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True North: Leading Authentically in Today's Workplace, Emerging Leader Edition
A Clarion Call to Emerging Step Up and Lead Now! In True Emerging Leaders Edition , renowned leadership expert Bill George and Millennial tech entrepreneur Zach Clayton issue the challenge to emerging leaders―from Gen X to Millennials and Gen Z―to lead their organizations authentically through never-ending crises to make this world a better place for everyone. Emerging leaders do so by discovering their “True North”―who they are―and then finding their “North Star”―their leadership purpose. To navigate today’s complexities, George and Clayton show emerging leaders how to lead with their hearts, not just their heads, with passion, compassion, and moral courage by being true to their values to reach their full potential as they take on great challenges and navigate complex issues. Harvard professor Bill George, with four best-selling books to his credit including the timeless classic True North , is the former CEO of Medtronic who established authentic leadership in 2003. He teams up with Zach Clayton, an emerging leader still amid his own leadership development journey, to give emerging leaders the definitive guide for leading in today’s complex world. The Emerging Leader Edition is filled with dramatic stories from successful leaders such as Microsoft’s Satya Nadella and Merck’s Ken Frazier to PepsiCo’s Indra Nooyi and General Motors’ Mary Barra, and emerging leaders like OneTrust’s Kabir Barday and Kanbrick’s Tracy Britt Cool of how they overcame great challenges to build highly successful organizations. The book offers concrete suggestions The Emerging Leader Edition of True North is the classic guide for every current and aspiring leader to reach their full, authentic potential.
320 pages, Hardcover
First published January 5, 2007
382 people are currently reading
6320 people want to read
About the author
Bill George
88 books11 followersLibrarian Note: There is more than one author by this name in the Goodreads database.
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Displaying 1 - 30 of 198 reviews
January 3, 2012
OK, my second of three self-help books for the months of October/November.
I came to this book with the utmost level of skepticism and came away with slightly less skepticism. I've seen several cases of people taking "leadership courses" only to become distant and insecurely authoritarian with the team that they must manage. If I were to write a leadership book, it would take a sentence: Don't be an asshole, listen more than talk, admit to being wrong, and lead by example.
Bill George has a slightly more round-about way of arriving at a fairly similar set of recommendations.
The most useful frame that I found throughout the book is the recurring reminder to define one's success oneself, and not just with the usual set of bonuses, raises, promotions, etc. Basically, to focus more on internal validation and less on external validation. The best way to do this, according to George (and I think he's right), is to develop a narrative of who you are, why you do what you do, and what you want to achieve with your life.
Those are three difficult questions. More often than not the resulting narratives become personal marketing campaigns, but they can also become powerful value statements that authentically persuade others to join your mission. The book led me to a lot of journaling … bits of text that will hopefully form parts of my own story of my own professional mission.
It's funny, from 23 until 29-years-old I was always responsible for managing teams of co-workers and yet I didn't really have anyone managing me. For being so young and naive I don't think I did a terrible job, but I certainly could have done better. Now at my new job I don't manage anyone and there are at least two or three people managing me. Still, at 31-years-old, it's more than likely that I'll be managing others in the not-too-distant future. Hopefully I will do so with authenticity and grace.
I came to this book with the utmost level of skepticism and came away with slightly less skepticism. I've seen several cases of people taking "leadership courses" only to become distant and insecurely authoritarian with the team that they must manage. If I were to write a leadership book, it would take a sentence: Don't be an asshole, listen more than talk, admit to being wrong, and lead by example.
Bill George has a slightly more round-about way of arriving at a fairly similar set of recommendations.
The most useful frame that I found throughout the book is the recurring reminder to define one's success oneself, and not just with the usual set of bonuses, raises, promotions, etc. Basically, to focus more on internal validation and less on external validation. The best way to do this, according to George (and I think he's right), is to develop a narrative of who you are, why you do what you do, and what you want to achieve with your life.
Those are three difficult questions. More often than not the resulting narratives become personal marketing campaigns, but they can also become powerful value statements that authentically persuade others to join your mission. The book led me to a lot of journaling … bits of text that will hopefully form parts of my own story of my own professional mission.
It's funny, from 23 until 29-years-old I was always responsible for managing teams of co-workers and yet I didn't really have anyone managing me. For being so young and naive I don't think I did a terrible job, but I certainly could have done better. Now at my new job I don't manage anyone and there are at least two or three people managing me. Still, at 31-years-old, it's more than likely that I'll be managing others in the not-too-distant future. Hopefully I will do so with authenticity and grace.
December 15, 2011
This book gets good reviews, but I think it's mostly due to the fact that other business books are so BAD. Most are self-congratulatory and promote bad behavior -- you get the immediate impression that the sole purpose of the book is to establish the author's cult of personality.
