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The I of Leadership: Strategies for Seeing, Being and Doing, by Nigel Nicholson
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This is the leadership book you have to read: a barn-storming new take on what makes a versatile, integrated, and effective leader
Using stories and examples from the lives of leaders, from the sports stadium to the White House to the office of the CEO, Nicholson shows vividly how the capacity of leaders to see what others do not see frames their actions and allows them to transform, build, destroy, or stabilize. Leaders fail through lack of insight—into themselves and into the worlds they inhabit.
The strategic challenge of leadership is to find the right balance between impact and versatility and the successful crafting of an identity that merges the leader and the surrounding culture or 'zeitgeist.'
Leaders covered in the book include: George Bush, Tony Blair, George S Patton, Warren Buffet, Steve Jobs, Josef Stalin, Hannibal, Elizabeth I, Nelson Mandela, Edith Cowan, Abraham Lincoln, Mohandas Gandhi, Henry Ford, Ernest Shackleton, Barack Obama, Robert Maxwell, JFK, Pope John XXIII, Margaret Thatcher, and Samuel Pepys.
This book resonates with insights and searching questions on the nature of human leadership. It will be an invaluable guide to managers, consultants, and people everywhere.
- Sales Rank: #1138293 in eBooks
- Published on: 2013-03-26
- Released on: 2013-03-26
- Format: Kindle eBook
Review
it is what he does with the well-worn material that is original - and highly ambitious his book does stand out from the pack of leadership literature The good news is that Nicholson has forged the tools to help would-be leaders rise to the challenge (Financial Times, May 2013) Combined with analysis of cases from several decades, this book is as richly-textured as it is insightful. (Communication Director, June 2013)
From the Inside Flap
This is the leadership book you have to read: a barn-storming new take on what makes the inner leader.
Using stories and examples from the lives of leaders,(from the sports stadium to the White House to the office of the CEO), Nicholson shows vividly how the capacity of leaders to see what others do not see frames their actions and allows them to transform, build, destroy, or stabilize. Leaders fail through lack of insight – into themselves and into the worlds they inhabit.
The strategic challenge of leadership is to find the right balance between impact and versatility and the successful crafting of an identity that merges the leader and the surrounding culture or ‘zeitgeist’.
This book resonates with insights and searching questions on the nature of human leadership. It will be an invaluable guide to managers, consultants and people everywhere.
From the Back Cover
“Nigel Nicholson is the most insightful and perceptive observer of leadership and organizational dynamics since Peter Drucker, and this is his best work so far. The book weaves together evolutionary psychology, modern cognitive theory, and real life examples in a lively and creative synthesis that is essential reading for anyone interested in answering the question, ‘Who shall rule?’.”—Robert Hogan, PhD, President, Hogan Assessment Systems
“I read lots of leadership books, and this is one of the best – it's intelligent, wide-ranging, and eminently practical. If you're a leader, or want to be one, read it!”—Gary Hamel, Visiting Professor of Strategy and Entrepreneurship, London Business School and Director of the Management Innovation eXchange
“Leaders infect many through their emotional contagion – positively or negatively. But they are human. Nigel Nicholson will captivate you with charming and at times disturbing stories of leaders with whom he has worked and those that have affected all of us. In a rare feat, Nigel has done on paper what he does in his classes – reached out and given us hope that we can be better, using touching stories to show the path to new possibilities.”—Distinguished University Professor Richard Boyatzis, Department of Psychology, Cognitive Science and Organizational Behavior, Case Western Reserve University; Adjunct Professor of Human Resources, ESADE and co-author of the international best seller, Primal Leadership
“The world has many books on leadership and many teachers on leadership. Having had the real pleasure of teaching alongside Nigel Nicholson, it is no surprise to find a bold and iconoclastic teacher producing a quirky, funny and insightful book, daring, for instance, to begin it with George W. Bush. I am usually a sceptic about leadership manuals but this is the exception, original and highly readable.”—Sir Ian Blair, Baron Blair of Boughton, Former Commissioner of the Metropolitan Police
“The ‘I’of Leadership gives a critical message and a compelling business case for the leader to understand themselves: who you are matters in everything you do as a leader. Whether you are a developing leader or an experienced leader, Nicholson’s brilliantly written book will give you a cutting edge advantage in the face of paradoxes and dilemmas. The stories of well-known leaders who succeeded or failed make the case for understanding and not necessarily imitating. Every leader is unique: this book goes back to Socrates’ profound advice to ‘know thyself’.”—George Kohlrieser, Professor of Leadership and Organizational Behaviour, IMD and award winning author of Hostage at the Table and Care to Dare
“Each leader has a story but it is a story in progress, a story that probably could be written in different ways. Behind the story is what Nigel calls the ‘I’ of Leadership: the consciousness of the leaders, their self management and strategy. The book is not about global leaders and celebrities, it is about all of us because we all experience that ‘Moment’, the Leadership Moment when we have to act.—Mo Ibrahim, founder, Celtel and Chairman of the Mo Ibrahim Foundation
“Three comments on this wonderful book: #1. Beware. If you pick up it, you will not put it down. #2. Pick it up. You will learn a lot. Who you are as leader will change (because you will know more about leadership) and ‘Who you are matters. What you do with who you are matters even more.’ (from Chapter 1). #3. Don’t wait. Our world is never going to slow down but you can get ahead of the curve with what you learn here.”—J. Keith Murnighan, Harold H. Hines Jr. Distinguished Professor of Risk Management, Kellogg School of Management, Northwestern University and author of Do Nothing! How to Stop Overmanaging and Become a Great Leader
Most helpful customer reviews
2 of 2 people found the following review helpful.
