The Edge: How Ten CEOs Learned to Lead--And the Lessons for Us All

by Michael Useem

“If you’re not living on the edge, you’re taking up too much space.” — Jim Whittaker, first American to climb Mt. Everest
 
A leader’s job—in a radically changing world—is standing on the cliff edge, getting a grip on unfamiliar landscapes, and acquiring the skills for leading the enterprise into new territory. In a world facing the unprecedented challenges of global pandemic and economic distruption, every leader needs to find the edge for leaping across the breach and breaking new ground on the other side.
 
Michael Useem provides rare insight into how ten leaders confronted hard realities. He looked close-in at the lide and work of people such as Bill McNabb of Vanguard, Jeffrey Lurie of the Philadelphia Eagles, Alex Gorsky of Johnson & Johnson, and Tricia Griffith of Progressive Insurance. His “you are there” profiles chronicle fateful decisions such as:  
Useem’s profiles of leaders on the edge provide the inspiration and the guidance we all need for adapting and thriving in an era of massive disruption and continuous transformation.

Genres: Business, Leadership

288 pages, Hardcover

Published June 22, 2021

About the author

Michael Useem is a professor in the Management Department and Faculty Director of the Center for Leadership and Change Management and McNulty Leadership Program at The Wharton School of the University of Pennsylvania. His university teaching includes MBA and executive-MBA courses on management and leadership, and he offers programs on leadership and governance for managers in the United States, Asia, Europe, and Latin America.  He works on leadership development with many companies and organizations in the private, public and nonprofit sectors.

He is co-anchor for a weekly program “Leadership in Action” on SiriusXM Radio Channel 132 and co-director of the annual CEO Academy. He is the author of The Leader’s Checklist, The Strategic Leader’s Roadmap (with Harbir Singh), The Edge: How Ten CEOs Learned to Lead—And the Lessons for Us All, Go Long: Why Long-Term Thinking Is Your Best Short-Term Strategy (with Dennis Carey, Brian Dumaine, and Rodney Zemmel). Mastering Catastrophic Risk (with Howard Kunreuther), Fortune Makers: The Leaders Creating China’s Great Global Companies (with Harbir Singh, Neng Liang, and Peter Cappelli), The India Way (with Peter Cappelli, Harbir Singh, and Jitendra Singh), and Boards That Lead (with Ram Charan and Dennis Carey).

Reviews

[Sanford Chee]

Knowledge@Wharton
https://knowledge.wharton.upenn.edu/a...

[Ann Venkat · Rating 4 out of 5]

Modern leaders need to be agile and innovative in their thinking. Tech disruptions, rise of Amazon and Google behemoths, recent pandemic have shown that old ways of working and capturing market share are crumbling. No one can rest on past laurels or established processes - the market is changing too rapidly. This book helps leaders navigate these uncertain times. Great book to read and learn new ways of business thinking if you work in the C-suite, or are own a business or hold a startup founder role.

[Hanna Useem · Rating 5 out of 5]

This is an informative book on what makes leaders stand out and lead their companies through difficult transactions and crises. The lessons from this book are universal and are not just for the business world.

[Jessica Harvey · Rating 5 out of 5]

It is worth observing that while one person makes a difference, teamwork creates waves. The Edge is defined as a period when your past repertoire serves you well, however it is time to bring new skills on board. One who enjoys this book gains a winning edge.

[Garrett · Rating 4 out of 5]

Michael Useem's The Edge delves into the vital role of leadership in times of crisis and uncertainty. He posits that leaders who can navigate uncertainty and volatility effectively are the most successful, and must be willing to make bold, decisive actions in order to protect their organizations and communities.

One standout aspect of the book is Useem's examination of how leaders can navigate uncertainty and volatility. He discusses the importance of building resilience and adaptability into organizations, and of cultivating leaders who can think creatively and make tough decisions under pressure. He also emphasizes the value of networks and partnerships in helping leaders navigate uncertainty and the importance of strong relationships with key stakeholders.

Another thought-provoking aspect of The Edge is Useem's focus on leadership during crises. He argues that leaders must be ready to take bold, decisive action to safeguard their organizations and communities, and must be willing to take calculated risks to achieve their goals. This perspective is particularly relevant in today's fast-paced, constantly changing world where leaders must be prepared to confront a wide range of challenges and uncertainties.

Overall, The Edge is a provocative, insightful examination of leadership in times of crisis and uncertainty. It's a must-read for those interested in leadership and organizational management, and offers practical strategies for leaders looking to navigate the challenges of today's rapidly changing world.