Valuable and actionable counsel for forward-thinking business leaders.
A leadership consultant explains how certain conversations can transform a business.
Hawkes uses an unusual but apropos word to define the constant change that most business leaders face: “the Swirl.” The term acts as an anchor in an absorbing business book that brilliantly addresses how to cope with the turbulence of change, culminating in “seven crucial conversations” that lead to organizational transformation. Before enumerating and explaining these, the author logically lays the groundwork by first “Framing the Conversation” in Part 1 and then exploring “The Evolution of an Enterprise” in Part 2. Hawkes urges readers not to jump ahead to the conversations themselves in Part 3; this is good advice, because the initial sections provide a solid foundation for understanding later ideas. The first offers an excellent overview of the business organization, with an emphasis on the underappreciated notion that “teams and organizations are complex, adaptive, social systems.” Hawkes aptly demonstrates how a drive toward “alignment” can help keep Swirl to a minimum in such systems. He neatly notes how every business has three basic elements, depicted in a triangle: “Develop, Sell, and Deliver.” Hawkes also postulates that business growth occurs in “three domains” related to transformational change: “Leadership and Culture,” “Capabilities and Roles,” and “Strategies and Customer Experience.” The book’s second part concentrates on how an enterprise evolves, covering four stages of this evolution in considerable detail. The most engaging aspect is his assertion that these stages revolve around both individual and collective actions within an organization, from “Independent Contributors” in Stage 1 to “Leaders Leading Leaders” in Stage 4. The author clearly describes each of these stages and supplements them with examples.
Parts 1 and 2 are so detailed and relevant to modern organizational leadership that they could easily stand on their own, but Part 3 is the heart of the book. Hawkes introduces it by noting that “Organizations evolve at the speed of conversation.” He then devotes a chapter to each of the “Seven Crucial Conversations,” involving such concepts as “Activating Purpose,” “Shifting Mindset,” and “Aligning Strategies.” He elegantly describes each of these in broad terms to avoid overwhelming readers, but he also provides enough detail to give his insights some impact. For example, for “Activating Purpose,” he provides readers with a series of questions, including “Does this team have a leader willing and able to activate a shared team purpose? How will decisions be made in this team? What is the shared purpose of the team? Are the needs of the customers and stakeholders whom we serve clear?” Useful sidebars highlight specific examples and key terms. Hawkes deftly concludes the book by restating what he promised in the introduction: “an operating system” for business transformation, which he sees as “both a human journey and a shared journey.” The author succeeds at this goal, skillfully exposing the complexities of organizations without minimizing uncomfortable realities. Overall, the book provides a fresh perspective on how to provide effective leadership even in challenging circumstances.
Valuable and actionable counsel for forward-thinking business leaders.Pub Date: April 19, 2022
ISBN: 978-1-119-86879-8
Page Count: 272
Publisher: Wiley
Review Posted Online: April 15, 2022
Kirkus Reviews Issue: June 15, 2022
Review Program: Kirkus Indie
Cogent, well-timed ideas for meeting today’s biggest challenges.
Helping liberals get out of their own way.
Klein, a New York Times columnist, and Thompson, an Atlantic staffer, lean to the left, but they aren’t interrogating the usual suspects. Aware that many conservatives have no interest in their opinions, the authors target their own side’s “pathologies.” Why do red states greenlight the kind of renewable energy projects that often languish in blue states? Why does liberal California have the nation’s most severe homelessness and housing affordability crises? One big reason: Liberal leadership has ensnared itself in a web of well-intentioned yet often onerous “goals, standards, and rules.” This “procedural kludge,” partially shaped by lawyers who pioneered a “democracy by lawsuit” strategy in the 1960s, threatens to stymie key breakthroughs. Consider the anti-pollution laws passed after World War II. In the decades since, homeowners’ groups in liberal locales have cited such statutes in lawsuits meant to stop new affordable housing. Today, these laws “block the clean energy projects” required to tackle climate change. Nuclear energy is “inarguably safer” than the fossil fuel variety, but because Washington doesn’t always “properly weigh risk,” it almost never builds new reactors. Meanwhile, technologies that may cure disease or slash the carbon footprint of cement production benefit from government support, but too often the grant process “rewards caution and punishes outsider thinking.” The authors call this style of governing “everything-bagel liberalism,” so named because of its many government mandates. Instead, they envision “a politics of abundance” that would remake travel, work, and health. This won’t happen without “changing the processes that make building and inventing so hard.” It’s time, then, to scrutinize everything from municipal zoning regulations to the paperwork requirements for scientists getting federal funding. The authors’ debut as a duo is very smart and eminently useful.
Cogent, well-timed ideas for meeting today’s biggest challenges.Pub Date: March 18, 2025
ISBN: 9781668023488
Page Count: 320
Publisher: Avid Reader Press
Review Posted Online: Jan. 16, 2025
Kirkus Reviews Issue: Feb. 15, 2025
BOOK REVIEW
PERSPECTIVES
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
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