In case you're wondering, this is how you write a book on leadership:
1. Compile a list of 5-10 "make-or-break" traits of a winning person or company
2. Write a chapter for each trait, containing generic information everyone already knows
3. Find a case study for each chapter, containing a congratulatory walking example of that trait.
(This is important, because these people will build buzz for your book.)
4. Get some prominent person to write a Forward for the book.
George himself makes fun of this process in the first chapter of the book, and then proceeds to follow it note for note.
In the end, while the message is good and there are some exercises, the book doesn't contribute much to the reader's quest for success. You can't really replicate the results. It's one thing to be successful; it's another to look back retroactively and write a book about why you're so great; it's something completely different to replicate that success in the reader, and I walked away from this book basically the same person I was before. If anything, I left slightly more pessimistic about a corporate society that sees this kind of message -- "be a good person, be genuine" -- as an interesting option instead of a social norm.
In case you're wondering, this is how you write a book on leadership:
1. Compile a list of 5-10 "make-or-break" traits of a winning person or company
2. Write a chapter for each trait, containing generic information everyone already knows
3. Find a case study for each chapter, containing a congratulatory walking example of that trait.
(This is important, because these people will build buzz for your book.)
4. Get some prominent person to write a Forward for the book.
George himself makes fun of this process in the first chapter of the book, and then proceeds to follow it note for note.
In the end, while the message is good and there are some exercises, the book doesn't contribute much to the reader's quest for success. You can't really replicate the results. It's one thing to be successful; it's another to look back retroactively and write a book about why you're so great; it's something completely different to replicate that success in the reader, and I walked away from this book basically the same person I was before. If anything, I left slightly more pessimistic about a corporate society that sees this kind of message -- "be a good person, be genuine" -- as an interesting option instead of a social norm.
May 20, 2018
A must read for all leaders of people. The value of knowing your story, really knowing your story, and how you've developed into who you are today.. Your principles, values, and style... Are formed by your life story and your crucible. Highly recommend and will be using this as a tool in my career.
January 13, 2020
Picked up the book because it's a requirement for HBS, but I could only get through half of it. The advice seems indistinguishable from bullshit. To summarize: be an "authentic" leader by re-interpreting your story so that you can derive purpose/meaning in your job. Would suggest skipping it.
November 3, 2008
I generally do not care for books like this one, BUT, this was not as bad a read as I thought it might be. I marked a few passages that struck a cord with me. It was certainly biased toward for-profit arenas and was difficult to liken some statements to the library world, but I did get some wisdom that transferred.
<> "Courage is an especially important quality for leaders as they navigate through unpredictable terrain." p.xxxiii
<> "People today demand personal relationships with their leaders before they will give themselves fully to their jobs." p. xxxiii
<> "If you were quarterback of a team of quarterbacks, you would lose every game. Just as quarterbacks are overrated, CEOs are too. You can't e an all-star quarterback unless yo have some great linemen, outstanding receivers and a good running game. I am amazed at leaders who surround themselves with people just like themselves. There is no way they can be effective. We need to recognize our weaknesses, but don't want to amplify them. You need to surround yourself with people whose strengths complement your weaknesses." - Dick Kovacevich p. 9-10
<> "Don't worry about challenges. Embrace them. Go through them even if they hurt. Tell yourself there is something to be learned from this experience...Nothing worth doing in life is going to be easy." - Ann Fudge p. 21
<> "If you're open, you can learn a lot more from failure than success." - David Pottuck p.31
<> "...take the time to get to know yourself and find your passion. Look inside, to find your power, your purpose. If you find and go with this flow, you will make a difference in our world --and you will find joy in the journey." - Nancy Barry p.68
<> "Know who you are, and you can achieve anything in life. You can overcome almost any obstacles, unless you are the obstacle." - Lynn Forester de Rothschild p. 68
<> "We must get outside our egos and listen to feedback we don't want to hear. Young people often have not developed the self esteem to see their mistakes and take accountability for them." - David Pottuck p.74
<> "The ability to face reality and acknowledge that you can fail and still feel good about yourself is an important turning point in your self-awareness." - Randy Komisar p.81
<> "The only way to avoid getting caught up in materialism is to understand where you find happiness and fulfillment." - Debra Dunn p.109
<> "Achievement-oriented leaders grow so accustomed to successive accomplishments throughout their early years that it takes courage to pursue their intrinsic motivations." p.109-110
<> "Ironically, not one of the leaders interviewed would up taking a position predicated upon establishing wealth early so that they could later pursue roles they would enjoy." p. 111
<> "Find out what you are good at and what you like to do." - psychologist Mihaly Ciskszentmihalyi p.112
