Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders

In this presentation of the potentially exciting topic of executive leadership, authors David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith stress the nuances of theory, perhaps at the expense of showing additional, powerful human examples. Maybe that comes from the authors' perspectives as consultants who often must disassemble a topic to present it in their own way. While the book has a compelling basic theme - developing leaders who become effective by learning to be compassionate and brave, as well as savvy - that insight gets a bit mired in the presentation. The book offers worthwhile guidance, and supplies almost too many clipboard processes and checklists of symptoms, problems and techniques. We find the book's concept contemporary and intriguing. While its procedural guidance may be helpful, its wisdom resides in its discussions of mature leadership.

"Everyone has a natural leadership style, and a tendency to lean on intellect, emotion, or courage doesn't change with maturity. What does change is a willingness to consider options that don't fit with one's natural style. What also changes is a capacity for trying new ways of leading others and thus expanding the personal leadership capabilities." ~ pg. 207 David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith present the idea of "complete leaders" who posses strong analytical abilities, have a high level of emotional intelligence and are willing to take the needed risks to see their businesses grow and expand. All three authors teach and coach CEOs and executive teams. Through their work they help leaders grow beyond their comfort zones to become authentic leaders of the twenty-first century. This book will encourage leaders to set high standards, inspire trust, motivate people and create meaningful relationships. From the beginning of the book they address pertinent issues and problems that seem to have logical solutions if only leaders relied more on all three: head, heart and guts. "...our leaders often rely exclusively on a single quality - head or heart or guts. Unfortunately, when you do that you ignore other aspects of what is required to be successful." ~ pg. 2 Head, Heart & Guts presents how the world used to be and explains why business leaders must embrace a new idea of what it means to be a leader due to the changing needs of society and employee expectation. Some of the highlights of this book include: Finding a Fresh Perspective Reframing the Boundaries The Five-Step Process to Develop a Point of View Guide People Through Vision and Values Developing Compassion Overcoming Personal Derailers Balancing Risk and Reward Mature Leadership ~The Rebecca Review

Great book for those who REALLY want to develop all skills needed to become a leader and have the guts to follow them.

Dotlich et al's "Head, Heart and Guts" and Ram Charan's "Know-How" serve as perfect bookends to all that has been written over the years on leadership philosophy and practice. In "Know-How," Charan constructs a more complete leadership theory integrating "know-how" with personality traits, psychological orientation and cognitive architecture. In "Head, Heart and Guts," Dotlich et al recommend a second new perspective on leadership and a fresh approach to leadership development with a focus on the integration of the head, the heart and guts. "Guts" as an umbrella term for a willingness to do the right thing, no matter how difficult that is - a willingness to put one's beliefs on the line! The authors point out that we have been focused on "partial leadership" with an emphasis on cognitive skills and/or, until recently, on emotional skills. But leaders today are encountering decision points for which there are no "right" solutions and these skills alone will not assure successful leadership. They confront paradoxes and need to manage them rather than resolve them. They will need to act counter-intuitively at times and to trust instincts (know-how) in other instances. The need today is for "whole leadership." Whole leaders balance people and business needs and risk/reward, motivate people from diverse backgrounds, and create real trust through unyielding integrity and transparency. Whole leaders, based as much on instinct and relationships as their analytical skills, are comfortable operating in an ambiguous environment and are able to make risks pay off. Dotlich et al identify three reasons for singular leadership failure: 1. A disconnect between what you know you should do and what you actually do. 2. Misdiagnosis - a poor understanding of the type of leadership that is required in a given situation. Working globally requires a great of understanding of various cultures. 3. Creation of false expectations. Feel leader is manipulative. Their recommendation for today's complex and uncertain world is a new leadership development approach which includes: 1. Hire based on criteria related to head, heart, and guts. 2. Encourage people not to be prisoners of their own experience. 3. Involve them in action learning experiences that force them to take on new and challenging assignments. 4. Place people in jobs before they are ready to handle them. 5. Provide them with coaching and other tools that facilitate learning from experience. 6. Develop leaders with the head, heart, and guts traits in mind. Readers will find the discussion on "guts" of particular interest. The authors point out leaders or those aspiring to leadership roles must have a point of view, understand their values, and have the courage of their convictions. These strong people will hang onto their values and they, in turn, will be the ones who strengthen us and our organizations. Unfortunately, today, while the workplace is an opportunity to model good values, the workplace

The authors show how traditional analytical leadership won't make you a successful leader in today's business environment. They demonstrate the difference between a "head" versus a "heart" leader, and make a case for the need to balance "kindness" with "analysis' while still retaining "guts", and rethinking the way decisions are made and people are led. They provide clear-cut methods for identifying your default leadership style, then reframing and adjusting it, to provide a more successful balance between intellect, compassion, empathy, toughness, courage, and risk-taking, supported with the financial return to the business. I found it a logical, well supported read, which is funny when you think about the case for infusing compassion and guts into your leadership style. Still, I understood what the authors meant and buy into the need for this leadership style. A good read for leaders looking to expand their own leadership style - or others who want to make a case to leaders who should change their leadership style. Leaders who are already well-rounded would find this a review.