inclusive" by bringing more people together for decision-making, while at the same time being able to relinquish control in order to preserve power.
As other pundits have said, this book provides an unlikely pairing of authors that works and appeals to a broad audience. My biggest gripe is that this short, digital book comes in at nearly $20, but then again, it is hard to assign value in exchange for one's priceless experiences and knowledge.
This book is more relevant than others because it's updated for the modern, digital-era that emphasizes a lot of digital ’noise’ and the challenge of deciphering what is accurate or relevant. Dempsey and Brafman call it the era of the digital echo, "where information passes from individual to individual more quickly but in the process often becomes distorted...a neutral force [that] can inform, misinform, educate, entertain, inspire the human spirit to great acts of compassion, or unleash mankind’s darkest instincts." They argue that in order to be effective, modern leaders need to be more "inclusive" by bringing more people together for decision-making, while at the same time being able to relinquish control in order to preserve power.
As other pundits have said, this book provides an unlikely pairing of authors that works and appeals to a broad audience. My biggest gripe is that this short, digital book comes in at nearly $20, but then again, it is hard to assign value in exchange for one's priceless experiences and knowledge.
April 20, 2022
I came across this book in the library and was instantly drawn to the topic, which you don’t often hear, especially touted from Generals or other high-ranking individuals in what is primarily an individualist and/or meritocratic society. While the key elements of creating climates of belonging are there (e.g., listen, amplify, etc.), the book does not “walk its talk”. Specifically, I was struck by the proliferation of male leadership exemplars used to put the principles into practice: Coach K, Wayne Gretzky, Geno Auriemma, Pat Brown, Jim Rogers, Dean Seavers, etc. The authors talk about the importance of “expanding the circle” in terms of relinquishing control and trusting others yet highlight such partnership with “likeminded” others, which being into question the book’s central premise. In other words, is inclusion really radical if it only includes people in your network?
January 11, 2020
I'm a fan of this book. Like most other recent leadership books the focus is on inclusion and understanding where other people are coming from. That seems to be a cultural trend. I'd argue, however, this book is more about the power of narrative vs. fact and that leaders/companies/anyone in a social media world needs to understand the power of narrative as opposed to objective facts and which has the upper hand at which times.
March 4, 2020
I had really high hopes for this book, but I was hugely disappointed. The voice and writing are fractured, it’s clear it’s two authors and they write very differently. The thesis is unclear. It’s a series of isolated ideas plopped down and embellished with stories and no cohesive thread.
This book tried to do too much. It should have either focused on the relationship between the authors or Dempsey’s leadership lessons, not both.
This book tried to do too much. It should have either focused on the relationship between the authors or Dempsey’s leadership lessons, not both.
January 2, 2022
Such a great read by an inspiring duo for authors. Check it out!
May 25, 2020
This book unfortunately fell short of expectations. I've been looking forward to reading General Dempsey after hearing him and his leadership insights through other means (i.e. podcasts), and I am hopeful his upcoming book "No Time for Spectators" will exceed this one.
There are certainly some good leadership insights in the book, with some interesting anecdotes, and the books attempts an important focus on what leadership should look like in what they call the age of the "digital echo" where our online/digital/news life is overwhelmed with information and opinion to such an extent it is hard to sort truth from untruth, important from unimportant; an arena where narrative is more powerful than fact. The impact of these digital echos is that we become isolated, more suspicious, less positive, and less optimistic. The challenge of the current world is that "the things that allow people to become more informed and more connected, to organize their lives, to work from home, and to develop global social networks are the same things that allow them to choose what they want to know, to block out what they do not, to avoid personal contact, and to be recruited for causes good and bad."
It is also notable to see recurrent themes in what our nation's top military leaders key in on: the importance of building trust in organizations, of using the talents of the whole team and empowering them, the importance of people taking ownership of their responsibilities/ability to influence ("we must be equal to our time"), the necessity of character, and of the importance of allies/partners on the international stage.
Ultimately, however, the book comes across as disjointed and the thesis does not feel wholly developed or complete. Component ideas are not fully reasoned out or thoroughly researched. The writing lacks a sharpness and clarity needed, like it was a bit rushed or inadequately edited.
Below are some of the main learning points for me, which again are helpful though it took some work to compile them here.
-What does they mean by inclusion: getting insight from your whole team/a diverse set of views so you can best get a sense of truth on the ground to form your opinions and take action
-What are some things that build inclusiveness: people having a sense they matter, a sense of belonging, a purpose/cause, and a narrative they are a part of.
Leadership lessons (what the later chapters are based around):
Lesson 1) Belonging isnt optional: most important responsibility of leader is to make people they feel like they belong. Give subordinates memories/examples of: successes, failures, being cared for, what right looks like, and what wrong looks like.
Lesson 2) Connect effort with meaning; help your people make sense of things. To explain, encourage, and inspire. Three practical ways: Define and allow others to understand who you are and who they are (both individually and as part of the organization), make each individual feel they have the potential to a better person, and make sense of things for the team.
Lesson 3) Learn to imagine: use creative problem solving, think about problems differently. This is necessary in an ever changing and complex environment. Dont blindly follow existing procedure simply because it has worked in the past.
Lesson 4) Develop a bias for action: it mitigates decision paralysis (and cost of inaction), acknowledges learning is active and iterative, wont solve all leadership challenges but will energize organization and exposing opportunities and vulnerabilities. We cannot wait until we have 100% of all the info, you never will; act quickly but intelligently; get it mostly right. Immediate action does not always have to be dramatic, but we often do have to respond immediately. Leaders need to ask themselves what we can do right now to make an impact on solving the issue, sometimes without fully understanding where the action may lead.
Lesson 5) Co-create the context together: understanding of context is best achieved when there is collaboration at every level in the organization. Leaders must empower the entire organization to take part in understanding the problem the team is facing encourage individuals to suggest potential ways to solve it. Rather than the leader unilaterally discovering the solution, they narrow the list of creative solutions proposed by team. A leader's expertise is applied to decision making and directing rather than controlling and dictating.