<> "You will be most effective as a leader when you find opportunities that highly motivate you and utilize your greatest capabilities." p.115
<> "...leaders find comfort in being with people on whom they can rely so they can be open and vulnerable. During the low points, they cherish the friends who appreciate them for who they are, not what they are." p.118
I learned through group exercises and individual reflection that I am extrinsically motivated by (1) $ (I want enough to pay bills, travel, live comfortably and safe, and support a family) (2) time (I value time spent with family and friends). I'm intrinsically motivated by (1) knowing my works makes a difference) (2) feelings a accomplishment (3) making people feel comfortable and included and good about themselves
<> "Courage is an especially important quality for leaders as they navigate through unpredictable terrain." p.xxxiii
<> "People today demand personal relationships with their leaders before they will give themselves fully to their jobs." p. xxxiii
<> "If you were quarterback of a team of quarterbacks, you would lose every game. Just as quarterbacks are overrated, CEOs are too. You can't e an all-star quarterback unless yo have some great linemen, outstanding receivers and a good running game. I am amazed at leaders who surround themselves with people just like themselves. There is no way they can be effective. We need to recognize our weaknesses, but don't want to amplify them. You need to surround yourself with people whose strengths complement your weaknesses." - Dick Kovacevich p. 9-10
<> "Don't worry about challenges. Embrace them. Go through them even if they hurt. Tell yourself there is something to be learned from this experience...Nothing worth doing in life is going to be easy." - Ann Fudge p. 21
<> "If you're open, you can learn a lot more from failure than success." - David Pottuck p.31
<> "...take the time to get to know yourself and find your passion. Look inside, to find your power, your purpose. If you find and go with this flow, you will make a difference in our world --and you will find joy in the journey." - Nancy Barry p.68
<> "Know who you are, and you can achieve anything in life. You can overcome almost any obstacles, unless you are the obstacle." - Lynn Forester de Rothschild p. 68
<> "We must get outside our egos and listen to feedback we don't want to hear. Young people often have not developed the self esteem to see their mistakes and take accountability for them." - David Pottuck p.74
<> "The ability to face reality and acknowledge that you can fail and still feel good about yourself is an important turning point in your self-awareness." - Randy Komisar p.81
<> "The only way to avoid getting caught up in materialism is to understand where you find happiness and fulfillment." - Debra Dunn p.109
<> "Achievement-oriented leaders grow so accustomed to successive accomplishments throughout their early years that it takes courage to pursue their intrinsic motivations." p.109-110
<> "Ironically, not one of the leaders interviewed would up taking a position predicated upon establishing wealth early so that they could later pursue roles they would enjoy." p. 111
<> "Find out what you are good at and what you like to do." - psychologist Mihaly Ciskszentmihalyi p.112
<> "You will be most effective as a leader when you find opportunities that highly motivate you and utilize your greatest capabilities." p.115
<> "...leaders find comfort in being with people on whom they can rely so they can be open and vulnerable. During the low points, they cherish the friends who appreciate them for who they are, not what they are." p.118
I learned through group exercises and individual reflection that I am extrinsically motivated by (1) $ (I want enough to pay bills, travel, live comfortably and safe, and support a family) (2) time (I value time spent with family and friends). I'm intrinsically motivated by (1) knowing my works makes a difference) (2) feelings a accomplishment (3) making people feel comfortable and included and good about themselves
May 20, 2018
A great guide to self-discovery with self-assessing questions at the end of each chapter.
December 8, 2025
Required class read. There’s some decent stuff in here but truthfully do not recommend
February 4, 2011
This book, of course, is another foray into leadership strategy. I have to admit that I went into the book with a bad attitude because I am not a huge fan of the professor who assigned it. That said, it actually was a pretty good book. The author's rhetoric is a bit cliche, but the book won me over with all the personal stories of ordinary men and women doing extraordinary things. My personal favorite was Andrea Jung, the first female CEO of Avon - her passion for empowering women from all walks of life transformed a company. She's a great example of someone finding great success doing something she believes in.
George's main premise that leaders are most successful when they are true to themselves is not earth-shattering, but is line of thinking is well presented. His recipe for successful leadership is actually a good recipe for successful reading.
All in all, I am glad to have read it and would recommend it to people who are into this genre of book.
[I know, I know - not the most passionate or interesting of reviews, but you're catching me on a Friday after a long school week. A girl can only do so much.]
George's main premise that leaders are most successful when they are true to themselves is not earth-shattering, but is line of thinking is well presented. His recipe for successful leadership is actually a good recipe for successful reading.
All in all, I am glad to have read it and would recommend it to people who are into this genre of book.
[I know, I know - not the most passionate or interesting of reviews, but you're catching me on a Friday after a long school week. A girl can only do so much.]
