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The Power of Giving Away Power: How the Best Leaders Learn to Let Go
“This book is a breakthrough. It’s beautifully written, perfectly timed and heralds a new way forward. I’m buying a dozen copies to share with friends and colleagues.”
-Seth Godin, Founder of altMBA and author of The Practice
If you let go of hierarchy, chaos will reign...or so many leaders believe.
But when leaders find the courage to distribute rather than hoard power, creativity multiplies, trust deepens, and inclusivity expands... and a new kind of order emerges.
A few rare leaders have learned to embrace a new organizational shape and Constellations. Organizations designed as constellations are dynamic and flexible networks of distinct yet interwoven individuals. Each member of the team feels like a singular star and is also connected to others to form something greater. That is how Visa reimagined how we pay for things, how Wikipedia beat the richest company in the world and how Barack Obama and his grassroots team revolutionized political campaigning. These leaders did what most leaders dread – they gave away power.
Barzun brilliantly layers lessons across history and industries with his own experiences as an internet entrepreneur, political organizer, and US ambassador to the United Kingdom and Sweden. The Power of Giving Away Power shows how the Constellation mindset shines in some of the most impactful organizations and innovations the world has ever known. And it encourages us all to recognize, as Barzun writes, "the power we can create by seeing the power in others" — and making the leap to lead. Together.
-Seth Godin, Founder of altMBA and author of The Practice
If you let go of hierarchy, chaos will reign...or so many leaders believe.
But when leaders find the courage to distribute rather than hoard power, creativity multiplies, trust deepens, and inclusivity expands... and a new kind of order emerges.
A few rare leaders have learned to embrace a new organizational shape and Constellations. Organizations designed as constellations are dynamic and flexible networks of distinct yet interwoven individuals. Each member of the team feels like a singular star and is also connected to others to form something greater. That is how Visa reimagined how we pay for things, how Wikipedia beat the richest company in the world and how Barack Obama and his grassroots team revolutionized political campaigning. These leaders did what most leaders dread – they gave away power.
Barzun brilliantly layers lessons across history and industries with his own experiences as an internet entrepreneur, political organizer, and US ambassador to the United Kingdom and Sweden. The Power of Giving Away Power shows how the Constellation mindset shines in some of the most impactful organizations and innovations the world has ever known. And it encourages us all to recognize, as Barzun writes, "the power we can create by seeing the power in others" — and making the leap to lead. Together.
240 pages, Hardcover
Published June 1, 2021
118 people are currently reading
1331 people want to read
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Displaying 1 - 30 of 73 reviews
August 28, 2021
This is a great book. I know I gave it 3 stars, but I think it’s worth reading. It encourages us to leave behind our ideas about needing to be “in the arena” fighting to get to the top. Instead, we lift ourselves as we lift others.
October 2, 2023
It's difficult to know what to say about this book. It was based around the idea of sharing knowledge and power rather than defaulting to the traditional model of a pyramid structure with the power at the top.
Although I can understand the motivations behind the book, I'm not sure I believed it. The book felt like an attempt to retrofit a set of principles to explain previous events (the Obama electoral success, life as a diplomat etc) and extolling the virtues of a great, but forgotten, business mind - Mary Parker Follett - despite the author never having heard of her until very recently and hardly mentioning her in the book. It was also very US-centric, discussing the design of the dollar bill, and a bit too flag-waving for my liking.
The book did give some food for thought, but I didn't find it entirely credible in its delivery.
Although I can understand the motivations behind the book, I'm not sure I believed it. The book felt like an attempt to retrofit a set of principles to explain previous events (the Obama electoral success, life as a diplomat etc) and extolling the virtues of a great, but forgotten, business mind - Mary Parker Follett - despite the author never having heard of her until very recently and hardly mentioning her in the book. It was also very US-centric, discussing the design of the dollar bill, and a bit too flag-waving for my liking.
The book did give some food for thought, but I didn't find it entirely credible in its delivery.
October 3, 2021
"If you are here to help, please leave. If you are here because your liberation is bound up with ours, please stay".
Matthew delivers insights into his perception of the power of interdependence, the true power that comes in sharing responsibilities and a very in-depth history of how he believes the USA developed and thrived since creation.
I wanted to love the book, but I wonder if perhaps I'm not the target audience. The book is extremely patriotic and tends to leave out any of the unsavoury history of the US. It often cited all American success as an inevitable result of the personality and spirit of the people and grouped a very divided and diverse country into one. He talks about a country that emphasises freedom of people from the beginning of creation... the book was very well written but unfortunately not delivered by an impartial historian.
Simply put, the authors background heavily reflects his lived experience and understanding of his country. I'm not sure everyone would agree on his version of the American history. I've never read a book on management, leadership and self-help that focuses so heavily on history. Had I been aware, I wouldn't have selected it.
Snide comments cropped up around the media misunderstanding the 'special relationship' between the US and the UK as well as outdated references to various countries that 'don't like Western freedom'. This was uncomfortable to read and better placed in an article by the Daily Mail than a management book. Additionally, there was little evidence included for these comments in the scope of the writing.
Had I picked the book up as a political read, I'm sure I would have found it an interesting opportunity to read such a unique opinion. Unfortunately as a managerial help book though, it did not hit the mark. I believe if the book were relabelled accurately - as an ode to American values and the 1930 American dream - it could do well.
Thank you NetGalley for the ARC.
