Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders Review

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Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders ReviewDotlich et al's "Head, Heart and Guts" and Ram Charan's "Know-How" serve as perfect bookends to all that has been written over the years on leadership philosophy and practice.
In "Know-How," Charan constructs a more complete leadership theory integrating "know-how" with personality traits, psychological orientation and cognitive architecture. In "Head, Heart and Guts," Dotlich et al recommend a second new perspective on leadership and a fresh approach to leadership development with a focus on the integration of the head, the heart and guts. "Guts" as an umbrella term for a willingness to do the right thing, no matter how difficult that is - a willingness to put one's beliefs on the line!
The authors point out that we have been focused on "partial leadership" with an emphasis on cognitive skills and/or, until recently, on emotional skills. But leaders today are encountering decision points for which there are no "right" solutions and these skills alone will not assure successful leadership. They confront paradoxes and need to manage them rather than resolve them. They will need to act counter-intuitively at times and to trust instincts (know-how) in other instances. The need today is for "whole leadership."
Whole leaders balance people and business needs and risk/reward, motivate people from diverse backgrounds, and create real trust through unyielding integrity and transparency. Whole leaders, based as much on instinct and relationships as their analytical skills, are comfortable operating in an ambiguous environment and are able to make risks pay off.
Dotlich et al identify three reasons for singular leadership failure:
1.A disconnect between what you know you should do and what you actually do.
2.Misdiagnosis - a poor understanding of the type of leadership that is required in a given situation. Working globally requires a great of understanding of various cultures.
3.Creation of false expectations. Feel leader is manipulative.
Their recommendation for today's complex and uncertain world is a new leadership development approach which includes:
1.Hire based on criteria related to head, heart, and guts.
2.Encourage people not to be prisoners of their own experience.
3.Involve them in action learning experiences that force them to take on new and challenging assignments.
4.Place people in jobs before they are ready to handle them.
5.Provide them with coaching and other tools that facilitate learning from experience.
6.Develop leaders with the head, heart, and guts traits in mind.
Readers will find the discussion on "guts" of particular interest. The authors point out leaders or those aspiring to leadership roles must have a point of view, understand their values, and have the courage of their convictions. These strong people will hang onto their values and they, in turn, will be the ones who strengthen us and our organizations. Unfortunately, today, while the workplace is an opportunity to model good values, the workplace suffers due to the lack of modeling. Dotlich et al point out that our MBA schools, management development programs and consultants have all contributed to this problem. "Head, Hearts and Guts" provides a systematic way to rectify this.
This is an excellent read and is filled with case studies from companies such as Bank of America, J&J, Novartis, and UBS. The authors are senior executives who now serve as principals with Mercer Delta Executive Learning Center. David Dotlich, PhD, is President of Mercer Delta Executive Learning Center and former EVP of Honeywell, Inc. Peter Cairo, PhD, is the former Chairman of the Department of Counseling and Organizational Psychology at Columbia University. And Stephen Rhinesmith is a former ambassador to Russia and former president of Holland America Line. All teach and coach CEOs and successful management teams around the world.Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders Overview

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