July 29, 2016
Yes, leaders need to be authentic. I love the true north compass, where we should put our self-awareness ahead before we define our values/principles, what motivate us, who are our support groups, and how to integrate our life. Served with exemplars and steps how to become authentic leader, this book is worth to read for everyone, i believe everyone is a leader!
May 16, 2021
I guess when I read a leadership book I want actionable stuff. This is more a self-help book. I went into it very positively and found myself skimming more and more of it until I realised there's not much in there for me or, I think, the people I want to develop.
October 5, 2023
Not great. Reads like a collection of short stories not a narrative of leadership techniques. Bad on its merits, even worse when you compare it to what you could be reading.
October 23, 2025
The Dean of LMU’s College of Business recommended this book during my orientation for grad school. It was good!
The advice given on authenticity, moral, and effective leadership does help. I did also start reading the updated version which I am enjoying more but this was a good basis to go into the updated version! :D
The advice given on authenticity, moral, and effective leadership does help. I did also start reading the updated version which I am enjoying more but this was a good basis to go into the updated version! :D
April 25, 2023
This is basically a self-help book, but specifically written for the career minded. As typical with these books, it's a bit cheesy for my taste, by the third time Clayton writes "True North," I couldn't help but cringe, but it's par for the course in the genre.
This book reinforces the cultural idea of the significant power and impact of leaders, particularly CEOs- many anecdotes are shared with a quick view of a "good" leader's story with a conclusion of great gains. I'm a bit cynical of this when there's such a clear motivation for a leadership coach to reinforce the value of leaders. It also struck me that many of the examples had extensive experience in banks, and consulting groups that have well known ethically questionable practices. The effect of all this seems to be to promote the value of good PR management around telling a leadership story.
There is some guidance, but it's hard to imagine it's new info for any of the target audience. Instead, the purpose is more oriented towards reaffirming for those interested in leadership that you can both desire and strive towards being a leader and still be a good person. For those suffering that internal conflict, the book might be a great read.
This book reinforces the cultural idea of the significant power and impact of leaders, particularly CEOs- many anecdotes are shared with a quick view of a "good" leader's story with a conclusion of great gains. I'm a bit cynical of this when there's such a clear motivation for a leadership coach to reinforce the value of leaders. It also struck me that many of the examples had extensive experience in banks, and consulting groups that have well known ethically questionable practices. The effect of all this seems to be to promote the value of good PR management around telling a leadership story.
There is some guidance, but it's hard to imagine it's new info for any of the target audience. Instead, the purpose is more oriented towards reaffirming for those interested in leadership that you can both desire and strive towards being a leader and still be a good person. For those suffering that internal conflict, the book might be a great read.
November 8, 2019
Really nice read. I think, if you've never read a leadership book before, or if you've not taken any courses on self-awareness and reflection, this would be a very powerful book. I've studied this content in great detail over my life-time, so it wasn't incredibly earth shattering to me, but I recognize I'm a little abnormal in terms of my background in this stuff (my undergrad is in it. ;) ).
Book rating criteria; to help objectify my ratings.
1. I would read again?
No, but I’ll certainly skim my notes and highlights periodically.
2. I would recommend to others?
Yes, this is a great book for leaders who are trying to refine and expand their leadership awareness.
3. I am smarter, better or wiser as a result of this book?
Yes, but actually not from the book itself, but from the reflection sections at the end of the book. These were absolutely gold.
4. I was entertained while reading this/it kept my attention?
Yes, fantastic stories throughout.
5. This book was just the right length?
Yes; at just 200 pages, and most of it being very interesting stories, this felt just right.
Book rating criteria; to help objectify my ratings.
1. I would read again?
No, but I’ll certainly skim my notes and highlights periodically.
2. I would recommend to others?
Yes, this is a great book for leaders who are trying to refine and expand their leadership awareness.
3. I am smarter, better or wiser as a result of this book?
Yes, but actually not from the book itself, but from the reflection sections at the end of the book. These were absolutely gold.
4. I was entertained while reading this/it kept my attention?
Yes, fantastic stories throughout.
5. This book was just the right length?
Yes; at just 200 pages, and most of it being very interesting stories, this felt just right.
Read
May 19, 2020This was the question Bill George posed in his in-depth study of 125 leaders drawn from corporations to not-for-profits, to the arenas of politics and academia. George was CEO and then Chairman, from 1990 to 2002, of Medtronic, a world class medical technology company. In this review I want to shine a light on three elements from this book that constitute valuable perspectives for managers.
The Crucible
His research revealed an interesting common theme. Most of these successful leaders had been powerfully impacted by what he called a “crucible,” a signal event or challenging situation in their lives that set them on a clear path of purpose. For example,
Howard Schultz, the founder of Starbucks, saw his father lose his job as a delivery driver because he broke his ankle. Schultz strove to build a company that treated its employees well, with solid health benefits to boot.
