Dare to Lead
Author: Brene Brown
Published: 2018
Reviewer: Bonnie Hopkins, New Mexico State University
Date of Review: June 30, 2019
I have been drawn to the work of Brene Brown and her work on shame and vulnerability in my personal life since I listened to her TED talk on the Power of Vulnerability. Brown defines vulnerability as “the emotion that we experience in times of uncertainty, risk and emotional exposure.” I strongly believe that the conversations surrounding shame and vulnerability have the potential to have a significant impact on the way we live our lives, the way we structure our work, and the way we treat ourselves, and the people around us.
I decided before opening the book that Extension did not “do vulnerability” and that the culture within our University was so engrained in the old system that the concept of vulnerability was beyond the capacity of our efforts. What I learned as I read through the book is that not only does Extension do vulnerability, but that maybe we live so deep within the arena that we don’t recognize it. Vulnerability presents itself in Extension every time we stand in front of a crowd to present information we don’t know (as well as we’d like) or when we do a home visit to address an emotional, concerned home owner that puts us on the spot; or every time a child comes to us for comfort. Our colleagues and community expect us to know the answers and uphold the reputation of the University in all situations. Extension agents live in the arena, facing failure and emotional exposure on a daily basis! While I felt a deep connection to my work and vulnerability, the book did review a few ways that we could be better leaders through our Extension work.
Dr. Brown begins Dare to Lead by calling for more courageous leaders and more courageous cultures. I felt strongly that Extension was filled with courageous leaders, but struggles with the acts of a courageous culture. After recognizing that the work I do in Extension often leaves me in a place of uncertainty and vulnerability, there are situations that I have identified that I believe inhibit truly brave leadership and that by addressing them, I can become a more courageous leader. In my experience, the reward for exhaustion, and the concept that self-worth is tied to productivity are major limitations to our work. We are often guilty of the “dirty yes” (defined as a yes to your face, and a no behind your back); not having tough conversations about programs and values; and husting for our worthiness (and expecting others to do the same). By addressing these challenges and addressing them within our professional communities, I believe that we can create stronger opportunities for leadership within Extension and a culture that fosters courage within the system, not simply within our programs.
The concept of living our values was my strongest take away. The author identifies values as “what made us go into the area in the first place” and instructs each leader to narrow theirs down to two core values that they can live in both their personal and professional lives. The idea that the two cannot be separated is key, and I believe is one of our strongest benefits to doing Extension work. We have the unique opportunity to identify and live our values every day, in all of our programming efforts, creating opportunities to strengthen not only our homes but also our communities.
A few of my favorite quotes are below: “It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly.”
-Theodore Roosevelt
“If I miss the boat, it wasn’t my boat.”
“Be Brave. Serve the work. Take good care.”
Learning to Lead like Jesus
Author: Boyd Bailey
Published: 2018
Reviewer: Kari Lewis, Montana State University
Date of Review: June 27, 2019
Boyd Bailey, leadership coach and entrepreneur weaved personal stories, Biblical accounts, and experiences of friends and coworkers through his book, “Learning to Lead Like Jesus.” The book is practical and straightforward with each chapter addressing a specific topic such as leading with humility, accountability, gratitude, encouragement, discipline, and more. Each chapter has ‘takeaways’ and ‘points to ponder’ sprinkled throughout and the conclusion includes questions for reflection and application as well.
The book begins with the point that it is better to say, “I am learning,” than to say, “I have learned” for learning shows humility and growth. This theme of being teachable and humble is woven repeatedly throughout the book. Teachable leaders surround themselves with mentors who encourage them and hold them accountable. Leaders who continue to learn become wise leaders who are able to lead others with love and respect.
Bailey repeatedly emphasizes relationships, both in the personal and professional life. He shared his personal accounts as a husband, father to four daughters, cancer survivor, director on numerous boards, and son who restored his relationship with his father in adulthood. Boyd continually shared that leadership is about serving others with a heart of gratitude and encouraging those around us. “Some of the best workers wander away because they feel underappreciated and overworked… Wisdom in leadership looks for ways to love those they serve, by taking the time to value, care for, and spend time with them,” he said.
