Dealers, Healers, Brutes & Saviors: Eight Winning Styles for Solving Giant Business Crises Review

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Dealers, Healers, Brutes & Saviors: Eight Winning Styles for Solving Giant Business Crises ReviewThe most popular social figures of any age are characterized by being very effective one-on-one and in small groups. Their methods are often lost when translated into writing, because a great deal of their effectiveness depends on a state of mind, demeanor, style, and body language that are hard to capture when you haven't seen them.
Drawing on personal observations and interrogations in MBA classes, Gerald Meyers has created leadership style categories in this interesting book that are sometimes hard to grasp by those who have not yet met the leaders the co-authors outline. Although he shares many interesting case histories, the case histories are a little too brief in some cases to reveal much about the underlying person and what he (these are all men) does as a leader. That was why I had to grade the book down one star.
Some of the categories were instantly recognizable to me, such as Sizzle Sellers (the perennial salesman as CEO), Healers (those who bind together capable people after a major fiasco by the previous CEO), Saviors (those who follow a major fiasco that leaves the company devastated, and with few choices), and Dealmakers (finding common ground that expands value for the company, while creating a win for the person being negotiated with). I could name my own examples of these.
I had more trouble understanding Unorthodox Operators (which seemed to me to be a question of strategy orientation rather than style), Peacemakers (this seems like a variation on healers, with a negotiating issue at hand), and Brilliant Brutes (these may simply be smart leaders who like to zing their staffs and operating people -- it's a style, but is it worth memorializing?). You'll have to decide for yourself. These categories may have meaning for you based on meeting other executives than I have.
These are obviously not the only styles there are. Other styles including those for avoiding crises, styles for turning crises to advantage, and styles for containing crises. Those styles are beyond the scope of the book. However, I would commend to you reading Built to Last, which addresses style elements that are at odds with many of the ideas here and which help avoid crises in the first place.
I, too, meet lots of top CEOs, and there are other styles of crisis-solving that one can find. A style that I find particularly compelling is that of changing the business model by encouraging innovation in that area. I think that style will be a dominant one in the future. Another will be the person who can develop an organization that generates strategies that work in any business environment. So don't let your thinking be too limited by these style types. Better ones may be emerging.
The typology will be especially useful to boards of directors as they consider what kind of a CEO they want to lead the company next, and what sort of leadership team should be developed.
After you have considered these styles, ask yourself these questions: (1) Which style (if one of these) do you use? (2) What are the drawbacks of that style in crisis and noncrisis situations? (3) What style would work better? (4) Why? (5) What style would you most like to have others apply to you?
Too many of us are not conscious enough about our own styles. Some of the people in the profiles seemed quite surprised by how they are perceived by others. That's perhaps the greatest vulnerability you can have in employing a style.
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