Ellen Breyer, CEO of the Hazeldon Foundation, a chemical dependency treatment organization–watched her father die from alcoholism.
Oprah Winfrey had her epiphany right on her TV show. While interviewing a victim of childhood sexual abuse, Winfrey’s memories of her own abuse flooded out and, for the first time, she realized that she was not to blame. She shed her heretofore deeply ingrained “pleaser” approach to life and obsession with personal success. She discovered her broader mission: to empower people–especially women–all over the world.
The Journey
Of course, after their crucible experiences, George’s leaders did not suddenly turn into the effective individuals they are today. But their experiences did set them off on a journey. This voyage took them from what the author calls “I to WE.” For Nelson Mandela, it was during his long incarceration on Robbins Island when he realized that his leadership purpose, his “True North,” was not about the “I” of getting people to follow him but rather the “WE” of reconciliation for South Africa.
This journey leaders take has three phases:
Phase I, typically up to roughly age 30, is where we experiment with our style and learn the fundamental lessons about leading–and following–upon which our later success is built. A key lesson here, says George, is that leadership is not about amassing a bunch of followers who will support our glorious ascension to the peaks of power. Rather it is about empowering others on their journeys.
In Phase II, from about 30 to 60 years of age, we deliver our best and most active leadership. We are in our prime, having prepared ourselves to step forward and do some significant leading in whatever arena we choose or find ourselves in.
Phase III, has us really giving back: coaching, mentoring and encouraging other leaders, serving on boards of not-for-profit organizations, and the like.
This “I to WE” journey strikes me as the single most significant point in the book. It mirrors what most research in leadership and adult development has been discovering over the last forty years. A unit’s level of performance takes a quantum leap when the leader makes this shift in purpose.
Isn’t it ironic that the “hero’s journey” that a leader takes from “I” to “WE” culminates in a higher state of development where he realizes that it’s not about being a hero at all!
This seductive idea of being the hero can easily engulf a leader, unless she has a solid sense of her “True North,” the deeper purpose–beyond her own self-interest–that she is serving. When you think about, this is true about all of life, not just leadership. The level of adult development of a leader, however, has a much greater impact–positive or negative–than that of most individual contributors.
The Internal Compass
Since Bill George uses the metaphor of compass direction, it comes as no surprise that he provides a compass to keep us focused on our own True North.
From among the comments he makes about each of his five compass points, the following seem particularly worth emphasizing:
Self-Awareness. This is the foundation element in Daniel Goleman’s model of Emotional Intelligence. One doesn’t typically become self-aware, if ever, until middle age. But, without knowing yourself, it is difficult to know to what extent you are motivated by external symbols of success vs. deeper accomplishments beyond your own benefit.
Values & Principles. We don’t know our true values for certain until we are tested under pressure in life and are faced with making trade-offs between conflicting values. Until then, our espoused values are just words and honorable intentions.
Integrated Life. Become too focused on work, without regular exposure to family, friends, community, and so forth, and you risk losing touch with your deeper humanity and taking your leader self way too seriously. It’s not about absolute, equal, work-life balance. There are times when you have to shift into excessive work mode. Just make sure that, over the course of your career, you are experiencing and engaging fully in the personal side of your life.
Support Team. Helps keep you grounded. It can include family, friends, work colleagues, mentors, etc.
Motivations. The key, says George, is not to reject extrinsic motivators, such as money or fame or influence, but rather to balance these with deeper, internal goals.
So, why this book and what does it bring to managers at all levels?
The leaders whom Bill George interviewed and who have achieved leadership success all have some degree of journey behind them. They all are the product of their respective life stories.
Whether you are a supervisor, manager or even an informal leader, you too have lived and continue to live your own story. What events or situations have occurred in your life that shape your values and might help you identify a purpose as a leader? Or, at this stage in your career, do you in fact have a purpose bigger than what you will get if you hit your performance targets? Is managing people just a “job” to you? Or, is it more?
If you see yourself as a “leader” and want to develop into an even better one with a “True North” to guide you, these questions are worth posing periodically.
The Crucible
His research revealed an interesting common theme. Most of these successful leaders had been powerfully impacted by what he called a “crucible,” a signal event or challenging situation in their lives that set them on a clear path of purpose. For example,
Howard Schultz, the founder of Starbucks, saw his father lose his job as a delivery driver because he broke his ankle. Schultz strove to build a company that treated its employees well, with solid health benefits to boot.
Ellen Breyer, CEO of the Hazeldon Foundation, a chemical dependency treatment organization–watched her father die from alcoholism.
Oprah Winfrey had her epiphany right on her TV show. While interviewing a victim of childhood sexual abuse, Winfrey’s memories of her own abuse flooded out and, for the first time, she realized that she was not to blame. She shed her heretofore deeply ingrained “pleaser” approach to life and obsession with personal success. She discovered her broader mission: to empower people–especially women–all over the world.