The book encourages the idea that leaders are learners and live out the best ideas. They read books, meet with others and strive to make things better versus just bigger. Consequently, as leaders are faithful in the little things, additional opportunities will present themselves. As opportunities do arise, leaders carefully evaluate the opportunities before committing. Otherwise, burnout, fatigue and frustration are realities that may hinder other more qualified leaders from serving. “It is better to take the risk of disappointing people who don’t know you than to routinely disappoint those close to you,” illustrates that it is ok to say no in order to consistently say yes to those items that align with our goals.
Overall, the book reiterates that in order to lead others, we must continue to grow in our character and skills as a leader. Leadership is a continual process of growing as an individual, in relationships, and being open to correction and guidance of mentors. This book is a great tool for both personal reflection as a leader or to utilize through small group discussions to encourage other aspiring leaders.
Narrative of the life of Frederick Douglass
Author: Frederick Douglass
Published: 1845 (Signet Classics, 1997)
Reviewer: LaJoy R. Spears, NMSU
Date of Review: August-September 2019
Hesitant to rouse my spirit and mind with another mental model of the horrific yet heroic tale of a slave, I selected the Narrative of the life of Frederick Douglass. At this point in my career, I preferred to identify someone who earned the role of leader by working to enhance the lives of others, empowering underrepresented/marginalized people, and advocating for all. This person would also have to understand the importance of education and live as a lifelong learner. Lastly, as a seeker, I am searching for those with remarkable resilience. My selection was rooted in trying to understand how Frederick Douglass encouraged himself and others to believe that freedom was possible (leader), appreciate his ways of knowing (education), and how to continuously move forward regardless of the unknown, victory or failure (resilience)
Frederick Douglass (1818-1895) was born into slavery in Talbot County, Maryland. The son of a black woman and white slave owner. Like many others, Douglass moved around quite a bit as a slave. For various reasons, slave owners often loaned their slaves to other plantations. Sometimes it was for labor, punishment, sexual pleasures, and other times slaves were simply traded like property. While on loan from his master, Douglass was given a chance to read and write. On the new plantation, Mrs. Auld (the master’s wife) ultimately shaped his views and vision for freedom. Mrs. Auld defied the ban on educating slaves and taught Douglass the alphabet. Early on, Douglass understood the importance of education and its privilege.
Douglass would write on fences, brick walls, and pavement with lumps of chalk. He also used innovative approaches to learning such as challenging young neighborhood boys to spelling matches, collecting copies of newspapers, and much to my surprise, he also copied letters from the Webster’s Spelling Book. Douglass’ novel approach and efforts offer explanation and insight into why and how his prose and eloquence glides across the pages with finesse and grace. Webster’s book guided Douglass in spelling and writing. It would be very remiss of me not to acknowledge that the vocabulary of a self-taught slave in the 19th century far surpasses the use of the English language today!
First published in 1845, this classic autobiography catapulted Douglass’ rise as a leader and increased his visibility to the world. Overall, this was a solid, thought provoking read. Truthfully, I was hoping for directions and guidance on how he planned the final escape. Yet, Douglass deliberately left out information and intentionally created gaps in his narrative to protect the identity of the other slaves. In addition, this omission protected the potential for more slaves to escape and sustained the strength of the system/routes. Ultimately, this stance prevented slave owners the means to discover any potential weakness in plans, routes, and people. Throughout the book, Douglass exhibits the strength, intellect, and characteristics of a true hero and leader. His descriptions of slavery and whippings addressed brutality in a such way that I choose to venerate him as my favorite writer and literary scholar. While the treatment of blacks was evil, the tone used by Douglass was bold and matter of fact, frank but never evil or brutal, quite the opposite of his lived experience.
Narrative of the life of Frederick Douglass is a moving piece in the small catalog of abolitionist literature. I am resolved to become a leader who influences and transcends racial, ethnic, religious, and socioeconomic boundaries while fighting for a cause much greater than one individual or singular needs. Similar to Douglass, I set out to minimize disparities between humans. Never losing faith. Staying focused on my goals, remaining resilient and steadfast to see them through.
