I’ve been fascinated with the future ever since I watched 2001 Space Odyssey. An amazing spaceship that could help us explore other planets! Then all that weird stuff about an A.I. gone crazy and apes banging sticks around monoliths. What the…? That curiosity smashed into a major concern at the age of fifteen on a canoe trip where I was trying to work out how to live and work closely with other humans - and failing. It turns out humans are crazy creatures. We love being together, and doing amazing things together, but that can be really hard. So leadership and the future fused into a lifelong passionate pursuit.
I absolutely loved the optimism and excitement of this book.
Justin unpacks six megatrends that will shape and affect every sector, all of which are leading to a more inclusive, equitable, and regenerative world.
I cited this book at a recent event I ran called The Future of Leadership and one of the participants asked me why I was so positive about the trends that Justin featured.
"What about all the negatives and downsides?" I answered, "we go naturally to what could go wrong, it’s actually an effort to see what might go right," as the book title indicates.
But this book is not just a Pollyanna look at the future technologies, it’s a call to action for leaders to create the future we want by first imagining it.
When I interviewed Justin for my podcast, I was struck by how much foresight and deep thinking he brings to the…
What Could Go Right invites you to ditch cynicism about the future, and build the one you want.
Instead of worst-case scenarios or Pollyanna optimism, you can envision an ideal world and be empowered to build it. The opportunity of our era is to transition to a sustainable, equitable, abundant global economy. When you rethink your mindset, understand tech and social trends, and design a future you want to live in, you can thrive by building a better future for us all.
Packed with insights, tools, and ideas for what an ideal future might look like and how to build…
I do what I do for completely self-interested reasons. I am a woman, wife, and mother; a history professor specializing in the Catholic Church and gender; and a Christian (Episcopalian). I used to compartmentalize those roles. I was a Christian at church, a secular scholar at work, etc. It was exhausting. I was frustrated by conflicting messages about gender and faith from my family, profession, and religion. I wanted to be true to all aspects of my identity in all situations, but how? History is full of people who’ve questioned and adapted at the intersections of gender and religion. I learn from their journeys and add another piece of the puzzle.
So many Christian churches struggle over who ought to lead. Do female priests/pastors fulfill or discount God’s intentions? How does one know? Scripture? Tradition?
Macy digs into the long-term history and finds that women were clearly ordained in the early church, but evidence of that ordination has been erased or explained away. Women used to perform many duties that we associate with religious leadership today, including some sacraments.
Furthermore, some were ordained, receiving vestments, staffs, and mitres. Their gradual exclusion from their traditional roles happened over centuries and was virtually complete by the 13th century, as the Church redefined ordination in ways that excluded women and their ministries.
Then we rewrote the history to make it appear women had never been ordained. Again, no agenda here—just the history.
The Roman Catholic leadership still refuses to ordain women officially or even to recognize that women are capable of ordination. But is the widely held assumption that women have always been excluded from such roles historically accurate? How might the current debate change if our view of the history of women's ordination were to change? In The Hidden History of Women's Ordination, Gary Macy offers illuminating and surprising answers to these questions. Macy argues that for the first twelve hundred years of Christianity, women were in fact ordained into various roles in the church. He uncovers references to the ordination…
This manual addresses the need to ensure that people are at the centre of the organisation. There has never been a timelier reminder of the need to ensure that leading, supporting and developing staff are critical aspects of creating the right organisational culture to grow and develop. Written with sensitivity,…
As a youth, I was very athletic and always aspired to be the captain of the team. I worked hard and was very driven to earn this right. As a business person, I have continued that passion for leadership. In addition, due to my sports experience, I am passionate about coaching others. I feel that with the right direction, the right motivation, and the right information, anyone can be successful. All of the authors for the leadership books I have recommended are also giving back to society in their own way. I hope you all enjoy the books on your journey to becoming a great leader!
I recommend this book because Mike Kraus understands that leadership comes in different forms and at different levels within an organization. I like how he describes leadership from varying perspectives, making it more of a journey than a destination. This is a must-read for anyone new to management or aspiring to become a manager.
Supervisor, Manager, Leader; The Basics of Being a Boss: A common sense approach to the critical skills that most organizations fail to teach their people. "A concise, practical handbook for bosses of all stripes." Kindle Reviews
I am a recovering Big 5 consultant and healthcare administrator, while others portray me as a transformational healthcare executive who has a passion for cultivating talent and driving change to enable sustainable results. I am a visionary and collaborative team builder and servant leader who views issues/opportunities from all perspectives, turns data into information, the complex into simple, and chaos into focus. I have led transformational consulting projects, a $180M technology implementation, and a team of 1,500 people. I enjoy serving on non-profit boards, mentoring others, and co-leading a team of four at home with my wife, Hilary.