The Journey
Of course, after their crucible experiences, George’s leaders did not suddenly turn into the effective individuals they are today. But their experiences did set them off on a journey. This voyage took them from what the author calls “I to WE.” For Nelson Mandela, it was during his long incarceration on Robbins Island when he realized that his leadership purpose, his “True North,” was not about the “I” of getting people to follow him but rather the “WE” of reconciliation for South Africa.
This journey leaders take has three phases:
Phase I, typically up to roughly age 30, is where we experiment with our style and learn the fundamental lessons about leading–and following–upon which our later success is built. A key lesson here, says George, is that leadership is not about amassing a bunch of followers who will support our glorious ascension to the peaks of power. Rather it is about empowering others on their journeys.
In Phase II, from about 30 to 60 years of age, we deliver our best and most active leadership. We are in our prime, having prepared ourselves to step forward and do some significant leading in whatever arena we choose or find ourselves in.
Phase III, has us really giving back: coaching, mentoring and encouraging other leaders, serving on boards of not-for-profit organizations, and the like.
This “I to WE” journey strikes me as the single most significant point in the book. It mirrors what most research in leadership and adult development has been discovering over the last forty years. A unit’s level of performance takes a quantum leap when the leader makes this shift in purpose.
Isn’t it ironic that the “hero’s journey” that a leader takes from “I” to “WE” culminates in a higher state of development where he realizes that it’s not about being a hero at all!
This seductive idea of being the hero can easily engulf a leader, unless she has a solid sense of her “True North,” the deeper purpose–beyond her own self-interest–that she is serving. When you think about, this is true about all of life, not just leadership. The level of adult development of a leader, however, has a much greater impact–positive or negative–than that of most individual contributors.
The Internal Compass
Since Bill George uses the metaphor of compass direction, it comes as no surprise that he provides a compass to keep us focused on our own True North.
From among the comments he makes about each of his five compass points, the following seem particularly worth emphasizing:
Self-Awareness. This is the foundation element in Daniel Goleman’s model of Emotional Intelligence. One doesn’t typically become self-aware, if ever, until middle age. But, without knowing yourself, it is difficult to know to what extent you are motivated by external symbols of success vs. deeper accomplishments beyond your own benefit.
Values & Principles. We don’t know our true values for certain until we are tested under pressure in life and are faced with making trade-offs between conflicting values. Until then, our espoused values are just words and honorable intentions.
Integrated Life. Become too focused on work, without regular exposure to family, friends, community, and so forth, and you risk losing touch with your deeper humanity and taking your leader self way too seriously. It’s not about absolute, equal, work-life balance. There are times when you have to shift into excessive work mode. Just make sure that, over the course of your career, you are experiencing and engaging fully in the personal side of your life.
Support Team. Helps keep you grounded. It can include family, friends, work colleagues, mentors, etc.
Motivations. The key, says George, is not to reject extrinsic motivators, such as money or fame or influence, but rather to balance these with deeper, internal goals.
So, why this book and what does it bring to managers at all levels?
The leaders whom Bill George interviewed and who have achieved leadership success all have some degree of journey behind them. They all are the product of their respective life stories.
Whether you are a supervisor, manager or even an informal leader, you too have lived and continue to live your own story. What events or situations have occurred in your life that shape your values and might help you identify a purpose as a leader? Or, at this stage in your career, do you in fact have a purpose bigger than what you will get if you hit your performance targets? Is managing people just a “job” to you? Or, is it more?
If you see yourself as a “leader” and want to develop into an even better one with a “True North” to guide you, these questions are worth posing periodically.
This entire review has been hidden because of spoilers.
September 17, 2009
Because of the number of books I have read on leadership, I expect that some of the content of almost every leadership book will be duplicative of some other book I have read. My standard is whether or not the book contains something new and valuable for me in my quest to be a better leader. This book has it. I was impressed with two areas of in depth material, that regarding the need for leaders to be in a give and take mentoring relationship, and the description of the types of leadership styles and how they relate to different types of followers. Though this book is not specifically targeted to leaders of lawyers, the discussion about types of leadership styles, and the types of followers, really gave me some material to think about when it comes to the nature of lawyers, and why they are so difficult to effectively lead with traditional authoritarian leadership styles.
May 5, 2013
Excellent continuation to "Authentic Leadership", "True North" show the importance of life experience on your leadership style. Bill George lists stories to numerous leaders in companies and NGOs and how their experience drove them to acquire authentic leadership.
I was very fond of the questionnaires at the end of each chapter, pushing you to take a look into your inner self and your life experience.
I recommend this book for the self discovery process it takes you through.