Smarter, Faster, Better: The Transformative Power of Real Productivity
Author: Charles Duhigg
Published: 2017
Reviewer: Alice Phillips, Oregon State University
Date of Review: September 30, 2019
In Smarter Faster Better Duhigg guides the reader through lessons in productivity that touch on topics ranging from managing others to innovation to teams. Duhigg’s writing is familiar yet trustworthy as he uses examples from successful businesses, researchers, and world events to demonstrate human failures and successes. From the blackbox conversation of a preventable fatal plane crash to the creation of Disney’s Frozen, the stories told within Smarter Faster Better are likely to resonate with any reader.
Smarter Faster Better offers a behind-the-scenes look at successes such as Saturday Night Live and Frozen. Behind each story is an examination of the people and teams involved in its success. In reading about the creation of Saturday Night Live, we learn that Lorne Michaels “works hard to force people to become a team” because he knows this will lead to success on the show, both through writing and performing. When discussing the film Frozen, we learn about the power of anxiety in “[helping] us to see old ideas in new ways.” The first internal release of Frozen was a failure, yet through working on a very tight timeline the Disney team was able to rework it, resulting in one of their highest grossing films of all time.
When discussing teams, Duhigg shares a study from Simon Baron Cohen based on a social sensitivity eye test. The argument is made that the results from this test can be used to measure emotion and therefore can be used to assign teams. For those interested, a version of this test is available online through the New York Times. Other psychology concepts touched on within Smarter Faster Better that aid productivity and motivation include the internal locus of control and mental mapping, both of which an individual has the power to improve over time. Duhigg also discusses the risks of cognitive tunneling (becoming over-focused on a task), sharing its effect on a pilot involved in the fatal crash of AirFrance Flight 447.
I chose this book for this project because its lessons can be used to create a welcoming and innovative workspace. Several of its ideas, such as SMART goals, echo tools that Extension professionals have been using for years. Other ideas, however, could be helpful in reshaping how people view and approach their work. Some of my key takeaways from Smarter Faster Better include: how a climate of openness supports a “culture of sharing without fearing shame or punishment,” the importance of psychological safety when working with and creating teams, and that one of the reasons decision making can be so difficult is because “we are disproportionately exposed to success” throughout our lives and careers. I recommend this book to anyone looking to improve their skills in motivation, productivity, or decision making.
The 21 Irrefutable Laws of Leadership
Author: John C. Maxwell
Published: 2007
Reviewer: Kathleen Duenas
Date of Review: September 30, 2019
The subject of leadership is one that has always held a great interest for me therefore, I chose to read one of John Maxwell’s “The 21 Irrefutable Laws of Leadership” which is one that has had a profound impact on many lives. You can grow your leadership skills with this book. Whether you are a leader of a large corporation or leader in your church or organization, the information that is this book can help you be more effective at carrying out your leadership responsibilities. As an individual you can grow your leaders.
The author, John Maxwell is a known author who focuses on Leadership. Some of the laws described in the book are: The Law of Influence: that describes the true measure of leadership is influence, stating that a real leader is one who is able to influence followers with or without leverage. The Law of Process: This explains phases of leadership growth and emphasizes that leaders are learners, stating that there are no overnight successes. In his words: ‘leadership doesn’t develop in a day, but in a lifetime’, and, ‘to lead tomorrow, learn today’. The Law of the Inner Circle: Leaders do not succeed alone and that a leader’s potential is determined by those closest to him. The Law of Sacrifice: Maxwell asserts that leaders are often asked to give up more than others and that the more responsibility one accepts, the fewer options the person has. The Law of Timing: Maxwell states here that timing is everything; it is often the difference between the success and failure of an endeavor. He postulates that the wrong action at the wrong time leads to disaster, the right action at the wrong time brings resistance, the wrong action at the right time results in success.
You can learn them, take them to heart, and apply them to your life. Leaders are born with more or less talent and some seem more naturally to have it embedded in them than others. These laws can be learned. You can become a great leader, but it will take a significant investment in yourself, in your leadership. If you are able to increase your skills according to these laws, you will increase your leadership and your organization accordingly. The more you try it in life, the more you will find leadership makes the difference. Be all you can be and take some others around that you know with you.