In Good Company, Arthur Blank, one of the founders of Home Depot, shares his views on leadership, hiring, his biggest mistakes, and how creating a culture of putting the customer first in everything you do can drive tremendous business results, brand loyalty, and customer satisfaction.
Pick it up to understand how 2” can make a massive difference.
Featuring an introduction by President Jimmy Carter
The Home Depot cofounder and owner of the NFL's Atlanta Falcons and MLS's Atlanta United shares a vision and a roadmap for values-based business.
Arthur M. Blank believes that for good companies, purpose and profit can-and should-go hand in hand. And he should know. Together with cofounder Bernie Marcus, Blank built The Home Depot from an idea and a dream to a $50 billion-dollar company, the leading home improvement retailer in the world. And even while opening a new store every 42 hours, they never…
I am a historian of early America who previously practiced law for 20 years. I have both my PhD and JD from the University of Virginia. I have taught at the University of Virginia, George Washington University, Hamilton, Oberlin, and Randolph Colleges. I have also worked at Jefferson’s Monticello for many years. While American history is often misused for narrow political ends, I am convinced that good history is not only fascinating but can assist us in understanding our world and current challenges.
As a double UVA grad, I knew that Jefferson was the founder and that the school had been built largely by enslaved laborers. This book uplifted and depressed me: I was uplifted by the ferocity with which Jefferson pursued the importance of a secular university (owned by the state and without religious affiliation) and the revolutionary flexibility of its curriculum.
I was depressed by how much of the structure and the University’s early life were completely intertwined with slavery. Some of the stories are shocking.
Already renowned as a statesman, Thomas Jefferson in his retirement from government turned his attention to the founding of an institution of higher learning. Never merely a patron, the former president oversaw every aspect of the creation of what would become the University of Virginia. Along with the Declaration of Independence and the Virginia Statute for Religious Freedom, he regarded it as one of the three greatest achievements in his life. Nonetheless, historians often treat this period as an epilogue to Jefferson's career.
In The Illimitable Freedom of the Human Mind, Andrew O'Shaughnessy offers a twin biography of Jefferson in…
As an organizational psychologist, I am driven to study and work to improve work activities that are causing great frustration and not working effectively—meetings are the perfect fit. And, for 20 years I have been actively publishing in this space and have spoken to well over 100,000 leaders through my keynotes/events/videos. What excites me is that meeting science can truly help leaders, teams, and organizations. The books I recommend are well-aligned with the science, and can be difference makers. I hope you enjoy them and find them helpful.
There are many reasons to really like this book. It is certainly thoughtful, intriguing, and well-grounded. The advice and guidance around meetings are plentiful and meaningful. I particularly appreciated that it addresses meeting practices that high-performing organizations use to drive results and build an excellent meeting culture. Overall, I appreciate the systems-based approach to addressing meeting issues.
How well you meet determines what your group can achieve
When you ask leaders in a high performing organization about the key to their success, the answers are all over the place: failing fast, radical transparency, operational excellence, strong core values... so many different North Stars to follow.
Then, if you ask them for an example–to tell you what that looks like in practice–they will all describe a meeting. Leaders at these organizations have learned to design a sequence of tailored meetings that create a healthy organizational culture and drive forward momentum. They know that meetings are where the action…
My interest in business ethics was forged in the fire of personal experience. In 2004, shortly after commencing my career in the banking and finance industry, I was publicly named as one of the “whistleblowers” in a trading scandal that rocked one of Australia’s largest financial institutions. The fallout was everything you’d expect from a major governance failure: the resignation of the Chair and CEO, large financial losses, significant reputational damage, and criminal charges for the traders involved. The experience caused me to ask, “Why?” Specifically, why do ethical failures happen? And why will they continue to happen? In the years since, I have spent considerable time reflecting deeply on these questions.
My writing focuses on ethical failure, situations where people, when given the choice between the morally right and the morally wrong, choose the latter. Tackling the thornier “right versus right” ethical dilemmas is far more challenging. To do it requires an individual who is both a masterful thinker and writer. Joseph Badaracco is just that. In this brilliant book, Badaracco takes the reader into the minds of business people, at different levels of seniority, facing right versus right ethical dilemmas of increasing complexity. By doing so Badaracco not only provides insight into how challenging these dilemmas are to navigate, but also how finding a sensible path through is possible. This book is a must-read for business ethics students and practitioners.