I was very fond of the questionnaires at the end of each chapter, pushing you to take a look into your inner self and your life experience.
I recommend this book for the self discovery process it takes you through.
Read
September 3, 2021I picked up this book because I truly believe in the concept of finding your true north and I have picked up some great quotes from it, though didn’t find enough substance to find it worthy of recommending. Quote I will use is:
1. You have to understand yourself because the hardest person you will ever lead is yourself.
I also liked the commentary on leadership as a journey where your life stories provide the context but it is about how you frame it.
1. You have to understand yourself because the hardest person you will ever lead is yourself.
I also liked the commentary on leadership as a journey where your life stories provide the context but it is about how you frame it.
March 15, 2024
When I started this book I was not overly impressed. The first several chapters felt the same as other books I've read on this subject and I struggled to stay connected. However when Bill started talking about how the personal decisions affect people's lives and they gave such clear examples my interest was piqued again. I really enjoyed the book's explanation style and the examples hit home hard in some cases.
August 16, 2019
Useful guide for staying true to ourselves, since not all leaders are authentic, so it is always better to follow our "True North". There is an example of a company in India who didn't have a phone line for a year, because they wanted to avoid brives, so their employees saw that as a model for being honest. If we as leaders know our motivations, we will develop a compass for the right path.
November 29, 2011
A valuable book on effective leadership traits. Depending upon your level, you may find it revealing many new concepts or simply providing a good refresher on many you felt you already knew. Regardless of whether it is revealing, reinforcing, or both, there are good lessons here for all.
November 8, 2015
Lots of anecdotes about what it means to be an authentic leader that resonated with me. Reason for the 3 star was that I listened to the Audible version and the narrator did my head in, was like listening to a monotone computer voice for 7 hours!
November 13, 2019
It's a good read to figure out your true self. Kinda helps you out in finding your way through the corporate world!
June 14, 2016
Ler obviedades eventualmente é bom. Por isso, muitos livros de negócio, por mais simples que sejam, têm seu valor. Há tanto no que prestar atenção que, muitas vezes, a gente se esquece.
August 15, 2019
Read the Blinkist version. Solid stuff.
July 5, 2024
واقعا مفید برای توسعه شخصیت فردی _تیمی در جامعه کاری امروز
برای رهبری کردن بنظرم خوبه خونده بشه
برای رهبری کردن بنظرم خوبه خونده بشه
August 4, 2025
Superb! I believe anyone who reads this book will be inspired to become an authentic leader.
Before diving into True North, I read the Harvard Business Review article Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer. While the article distilled the core insights from the book, I found it dense and not easy to digest.
In contrast, True North is rich with real stories of people succeeding—and struggling—as leaders. The chapters are thoughtfully structured, guiding readers step by step to understand what it truly means to lead with authenticity.
Becoming a True North leader is not just about leadership—it’s about living a fulfilling life, making a positive impact on those around you, and leaving a legacy.
As we develop educational programs in Japan to foster authentic leadership among youth as part of global citizenship development, I find myself continually challenged—and inspired—to grow into a better version of myself. This journey is not only fulfilling and fun, but deeply engaging as I reflect on and discuss many aspects of authentic leadership with my team and potential partners.
Learning doesn’t stop—at least not until I lie down for the last time.
Before diving into True North, I read the Harvard Business Review article Discovering Your Authentic Leadership by Bill George, Peter Sims, Andrew N. McLean, and Diana Mayer. While the article distilled the core insights from the book, I found it dense and not easy to digest.
In contrast, True North is rich with real stories of people succeeding—and struggling—as leaders. The chapters are thoughtfully structured, guiding readers step by step to understand what it truly means to lead with authenticity.
Becoming a True North leader is not just about leadership—it’s about living a fulfilling life, making a positive impact on those around you, and leaving a legacy.
As we develop educational programs in Japan to foster authentic leadership among youth as part of global citizenship development, I find myself continually challenged—and inspired—to grow into a better version of myself. This journey is not only fulfilling and fun, but deeply engaging as I reflect on and discuss many aspects of authentic leadership with my team and potential partners.
Learning doesn’t stop—at least not until I lie down for the last time.
October 3, 2022
Leading is not about your success but the success you can create by empowering others to lead.
People trust you when you are genuine and authentic. Trust and commitment are built on the openness and depth of relationships. Trust lead to motivation.
Connect and empower people by admitting your errors and being vulnerable.
Be true to yourself and to what you believe in. Practice your values.
Purse purpose with passion and follow your hearth and instinct.
Be quick to credit everyone else.
Never be on the critical path. Master delegation.
Demostrate self-discipline
Help people believe they can improve.
Learn how to fail and still feel good. It's always a learning journey.
Understand your ethical boundaries. Be true to what you believe.
First understand your values then determine your leadership principles. Principles are values translated into actions.