In the end, it is leadership that decides the success or failure of an organization. Weakness in any of the primary leadership laws can result in the failure of the plan, the project, the team, or the organization. Simply stated, Leadership = Influence. Times change, technology marches on, knowledge increases, cultures vary from places in the world, but the principles of leadership remain.
The book was first published in 1998 and then updated in 2007 with this 10th Anniversary Edition, Maxwell updated the 21 Laws based on what he learned from leaders applying the principles in real-life. The book includes many leadership examples including Maxwell’s personal experiences, sportsmen, corporate leaders, US presidents, and leaders of social causes. Some of the real stories and case studies include those of Mother Teresa, Abraham Lincoln, Theodore Roosevelt, Harriet Tubman, George W Bush, Herb Lance Armstrong, Martin Luther King Jr, Nelson Mandela, Mahatma Ghandi, Jim Sinegal, and Ray Kroc.
The Confidence Gap
Author: Russ Harris
Published: 2011
Reviewer: LaVerne Vinyard, University of Arizona Cooperative Extension
Date of Review: September 30, 2019
In The Confidence Gap, Russ Harris teaches about the art of mindfulness and self-awareness as tools for building confidence, overcoming fear and self-doubt, and learning to move forward even through discomfort. His ideas on acknowledging and addressing the what, whys and hows of emotional road blocks was very enlightening. Harris describes many strategies for taking advantage of those uncomfortable moments and using them to press toward goals and understand your life values. He walks the reader through the process of how not to allow a potentially paralyzing doubt or fear to stall your forward momentum when it comes to goals, dreams, and aspirations. When we avoid the uncomfortable things, we create tighter boundaries within our world. When we confront them and overcome them, we enlarge our lives.
Harris also discusses the belief that high levels of anxiety impair performance. However, research has proven that anxiety itself is not what reduced performance. It was a person’s capacity to remain focused when anxiety was present. And when a person felt they needed to give that anxiety priority, performance suffered. Those who learned to just make room for it but not yield to it, found more success.
One of the most impactful take-aways for me was the illumination of the idea that a person doesn’t usually bring “confidence” to a new task automatically. We usually start out unsure of our ability to accomplish that thing and sometimes even chose not to begin the journey at all because of the uncertainty of the outcome. Simply, we don’t like doing things we aren’t good at. But exposing ourselves to the very thing that makes us uncomfortable is a powerful way to build that confidence, allowing us the opportunities to accrue the skills we need to be better at that thing. In one of the chapters, Harris includes a quote from Lance Armstrong, seven time winner of the Tour de France. Armstrong says, “The world is full of people who are trying to purchase self-confidence, or manufacture it, or simply posture it. But you can’t fake confidence, you have to earn it. If you ask me, the only way to do that is work. You have to do the work.”
There is value in being a graceful beginner. So putting one foot in front of the other, even though it seems hard or daunting, is still an act of moving forward. It is still an act that puts you closer to the goal or finish line. Closer than you were when you first started and more successful than had you not started at all.
It was a great encouragement to me in relationship to some of my innovative project ideas as it is new territory for me and a higher level of leadership than I have tackled before. I was indeed a little short on confidence. This book has helped me to give myself permission to feel a bit nervous and unsure of my direction while giving me a strength to pursue the experience to gain the experience!
The Secret: What great leaders know and do
Author: Ken Blanchard & Mark Miller
Published: 2014
Reviewer: Barbie Garnett, Colorado State University
Date of Review: September 2019
The Secret: What great leaders know and do was a book recommended by my mentor, Don Davis, who utilized this book as a tool to guide our conversations about how to become a great leader. The steps in this book Don utilized in his time in the Military, as well in his current job as the Jefferson County Manager.
The Secret is about a manager who was promoted within the organization and her team has fallen to the lowest-performing team in the company. When she realizes that she might be having an impact on her team and their poor performance, she applies to be a part of the company mentoring program. The mentor that she is assigned is the CEO of the company and begins to answer the one question – what is the secret to being a great leader. Over the next year, they meet every month to answer the burning question and work on homework to begin to develop the best team. The CEO’s leadership style is highly focused on developing people and asking how he can better serve them. He utilizes an iceberg picture to begin the conversation about the work that goes into great leadership, people only see part of what it takes to be a great leader, however, the part that can sink a ship all happens below the surface. The framework that the CEO focuses on is the word SERVE, each letter standing for a phrase to help remember how to be the best leader. Below I will review the five major points and how they reflect servant leadership.
