100 books like Up the Organization

This is the freshest account I’ve read by a leader of his company’s transformational journey: Ricardo Semler became CEO of his father’s company, SEMCO, at the age of 21, and wrote the book in his early thirties, not to forget the transformative journey he just led.

But even more than the narrative itself, I loved Semler’s philosophical reflections, densely packed throughout the book. Example: “We simply don’t believe our employees have an interest in coming in late and doing as little as possible. After all, the same people raise children and elect mayors and presidents. They are adults. In SEMCO, we treat them as adults.”

Semler, twice chosen as Brazil’s businessperson of the year, proves how a leader, driven by authentic beliefs, can lead a transformation that makes people and—consequently—the company thrive.

I admire this first-ever book stating the principles of authentic leadership. Written by the Chinese philosopher Lao Tzu in the 6th century BCE, it comprises a collection of paradoxical, enigmatic, and profound teachings that laid the foundation of Taoism.

I love all of them, but here is one regarding leadership: “Why do the hundred rivers turn and rush toward the sea? / Because it naturally stays below them / He who wishes to rule over the people must speak as if below them.”

While delving into this book, I find myself astounded by the universality and timelessness of the truths it unveils about authentic servant leadership. This modest volume—which adorns my bedroom as a wooden scroll—has proven to be a revelation, offering continuous inspiration to me.

I love basketball and was thrilled that John Wooden, ESPN's best 20th-century coach, wrote on leadership. What intrigued me even more is that the book contains few basketball stories. Its theme is universal: How a leader builds a value-and vision-based organizational culture, resulting in perennial success.

Everyone knows that Wooden’s UCLA team won 10 NCAA championships in a span of 12 years, but I was surprised to learn that it took Wooden 15 years to transform UCLA and win the first title.

I admire Wooden’s key to leadership: “Success is peace of mind, which is a direct result of self-satisfaction in knowing you made the effort to become the best you are capable of becoming.” As a byproduct of this success, UCLA won 10 titles. Now, I understand why my team—the Knicks—is not getting there.

I instinctively resonate with Robert Greenleaf’s servant leadership philosophy, as do numerous business writers and, more importantly, leaders.

Greenleaf had a dream job at AT&T: read, think, and write about management. I admire how his book draws not only from management authors but also from philosophers, political thinkers, poets, and novelists. I fully agree with his diagnosis that organizations "have the resources to do so much better than the [current] mediocre level because so much leadership is poor." He also devised a solution to this challenge: leaders who serve others by tending to their needs and aspirations.

I appreciate Greenleaf's benevolence but also expectation towards those in charge. He observes that "many guilty people are walking around with an air of innocence" because they have not embraced servant leadership when they had the freedom to do so.

From my notes after I read it, “Great content and organization. Triggered me to write and plan a 2022 Book.”

There was specific practical content like removing vacation policy, removing travel and expenses policy. An opening the books, which showed the practices behind the no rules idea, and their consequent results in the business. As a consultant, these give me a tool for discussion with clients. What if you did the same?

Again a great leader, and successful businessperson, using persistence and imagination to deal with the forces against change.

I spent my career leading software engineering at two of America’s top banks. It’s not all innovative work, as you might guess, and here is where Toyota comes in. 

Toyota teaches the difference between routine, standardized work (where we use predictive process control) and creative work (where we use adaptive process control). Balancing this in practice is a key to being a great software engineering leader. For those manufacturing-like processes (incremental feature addition, defect repair) the Toyota manufacturing way became the basis of the Agile movement a decade later: flow, pull, level work, quality the first time, process standardization and continuous improvement, and closeness to customers. Toyota Way provides a deeper understanding than any agile seminar. 

The Advantage lays out a compelling case that if an organization has strong organizational health it is well placed to succeed in its goals and in its industry.

Good organizational health embraces great teamwork, clear and consistent company culture and goals, and how to have effective meetings. Lencioni brings together many pragmatic and practical perspectives through many years of working with executive teams.

The key element for me is his articulation of the ‘five dysfunctions of teams’ and then how to address these. That one chart has been pivotal to my facilitation of many challenging executive discussions with clients, particularly when paired with Covey’s approach to trust and trust building.

Modelling Trust is the first step in building effective executive teams. 

Austin, Texas, where I now live, is home to the first Whole Foods in America. Before the chain of grocery stores was bought out by Amazon, I used to shop there. Then I stopped, or well, I no longer went as often, because I learned in LoRusso's book that company founder John Mackey promoted a libertarian spirituality that considered government interference morally hostile and went as far as to proclaim Obama Care a form of fascism. 

To live and work in a world of turmoil and change requires courage. Resilience is a life skill that can be learned—but it takes courage. In this book, Hurt and Dye come up with very practical but realistic ways to identify organizational practices that encourage or cut-off valuable conversations.

I’m in the field of communications and their advice is not only timely but timeless. I reach for their book when I went to coach someone who is overwhelmed by the workplace. It might be a manager trying to hold a team together, or individual contributors trying to determine if a role is right for them.  Hold this on your bookshelf. I guarantee you will use it for yourself—or for others.

Boeing used to be a paragon of how engineering-driven companies could deliver amazing products and amazing profits. This book chronicles how that changed, and how Boeing lost its guiding principles. It shows how prioritizing the stock price over the business or the people who flew in its planes led to decisions that literally killed hundreds of people. Engineering concerns were regularly set aside for schedule or cost reasons. Most of us don’t work on products whose failures cause hundreds of deaths, but there’s an important lesson about being proud of the work you do and the products you deliver, and how that can make for a great business.