You may not know for certain what your values are until you find yourself under the pressure of having your values in conflict or you find the values of the people of whom you work differ from yours.
Understand where you find happiness and fullfillment and avoid the trap of seeking only personal achievements.
As a mentor you must challenge, not only provide support. Sense when people are ready for challenging experiences.
Having a fullfilling personal life is essential to sustain your authenticity as a leader.
Don't let others define what success is for you.
The most empowering leaders are those who engage and care for a wide range of people and always being open and vulnerable with them.
Influencing, persuading, councelling, getting agreement, emphathy and knowledge are generally much more effective then the use of positional power and increase your impact as a leader. The hirony is that the more power one accumulates, the less it should be used. By exerting your power you are taking away the power of others.
People trust you when you are genuine and authentic. Trust and commitment are built on the openness and depth of relationships. Trust lead to motivation.
Connect and empower people by admitting your errors and being vulnerable.
Be true to yourself and to what you believe in. Practice your values.
Purse purpose with passion and follow your hearth and instinct.
Be quick to credit everyone else.
Never be on the critical path. Master delegation.
Demostrate self-discipline
Help people believe they can improve.
Learn how to fail and still feel good. It's always a learning journey.
Understand your ethical boundaries. Be true to what you believe.
First understand your values then determine your leadership principles. Principles are values translated into actions.
You may not know for certain what your values are until you find yourself under the pressure of having your values in conflict or you find the values of the people of whom you work differ from yours.
Understand where you find happiness and fullfillment and avoid the trap of seeking only personal achievements.
As a mentor you must challenge, not only provide support. Sense when people are ready for challenging experiences.
Having a fullfilling personal life is essential to sustain your authenticity as a leader.
Don't let others define what success is for you.
The most empowering leaders are those who engage and care for a wide range of people and always being open and vulnerable with them.
Influencing, persuading, councelling, getting agreement, emphathy and knowledge are generally much more effective then the use of positional power and increase your impact as a leader. The hirony is that the more power one accumulates, the less it should be used. By exerting your power you are taking away the power of others.
April 20, 2023
Authentic leader
Generous friend
Fully comfortable with who I am
Me respeto a mí misma
Veo al espejo y estoy orgullosa
Trace my inspiration in my story
Using my gifts to help others
Diversity of skills
John Barth: “The story of your life is not your life, is your story”
Recommending being flexible
Extraordinarily isolated from reality
La negación es el enemigo de la realidad
Post traumatic growth
Deterioro
Coping with tragedy
Avoid denial
Conexiones más auténticas
Pelar la cebolla
Ser queridos y aceptados por quienes somos libera
Entrepreneurial spark
Riot
Seduction of money
Promiscuity Oprah
Healing
Suicide - coping - healing
Desarmar a alguien
Lo del alcohol me hace más sympathetic
Honest feedback
Support team
Turmoil
Tun Cook gay
A window into his soul
Accepting himself and his sexuality
A Alexa le falta compasión conmigo
Gender wise
Mindfulness
Whatever you’re doing you’re doing it manfulness or mindlessness
The longest trip you’re ever gonna take from your mind to your heart
IQ 🧠
EQ🫀
Generous friend
Fully comfortable with who I am
Me respeto a mí misma
Veo al espejo y estoy orgullosa
Trace my inspiration in my story
Using my gifts to help others
Diversity of skills
John Barth: “The story of your life is not your life, is your story”
Recommending being flexible
Extraordinarily isolated from reality
La negación es el enemigo de la realidad
Post traumatic growth
Deterioro
Coping with tragedy
Avoid denial
Conexiones más auténticas
Pelar la cebolla
Ser queridos y aceptados por quienes somos libera
Entrepreneurial spark
Riot
Seduction of money
Promiscuity Oprah
Healing
Suicide - coping - healing
Desarmar a alguien
Lo del alcohol me hace más sympathetic
Honest feedback
Support team
Turmoil
Tun Cook gay
A window into his soul
Accepting himself and his sexuality
A Alexa le falta compasión conmigo
Gender wise
Mindfulness
Whatever you’re doing you’re doing it manfulness or mindlessness
The longest trip you’re ever gonna take from your mind to your heart
IQ 🧠
EQ🫀
October 6, 2021
The concept is good and important. The book is more about the formation, the qualities and the expectations of a leader. It was my first time that I saw the difference between a leader of yesterday (+/-40 yrs ago) and a leader of today. Aspects like me vs we, regional vs global, IQ vs EQ are important in today's leaders and not yesterdays ones. I thought the stories to accommodate the narrative were long and forced. The summary of the book was enough. The other turn off was the world "crucible". In the dictionary, crucible is a container were things are mixed. Instead on the book, crucibles are obstacles, failures, impediments.
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