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“Douglass recognized that to make a big impact, he had to create his own moral, intellectual, and emotional infrastructure. This was thorny, complicated work. We can imagine it as a series of conversations he had with himself as he considered how he might affect broader events. These internal discussions formed the cornerstone of Douglass’s leadership, helping him make day-to-day choices, communicate his mission, and navigate through moments of doubt and despair. All individuals who aspire to lead effectively must build their own foundation.”
― Forged in Crisis: The Power of Courageous Leadership in Turbulent Times
― Forged in Crisis: The Power of Courageous Leadership in Turbulent Times
“Possibly he might have managed to conceal his sins better from his wife if he had anticipated that the knowledge of them would have had such an effect on her. He had never clearly thought out the subject, but he had vaguely conceived that his wife must long ago have suspected him of being unfaithful to her, and shut her eyes to the fact. He had even supposed that she, a worn-out woman no longer young or good-looking, and in no way remarkable or interesting, merely a good mother, ought from a sense of fairness to take an indulgent view. It had turned out quite the other way.”
― Anna Karenina
― Anna Karenina
“The world you belong to is above that or below that.” “Which is better?” I asked, out of simple curiosity. “Above or below?” “It’s not that either one is better,” he said. After a brief coughing fit, he spat a glob of phlegm onto a tissue and studied it closely before crumpling the tissue and throwing it into a wastebasket. “It’s not a question of better or worse. The point is, not to resist the flow. You go up when you’re supposed to go up and down when you’re supposed to go down. When you’re supposed to go up, find the highest tower and climb to the top. When you’re supposed to go down, find the deepest well and go down to the bottom. When there’s no flow, stay still. If you resist the flow, everything dries up. If everything dries up, the world is darkness. ‘I am he and / He is me: / Spring nightfall.’ Abandon the self, and there you are.”
― The Wind-Up Bird Chronicle
― The Wind-Up Bird Chronicle
“Imagine the following. Three groups of ten individuals are in a park at lunchtime with a rainstorm threatening. In the first group, someone says: “Get up and follow me.” When he starts walking and only a few others join in, he yells to those still seated: “Up, I said, and now!” In the second group, someone says: “We’re going to have to move. Here’s the plan. Each of us stands up and marches in the direction of the apple tree. Please stay at least two feet away from other group members and do not run. Do not leave any personal belongings on the ground here and be sure to stop at the base of the tree. When we are all there . . .” In the third group, someone tells the others: “It’s going to rain in a few minutes. Why don’t we go over there and sit under that huge apple tree. We’ll stay dry, and we can have fresh apples for lunch.” I am sometimes amazed at how many people try to transform organizations using methods that look like the first two scenarios: authoritarian decree and micromanagement. Both approaches have been applied widely in enterprises over the last century, but mostly for maintaining existing systems, not transforming those systems into something better. When the goal is behavior change, unless the boss is extremely powerful, authoritarian decree often works poorly even in simple situations, like the apple tree case. Increasingly, in complex organizations, this approach doesn’t work at all. Without the power of kings and queens behind it, authoritarianism is unlikely to break through all the forces of resistance. People will ignore you or pretend to cooperate while doing everything possible to undermine your efforts. Micromanagement tries to get around this problem by specifying what employees should do in detail and then monitoring compliance. This tactic can break through some of the barriers to change, but in an increasingly unacceptable amount of time. Because the creation and communication of detailed plans is deadly slow, the change produced this way tends to be highly incremental. Only the approach used in the third scenario above has the potential to break through all the forces that support the status quo and to encourage the kind of dramatic shifts found in successful transformations. (See figure 5–1.) This approach is based on vision—a central component of all great leadership.”
― Leading Change
― Leading Change
Bryan Kariuki’s 2025 Year in Books
Take a look at Bryan Kariuki’s Year in Books, including some fun facts about their reading.
140 books
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58 friends
11 books
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54 friends
35 books
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116 friends
13 books
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9 friends
0 books
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82 friends
70 books
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47 friends
2 books
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90 friends
23 books
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38 friends
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