Matthew delivers insights into his perception of the power of interdependence, the true power that comes in sharing responsibilities and a very in-depth history of how he believes the USA developed and thrived since creation.
I wanted to love the book, but I wonder if perhaps I'm not the target audience. The book is extremely patriotic and tends to leave out any of the unsavoury history of the US. It often cited all American success as an inevitable result of the personality and spirit of the people and grouped a very divided and diverse country into one. He talks about a country that emphasises freedom of people from the beginning of creation... the book was very well written but unfortunately not delivered by an impartial historian.
Simply put, the authors background heavily reflects his lived experience and understanding of his country. I'm not sure everyone would agree on his version of the American history. I've never read a book on management, leadership and self-help that focuses so heavily on history. Had I been aware, I wouldn't have selected it.
Snide comments cropped up around the media misunderstanding the 'special relationship' between the US and the UK as well as outdated references to various countries that 'don't like Western freedom'. This was uncomfortable to read and better placed in an article by the Daily Mail than a management book. Additionally, there was little evidence included for these comments in the scope of the writing.
Had I picked the book up as a political read, I'm sure I would have found it an interesting opportunity to read such a unique opinion. Unfortunately as a managerial help book though, it did not hit the mark. I believe if the book were relabelled accurately - as an ode to American values and the 1930 American dream - it could do well.
Thank you NetGalley for the ARC.
November 30, 2021
Barzun’s revolutionary approach to organizations is around the thought that each member is a star within a constellation. While it might sound lofty, his theory is grounded in his on-the-ground experience as a political organizer, an entrepreneur, and a US ambassador to the UK and Sweden.
This book had a real impact on my view of businesses and organizations. When leaders hoard power, they take away their real power, which is other people. As someone who has recently started her own publishing company, this book was so timely for me.
The author's philosophy comes through in this passage on power: “We think we must hoard power before someone else takes it and that we must lord it over others. We've not only come to value the consolidation and preservation of power; as the best kind of leadership, we've come to believe it's the only kind, that it is leadership. How crazy. All we have to do is look around to see that there are other kinds of leaders who have adopted a very different mindset about uncertainty. They don't try to ignore it, avoid it, or factor it out. They factor it in radically."
To listen to my interview with the author, go to my podcast at: https://zibbyowens.com/transcript/mat...
This book had a real impact on my view of businesses and organizations. When leaders hoard power, they take away their real power, which is other people. As someone who has recently started her own publishing company, this book was so timely for me.
The author's philosophy comes through in this passage on power: “We think we must hoard power before someone else takes it and that we must lord it over others. We've not only come to value the consolidation and preservation of power; as the best kind of leadership, we've come to believe it's the only kind, that it is leadership. How crazy. All we have to do is look around to see that there are other kinds of leaders who have adopted a very different mindset about uncertainty. They don't try to ignore it, avoid it, or factor it out. They factor it in radically."
To listen to my interview with the author, go to my podcast at: https://zibbyowens.com/transcript/mat...
July 22, 2021
Barzun has so many fascinating and well told stories, but the concept of interdependence was too nebulous to have been put into a book for others to implement quite yet. Though the “why” is clear, more work should have been done on the “what” and “how”.
June 22, 2021
A really interesting read - between the history and the stories lots to enjoy. And a really challenging but powerful theory on leadership that is easier to understand than implement. Super quick read- recommended for sure.
March 12, 2023
A very interesting book that focuses on the idea of Pyramid VS Constellation in Leadership and in Life.
August 13, 2023
This book was fine -- the main argument is certainly one worth considering and one that will shape my leadership style. The entire book felt a bit monotone to me, however.
December 4, 2021
On Leadership as a joke, instead of a mere sentence, and what makes the difference. On asking about hopes and fears, linking to your own, serving and opening up. On Special Relationships, fruitful friction, and bloom loops that multiplies energy instead of dividing. On standing out while fitting in and getting diversity without division. This is a great reading with many anecdotes that will make you question your mindset and "be predisposed to see the power in other people..".
July 24, 2021
This may be my first book in this genre of business leadership books. I love the central idea. I loved the anecdotes/characters he included. I was ultimately unable to get past the first chapter's sidelining of race/ white supremacy and the central role that played in how American government was organized and how Americans did (and did not/ could not) come together across lines of difference to co-create a country that actually lived up to the ideas it espouses. Pyramid culture in organizations is another term for white supremacy culture. Moving to constellations requires anti-racist work to break down what divides us. Unfortunately, there's no substantive discussion of that in this book.
Read
September 15, 2021Power doesn’t have to be organized hierarchically. We need to abandon this pyramid mindset and adopt a constellation mindset that allows us to share power through a network of interdependent connections. Special relationships can help build these connections, and create the fruitful friction that allows us to achieve big things together.
And here’s some more actionable advice:
Foster special relationships with the a.l.s.o. formula
As a diplomat, it was the author’s job to create and maintain special relationships. He found that the best tools at his disposal were listening skills and patience. We can also sum up the special relationships in the acronym “a.l.s.o.”. It stands for asking others what they think, linking their experiences to our own, serving the relationship, and opening up.
---
We need to take the leap from a Pyramid structure back to a Constellation mindset.
What’s the difference between a pyramid and a constellation?
In a pyramid, power consolidates at the top. People are ranked hierarchically according to their function, and they’re expected to fulfill just that function. The leaders at the top make all the important decisions, working backward from a fixed destination. This eliminates some of the uncomfortable uncertainty that comes with running a business or an organization. Everyone knows what they should do at all times. But it also leaves no room for flexibility, new ideas, or spontaneous synergy.