When Business and Personal Values Collide "Defining moments" occur when managers face business decisions that trigger conflicts with their personal values. These moments test a person's commitment to those values and ultimately shape their character. But these are also the decisions that can make or break a career. Is there a thoughtful, yet pragmatic, way to make the right choice? Bestselling author Joseph Badaracco shows how to approach these dilemmas using three case examples that, when taken together, represent the escalating responsibilities and personal tests managers face as they advance in their careers. The first story presents a young manager…
As I moved up in leadership, I found I was not prepared to manage people during uncertain and difficult times. Transitions bring about the worst in people. They get fearful and that causes bad behavior by triggering defense mechanisms. The books I listed are a progression of books that helped me to understand how transitions and change affect people and gave me a framework to continue to learn and increase my leadership skills. I then decided to write about new insights I gained in leadership to help others and have published two books and am writing articles on Medium.
Nigel Travis, chairman of Dunkin’ Brands, discusses why the most effective leaders have people around them with a diversity of thoughts, opinions, and approaches. Travis believes the best way for organizations to succeed in today’s environment is to embrace challenges and encourage pushback. He maintains that everyone in an organization must be able to question the status quo, to talk in a civil way about difficult issues, and to debate strategies and tactics without fear of reprisal.
I love the practice of what he calls “coffee chats,” to open his thought aperture. The attendees were able to ask him any questions within the bounds of civility. As he said, “The purpose of the coffee chat is to provide an open and safe forum for people to ask questions, share information, articulate ideas, express opinions, and surface disagreements.”
'The Challenge Culture is a must-read for employers and employees alike, and promises to get ideas for long-term success percolating.' - Robert Kraft, chairman and CEO of the Kraft Group
'Nigel's career, vision and humanity are very refreshing' - Claude Littner, former Chief Executive of Tottenham Hotspur and author of Single-Minded: My Life in Business
Challenge is essential for survival and sustained success in today's volatile world.
We live in an era when successful organisations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive pushback: questioning everything without disrespecting…
There’s something about leadership that intrigues me. I was an army child and that might help explain why I was expelled from school and had a rather unorthodox pre-academic career: I had fourteen jobs in nine years between leaving school and starting university, and several of those involved significant leadership roles that clashed with managerial authority. Both my undergraduate degrees and my doctorate were focused on trying to understand how authority worked, so it was almost inevitable that I ended up as a leadership scholar. But my greatest achievements have been co-founding the journal Leadership in 2005 and its related International Studying Leadership Conference, now in its 20th year.
I’ve known Donna for years and she’s one of the most thoughtful, caring, and critical scholars in the field. This book captures that approach perfectly – it grapples with complex theory but in a way that allows the non-specialist reader to unpick the complexities and see them illustrated with both mundane and profound examples. Moreover, it steers well away from the snake oil sales approaches that are so common amongst the literally thousands of ‘how to lead’ books that are published every year, often with little theoretical framework or empirical support.
'Adopting a post-positivist phenomenological perspective inspired by the writings of Husserl and Heidegger among others, Donna Ladkin crafts a series of philosophical questions that prompt the reader to deconstruct and reposition many habitually held views of leaders and leadership. Through her deep questioning, Ladkin reminds us that wisdom -- the virtue of practical circumspection -- is central to the ethical and aesthetic moment of leading. Rethinking Leadership is a refreshing and much-needed re-evaluation of the field, which should be read by anyone with a serious interest in the subject.' - Peter Case, University of the West of England, UK
My book is a collection of monthly Editor-in-Chief letters to the readership of World Neurosurgery, a journal that I edit. Each essay is short and sweet. The letters were written for neurosurgeons but have been re-edited so that they apply to all human beings. They cover topics such as leadership,…
I am a leader in analytics and AI strategy, and have a broad range of experience in aviation, energy, financial services, and the public sector. I have worked with several major organizations to help them establish a leadership position in data science and to unlock real business value using advanced analytics.
Management as a skill is typically established and honed by osmosis, mimicry, and corporate crash courses. Data scientists pursuing management roles need to understand management from base principles to create meaningful change and establish productive team conventions. After almost 70 years, Drucker’s book still stands up as a foundational piece of reading.
A classic since its publication in 1954, The Practice of Management was the first book to look at management as a whole and being a manager as a separate responsibility. The Practice of Management created the discipline of modern management practices. Readable, fundamental, and basic, it remains an essential book for students, aspiring managers, and seasoned professionals.
