Building the Bridge as You Walk on It: A Guide for Leading Change

Bob Quinn explores what it takes to be in the "Fundamental State of Leadership", stressing it is more about who a leader is than what a leader does to be effective. Eight practices are introduced which illustrate the creative tensions that exist in the leadership role. This book makes you think. Where each leader will come out on each of the 8 dimensions will depend on your own style and strengths, but the book serves as a great discussion/think stimulator to aid in the growth of your leadership ability.

Walking naked into the wilderness. Being willing to talk about the elephants filling the room. Recognizing the trunk growing on my own face. Letting yesterday's organization go, those cozy perceptions that make our own inaction seem to be the safest way. Taking the road less traveled. Questioning my supervisor in an open, warm and respectful way---rather than complaining about him or her over lunch with a friend. Realizing the more of us who believe we are responsible for the organization we are part of, the more real that organization will become. That we are co-creators of our work reality--that there is no Them doing bad things to US. These were many of the thoughts that emerged through my exploration of Robert Quinn's book Deep Change. It is very challenging for me to evaluate Building the Bridge as I had the great privilege of Dr. Quinn including my story and some of my experiences once I faced my own fears at work several years ago. There is no question in my mind, however, that Robert Quinn is a man of great wisdom and great gifts which he freely shares in a warm, personal and authentic way. After finishing his books I feel as though I have had a long conversation with a man who wants me to fulfill the purpose of my life. Such unselfishness is so rare in our age of narcissism and self-aggrandizement. I found his approach helped coax me toward being a more authentic, honest, and courageous leader. No other author has brought me such insights in such an inviting and comforting way. Jeremy Fish, M.D.

Base on my understanding of the American society, I am not surprised that this book, like Quinn's previous book "Deep Change," doesn't get as many reviews as it deserves, but I am confident that this book, and Qinn's trilogy, will become classic down the line. This book would seem esoteric for the society that is addicted to data and techniques, thinking that what we need is more information and skills in order to lead. It does require the reader to be more mature to understand the content at a deeper level. In my case, my understanding of Systems Theory helps a great deal. In fact, this book fills the gap that is missing in the systemic leadership books that I have read. Edwin H. Friedman's A Failure of Nerve: Leadership in the Age of the Quick Fix is one of the books that I like best on leadership and systems theory. However, even though it describes the sickness of the societies, organizations, families, etc. extremely well, it lacks the recommendation for the leader to develop the systemic quality to transform the society, organization, or family he or she is leading. Quinn's books fill the gap right on the spot. As a Chinese living in America for 16 years, my concern is seeing the rampant reductionism in this society that seems to be leading America to gradually becoming like a third world nation that I escaped from. Books like this, though few, give me hope. America has a bright future if more leaders can chew this book, and its two siblings.

Dr. Quinn and his colleagues have been working with us at Prudential Retirement to help create a culture founded on the concepts that arise from this book. The effect on our business has been significant. I wholeheartedly recommend it. That said, this book asks a lot of its readers. It provokes reflection, thought and contemplation about organizational change and the inner change that must precede it. If you are looking for a quick airplane read on the subject, this book is definitely not for you. If you have some reflective time to devote to this complex subject, it will provide an outstanding return on your investment. The book and its author possess an authenticity that you will appreciate.

While this is the third book written by Quinn in a trilogy on the process of helping individuals and organizations to make deep change, I happened to read this one first. I then eagerly read his other two books.It is human nature to find a comfort zone and then try our hardest to stay in that zone. We feel safe, secure, and in control in our comfort zone. Sometimes, however, we try so hard to stay in the zone that we exert more energy than it would take to change. So why not change? Change is difficult and necessitates giving up power. Prior to reading the book I felt it was almost admitting failure. Change can be especially difficult when we are acting in the role of leader, and trying to move a large group of individuals toward the fulfillment of a goal or vision. How, then, do we lead and manage change? How do we transform an organization?Leadership is a state of being, which Quinn calls the "fundamental state of leadership". This is a state in which we are open to personal change, and consequently draw others to us by our change in behavior. In the book Quinn gives a detailed explanation of this new model of leaderhip and thoroughly examines the personal nature of change. He gives examples ordinary people who have led extraordinary change efforts. These stories motivate, they bring heroic efforts within reach of the ordinary individual.Executive, middle manager, associate, student, father or mother - all will benefit from this book.