Society today has fully embraced the pyramid mindset. It’s how we try to shield ourselves from uncertainty: by sticking to deadlocked hierarchies. We’ve convinced ourselves that leading means one powerful individual enforcing decisions. And companies almost exclusively reward individual achievement, not collective power.
While the pyramid mindset pervades our lives, many of us yearn for a different way of doing things – one that allows for more community and creativity. But we did once do things differently!
In a constellation, power is distributed through a constantly evolving network. People work independently, but towards a common goal – a goal that they help shape. There’s still room for leaders. But they don’t hoard power at the top. Instead, they share it. This allows constellations to achieve big things through many small actions.
Let’s consider one example: Wikipedia.
Encyclopedias used to be 24-book volumes like the Encyclopedia Britannica, gathering dust on shelves across the world. But then the internet came along, and Microsoft replaced them all with a new digital encyclopedia called Encarta. But even Encarta is now long forgotten.
That’s because Encarta worked along the same principle as the Encyclopedia Britannica. Power was locked in at the top with the experts who wrote the articles. Articles were slow to edit, and slow to reflect changes.
In the beginning, Wikipedia founder Jimmy Wales wanted to do things quite similarly. But then his colleague Larry Sanger had another idea. There was a new technology called Wiki that allowed people to write and edit text collaboratively. Why not let anyone share their knowledge, and build a community where people could proof each other’s writings? And that’s how Wikipedia was born. Now, it has over 6 million entries in the English language alone. It was a constellation mindset that built the biggest knowledge platform known to man.
---
Sharing power harnesses the energy of uncertainty.
Barack Obama’s 2008 campaign for president was the perfect example of the constellation mindset in action. And as a fundraising strategist, the author was directly involved in its success.
In fact, it was he who came up with the low-dollar fundraising events that made all the difference. By the time the election rolled around, Obama’s campaign had raised $19 million, as opposed to Hillary Clinton’s $16 million.
What made the difference? The Clinton campaign was hunting for donors – and so they got hunting results. They captured a few big ones, but most got away. But the Obama campaign was farming. Instead of focusing their energy on roping in a few big campaign donors, they planted seeds. They mobilized thousands of small-dollar donors, and these small-dollar donors, in turn, mobilized more.
After the success of the fundraising strategy, the Obama campaign blossomed into a full-blown constellation. Under its unofficial campaign of “respect, empower, include”, it mobilized thousands of people from all walks of life to share their time, energy, and money to work towards a common goal.
When the election neared, campaign leaders made another monumental decision. They gave their most active volunteers decentralized access to the voter file. This way, volunteers could self-organize to make sure that people actually went to the polls. This had never been done before – previous leaders had feared for the precious voter data. But the Obama campaign decided the energy of sharing power with their volunteers would outweigh the risk of data theft.
It paid off: on election day, Obama’s campaign achieved an unheard-of negative flake rate. In one state, this meant that for every ten people who committed to vote, 15 showed up.
In her book The Death and Life of Great American Cities, urban observer Jane Jacobs describes a similar type of organic growth. She observed that great cities are like snowflakes: branching out into ever smaller units. A great city consists of great neighborhoods, great neighborhoods consist of great blocks, and so on.
In mathematics, patterns like this are called self-similar, or fractal. Constellations grow fractally, too. The great thing about fractal patterns is that because the base pattern always repeats itself, they can grow without a master plan. So unlike pyramids, constellations thrive on uncertainty. In fact, it helps them grow in power.
And here’s some more actionable advice:
Foster special relationships with the a.l.s.o. formula
As a diplomat, it was the author’s job to create and maintain special relationships. He found that the best tools at his disposal were listening skills and patience. We can also sum up the special relationships in the acronym “a.l.s.o.”. It stands for asking others what they think, linking their experiences to our own, serving the relationship, and opening up.
---
We need to take the leap from a Pyramid structure back to a Constellation mindset.
What’s the difference between a pyramid and a constellation?
In a pyramid, power consolidates at the top. People are ranked hierarchically according to their function, and they’re expected to fulfill just that function. The leaders at the top make all the important decisions, working backward from a fixed destination. This eliminates some of the uncomfortable uncertainty that comes with running a business or an organization. Everyone knows what they should do at all times. But it also leaves no room for flexibility, new ideas, or spontaneous synergy.
Society today has fully embraced the pyramid mindset. It’s how we try to shield ourselves from uncertainty: by sticking to deadlocked hierarchies. We’ve convinced ourselves that leading means one powerful individual enforcing decisions. And companies almost exclusively reward individual achievement, not collective power.
While the pyramid mindset pervades our lives, many of us yearn for a different way of doing things – one that allows for more community and creativity. But we did once do things differently!
In a constellation, power is distributed through a constantly evolving network. People work independently, but towards a common goal – a goal that they help shape. There’s still room for leaders. But they don’t hoard power at the top. Instead, they share it. This allows constellations to achieve big things through many small actions.
Let’s consider one example: Wikipedia.
Encyclopedias used to be 24-book volumes like the Encyclopedia Britannica, gathering dust on shelves across the world. But then the internet came along, and Microsoft replaced them all with a new digital encyclopedia called Encarta. But even Encarta is now long forgotten.
