You Don't Need a Title

Mark Sanborn's book You Don't Need a Title to be a Leader is a great summary of timeless leadership ideas. The book is especially helpful in reinforcing self leadership, the idea that everyone, regardless of formal rank or title, can and should act as a leader. This is precisely the culture I wanted to build back in my former team, and this is what I would like my current team members to realize. They should never wait for the promotion before they act as leaders. They should instead seize opportunities to expand their scope and influence such that the promotion and the title just becomes a formality.

I should continue reading about leadership even if I am familiar with many of the concepts. I felt great reading this work as it reminded me of my mission and my belief in the idea of servant leadership. My superiors will rate me a great leader once I deliver the numbers, but I will only rate myself the way my own people will rate me: by the degree to which I have driven them to become better persons through positive influence.

The Hours

The Hours, the Pulitzer prize winning novel of Michael Cunningham, is depressing, but punctuated by snippets of euphoric celebration of life. And perhaps it mirrors life itself for I myself often feel I lead a life of quiet desperation only to be jolted sometimes by a moment that make it all worth it - the kiss of my child, a quiet moment with my wife, the gratitude of an inspired employee.

I am sad for Virginia, Laura and Clarissa. I feel I have gained some insight into how modern life drives women to insanity or to run away. I will never truly understand the dilemma of asserting the self while taking care of the home. I can only try and help my wife. I do not want us to count the hours and let them pass. I want us to celebrate and savor the hours that make a life.

One Minute Manager

Ken Blanchard's One Minute Manager offers a simple formula for management success: create one minute goals, give one minute praises, and give one minute reprimands. On paper, it does sound simple, but in reality, giving feedback is one of the hardest skills to master for it takes a certain level of self confidence combined with genuine compassion to be able to praise sincerely, and to reprimand without causing offense. It also takes discipline and courage to offer feedback right after the incident rather than wait for the next coaching or appraisal session.

The principles in the book are not exactly groundbreaking, but they remain true and effective. People with exposure to management literature will readily agree with them and recognize that, as in many cases, it is much easier to come up with a theory, and much harder to execute.