|Steve and Jill Morris: Leadership Simple -- Leading People to Lead Themselves|
Imporex International (Trade Paperback), ISBN 0-9740320-0-X
How many of you take advantage of a rainy day weekend to curl up with a good guidebook on the practices of good management and leadership? Well, neither do I, but if the subject interests you, you might want to consider Jill and Steve Morris' slim volume called Leadership Simple.
Jill and Steve Morris, consultants and owners of a corporate training, coaching and assessment firm, put forth a simple plan on lead management which they believe will help turn everyone into a leader. "Lead Management," they write, "is a practice. You learn by using the process over and over again."
The core of their system involves "the Triangle of Choice" which addresses the areas of wants, perceptions, and total behavior. In general, the system requires thinking through answers to questions pertaining to goals, past actions, the efficiency of current practices and possible future actions. The key to putting the plan into action includes two essential concepts. The first consists of five questions designed to help evaluate and question a person's own choices. The second consists of a system the authors call "Gap Analysis," which helps individuals close the gaps between what they perceive they have in a situation and what they want to have.
IThe authors wisely choose to describe the actual nuts and bolts of implementing their system in the form of a conversation between a struggling sales manager and a consultant brought in by his company to help him analyze his job responsibilities and improve his leadership skills. The reader takes a seat beside the consultant and eavesdrops as Jerry, the sales manager, identifies problems and receives guidance toward their solutions. Both Jerry and the reader gradually begin to discern the interrelationship between self-evaluation and good leadership skills.
To supplement the narrative, the authors also include simple but effective graphics which show the relationships among the various elements of the plan and serve as quick reference points as one moves through the text. The appendix provides additional reviews and summaries of the main points, all written in a succinct, easy to understand manner.
Surprisingly readable, this book would make a welcome addition to the library of anyone engaged in a personal or professional leadership role or of anyone who aspires to occupy that role.
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