That’s because Encarta worked along the same principle as the Encyclopedia Britannica. Power was locked in at the top with the experts who wrote the articles. Articles were slow to edit, and slow to reflect changes.
In the beginning, Wikipedia founder Jimmy Wales wanted to do things quite similarly. But then his colleague Larry Sanger had another idea. There was a new technology called Wiki that allowed people to write and edit text collaboratively. Why not let anyone share their knowledge, and build a community where people could proof each other’s writings? And that’s how Wikipedia was born. Now, it has over 6 million entries in the English language alone. It was a constellation mindset that built the biggest knowledge platform known to man.
---
Sharing power harnesses the energy of uncertainty.
Barack Obama’s 2008 campaign for president was the perfect example of the constellation mindset in action. And as a fundraising strategist, the author was directly involved in its success.
In fact, it was he who came up with the low-dollar fundraising events that made all the difference. By the time the election rolled around, Obama’s campaign had raised $19 million, as opposed to Hillary Clinton’s $16 million.
What made the difference? The Clinton campaign was hunting for donors – and so they got hunting results. They captured a few big ones, but most got away. But the Obama campaign was farming. Instead of focusing their energy on roping in a few big campaign donors, they planted seeds. They mobilized thousands of small-dollar donors, and these small-dollar donors, in turn, mobilized more.
After the success of the fundraising strategy, the Obama campaign blossomed into a full-blown constellation. Under its unofficial campaign of “respect, empower, include”, it mobilized thousands of people from all walks of life to share their time, energy, and money to work towards a common goal.
When the election neared, campaign leaders made another monumental decision. They gave their most active volunteers decentralized access to the voter file. This way, volunteers could self-organize to make sure that people actually went to the polls. This had never been done before – previous leaders had feared for the precious voter data. But the Obama campaign decided the energy of sharing power with their volunteers would outweigh the risk of data theft.
It paid off: on election day, Obama’s campaign achieved an unheard-of negative flake rate. In one state, this meant that for every ten people who committed to vote, 15 showed up.
In her book The Death and Life of Great American Cities, urban observer Jane Jacobs describes a similar type of organic growth. She observed that great cities are like snowflakes: branching out into ever smaller units. A great city consists of great neighborhoods, great neighborhoods consist of great blocks, and so on.
In mathematics, patterns like this are called self-similar, or fractal. Constellations grow fractally, too. The great thing about fractal patterns is that because the base pattern always repeats itself, they can grow without a master plan. So unlike pyramids, constellations thrive on uncertainty. In fact, it helps them grow in power.
June 24, 2022
The blurb for this book starts with a question and an answer: How do great leaders thrive in uncertain times? By changing their mindsets about power.
Well, that's one way. The trouble with these short promotional extracts is that they can be one-dimensional; they oversell some point seized on by the blurb-writer and miss so much more, narrowing the appeal of the book to a niche and hiding more than is revealed.
This book is not just about leaders, and despite the range of examples the author draws on to illustrate the central point, nor even business. It is, as he says about "The power we can create by seeing the power in others". So it is about possibilities, and the opportunity offered by non-hierarchical, uncoerced collaboration.
Describing the traditional hierarchical structure of organisations as a top-down pyramid, Barzan appeals to us to be brave enough to let go, to distribute power rather than clinging on to it. When that happens, he says, trust deepens, creativity expands, and a sense of ownership and belonging can emerge.
How we relate to those around us has a critical impact on how we experience life and the degree of progress (or not) we have in the various projects we undertake. I think that this extends to our professional successes and failures too.
Over 30 years as a consultant in workplace relations taught me that. My approach was always collaborative rather than hierarchical; relationships of trust were always my starting point. Needless to say, this could be a challenge. People are naturally suspicious when a 'consultant' enters the frame, so trust is not the first thing on their minds. Surprisingly, I found, that giving away power only works when those offered the gift are prepared to accept and run with it. This is often the one hurdle which cannot easily be leapt over.
Still, this approach served me well and I never had reason to abandon it, without resorting to authority to get things done. Collaboration and equality of voice won every time.
Barzan vindicates this view, adding serious heft to his points with illustrations drawn from his life and experience which spans the business/political divide. It takes boldness and bravery to apply the ideas in this book; herd members will probably abstain. Those with the curiosity and courage to step away from that club will do well to read it and take up the challenge. I just hope there are enough of them.
Well, that's one way. The trouble with these short promotional extracts is that they can be one-dimensional; they oversell some point seized on by the blurb-writer and miss so much more, narrowing the appeal of the book to a niche and hiding more than is revealed.
This book is not just about leaders, and despite the range of examples the author draws on to illustrate the central point, nor even business. It is, as he says about "The power we can create by seeing the power in others". So it is about possibilities, and the opportunity offered by non-hierarchical, uncoerced collaboration.
Describing the traditional hierarchical structure of organisations as a top-down pyramid, Barzan appeals to us to be brave enough to let go, to distribute power rather than clinging on to it. When that happens, he says, trust deepens, creativity expands, and a sense of ownership and belonging can emerge.
How we relate to those around us has a critical impact on how we experience life and the degree of progress (or not) we have in the various projects we undertake. I think that this extends to our professional successes and failures too.
Over 30 years as a consultant in workplace relations taught me that. My approach was always collaborative rather than hierarchical; relationships of trust were always my starting point. Needless to say, this could be a challenge. People are naturally suspicious when a 'consultant' enters the frame, so trust is not the first thing on their minds. Surprisingly, I found, that giving away power only works when those offered the gift are prepared to accept and run with it. This is often the one hurdle which cannot easily be leapt over.