S – See the future! Having a vision for your team and sharing it with everyone regularly is the very first step in creating a strong team. Leaders have two different ways they must focus, heads up and heads down. Heads up is to keep creating the vision and constantly watching for new visions, heads down is making those visions a reality. Sharing those visions is essential to help bring people along with our vision and not letting anyone get left behind. A key question for this section is to ask; Where do I see my team in five to ten years?
E – Engage and Develop Others! Engaging more than just someone’s hands is the most important thing you can do to develop your team, you must engage their heart. Focusing on sharing your mission and then engaging people in the development and how you get to that vision is key, you don’t want them to check their brain at the door. Interviewing for success is also important to make sure that you have the right people in the right positions and focusing on their strengths. Us as leaders need to know that everyone isn’t going to be able to learn how to do everything and be ok with that to focus on their strengths and where they fit into the organization. A key question to ask for this section; What do engaged people look like in my organization? How do I help people in my organization?
R – Reinvent Continuously! Focusing on being a model of the values and vision of the organization is key to reinventing continuously. A personal growth plan is essential in continuing to grow and learn. Knowing that our world is changing we must continue to create opportunities for progress and improvement. A key question for this section; What are the ways that I can develop and learn over this year? What are the ways that we can keep from becoming stagnant?
V- Value Results and Relationships! The key is to focus on both people and performance. To achieve great results, you must have developed relationships with those that you are leading. A key question for this section; Do I have a personal bias for people or results?
E – Embody the Values! You must learn the values of the company and then fully live those values. If the organization doesn’t have values, it is important to create a set of values for the people you work with. This focuses on a role model ideal that others learn from your behaviors. A key question to ask – What are the values of my organization and how do I model them for my team?
This book is an easy read, with the focus of walking you through step by step how to serve your team.
The Servant Leadership Training Course
Author: James C Hunter
Published: 2006
Reviewer: Tami Eggers, Colorado State University Extension
Date of Review: June 19, 2019
There are so many great leadership books to choose from! I picked The Servant Leadership Training Course, by James C. Hunt, to move outside my comfort zone. The basic concept of this book is the Golden Rule – treating others as one’s self would wish to be treated.
Not everyone can become a great leader. Look around your work place and the people around you. Some individuals are great at their jobs, they can get their work done, their numbers look great, they are very organized – but are they great leaders? This book helped me look at myself to help develop the courage, compassion and character to become a better leader.
James Hunter also talks about how you are not born a good leader. Just because your parent was a great leader does not make you a great leader. Or just because we have completed this book does not make us an expert servant leader. Being a good leader takes years of studying, applying and practice.
This book demonstrates through stories and examples how a servant leadership is much different then commanding your employees. It shows you how to influence the people around you instead of using intimidation to achieve your goals. Good leaders have compassion, integrity and authority. These characteristics positively influence those around you which in turn creates a atmosphere for all to thrive and be productive.
As a 4-H Agent I are filling many different roles: as a leader to the youth, as a mentor to other leaders and as a co-worker. How can I better myself so that I can be a better leader to those around me
As a 4-H agent I can apply these techniques in all aspects of my job. While working with youth – using compassion as well as authority will give the youth room to grow with direction. Working with my 4-H leaders I can learn from their expertise and help guide them. With my co-workers we can all acknowledge our strengths and areas where we need help to work towards our common goals.
Being a servant leader means you need to sit back and analyze yourself, ask for help in identifying your areas where you need work and being accountable for working on these areas. This helps you become a better leader and shows everyone around you that you are willing to continue to work on your leadership skills. Being accountable is not always easy but the outcome will be worth it.