Lesson 6) Relinquish control to build and sustain power: we must allow power to leave our hands into the capable hands of the members of our organizations. Relinquishing this control helps to solve problems efficiently and effectively, and to keep those problems solved for the long term (compared to short term). This ultimately preserves/enhances our power (as a team/organization/country).
A few other points:
-The key to dealing with life's complexity, uncertainty, and adversity is to find someone(s) you trust...and trust them. "It takes trust to relinquish control, but with trust anything is possible; without trust, almost nothing."
-Three important leadership instincts:
1) listen to learn - make ti clear you value your people's insight, judgment and advice
2) Amplify to establish expectations- amplify the best ideas, best recommendations, best practices, and encourage teamwork at every level; amplify the organization's values.
3) Include to empower -share knowledge, create a common understanding of the problem, and encourage ownership of solutions.
-Radical inclusion can help us counter inequalities, intolerances, biases and manipulations (things that erode trust). It can help us promote integrity, empathy, collaboration, ownership, and accountability (things that build trust).
There are certainly some good leadership insights in the book, with some interesting anecdotes, and the books attempts an important focus on what leadership should look like in what they call the age of the "digital echo" where our online/digital/news life is overwhelmed with information and opinion to such an extent it is hard to sort truth from untruth, important from unimportant; an arena where narrative is more powerful than fact. The impact of these digital echos is that we become isolated, more suspicious, less positive, and less optimistic. The challenge of the current world is that "the things that allow people to become more informed and more connected, to organize their lives, to work from home, and to develop global social networks are the same things that allow them to choose what they want to know, to block out what they do not, to avoid personal contact, and to be recruited for causes good and bad."
It is also notable to see recurrent themes in what our nation's top military leaders key in on: the importance of building trust in organizations, of using the talents of the whole team and empowering them, the importance of people taking ownership of their responsibilities/ability to influence ("we must be equal to our time"), the necessity of character, and of the importance of allies/partners on the international stage.
Ultimately, however, the book comes across as disjointed and the thesis does not feel wholly developed or complete. Component ideas are not fully reasoned out or thoroughly researched. The writing lacks a sharpness and clarity needed, like it was a bit rushed or inadequately edited.
Below are some of the main learning points for me, which again are helpful though it took some work to compile them here.
-What does they mean by inclusion: getting insight from your whole team/a diverse set of views so you can best get a sense of truth on the ground to form your opinions and take action
-What are some things that build inclusiveness: people having a sense they matter, a sense of belonging, a purpose/cause, and a narrative they are a part of.
Leadership lessons (what the later chapters are based around):
Lesson 1) Belonging isnt optional: most important responsibility of leader is to make people they feel like they belong. Give subordinates memories/examples of: successes, failures, being cared for, what right looks like, and what wrong looks like.
Lesson 2) Connect effort with meaning; help your people make sense of things. To explain, encourage, and inspire. Three practical ways: Define and allow others to understand who you are and who they are (both individually and as part of the organization), make each individual feel they have the potential to a better person, and make sense of things for the team.
Lesson 3) Learn to imagine: use creative problem solving, think about problems differently. This is necessary in an ever changing and complex environment. Dont blindly follow existing procedure simply because it has worked in the past.
Lesson 4) Develop a bias for action: it mitigates decision paralysis (and cost of inaction), acknowledges learning is active and iterative, wont solve all leadership challenges but will energize organization and exposing opportunities and vulnerabilities. We cannot wait until we have 100% of all the info, you never will; act quickly but intelligently; get it mostly right. Immediate action does not always have to be dramatic, but we often do have to respond immediately. Leaders need to ask themselves what we can do right now to make an impact on solving the issue, sometimes without fully understanding where the action may lead.
Lesson 5) Co-create the context together: understanding of context is best achieved when there is collaboration at every level in the organization. Leaders must empower the entire organization to take part in understanding the problem the team is facing encourage individuals to suggest potential ways to solve it. Rather than the leader unilaterally discovering the solution, they narrow the list of creative solutions proposed by team. A leader's expertise is applied to decision making and directing rather than controlling and dictating.
Lesson 6) Relinquish control to build and sustain power: we must allow power to leave our hands into the capable hands of the members of our organizations. Relinquishing this control helps to solve problems efficiently and effectively, and to keep those problems solved for the long term (compared to short term). This ultimately preserves/enhances our power (as a team/organization/country).
A few other points:
-The key to dealing with life's complexity, uncertainty, and adversity is to find someone(s) you trust...and trust them. "It takes trust to relinquish control, but with trust anything is possible; without trust, almost nothing."
-Three important leadership instincts:
1) listen to learn - make ti clear you value your people's insight, judgment and advice
2) Amplify to establish expectations- amplify the best ideas, best recommendations, best practices, and encourage teamwork at every level; amplify the organization's values.
3) Include to empower -share knowledge, create a common understanding of the problem, and encourage ownership of solutions.
-Radical inclusion can help us counter inequalities, intolerances, biases and manipulations (things that erode trust). It can help us promote integrity, empathy, collaboration, ownership, and accountability (things that build trust).
Read
March 19, 2025Book Review: Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership
Authors: Martin E. Dempsey and Ori Brafman
Publisher: Crown Business, 2017
ISBN: 978-0553447488
In Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership, authors Martin E. Dempsey, a retired Army General and former Chairman of the Joint Chiefs of Staff, and Ori Brafman, a noted organizational theorist, present a compelling argument for a reinvigorated approach to leadership in an increasingly complex and interconnected world. Drawing from their experiences in the military, business, and society, Dempsey and Brafman articulate the need for radical inclusion as a foundational principle of effective leadership, particularly in the aftermath of the events of September 11, 2001.