Still, this approach served me well and I never had reason to abandon it, without resorting to authority to get things done. Collaboration and equality of voice won every time.
Barzan vindicates this view, adding serious heft to his points with illustrations drawn from his life and experience which spans the business/political divide. It takes boldness and bravery to apply the ideas in this book; herd members will probably abstain. Those with the curiosity and courage to step away from that club will do well to read it and take up the challenge. I just hope there are enough of them.
Read
December 7, 2021THE GREAT DISSENTER: The Story of John Marshall Harlan, America’s Judicial Hero | Peter S. Canellos, Simon & Schuster, 624p.
While most famous for his ringing dissent in Plessy (1896) rebuking the SCOUTS majorities adoption of separate but equal, the full biography of this Justice is an extraordinary American tale. An executive editor at Politico, takes the reader on a journey through cases dealing with American citizenship, monopolies, and prejudice against Asian-Americans.
Born before the Civil War in Kentucky, Harlan fought on the side of the Union yet opposed ratification of the 13th Amendment. Formerly a Democrat, he becomes a Republican. His half-brother, one of America’s first biracial millionaires, was a political powerbroker that helped secure a GOP Court appointment for John Marshall Harlan from President Rutherford B. Hayes.
At times, the book tells the twin stories of these two half-brothers, interweaving their lives and adventures in a fashion that gives an unprecedented series of insights into American life in the era of Reconstruction and after.
During his 34 years on the high Court, Harlan was an anomaly. He was not of a wealthy background, was a former Democrat, and came from a Boarder state.
Harlan intervened in a capital punishment case, staying execution of what historical evidence suggests was a wrongly convicted black man. This stay was futile as it didn’t stop a Chattanooga mob from breaking into the jail and hanging the young man from a nearby bridge. The mob also had choice words for Supreme Court Justice John Marshall Harlan.
Harlan showed remarkable courage throughout his life on challenging issues - even when he was wrong - and would eventually change his position. Canellos biography is a well-told story of a man who is complex living in contentious times. A man, like all others, who was fallible, mistaken, triumphant, and at times melancholy. It’s a book well worth the effort to understand a critical - yet often overlooked - period of American history with its warts, trials, tribulations and triumphs.
While most famous for his ringing dissent in Plessy (1896) rebuking the SCOUTS majorities adoption of separate but equal, the full biography of this Justice is an extraordinary American tale. An executive editor at Politico, takes the reader on a journey through cases dealing with American citizenship, monopolies, and prejudice against Asian-Americans.
Born before the Civil War in Kentucky, Harlan fought on the side of the Union yet opposed ratification of the 13th Amendment. Formerly a Democrat, he becomes a Republican. His half-brother, one of America’s first biracial millionaires, was a political powerbroker that helped secure a GOP Court appointment for John Marshall Harlan from President Rutherford B. Hayes.
At times, the book tells the twin stories of these two half-brothers, interweaving their lives and adventures in a fashion that gives an unprecedented series of insights into American life in the era of Reconstruction and after.
During his 34 years on the high Court, Harlan was an anomaly. He was not of a wealthy background, was a former Democrat, and came from a Boarder state.
Harlan intervened in a capital punishment case, staying execution of what historical evidence suggests was a wrongly convicted black man. This stay was futile as it didn’t stop a Chattanooga mob from breaking into the jail and hanging the young man from a nearby bridge. The mob also had choice words for Supreme Court Justice John Marshall Harlan.
Harlan showed remarkable courage throughout his life on challenging issues - even when he was wrong - and would eventually change his position. Canellos biography is a well-told story of a man who is complex living in contentious times. A man, like all others, who was fallible, mistaken, triumphant, and at times melancholy. It’s a book well worth the effort to understand a critical - yet often overlooked - period of American history with its warts, trials, tribulations and triumphs.
January 7, 2023
I saw Mathew Barzun at the Louisville Public Library and accidentally got one of his signed books. There are some real nuggets of wisdom here as Barzun explains the 'Constellation' mindset as a foil to the default 'Pyramid' mode.
Some of the best takeaways came from his understanding of Mary Parker Follett and her prescient understanding in the early 20th century of the need for everyone in an organization to have some skin in the game.
Two things that I found insightful. First, she sets three expectations for every interaction - 1. expect to need others 2. expect to be needed 3. expect to be changed.
Second, she had 4 meeting outcomes: 3 bad and 1 good.
-- The bad --
Acquiescence - Just giving in and letting someone have their way. You haven't brought your whole self
Victory - you "win" but everyone else loses their ability to contribute
Compromise (what!? yeah I know) - just partial acquiescence from all participants. No growth or investment, no one satisfied
-- The Good --
Integration - all members make a new thing together. It is yours and the group's. You are in it. Is is of you. And your individuality is not diminished as a result.
Barzun goes on to explain how Parker Follet's insight helped build his 'Constellation' approach with some examples from his time in Obama's campaign and as US Ambassador to Switzerland.
I hope that here in America people recognize the opportunity the ego-killing work of building the 'Constellation' mindset can have.
Some of the best takeaways came from his understanding of Mary Parker Follett and her prescient understanding in the early 20th century of the need for everyone in an organization to have some skin in the game.
