Do you want to lead more effectively? Read on.
I’ve got three books for you to read to learn how to succeed at leading. Two are older ones and one is new. Guess what! None of them have anything to do with developing leadership attributes, or getting a better education, or developing your personality, or evaluating your strengths and weaknesses.
They are all about what you actually need to do in order to lead a group of people successfully.
These books are all based on strong research. My suggestions also build on each other.
The first is The Leadership Challenge by James M. Kouzes and Barry Z. Posner.
It’s in its sixth edition. What does this mean other than the fact that it’s been around for a while? This means that the research it presents has been replicated six times, confirming its validity.
There are five skills that all successful leaders use when they are leading their teams. They are skills that can be learned by anyone regardless of attributes, personality, education, or background. In no particular order, and I’m paraphrasing, but the skills discussed are: challenging the status quo, inspiring a shared vision, giving the power to others, walking their talk, and celebrating successes.
The second book to read is Multipliers by Liz Wiseman.
This book, in its second edition, studies the difference between good leaders and the great ones. Great leaders get so much more out of their teams compared to just good leaders, hence the name “Multipliers.” They are able to double or triple the performance of their existing teams.
They adopt a mindset of “we are smart enough to figure this out.” Spending most of their time defining the opportunity/problem, they then let everyone on the team have at it. Great leaders don’t solve the problem themselves or tell others what to do.
Finally, the third book is The Nine Lies About Work by Marcus Buckingham and Ashley Goodall.
The authors of this one come at it a bit differently. They studied the commonalities of high performing teams as those opposed to average and low performing teams. They’ve measured what high performing teams are getting from their leaders and the companies that have enabled them to become high performing.
As a leader, you want to measure how you are doing on these things with your “followers.” Then, move the needle with your own behavior to improve.
I think you can see how these books build on each other and relate to each other. They are all about what to do, instead of what to become.
Now, for the plus one.
In my coaching, I’m constantly working with leaders and their teams. They want to become better leaders for their teams.
My book, Rock & Sand™, provides a framework. It’s a tool for accomplishing all of the insights from the books previously mentioned.
Draw from all of these, creating a foundation for leading your company to growth with good planning and great leadership.