Summary of Key Themes
Concept of Radical Inclusion: The authors define radical inclusion as the practice of actively involving diverse perspectives in decision-making processes. They argue that inclusivity fosters collaboration and innovation, enabling leaders to navigate uncertainty and complexity more effectively. This concept is presented as not merely a moral imperative but as a strategic advantage in leadership.
Lessons from Post-9/11 Experiences: Drawing on reflections from the post-9/11 era, Dempsey and Brafman highlight the failures and successes in leadership during crises. They emphasize how the lack of inclusive practices contributed to misunderstandings and missed opportunities. The authors advocate for learning from these experiences to shape a more effective leadership approach for the future.
Building Trust and Relationships: A significant focus of the book is on the importance of building trust and fostering relationships across diverse groups. The authors provide insights into how leaders can create environments where individuals feel valued and empowered to share their ideas and perspectives. Through trust-building, leaders can enhance organizational effectiveness and resilience.
Practical Framework for Leadership: Dempsey and Brafman offer a practical framework for implementing radical inclusion in various contexts, from military organizations to corporate settings. They present actionable strategies, including active listening, empathy, and the cultivation of a culture that embraces diverse voices. These strategies aim to inspire leaders to adopt inclusive practices in their daily interactions.
Future-Oriented Leadership: The book concludes with a call to action for leaders to prepare for the challenges of an interconnected and volatile world. The authors argue that embracing radical inclusion equips leaders with the necessary tools to respond effectively to emerging global challenges, emphasizing that true leadership is about serving others and adapting to change.
Analysis
Radical Inclusion provides an insightful and thought-provoking exploration of contemporary leadership principles. Martin E. Dempsey and Ori Brafman effectively combine personal narratives with broader societal insights, creating a rich tapestry of ideas that resonate with both military and civilian audiences. Their approach is both pragmatic and inspirational, making a strong case for the necessity of inclusivity in leadership practices.
However, some critiques may arise regarding the generalizability of their experiences. While the authors draw extensively from their backgrounds, the book could benefit from more diverse examples across various global contexts that illustrate the applicability of radical inclusion beyond military and American frameworks. Incorporating a wider array of cultural perspectives would strengthen the book’s relevance in an increasingly globalized society.
Conclusion
In conclusion, Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership is a significant contribution to the literature on leadership. Dempsey and Brafman successfully articulate the imperative of inclusivity as a driving force for effective leadership in today’s complex world. Their insights serve as a valuable resource for leaders seeking to adapt their practices to foster a more inclusive, dynamic, and innovative environment. The book stands as a compelling reminder that the future of leadership relies on our ability to embrace diversity and engage with others across cultural and ideological divides.
Authors: Martin E. Dempsey and Ori Brafman
Publisher: Crown Business, 2017
ISBN: 978-0553447488
In Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership, authors Martin E. Dempsey, a retired Army General and former Chairman of the Joint Chiefs of Staff, and Ori Brafman, a noted organizational theorist, present a compelling argument for a reinvigorated approach to leadership in an increasingly complex and interconnected world. Drawing from their experiences in the military, business, and society, Dempsey and Brafman articulate the need for radical inclusion as a foundational principle of effective leadership, particularly in the aftermath of the events of September 11, 2001.
Summary of Key Themes
Concept of Radical Inclusion: The authors define radical inclusion as the practice of actively involving diverse perspectives in decision-making processes. They argue that inclusivity fosters collaboration and innovation, enabling leaders to navigate uncertainty and complexity more effectively. This concept is presented as not merely a moral imperative but as a strategic advantage in leadership.
Lessons from Post-9/11 Experiences: Drawing on reflections from the post-9/11 era, Dempsey and Brafman highlight the failures and successes in leadership during crises. They emphasize how the lack of inclusive practices contributed to misunderstandings and missed opportunities. The authors advocate for learning from these experiences to shape a more effective leadership approach for the future.
Building Trust and Relationships: A significant focus of the book is on the importance of building trust and fostering relationships across diverse groups. The authors provide insights into how leaders can create environments where individuals feel valued and empowered to share their ideas and perspectives. Through trust-building, leaders can enhance organizational effectiveness and resilience.
Practical Framework for Leadership: Dempsey and Brafman offer a practical framework for implementing radical inclusion in various contexts, from military organizations to corporate settings. They present actionable strategies, including active listening, empathy, and the cultivation of a culture that embraces diverse voices. These strategies aim to inspire leaders to adopt inclusive practices in their daily interactions.
Future-Oriented Leadership: The book concludes with a call to action for leaders to prepare for the challenges of an interconnected and volatile world. The authors argue that embracing radical inclusion equips leaders with the necessary tools to respond effectively to emerging global challenges, emphasizing that true leadership is about serving others and adapting to change.
Analysis
Radical Inclusion provides an insightful and thought-provoking exploration of contemporary leadership principles. Martin E. Dempsey and Ori Brafman effectively combine personal narratives with broader societal insights, creating a rich tapestry of ideas that resonate with both military and civilian audiences. Their approach is both pragmatic and inspirational, making a strong case for the necessity of inclusivity in leadership practices.
However, some critiques may arise regarding the generalizability of their experiences. While the authors draw extensively from their backgrounds, the book could benefit from more diverse examples across various global contexts that illustrate the applicability of radical inclusion beyond military and American frameworks. Incorporating a wider array of cultural perspectives would strengthen the book’s relevance in an increasingly globalized society.
Conclusion
In conclusion, Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership is a significant contribution to the literature on leadership. Dempsey and Brafman successfully articulate the imperative of inclusivity as a driving force for effective leadership in today’s complex world. Their insights serve as a valuable resource for leaders seeking to adapt their practices to foster a more inclusive, dynamic, and innovative environment. The book stands as a compelling reminder that the future of leadership relies on our ability to embrace diversity and engage with others across cultural and ideological divides.