Two things that I found insightful. First, she sets three expectations for every interaction - 1. expect to need others 2. expect to be needed 3. expect to be changed.
Second, she had 4 meeting outcomes: 3 bad and 1 good.
-- The bad --
Acquiescence - Just giving in and letting someone have their way. You haven't brought your whole self
Victory - you "win" but everyone else loses their ability to contribute
Compromise (what!? yeah I know) - just partial acquiescence from all participants. No growth or investment, no one satisfied
-- The Good --
Integration - all members make a new thing together. It is yours and the group's. You are in it. Is is of you. And your individuality is not diminished as a result.
Barzun goes on to explain how Parker Follet's insight helped build his 'Constellation' approach with some examples from his time in Obama's campaign and as US Ambassador to Switzerland.
I hope that here in America people recognize the opportunity the ego-killing work of building the 'Constellation' mindset can have.
April 20, 2023
"The Power of Giving Away Power" by Matthew Barzun is a thought-provoking book that challenges the traditional top-down leadership model and proposes a new way of thinking about power. Barzun introduces two mindsets - the pyramid and the constellation - that represent two different approaches to leadership and organizational structure.
The pyramid mindset is based on the idea that power and decision-making should be centralized at the top of the hierarchy, with a few individuals holding the majority of the power. In contrast, the constellation mindset is based on the belief that power should be distributed throughout the organization, with individuals at all levels having the ability to contribute and make decisions.
Barzun argues that the pyramid mindset has become outdated and ineffective in today's rapidly changing world. He advocates for a shift towards the constellation mindset, which encourages collaboration, creativity, and innovation. By giving away power, leaders can empower their team members and create a more agile and adaptive organization.
Overall, "The Power of Giving Away Power" is a compelling read for anyone interested in leadership and organizational management. Barzun's insights on the differences between the pyramid and constellation mindsets offer a fresh perspective on how to build successful and sustainable organizations in the 21st century.
The pyramid mindset is based on the idea that power and decision-making should be centralized at the top of the hierarchy, with a few individuals holding the majority of the power. In contrast, the constellation mindset is based on the belief that power should be distributed throughout the organization, with individuals at all levels having the ability to contribute and make decisions.
Barzun argues that the pyramid mindset has become outdated and ineffective in today's rapidly changing world. He advocates for a shift towards the constellation mindset, which encourages collaboration, creativity, and innovation. By giving away power, leaders can empower their team members and create a more agile and adaptive organization.
Overall, "The Power of Giving Away Power" is a compelling read for anyone interested in leadership and organizational management. Barzun's insights on the differences between the pyramid and constellation mindsets offer a fresh perspective on how to build successful and sustainable organizations in the 21st century.
November 4, 2021
This was a quick and enjoyable read, mixing memoir with his experiences as a tech entrepreneur, as a political fundraiser for President Obama, then as U.S. Ambassador to the UK and Sweden, with his perspective on leadership. His thesis is that the well-established "Pyramid" model of structure and hierarchy narrowing up to a single individual at the top. He describes how the desired shape and mindset organizations should strive for is a "constellation." An organization operating as a "constellation" possesses dynamic and flexible networks, where a multiplier effect is possible when power is distributed. In light of Secretary Powell's recent passing an anecdote within the State Department he shared really resonated when the Secretary asked a team of Foreign Service Officers what the State Department had that no other agency did. One person said "this place, Main State, the Harry S. Truman Building." The Secretary responded saying "nope, everyone has a building. We have two-hundred twenty-some-odd platforms for diplomatic engagement spread throughout the world." Based on this book, I am interested to learn more about Mary Parker Follett and her contribution to leadership and organizational behavior with string endorsements from Peter Drucker and Warren Bennis.
August 31, 2021
A brilliant and novel take on leadership with a sprinkling of relevant US history thrown in. I loved the background to the design of the Great Seal, the dollar bill and how that gave the red thread throughout the book.
I was introduced to Mark Parker Follett, the leadership guru you've never heard of but according to the founder of the Leadership Institute, Warren Bennis was a foundation for "just about everything written today about leadership and organizations..."
The dichotomy between pyramids and constellations are made clear, causing me to re-think my own unconscious beliefs about hierarchy and collaboration.
A very insightful criticism of the "man in the arena" speech, and of the takeaways of the numerous commencement speeches lauded by many makes his argument even stronger.
This book goes into my top 5 books on leadership, and is highly recommended if you are a leader, manager, team member, or just human.
I was introduced to Mark Parker Follett, the leadership guru you've never heard of but according to the founder of the Leadership Institute, Warren Bennis was a foundation for "just about everything written today about leadership and organizations..."
The dichotomy between pyramids and constellations are made clear, causing me to re-think my own unconscious beliefs about hierarchy and collaboration.
A very insightful criticism of the "man in the arena" speech, and of the takeaways of the numerous commencement speeches lauded by many makes his argument even stronger.
This book goes into my top 5 books on leadership, and is highly recommended if you are a leader, manager, team member, or just human.
July 7, 2024
I generally don't like this genre. Books like this make a couple of good, inciteful points and repeat them with examples and commentary. This book is like that. However, the few points the book makes are not intuitive and they are very important.
America is going through a generational shift. Elected officials and business leaders are not giving up their roles and the next generation is so ready to take over that it will just be a matter of time before they successfully depose the old guard. If they feel that it is impossible to depose them, the next generation simply leaves and finds other, more welcoming jobs.