The Score Takes Care of Itself; My Philosophy of Leadership
Author: Bill Walsh with Steve Jamison and Craig Walsh
Published: 2009
Reviewer: Kayla Wells, Washington State University Extension
Date of Review: September 25, 2019
I was drawn to this book when I saw it on a “best of” list of leadership books. Involvement in sports played a huge role in influencing my growing up years and I continue to make room for sports in my adult life, as well. This book did not disappoint. Bill Walsh was a great professional football coach, not only because he had a high football IQ, but that he could translate his knowledge to players, coaches and all people working in the 49ers franchise in a way that made him a great leader. When Bill Walsh was hired as the coach and general manager of the San Francisco 49ers, they were the worst team in football. Under his teachings and leadership, the 49ers became a football dynasty, winning three Super Bowls in his ten years with the team. What I enjoyed most about this book was the short chapters, written with easy-to-remember bullets, with Bill Walsh’s leadership ideals explained using football examples and then extrapolated to the business world. The football stories and examples held my interest and helped explain concepts is a way that pulled me in and made me keep reading.
Bill Walsh’s main point of the book is in order for people, football franchises and businesses to be successful, everyone in the organization must understand and buy into the “big picture.” Walsh’s big picture is explained as his “Standard of Performance.” He believed in doing the right things with precision, and for everyone in the organization (from the star player to the janitors) to understand his definition of the right way- his “Standard of Performance.” This speaks to me in the same way that Stephen Covey’s Backwards Design Model, does. I truly believe that anyone can be successful if they know what they’re working toward and are taught the skills necessary to get there. According to Walsh, “Employees can thrive in an environment where they know exactly what is expected of them- even when those expectation are very high,” (pg. 111). I always knew this to be true from a coaching standpoint, and it was a good reminder for the professional world, as well.
Bill Walsh considered himself a teacher, not just a football coach. That resonates with me for a couple reasons. First, I went to grad school to earn my Master’s in Teaching degree and was a public-school teacher before becoming an Extension Educator with WSU. And second, I truly believe there is something new to learn daily. According to Walsh, “Leadership, at its best, is exactly that: teaching skills, attitudes and goals (yes, goals are both defined and taught) to individuals who are part of your organization. Most things in life require good teaching- raising a family and educating children, running a company or sales team, or coaching athletes- so it’s unfortunate that more people don’t spend the time and thought required to do it effectively,” (pg. 122). It is more effective for a leader to teach good habits than to get caught having to re-teach and re-train once people have developed bad habits.
Another part of Bill Walsh’s philosophy on leadership that resonates with me is when he talks about the importance of communication. And it’s not just talking back-and-forth that Walsh considers communication, it is also knowing what to say, how to say it, when to listen and knowing how your words or actions will affect others. He compared communicating to growing a garden, which is such an Extension analogy! “If you’re growing a garden, you need to pull out the weeds, but flowers will die if all you do is pick weeds. They need sunshine and water. People are the same. They need criticism, but they also require positive and substantive language and information and true support to really blossom,” (pg. 109). Some leaders need to be reminded of that. It is much better to mix in the positive support with the constructive criticism, and the results can be amazing! According to Bill Walsh, if conscious work is put in to improve actions and attitudes, then the score (the outcomes!) will take care of itself. Outcomes are a result of preparation and hard work, which makes as much sense in the Extension world as in sports.
Unstoppable Teams
Author: Alden Mills
Published: 2019
Reviewer: Morgan Doran
Date of Review: September 30, 2019
An unstoppable team is how the author, Alden Mills, describes a team that functions like a well-oiled engine firing perfectly on all cylinders and delivering enormous power. It is a team with a leader that enables its members to collectively achieve lofty goals by focusing on essential human-skills and individual empowerment. Mills draws many examples of effective, and ineffective, leadership from his experience as a US Navy SEAL platoon commander and the CEO of Perfect Fitness. The experiences Mills describes in the book at times felt like a Tom Clancy novel, which definitely added some exhilarating drama to a much less exhilarating topic, but he deftly pulls the story back to the leadership lessons learned from the experiences.
Unstoppable Teams centers around the understanding and implementation of the C.A.R.E. loop, which is comprised of the team actions Connect, Achieve, Respect, Empower. Each of the four team actions has a dedicated chapter laced with many experiences from Mills and others in the business world.