April 8, 2018
Martin Dempsey and Ori Brafman's, Radical Inclusion: What the Post 9/11 World Should Have Taught Us About Leadership, offers a powerful model for leaders who seek to unleash the full capability of their organizations in the face of rapid change, emerging threats and uncertainty. General Dempsey, who served as the Chairman of the Joint Chiefs of Staff from 2011 - 2015, joins forces with Brafman, a New York Times bestselling author after first meeting through the latter's The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations. Their meeting and subsequent collaboration exemplifies their central premise of "listen, amplify, include."
This read provides an opportunity for reflection through a series of vignettes addressing belonging, meaning, imagination, a bias for action, co-creating context and relinquishing control to expand impact.
Brafman and Dempsey share their own experiences which gave rise to these principles. Brafman elucidates the power of the narrative through a mother's visceral response as she and her children encountered his graphic animal rights sign outside a McDonalds in Berkeley, California. This experience inspired Brafman to pursue a more inclusive "McVegan" campaign which yielded greater impact than his prior approach- and more than he could have ever imagined.
Dempsey shares an important lesson on belonging when challenged by a certain Sister Mary Cecilia during her visit to his remote, Cold War-era outpost. The nun questioned Dempsey's attempt to prevent her from visiting some of his less distinguished soldiers. "But they're still your soldiers," she reminded him and cautioned that a leader should "never give up on people." Dempsey later provides a powerful metric on active, intentional listening from former Commander of US Army Europe, General Glenn Otis, who, at all times, carried a card in his pocket with the simple question, "When is the last time you allowed a subordinate to change your mind about something?"
Dempsey drove home the importance of a bias for action while reinforcing belonging, meaning and context through his experience commanding the 32,000-strong First Armored Division in Iraq. In 2004, then CENTCOM commander, General John Abizaid requested that Dempsey extend his division which was already in the process of redeploying back to Germany. Dempsey responded powerfully with the following: "We can, sir... But to do it, and to keep faith with my solders, I need three things. First I need to keep the unit together. Don't parcel out my battalions and brigades to thicken things elsewhere. If you keep us together, we'll respond together. Second, I need you to give us a mission. Don't just keep us sitting in Baghdad. Give us something to do. And third, most importantly, let me entrust my soldiers and their families with information. If they hear about this on CNN before they hear it from me, we'll be in trouble." His approach empowered soldiers and their families to prepare for further sacrifices with a sense of purpose and trust while accomplishing, to a great extent, the mission they were charged with.
As the Chairman of the Joint Chiefs of Staff, Dempsey shares insights from his experiences implementing the repeal of "don't ask, don't tell," and the integration of women into previously restricted roles. Instead of a personal story at the depth of his First Armored Division experience, Dempsey describes, at altitude, the value of listening tours and sharing lessons learned among the Joint Chiefs. For leaders aspiring to address challenges to their broader inclusion efforts, this portion of the book will feel less "radical" than its title will suggest. In this regard, I would love for General Dempsey to share what he learned from those he sought to include, what challenges he faced, and where he would like to see the services arrive in light of, "listen, amplify, include."
Notwithstanding the above, the Dempsey and Brafman's premise that, "inclusion is what will give successful companies and countries an advantage as they work to grow and then sustain power in a hyper competitive, information-supercharged environment" is a powerful one worth investing in.
This read provides an opportunity for reflection through a series of vignettes addressing belonging, meaning, imagination, a bias for action, co-creating context and relinquishing control to expand impact.
Brafman and Dempsey share their own experiences which gave rise to these principles. Brafman elucidates the power of the narrative through a mother's visceral response as she and her children encountered his graphic animal rights sign outside a McDonalds in Berkeley, California. This experience inspired Brafman to pursue a more inclusive "McVegan" campaign which yielded greater impact than his prior approach- and more than he could have ever imagined.
Dempsey shares an important lesson on belonging when challenged by a certain Sister Mary Cecilia during her visit to his remote, Cold War-era outpost. The nun questioned Dempsey's attempt to prevent her from visiting some of his less distinguished soldiers. "But they're still your soldiers," she reminded him and cautioned that a leader should "never give up on people." Dempsey later provides a powerful metric on active, intentional listening from former Commander of US Army Europe, General Glenn Otis, who, at all times, carried a card in his pocket with the simple question, "When is the last time you allowed a subordinate to change your mind about something?"
Dempsey drove home the importance of a bias for action while reinforcing belonging, meaning and context through his experience commanding the 32,000-strong First Armored Division in Iraq. In 2004, then CENTCOM commander, General John Abizaid requested that Dempsey extend his division which was already in the process of redeploying back to Germany. Dempsey responded powerfully with the following: "We can, sir... But to do it, and to keep faith with my solders, I need three things. First I need to keep the unit together. Don't parcel out my battalions and brigades to thicken things elsewhere. If you keep us together, we'll respond together. Second, I need you to give us a mission. Don't just keep us sitting in Baghdad. Give us something to do. And third, most importantly, let me entrust my soldiers and their families with information. If they hear about this on CNN before they hear it from me, we'll be in trouble." His approach empowered soldiers and their families to prepare for further sacrifices with a sense of purpose and trust while accomplishing, to a great extent, the mission they were charged with.
As the Chairman of the Joint Chiefs of Staff, Dempsey shares insights from his experiences implementing the repeal of "don't ask, don't tell," and the integration of women into previously restricted roles. Instead of a personal story at the depth of his First Armored Division experience, Dempsey describes, at altitude, the value of listening tours and sharing lessons learned among the Joint Chiefs. For leaders aspiring to address challenges to their broader inclusion efforts, this portion of the book will feel less "radical" than its title will suggest. In this regard, I would love for General Dempsey to share what he learned from those he sought to include, what challenges he faced, and where he would like to see the services arrive in light of, "listen, amplify, include."