More then ever, it is important for the current generation of leaders to start giving power away. New leaders need to be nurtured and trained. Without giving possible new leaders real power to make decisions, training them is impossible and therefore a smooth transition of power is impossible.
America is going through a generational shift. Elected officials and business leaders are not giving up their roles and the next generation is so ready to take over that it will just be a matter of time before they successfully depose the old guard. If they feel that it is impossible to depose them, the next generation simply leaves and finds other, more welcoming jobs.
More then ever, it is important for the current generation of leaders to start giving power away. New leaders need to be nurtured and trained. Without giving possible new leaders real power to make decisions, training them is impossible and therefore a smooth transition of power is impossible.
October 1, 2021
For decades, companies have embraced, and still embrace, the pyramid structure of power.
Hoarding power at the very top.
Power: you have it or you don’t. If you don’t, then you need to get up there.
In some cases using any means necessary even at the detriment of others.
And once you are on top: Be the Boss and take out the competition, because they are out to get you…
Power ‘over’ others is no longer valid. Nowadays more people want to do things differently.
We need to evolve to a constellation mindset. Working together as a team toward a common goal and sharing power creates more of it for everyone.
The future demands us to evolve to power ‘with’ others and using ‘integration’ as a meeting strategy to generate co-creation. Using mottos like: don’t give up, embrace failure (and the lessons learned), work hard together toward a common goal.
TONY VYNCKIER
Hoarding power at the very top.
Power: you have it or you don’t. If you don’t, then you need to get up there.
In some cases using any means necessary even at the detriment of others.
And once you are on top: Be the Boss and take out the competition, because they are out to get you…
Power ‘over’ others is no longer valid. Nowadays more people want to do things differently.
We need to evolve to a constellation mindset. Working together as a team toward a common goal and sharing power creates more of it for everyone.
The future demands us to evolve to power ‘with’ others and using ‘integration’ as a meeting strategy to generate co-creation. Using mottos like: don’t give up, embrace failure (and the lessons learned), work hard together toward a common goal.
TONY VYNCKIER
March 14, 2024
Книга на моїй хвилі - мій вічний непростий баланс між Пірамідою та Сузірʼям.
Однозначно корисна для налагодження ефективної співпраці та розуміння в колективі, якщо ви хочете розвиватися й досягати нових вершин.
Окрім того, це не теорія, а власний досвід автора.
Післясмак - наче поговорили за філіжанкою кави)
А ще для себе я зловила один дуже цікавий інсайт, який треба осмислити.
📌 Навколо нас завжди є люди, які роблять величезні зміни, дивлячись на світ так, як решта з нас не здатна.
📌 Незалежність - це просто ще одна форма залежності - залежності від себе, одного.
📌 Найважливіших справ у нашому житті - того, що ми робимо з найбільшим почуттям причетності й залученості, - не можна виграти.
📌 Бо свобода разом не тільки діє, вона має владу поширювати власну силу.
📌 Полетіти в космос, взяти участь у забігу, поборотися на арені - усе це простіше від справді складного: зіткнутися із самим собою, показати свої вади іншим і прагнути створити щось нове з ними з через них.
#451deepreading
Однозначно корисна для налагодження ефективної співпраці та розуміння в колективі, якщо ви хочете розвиватися й досягати нових вершин.
Окрім того, це не теорія, а власний досвід автора.
Післясмак - наче поговорили за філіжанкою кави)
А ще для себе я зловила один дуже цікавий інсайт, який треба осмислити.
📌 Навколо нас завжди є люди, які роблять величезні зміни, дивлячись на світ так, як решта з нас не здатна.
📌 Незалежність - це просто ще одна форма залежності - залежності від себе, одного.
📌 Найважливіших справ у нашому житті - того, що ми робимо з найбільшим почуттям причетності й залученості, - не можна виграти.
📌 Бо свобода разом не тільки діє, вона має владу поширювати власну силу.
📌 Полетіти в космос, взяти участь у забігу, поборотися на арені - усе це простіше від справді складного: зіткнутися із самим собою, показати свої вади іншим і прагнути створити щось нове з ними з через них.
#451deepreading
June 1, 2021
This book is a welcome challenge to our normal, stale thinking about what it means to lead - an extremely well written observation we all dearly need today. Matthew Barzun's personal experiences and learning across tech, campaigns, and diplomacy as a U.S. Ambassador in Europe are refreshing and honest. The real-life stories and characters are woven together to explain how we have been taught only one way to lead - to hold onto power - but this book points to incredible thinkers, innovators, and idea shapers who all have successfully created change by including others, and are able to do "big things together."
I *highly* recommend this book - it is a must read for anyone looking to lead authentically.
I *highly* recommend this book - it is a must read for anyone looking to lead authentically.
June 27, 2021
I'm not a leader, well not yet and not that I know of, but I enjoyed this book and don't believe it's just for leaders. We can and should all share power and encourage others to share it. This book helps us spot a pyramid systems and how to engage in a leap to a constellation.
Sure it's very American, but that's where the author is from. It doesn't limit the message or the reach and scope of this book. Every reader can sub in their own pyramid examples for their country or place.
The book did hop around and felt a little disjointed, but not unreadable. Kinda felt like an energetic thought pattern.
Grab this book for a weekend read and see what you can take into your next meeting.
Thank you to Netgalley for the arc.
Sure it's very American, but that's where the author is from. It doesn't limit the message or the reach and scope of this book. Every reader can sub in their own pyramid examples for their country or place.
