A recommended book for leaders looking to upgrade themselves them from leading topics and teams to taking ownership of setting up the mindset, behavior and culture of organizations.
The author John Amaechi is a former NBA player turned psychologist and management consultant. Being 6'10" tall and bulky, John is considered as a giant. As a giant, even the slightest swing of your arm or jerk of your elbow can give an unsuspecting passerby a bloody nose. Hence giants need to be extremely cautious and mindful of even the slightest move they make. Leaders are like giants - and need to be so by choice. Every behavior of theirs has huge impact on people around them - their words, their body language, their actions, decisions etc. So like giants, leaders need to be cautious and self-aware of every behavior of theirs. And leaders can do so by making certain promises to uphold certain leadership principles. In this book, John takes us through 14 such promises.
The content is of good quality - a lot of it is autobiographic based on his own experiences, and is about setting up a mindset, rather than a prescription for solving problems. I could find some new ideas in this book - and some such as Diversity & Inclusion which went into much more depth than other books of same genre. Here are three of them:
First, why is inclusion important - because without true inclusion, minorities spend most of their time and energy in not being themselves, pretending to be someone else, for e.g. hiding an accent that is associated with an unpopular location, worrying about not being accepted, or being bullied as compared to giving their best to the job and to the organization. Without true inclusion, organizations lose a lot of productive contributions.
Second, D&I needs to be more about behavior than about unconscious bias. It doesn't matter what someone thinks inside the mind - what matters is how they behave with others. Hence, unconscious bias trainings in organizations are just checking some checkboxes for the sake of it, but hardly effective. The focus must be on training and people's conscious behaviors.
Last, leaders often pretend to be helpless against ineffective org culture. They blame it on the status quo which they claim to be beyond them. It's this attitude defines what is acceptable and tolerated in organizations. Not setting the right culture leads to lot of bad practices such as discrimination, bullying, lying, cheating, fraud etc. and also mediocrities as poor communication, culture, listening, feedback etc. Most times, leaders only (in fact they have no option but to) react once things have seriously gone wrong. But org culture is something that is defined by each individual, especially leaders, and not something that exists by default. Leaders must take ownership of setting up the org culture.
The language and flow could have been a bit simpler. But overall, since some of the above points have been brought up boldly by John, it strikes a chord with many of us. Hence I give it a 5-star.