Notwithstanding the above, the Dempsey and Brafman's premise that, "inclusion is what will give successful companies and countries an advantage as they work to grow and then sustain power in a hyper competitive, information-supercharged environment" is a powerful one worth investing in.
August 15, 2018
A book about narratives given as a series of narratives to talk about the digital echo of information that is being processed by a source faster than it can be fact checked and cleansed for inaccuracies. How those inaccuracies linger in the "digital echo" to become real news to some and how the corrections become fake news to those people.
My one problem is that I am sure the authors' narratives about themselves are fine because you really cannot take a person's perspective of what they experienced away from themselves, but there is a narrative about a custodial worker named Jasper that starts on page 60 that just didn't sound right to me having worked in Materials Management departments for two hospitals back in the 1990s. Even then, if gloves were running low or ran out at any nurse's station, that would have been noticed and corrected ASAP. So I tried to figure out what year this narrative about Jasper occurred and found the report dated 2009 about Jasper Palmer's contribution to a study online which was completely different from the narrative in this book. Jasper Palmer noticed that too much trash was being generated and it was piling up in unsanitary heaps. Mr. Palmer demonstrated a way to disrobe that would contain the virus and also compact the trash at the same time. His method of disrobing is now the preferred method and a YouTube video of him demonstrating it can be found here:
https://www.youtube.com/watch?v=MzxR6...
So to me, I find it ironic that there is a "digital echo" like this in a book about how narratives do this. Ironic? I was unable to confirm the facts of the narrative in this book and found that to be disturbing for a book that should have been fact checked and edited better. There should have been annotations in this part pointing to the original source and to me that was the red flag. The book gets knocked down one star from me because it bothered me so much that the book did exactly what it claimed it was trying to get the readers to avoid - a digital echo of information. I look to my leaders to get their stories straight, and this produced many heavy sighs of disappointment.
By the end of the book, I was a bit annoyed by the unnecessary details in the narratives. My favorite example of this is that he goes into the detail of saying what streets the British Embassy is located on....followed up by the only quote from another person during the visit being that the guard instructing him where to park! After two pages, I was wondering what was purpose of the visit to the Embassy? Just to let us know that he has visited it "half dozen times in the past five years?" But then he gives us the reason buried in a long paragraph describing the interior of the building. Is all this descriptive narrative really necessary? I got bogged down in the description and lost track of the point of the story. And this was happening more and more at the end of the book.
Don't expect hard fast answers in this book - go into it knowing that it is narratives within narratives to teach the power that false a narrative can wield and the building and dismantling of narratives that become digital echoes. Even to the extent that this book appears to have done it itself.
Average read - 3 stars.
My one problem is that I am sure the authors' narratives about themselves are fine because you really cannot take a person's perspective of what they experienced away from themselves, but there is a narrative about a custodial worker named Jasper that starts on page 60 that just didn't sound right to me having worked in Materials Management departments for two hospitals back in the 1990s. Even then, if gloves were running low or ran out at any nurse's station, that would have been noticed and corrected ASAP. So I tried to figure out what year this narrative about Jasper occurred and found the report dated 2009 about Jasper Palmer's contribution to a study online which was completely different from the narrative in this book. Jasper Palmer noticed that too much trash was being generated and it was piling up in unsanitary heaps. Mr. Palmer demonstrated a way to disrobe that would contain the virus and also compact the trash at the same time. His method of disrobing is now the preferred method and a YouTube video of him demonstrating it can be found here:
https://www.youtube.com/watch?v=MzxR6...
So to me, I find it ironic that there is a "digital echo" like this in a book about how narratives do this. Ironic? I was unable to confirm the facts of the narrative in this book and found that to be disturbing for a book that should have been fact checked and edited better. There should have been annotations in this part pointing to the original source and to me that was the red flag. The book gets knocked down one star from me because it bothered me so much that the book did exactly what it claimed it was trying to get the readers to avoid - a digital echo of information. I look to my leaders to get their stories straight, and this produced many heavy sighs of disappointment.
By the end of the book, I was a bit annoyed by the unnecessary details in the narratives. My favorite example of this is that he goes into the detail of saying what streets the British Embassy is located on....followed up by the only quote from another person during the visit being that the guard instructing him where to park! After two pages, I was wondering what was purpose of the visit to the Embassy? Just to let us know that he has visited it "half dozen times in the past five years?" But then he gives us the reason buried in a long paragraph describing the interior of the building. Is all this descriptive narrative really necessary? I got bogged down in the description and lost track of the point of the story. And this was happening more and more at the end of the book.
Don't expect hard fast answers in this book - go into it knowing that it is narratives within narratives to teach the power that false a narrative can wield and the building and dismantling of narratives that become digital echoes. Even to the extent that this book appears to have done it itself.
Average read - 3 stars.
March 24, 2018
There’s always something powerful about reading the thoughts of a great and well-known leader. General Dempsey commissioned into the Army just a few months after I was born. This was well before mobile phones and personal computers, much less the Internet and Artificial Intelligence. Facts were indeed facts, and it was clear who the bad guys were and who the good guys were (of course, us).
This collaboration between two disparate leadership perspective reads more like a harmony than a melody. It was sometimes difficult for me to follow a line of logic to its conclusion, with many of the chapters left wanting for some “connective tissue.” Also, I would have preferred writing in the first person to help get a sense of which author was communicating what perspective.
GEN Dempsey’s character shines through - thoughtful, inclusive, and fully aware of how individual bias is always present and involved in every exchange. Ori Brafman’s eagerness to challenge the status quo, along with a willingness to go against the progressive mainstream, is also refreshing.
The very premise that we live in a “post-fact” world, faced with networks upon networks in our information exchange, was a joy to see here. This kind of wisdom is rare among senior military leaders. Furthermore, to look toward inclusiveness as a solution...this is almost unheard of in the military. We’re so focused on defining the elite that we forget we have to approach conflict management as a diverse and inclusive network, and we have yet to re-define our meritocracy metrics to take this into account.