Connect: To make an unstoppable team, a leader must first be able to meaningfully connect with their team members in a way that engages their attention and inspires them to connect to and embrace the goal of the team. Part of the leader’s role in fostering connections with and among team members is by personally connecting with individuals with body language, words, and emotions that engage communication. Connections are strengthened by building credibility with the team by demonstrating integrity, accountability and humility. And the leader must be reliable and show consistency in order for strong connections to endure.
Achieve: Teams are often formed to achieve goals that are beyond immediate comprehension. Mills calls such goals over-the-horizon goals. To achieve such lofty goals, the leader must help team members understand and embrace the goal and inspire confidence that the goal is achievable through a collective effort. The leader must then enable the team by giving them freedom to do their jobs, facilitate progress assessments, and communicate to the team members reassurances of their progress and appreciation for their efforts.
Respect: While the Connect and Achieve team actions are directed more at internal team function, the Respect team action describes a quality that radiates outward from the team’s interactions. Teams that have built or earned respect among team peers will perform more effectively and efficiently because constructed or presumed barriers are supplanted by demonstrated skills that inspire team success. An unstoppable team will have respect among team members and extend respect to external stakeholders, such as customers, suppliers and contractors.
Empower: To make a team unstoppable the leader must have faith in the team members’ abilities and give them authority and responsibility to make decisions, and ensure that each team member embraces the C.A.R.E. loop. The leader’s role becomes that of the ring leader, positioned in the middle to keep the loop spinning while being mindful of all aspects of the C.A.R.E. loop. By empowering team members, they not only advance the team’s goals, but develop new leaders.
Quiet: The Power of Introverts in a World that Can’t Stop Talking
Author: Susan Cain
Published: 2012
Reviewer: Melinda Macpherson, Colorado State University
Date of Review: June 25, 2019
In Quiet, Susan Cain utilizes research and storytelling to examine introverts in a world where there is a default toward the “Extrovert Ideal”. The book is broken into four sections: The Extrovert Ideal, Your Biology, Your Self?, Do All Cultures have an Extrovert Ideal, and How to Love, How to Work. As an introvert herself, Cain takes a deep dive and explores ways to utilize ones talents as an introverted leader. She includes sections on determining where you fall on an introvert/extrovert scale, as well as numerous examples where introverted people have succeeded where extroverted people may have failed. In section one, she explores how extroversion has become the ideal in our culture, how there still tends to be draw to those who can behave as out-going salesmen, and finally, how the new office culture of open floor plans and collaboration can kill creativity. In section two, Cain explores nature versus nurture and looks at whether your temperament is a pre-determined facet of who you are. She also touches on how introverts can “fake” extroversion and become proficient in skills which are usually thought of as extroverted skills, things like public speaking. There is also an examination of how introverts and extroverts think differently, and how, only by being yourself, can you truly become a powerful leader. Section three delves into whether all cultures have an extroverted ideal. The final section gives some insight into when you should behave more extroverted than you are and how that can help you in certain situations. This section also covers how you can interact with someone who has an opposite temperament in a professional or personal relationship, and how you can effectively parent someone who has an opposite temperament.
To me the most powerful section was “Your Biology, Your Self?”. As a strongly introverted person, chapter six “Why Cool is Overrated” really helped me to understand myself. When I read it, I thought to myself, “This is why I am the way that I am!” Dr. Elaine Aron, a research psychologist, has been studying what she calls “sensitivity” since the 1990s. She has found that in order to understand introverts, you must focus on what she calls “inner behavior”, which is, of course, not easy to observe. She has developed quite a lengthy questionnaire which she has administered to several large groups and has identified 27 attributes which describe “highly sensitive” people. Those who embody these attributes are sensitive to sights, sounds, and smells, have difficulty when being observed, dislike small talk, feel strong emotions, and deeply process information about their environments. Dr. Aron’s research and Susan Cain’s book as a whole have helped me to understand myself. Cain’s book has also provided valuable insight into how to lead with strength by being myself and how to interact with others, who are both introverted and extroverted. I would highly recommend this book if you would like to understand the introverted temperament and how introverts too can be highly capable leaders.