Understanding Leadership: The leadership and organizational dynamics
By Rama Rao
The author gives a critical message for a leader to understand himself. Who you are matters in everything you do as a leader. This book analyzes the paradoxes and dilemmas of leadership. The stories of well-known leaders who succeeded or failed are discussed. Every leader is unique and handles a given problem in his/her way, but his/her action matter to lot more people in lot more ways. The book begins with George Bush and Tony Blair's very first reaction to the news of Islamic terrorists' attack on 9/11 and 7/7 respectively. Their reaction at that time has lot to say about their leadership, says the author. This is an insightful book that puts together real life examples that blends evolutionary psychology, cognitive theory, behavioral sociology and management.
A given story could be written in many ways, and handling of a social, political or an economic crisis may be approached in several ways, but the author goes behind the story which he calls "I" of leadership. The consciousness of the leaders, their self-management and strategy impacts us all, but it is the moment they act and react also matters. If the leadership of a leader is analyzed using, the "Seeing-Being-Doing" model of psychology, interesting results emerge. The author emphasize that the leadership is not just about education, experience and overall skills but the nature of his leadership itself. We need a V.I.P leadership to lead: Vision (a realistic approach to the challenge), identity (a deep appreciation who they are, and who we are) and passion (care deeply about what they are doing and the ability to express that). V+I without P is un-communicative filled with self-absorption; V+P without I is empty sloganeering; and P+I without V is egoistic and unrealistic. Of these three I is the lynchpin and this has been the argument running throughout this book. True effectiveness comes from self-management, and he/she must have conversation with oneself. The sudden flood of thoughts that occurred in the minds of Bush/Blair after they heard about the catastrophic hit on their countries says a lot about that leader. What gives these leaders a frame of mind to do the right thing and secure our future? The author says there are five principles for good leadership is; be real, decenter, build ensembles, scan & scout, and frame the journey.
The book reads well and the author has made the subject of leadership interesting.
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1 of 1 people found the following review helpful.
Cutting Edge Guide For Leaders of Today And Tomorrow
By Wilhelmina Zeitgeist
"The I of Leadership: Strategies for Seeing, Being and Doing" by Nigel Nicholson has to be the most cutting edge guide for leaders of today as well as tomorrow. This has to be the most hands down best book on the topic I've read yet.
There are so many scenarios, examples, etc. many of which I immediately identified with. And many of those same types of things I've come up against weren't always approached by me in the best way as seen by the end results. It wasn't necessarily my style that was the problem, it was the style I was taught or mentored to have. Nicholson presents a uniquely simple way of approaching things by seeing the trees and being aware that each of those trees together creates the forest.
I particularly found the information on how to deal with other people extremely useful. This taught me not only how to deal with others in a business setting, but is something I can actually carry over to other parts of my life. Whether in a business setting, negotiating the price of a car, leading a Sierra Club Hike, or any number of real life settings you will find helpful, easy to remember, common sense methods in handling almost anything and retaining your position, or confirming your future ability, to be a leader. You will easily recognize the negative work types found in all businesses, clubs, organizations, even a rock band.
You don't need to reinvent the wheel. You just need to understand how the wheel works. Once you know how the wheel works you can discover all sorts of ways to use it.
I really appreciate the author's use of examples of specific people, situations, case histories, etc. most of us are familiar with and being able to tie it into the the chapter so well. They aren't just filler fluff, Nicholson actually has a solid reason for including them.
It doesn't matter if you work for a Fortune 500 Corporation or are Self Employed without a staff. Nor does it matter if you are a choir director or a Girl Scout Leader. You always need to show your ability to lead and see projects through to a successful completion. Reading "The I of Leadership: Strategies for Seeing, Being and Doing" is a great start point in the journey towards success.
1 of 1 people found the following review helpful.
How to be the right leader at the right time and place
By John Gibbs
Leaders are the prisoners of many overwhelming forces and constraints, and yet there is a kernel of indeterminacy, or awareness, will and choice -- seeing, being and doing -- that can take the leader and the led in many different directions, according to Nigel Nicholson in this book. Leaders who can choose who they are, what they see and what they do can claim the power to achieve their goals.
The author provides a three-point framework for analysing leadership: Situations, Processes and Qualities:
* Situation is the answer to the question: What needs to be led?
* Processes are the answer to the question: How is leadership being exercised?
* Qualities are the answer to the question: Who is leading?
Leadership success arises from being the right person, at the right time and place, doing the right things. Some people have adaptable leadership skills, which are suitable for many different types of situations, whereas others have narrower leadership skills, suited only to particular environments.
The book goes on to talk about critical leader relationships, suggesting that a leader can be significantly more effective if he or she has access to a partner -- which could be a spouse but more commonly is a friend or business associate -- who helps to strengthen the leader's willpower, supplies an enriched portrait of the world, and tells the truth in ways that the leader can accept. The perfect critical leader relationship is with someone similar enough to the leader to be able to generate trust and understanding, but different enough to bring fresh thoughts, feelings and actions.
Another key concept is that of Destiny, Drama and Deliberation. Destiny is the elements of predetermination in a person's life according to factors like upbringing and environment. Drama consists of unpredicted experiences that alter the person's life course. Deliberation is the conscious choices that the person makes after considering the available options. All three elements are essential in the making of a leader.
The book contains plenty of interesting anecdotes, but will it actually help the reader to become a better leader? Like most books, this one will probably connect more with some readers than with others. It should undoubtedly help some to see leadership in a different and clearer light.
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