I don’t believe this book will connect with most leaders. It begins with a presumption of acceptance of the entering arguments. It will be the reader’s individual bias that may make this message unpalatable, as it portrays the world in a way that is very different than the reality that many see (or wish to see).
This is a valuable message. It pulls in threads from Tribe (Junger), Thinking Fast and Slow (Kahneman), How to Win Friends and Influence People (Carnegie), and Start with Why (Sinek). If you can connect to those perspectives, you’ll very much appreciate this book as I certainly did.
This collaboration between two disparate leadership perspective reads more like a harmony than a melody. It was sometimes difficult for me to follow a line of logic to its conclusion, with many of the chapters left wanting for some “connective tissue.” Also, I would have preferred writing in the first person to help get a sense of which author was communicating what perspective.
GEN Dempsey’s character shines through - thoughtful, inclusive, and fully aware of how individual bias is always present and involved in every exchange. Ori Brafman’s eagerness to challenge the status quo, along with a willingness to go against the progressive mainstream, is also refreshing.
The very premise that we live in a “post-fact” world, faced with networks upon networks in our information exchange, was a joy to see here. This kind of wisdom is rare among senior military leaders. Furthermore, to look toward inclusiveness as a solution...this is almost unheard of in the military. We’re so focused on defining the elite that we forget we have to approach conflict management as a diverse and inclusive network, and we have yet to re-define our meritocracy metrics to take this into account.
I don’t believe this book will connect with most leaders. It begins with a presumption of acceptance of the entering arguments. It will be the reader’s individual bias that may make this message unpalatable, as it portrays the world in a way that is very different than the reality that many see (or wish to see).
This is a valuable message. It pulls in threads from Tribe (Junger), Thinking Fast and Slow (Kahneman), How to Win Friends and Influence People (Carnegie), and Start with Why (Sinek). If you can connect to those perspectives, you’ll very much appreciate this book as I certainly did.
April 25, 2020
A good book on leadership that focuses on the ever-changing world we live in and how leaders must adapt to lead in this world. Brafman is a professor at Berkeley, and Dempsey is the former CJCS. Their seemingly opposite backgrounds provide for a diverse set of anecdotes that support their theories. While it wasn’t necessarily ground-breaking, they do provide a solid viewpoint and good principles to lead by.
They open by describing the “operating environment”, a world in which information spreads and changes so quickly that it is often difficult to tell fact from fiction. They then argue that the world is now a battle of narratives rather than a battle of facts. Anecdotes include a protest gone wrong at Berkeley and McDonald’s vs McVegan. Opposing narratives can provide an opportunity to leaders to learn more about their organization and grow from the experience.
The next section of the book breaks down the cost of control and the economics of inclusion. Controlling a situation, see the US Military in the Middle East, can be timely, cost ineffective, and end up without the goal we are working towards. Meanwhile, communities are developing all over the world on the internet that provide companies an opportunity to tap-into already built customer bases. Everyone wants to belong to something.
The authors then break down their leadership principles for a modern, inclusive leader: 1) Give then Memories (provide subordinates with memories of what right looks like, praise in success, correction in failure) 2) Make It Matter (make sense of situations for those you lead) 3) Learn to Imagine (creative problem solving, reimagine how teams’ abilities can be utilized) 4) Develop a Bias For Action (can’t wait for ALL the information or the perfect Course of action. Take action, learn from it, adjust fire) 5) co-create context (allow for collaboration at every level within the organization - think how Waze works) 6)relinquish control to build and sustain power (delegate, allow others to make decisions, don’t go at things alone). Overall they argue that leaded need to Listen, Amplify, and Include.
They open by describing the “operating environment”, a world in which information spreads and changes so quickly that it is often difficult to tell fact from fiction. They then argue that the world is now a battle of narratives rather than a battle of facts. Anecdotes include a protest gone wrong at Berkeley and McDonald’s vs McVegan. Opposing narratives can provide an opportunity to leaders to learn more about their organization and grow from the experience.
The next section of the book breaks down the cost of control and the economics of inclusion. Controlling a situation, see the US Military in the Middle East, can be timely, cost ineffective, and end up without the goal we are working towards. Meanwhile, communities are developing all over the world on the internet that provide companies an opportunity to tap-into already built customer bases. Everyone wants to belong to something.
The authors then break down their leadership principles for a modern, inclusive leader: 1) Give then Memories (provide subordinates with memories of what right looks like, praise in success, correction in failure) 2) Make It Matter (make sense of situations for those you lead) 3) Learn to Imagine (creative problem solving, reimagine how teams’ abilities can be utilized) 4) Develop a Bias For Action (can’t wait for ALL the information or the perfect Course of action. Take action, learn from it, adjust fire) 5) co-create context (allow for collaboration at every level within the organization - think how Waze works) 6)relinquish control to build and sustain power (delegate, allow others to make decisions, don’t go at things alone). Overall they argue that leaded need to Listen, Amplify, and Include.
November 7, 2018
Only noticed when starting to read the book that the book has two authors and I have read the "Chaos Imperative" from Ori Brafman (written 5 years ago in 2013). This book is taking a few concepts from Chaos Imperative and Dempsey has made out of those things or through reflections from his past experience. What got my interest was the brief discussion around the post-truth era where we are no longer able to deduct a situation to a singe rationalized scenario but we are talking about narratives and the competition between those. It explains the mechanics how some narratives dominate over others and why it can be a good or bad thing. How to find the optimal approach between available narratives in a complex environment?
"Inclusion is harder and can be slower, but it is a necessary precondition for achieving effective efficient and enduring solution to complex problems. Inclusion is about persistent learning, shared ownership of decisions, deep commitment to the implementation of those decisions. It's about developing trust by listening, amplifying and including. It's not a silver bullet, but it is an accelerator of the best ideas and a break against the worst ideas. Radical inclusion acknowledges complexity and seeks to mitigate the risks inherent in the era of digital echoes. Failure to recognize and adapt to this new reality, failure to deeply embrace inclusion would be the defining leadership failure of the 21th century."