The book did hop around and felt a little disjointed, but not unreadable. Kinda felt like an energetic thought pattern.
Grab this book for a weekend read and see what you can take into your next meeting.
Thank you to Netgalley for the arc.
December 26, 2021
An inspired book about leadership. Lots of good food for thought about how to motivate and lead people. Reminded me of Radical Candor, especially X/Y access drawing that showed X axis of Routine to Special and Y axis of Transactions to Relationships. Both the upper left (Routine Relationship) and lower right Special Transaction) yield Frustrating Friction. The upper right quadrant (Special Relationship) yields: Fruitful Friction. The lower left quadrant (Routine Transaction) yields Friction-Free. In sync, they yield a “Bloom Loop”. Helpful visual. Interesting stories, esp about the power of Wikipedia, Obama’s original campaign. Snowflakes. Fractals. Use of “grow”. Took lots of screenshots.
February 19, 2022
I like the idea of giving away power to create something new or to lift others so they can create positive energy in the world. Mr. Barzun draws on life experiences and stories to articulate his concept. It’s a fresh approach to living in organizational hierarchies that persist in the business world.
My challenge is the win-lose he sets up between pyramids and constellations. Pyramids are inevitable in our societies so to say they are bad or he needed to fight to resist the bait, sets up a never ending battle. I’d like to see him further develop this concept. How do we leverage both structures to listen more deeply, to see the greatness that exists in others and to embrace uncertainty and creativity.
My challenge is the win-lose he sets up between pyramids and constellations. Pyramids are inevitable in our societies so to say they are bad or he needed to fight to resist the bait, sets up a never ending battle. I’d like to see him further develop this concept. How do we leverage both structures to listen more deeply, to see the greatness that exists in others and to embrace uncertainty and creativity.
June 25, 2021
This book is about listening first and then empowering those around you to lead with the idea that 1+1 = more than 2. The stories are thoughtful and patriotic, which makes sense since the author is a former two-time ambassador and grassroots fundraiser for the Obama campaigns. One idea that I liked was Barzun's "Office of Network Engagement" or ONE: "We knew, as diplomats, that people were our special advantage. Everyone said that. No one acted like that... so the first act of ONE was to emphasize that even though we had 47 different branches of government representing 9 cabinet-level offices within our building, we were one embassy with a common mission" (p. 163).
July 5, 2021
I generally do not like books on management or leadership. I tend to finish such a book thinking about how I am just not cut out to be a leader, because the advice rarely feels true to my experience.
This book is different. Barzun’s perspective on leadership - as a Constellation where each individual both stands out as unique and uniquely talented while being a part of something greater than themselves - is far more aligned with my experience of effective teams. A leader might encourage the dialogue, put some guide rails on the mission, but allow the individuals to create something great. It’s the type of leader that I strive (albeit often fail) to be.
This book is different. Barzun’s perspective on leadership - as a Constellation where each individual both stands out as unique and uniquely talented while being a part of something greater than themselves - is far more aligned with my experience of effective teams. A leader might encourage the dialogue, put some guide rails on the mission, but allow the individuals to create something great. It’s the type of leader that I strive (albeit often fail) to be.
November 7, 2021
Good stories but it could include something more actionable. The first half I found more boring until I got the picture of what we were going for. A little too American, assuming an American audience for the book at first. I liked the second half and the advice of listening. It did feel too zoomed out, did we need to be that zoomed out to see the constellation? We could have connected more with the author throughout as well, the dramatic collapse at the bottom of a staircase was moved on from very quickly.
This entire review has been hidden because of spoilers.
January 1, 2022
The opening several topics, for example about the history of the US Seal, fascinated me as more stories, not particularly lessons. I understood the author was trying to convey that a decentralized organization like a snowflake has many benefits over a monolithic, centralized pyramid.
I'm not sure if I am fully onboard. It feels like the author is ret-conning some historical events to fit his ideas.
I felt the opening chapters were appetizers to the Obama and diplomacy chapters. People must be grabbing the book to read those chapters.
I'm not sure if I am fully onboard. It feels like the author is ret-conning some historical events to fit his ideas.
I felt the opening chapters were appetizers to the Obama and diplomacy chapters. People must be grabbing the book to read those chapters.
June 10, 2021
Give every Leader in your organization this book!
I would give it 10 stars if I could. My favorite quote from the book has to be “Growth and uncertainty are a package deal.” The benefits of building a culture of interdependence in our communities, our organizations, in our world seems so obvious yet so difficult and not nearly embraced enough. The key word here is OUR. My only complaint is that I finished the book. I want more!
I would give it 10 stars if I could. My favorite quote from the book has to be “Growth and uncertainty are a package deal.” The benefits of building a culture of interdependence in our communities, our organizations, in our world seems so obvious yet so difficult and not nearly embraced enough. The key word here is OUR. My only complaint is that I finished the book. I want more!
January 26, 2025
Good ideas and principle - that of constellations and cooperation as the basis for success - but fairly utopian in application. It works, it hindsight when looking at the examples the author highlights, but that's mostly what it is - hindsight that highlights this principle. It didn't seem like this was the tone and goal and the actual 'happening' while every example was taking place.
All in all, a good perspective to have as a 'could-be' though it is fairly utopian/dream-like aspiration.
All in all, a good perspective to have as a 'could-be' though it is fairly utopian/dream-like aspiration.
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