“Emerging technology is making facts increasingly vulnerable, and all of us will soon have trouble discerning what is actually true. Simply put, we’re about to enter an age where facts will no longer be reliable. The information we think is 100 percent accurate may be flawed, and even our best attempt to find the truth may fall short.”
"Inclusion is harder and can be slower, but it is a necessary precondition for achieving effective efficient and enduring solution to complex problems. Inclusion is about persistent learning, shared ownership of decisions, deep commitment to the implementation of those decisions. It's about developing trust by listening, amplifying and including. It's not a silver bullet, but it is an accelerator of the best ideas and a break against the worst ideas. Radical inclusion acknowledges complexity and seeks to mitigate the risks inherent in the era of digital echoes. Failure to recognize and adapt to this new reality, failure to deeply embrace inclusion would be the defining leadership failure of the 21th century."
“Emerging technology is making facts increasingly vulnerable, and all of us will soon have trouble discerning what is actually true. Simply put, we’re about to enter an age where facts will no longer be reliable. The information we think is 100 percent accurate may be flawed, and even our best attempt to find the truth may fall short.”
November 10, 2018
Dempsey and Brafman offer a compelling guide to leadership in the 21st century with the central premise that inclusion is paramount to organizational effectiveness in an increasingly complex and dynamic world. A key tenet of inclusion is that giving up control to the diverse members of the organization (through decentralization, bottom-up feedback, and collaboration at all levels) is the best way to gain and maintain power. Gen. Dempsey incorporated this idea in his development and promotion of the concept of "mission command" in the military. With mission command (as opposed to command and control), the leader/commander specifies his overall intent while allowing subordinates to exercise "disciplined initiative" in the accomplishment of the mission. As stated in the book, the leader concentrates on the "why," while distributing the "how" throughout the organization. The authors also focus on other key leadership principles to make subordinates feel included and important, offering useful anecdotes, such as from Dempsey's 41-year military career. Overall the book is a useful guide for leaders in business, the military, and at all levels of international relations and politics.
August 6, 2018
This is simply a sequel to the Starfish and the Spider without explicitly stating as much. I found this fits the retired General/Secretary memoir genre to a T. These books all contain at least one anecdote about listening to the LCpl or the Captain, getting the “ground truth,” implementing some changes, and cherry picking metrics that show success in that area. Each one of these books...General McCrystal, General Petraeus, Secretary Gates, Secretary Rumsfeld, and now General Dempsey contain this formula at least in part. However, we are still embroiled in the same conflicts—while it is a simplified view, can we objectively say that these folks are touting a success story or that at best they are sharing secrets to manage complexity and wicked problems to a draw?
Additionally, I found the pairing with Ori Braufman to be pained and for the purpose of appealing to a broader audience, selling more books, and driving a higher profit. I think pairing with the Captain that recognized the Starfish and the Spider correlation would have made for more interesting reading. I like and respect General Dempsey, I would just like to see a bit more brought to the discussion in this case.
Additionally, I found the pairing with Ori Braufman to be pained and for the purpose of appealing to a broader audience, selling more books, and driving a higher profit. I think pairing with the Captain that recognized the Starfish and the Spider correlation would have made for more interesting reading. I like and respect General Dempsey, I would just like to see a bit more brought to the discussion in this case.
January 25, 2020
There is an idea here. It's about the importance of what they call radical inclusion but which normal people would call empowerment or, in a military context, mission command. That's not really new though, as they prove by quoting Gen. Patton offering exactly the same advice 75 years ago.
There is an attempt to bring it up to date by connecting it to influencers and viral marketing but I don't find that very convincing.
The worst part though is how fawning it is over Gen Dempsey. It's not just about his military achievements (which are indeed impressive) he also spends a load of time telling us how innovative he is for talking to a leadership academic, as if that is surprising from someone who had under his command the world's biggest leadership academies and a university. You can maybe get away with that in a biography. But this is autobiographical and writing about yourself in such gushing terms is just a bit cringy.
There is an attempt to bring it up to date by connecting it to influencers and viral marketing but I don't find that very convincing.
The worst part though is how fawning it is over Gen Dempsey. It's not just about his military achievements (which are indeed impressive) he also spends a load of time telling us how innovative he is for talking to a leadership academic, as if that is surprising from someone who had under his command the world's biggest leadership academies and a university. You can maybe get away with that in a biography. But this is autobiographical and writing about yourself in such gushing terms is just a bit cringy.
November 27, 2018
This book is not meant to be about diversity in the sense of how different backgrounds present unanticipated outcomes/perspectives on issues in the future (cultural diversity). Radical Inclusion provides the perspective of trusting subordinates and peers to lead the charge to meet your commanders intent or the equivalent on the business perspective. This book displays how trust fosters inclusion; which in turn results in a larger shared understanding and organizational ownership.
The book draws a lot of great ties to the military experience of General Dempsey, a Chairman of the Joint Chiefs of Staff. As a Guardsmen this is a great draw to expand my military career and apply it to the civilian sector. I would recommend this book to any leader across industries to learn how sharing responsibility and embracing Radical Inclusion will result in stronger culture, process & people.
The book draws a lot of great ties to the military experience of General Dempsey, a Chairman of the Joint Chiefs of Staff. As a Guardsmen this is a great draw to expand my military career and apply it to the civilian sector. I would recommend this book to any leader across industries to learn how sharing responsibility and embracing Radical Inclusion will result in stronger culture, process & people.
May 19, 2018
This was a more impressive book than I was expecting. It not only has a coherent argument, but there is a genuine attempt at establishing a political and philosophical justification for it, rather than just touting the pragmatic benefits. The books does slightly reflect the tendency of the two co-authors, one a Berkely Professor who collected the academic sources and Dempsey who provides personal stories which -largely- exemplify the message. There is plenty of good insight in this book about the nature of the modern world, about the impact of digital technology on social relations, and on leadership, both the abstract organisational lessons, but also about the US approach to the world today.
April 11, 2018
Trust in leadership seems to be at an all-time low today, and yet it has never been a more critical quality. The unlikely pairing of these two authors, an esteemed UC Berkeley business professor and vegan with the 41-year career Army officer and former Joint Chief of Staff has resulted in an enjoyable book that challenges all of us to refresh our thinking. Through a series of well-argued case studies and stories, from Burning Man to Afghanistan to the Cold War, the book argues that in today’s era of the “digital echo” it has never been more important for leaders to listen, amplify and include.
April 20, 2018
This book was an easy to read, and offered some great lessons for a leader in any profession. The premise is that leaders need to adapt in our complex and changing world, and that sticking to older, conventional methods of leadership will not be successful. The authors describe six leadership principles and three instincts. Combine and implement them effectively, and an inclusive environment results. They claim that this is the type of environment necessary to succeed in today's world. The anecdotes that they used throughout related very well, bringing the book together to drive home the main points. Overall great read.
June 18, 2018
Outstanding perspectives on leadership in the digital age. The authors make a great argument for the increasing importance of inclusion among a number of other leadership principles: the power of belonging, #GiveThemMemories, #MakeItMatter, learn to imagine, develop a bias for action, co-create context, relinquish control to build and sustain power, #Listen, #Amplify, and #Include.
#BookQuote: "If people don't feel like they belong to your group they easily can and probably will find something else to believe in and belong to." Therefore, "set the stage to build memories around a breadth of experiences, both positive and negative."
#BookQuote: "If people don't feel like they belong to your group they easily can and probably will find something else to believe in and belong to." Therefore, "set the stage to build memories around a breadth of experiences, both positive and negative."
March 28, 2021
A book of leadership principles for a digital age
I am skeptical of the cultural usage of the word inclusion and the political baggage it carries as it too often it is used to bludgeon those we disagree with. This book gave me the gift of thinking about Inclusion differently. In a world of rapid communication between diverse people leaders must focus on inviting people to participate, seek opportunities to cede control and amplify good ideas otherwise the world will pass them by. Not just a military leadership book, all organization leaders need to have the lessons of this book in their tool belt.
I am skeptical of the cultural usage of the word inclusion and the political baggage it carries as it too often it is used to bludgeon those we disagree with. This book gave me the gift of thinking about Inclusion differently. In a world of rapid communication between diverse people leaders must focus on inviting people to participate, seek opportunities to cede control and amplify good ideas otherwise the world will pass them by. Not just a military leadership book, all organization leaders need to have the lessons of this book in their tool belt.
April 21, 2018
Radical Inclusion is a short guide to successful leadership in the age of competing narratives and increasingly complex networks. Gen. Dempsey and Mr. Brafman provide concrete examples of how they learned to make better leadership decisions by 'radically' including more people in the process. The clear presentation alone makes this guidebook worthwhile. My only complaint is that the conclusion seemed a bit too redundant.
Thanks to NetGalley and Missionday for the digital ARC. All views are my own.
Thanks to NetGalley and Missionday for the digital ARC. All views are my own.
September 16, 2018
I did not enjoy this. I felt the voice was odd - Dempsey is listed as a co-author, but it’s presented like a fan girl summary of interviews. It would have made more of an impact for me if presented as Dempsey telling his own stories.
The mention of 9/11 in the title seems to be to grab attention, but didn’t really flow through the rest of the book. Additionally the idea of inclusion is hardly radical and I didn’t see what was radical about the thoughts presented.
Perhaps I missed a lot of nuance because I listened as an audiobook that I had trouble staying focused on.
The mention of 9/11 in the title seems to be to grab attention, but didn’t really flow through the rest of the book. Additionally the idea of inclusion is hardly radical and I didn’t see what was radical about the thoughts presented.
Perhaps I missed a lot of nuance because I listened as an audiobook that I had trouble staying focused on.
March 8, 2023
A solid narrative concerning the age of the digital echo and the emerging requirement for things to be constructed in the form of narrative versus fact alone. The book proposes a baseline ideal for how leaders should conduct themselves in an era where information can spread rapidly - true or not.
While nothing truly groundbreaking is formulated in this text, it brings together concepts of inclusion that are paramount to todays leaders. Now more than ever leaders must Listen, Amplify and Adapt.
While nothing truly groundbreaking is formulated in this text, it brings together concepts of inclusion that are paramount to todays leaders. Now more than ever leaders must Listen, Amplify and Adapt.
January 23, 2024
Short book with some decent case studies on how inclusion is important to leaders no matter the organization. The latter half of the book is geared towards military leaders as it focuses in on a few anecdotes from Dempsey’s career.
I feel like the type of person who picks this book up on their own probably is an inclusive leader/person. All this book will do is strengthen those beliefs with that individual. However, that person certainly knows someone who would benefit from reading and the lessons and stories and can pass it along or create dialogue utilizing this book.
I feel like the type of person who picks this book up on their own probably is an inclusive leader/person. All this book will do is strengthen those beliefs with that individual. However, that person certainly knows someone who would benefit from reading and the lessons and stories and can pass it along or create dialogue utilizing this book.
August 6, 2018
Inspiring Look at Leadership Through Inclusion
Leading people and organizations in an era of competing digital narratives is one of the key challenges to creating an environment of success and action . Radical Inclusion offers insights and examples of when and how becoming more inclusive leads to increased success, effective use of power, and greater dedication to goal accomplishment
Leading people and organizations in an era of competing digital narratives is one of the key challenges to creating an environment of success and action . Radical Inclusion offers insights and examples of when and how becoming more inclusive leads to increased success, effective use of power, and greater dedication to goal accomplishment
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