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Leadership on the Line: Staying Alive through the Dangers of Leading
Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors
To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
252 pages, Hardcover
First published April 1, 2002
596 people are currently reading
4526 people want to read
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Displaying 1 - 30 of 229 reviews
July 7, 2014
One of the best books on leadership I've read. Many people struggle to articulate what leadership really is. This book put a more fine point on it, suggesting that leadership is creating change. The author likes the word "adaptive change". Once a solution to an issue has been accepted and is in motion, it becomes a management issue - a matter of execution - not a leadership issue. Creating change is not easy:
An adaptive change that is beneficial to the organization as a whole may clearly and tangibly hurt some of those who had benefited from the world being left behind.
An important point the book made was people can generally only stand so much change at a time. So you have to limit the amount of change you are creating at any given point. A leader also helps people get through the change. They have to acknowledge the change and that it will be difficult, and convincingly paint the picture of why it's worth going through.
When you lead people through difficult change, you take them on an emotional roller coaster because you are asking them to relinquish something—a belief, a value, a behavior—that they hold dear. People can stand only so much change at any one time.
Another good concept was that of finding the "orienting value", and finding ways to drive it home and constantly remind people of it. For instance, Roosevelts New Deal or MLK's I Have A Dream speech. Create an image that people can latch onto and keep repeating that everywhere.
To sustain momentum through a period of difficult change, you have to find ways to remind people of the orienting value—the positive vision—that makes the current angst worthwhile.
Sometimes, conflict has to be worked out among constituents instead of having a solution dictated. I loved the story about Scottie Pippen disobeying Phil Jackson, and then Jackson saying to the team What happened has hurt us. Now you have to work this out. and then leaving the room. Solutions are often achieved when the people with the problem go through the process of creating the solution together.
I liked how the book got into the deeper meaning of life in the end. I've always believed that people need purpose in life, and the authors confirmed that, but warned against getting too wedded to one particular purpose. A useful reminder that the person makes the purpose, not the other way around. We can love our jobs, but it's dangerous to let them define us.
An adaptive change that is beneficial to the organization as a whole may clearly and tangibly hurt some of those who had benefited from the world being left behind.
An important point the book made was people can generally only stand so much change at a time. So you have to limit the amount of change you are creating at any given point. A leader also helps people get through the change. They have to acknowledge the change and that it will be difficult, and convincingly paint the picture of why it's worth going through.
When you lead people through difficult change, you take them on an emotional roller coaster because you are asking them to relinquish something—a belief, a value, a behavior—that they hold dear. People can stand only so much change at any one time.
Another good concept was that of finding the "orienting value", and finding ways to drive it home and constantly remind people of it. For instance, Roosevelts New Deal or MLK's I Have A Dream speech. Create an image that people can latch onto and keep repeating that everywhere.
To sustain momentum through a period of difficult change, you have to find ways to remind people of the orienting value—the positive vision—that makes the current angst worthwhile.
Sometimes, conflict has to be worked out among constituents instead of having a solution dictated. I loved the story about Scottie Pippen disobeying Phil Jackson, and then Jackson saying to the team What happened has hurt us. Now you have to work this out. and then leaving the room. Solutions are often achieved when the people with the problem go through the process of creating the solution together.
I liked how the book got into the deeper meaning of life in the end. I've always believed that people need purpose in life, and the authors confirmed that, but warned against getting too wedded to one particular purpose. A useful reminder that the person makes the purpose, not the other way around. We can love our jobs, but it's dangerous to let them define us.
April 12, 2025
I’m going to be thinking about this book for a while - it totally changed my perspective of leadership. It was insightful to read about the risks of leading, and how leadership is “letting people down at a rate they can handle.” I especially loved the subtle hints of the gospel throughout the book, even though neither of the authors have identified as Christian.
February 23, 2008
Simply put, this is one of the top five or ten books I've ever read on leadership challenges and the concept of working through the dynamics of change in an organization.
The authors uniquely distinguish the two types of processes involved in leading, and what type of leadership, adaptive vs. technical is needed to navigate the waters of change.
The case studies are wide-ranging from government heads to small town, individual and personal contexts.
The authors uniquely distinguish the two types of processes involved in leading, and what type of leadership, adaptive vs. technical is needed to navigate the waters of change.
The case studies are wide-ranging from government heads to small town, individual and personal contexts.
January 10, 2022
Read for a ministry leadership cohort. Writing is clear and the concepts are good, but the examples are often kind of clueless to broader dynamics of race, gender, class, etc. A little too enmeshed in the Harvard Business world for me to really like it.
March 7, 2023
This was good, if not my favorite reading for grad school
May 29, 2015
I'm not quite sure where to place this book. At least three stars, but could be four.
I picked it up expecting a treatise on leadership. I'm not sure if I was expecting tips like the Jack Welch thank-you-notes or the Peter Drucker schedule management; or if I was expecting inspiration, vision, or philosophy, or what. What I got was completely unexpected.
The first part of the book provides practical tips for leading successful change in organizations. Not what I was expecting as leadership, but exactly the sort of thing I'm expected to do with clients on a regular basis. The incredibly interesting thing is that it approached this influence from a political angle. Many of the types of influence and change books I read deal with interpersonal influence, but Leadership on the Line talked in broader terms about groups and interests and consequences. I found it hugely valuable.
The second part of the book talks about the emotional/spiritual part of leadership. How to deal with being attacked, how to deal with the pressures, how to remain open to ideas, how to keep inspiring. It seemed useful, I guess, but I was much less enamored of it. It just didn't resonate with me the way the first part of the book did, especially when the authors invoke religion. I understand that religion provides a spiritual haven for many people and very much deserves mention. It just wasn't for me.
One thing I should mention: there's a chapter called Manage Your Hungers that discusses how our normal human needs can be amplified when we're under stress, and can undermine our leadership and change efforts. There are sections on power and control; affirmation and importance; and intimacy and delight. The intimacy and delight section, as you might expect, deals with sexual relationships (using Bill Clinton as an example). While the points are good, the frank talk about sex makes me slightly reluctant to recommend this book to my colleagues as it veers into areas I'm not comfortable discussing in a work setting. That said, it's valuable stuff to think about, and good advice.
This was a unique way of thinking about change, influence, and leadership, and I'm glad I read it. I wish I liked the latter chapters more, however it's likely that others will see more value in them than I do.
I picked it up expecting a treatise on leadership. I'm not sure if I was expecting tips like the Jack Welch thank-you-notes or the Peter Drucker schedule management; or if I was expecting inspiration, vision, or philosophy, or what. What I got was completely unexpected.
The first part of the book provides practical tips for leading successful change in organizations. Not what I was expecting as leadership, but exactly the sort of thing I'm expected to do with clients on a regular basis. The incredibly interesting thing is that it approached this influence from a political angle. Many of the types of influence and change books I read deal with interpersonal influence, but Leadership on the Line talked in broader terms about groups and interests and consequences. I found it hugely valuable.
The second part of the book talks about the emotional/spiritual part of leadership. How to deal with being attacked, how to deal with the pressures, how to remain open to ideas, how to keep inspiring. It seemed useful, I guess, but I was much less enamored of it. It just didn't resonate with me the way the first part of the book did, especially when the authors invoke religion. I understand that religion provides a spiritual haven for many people and very much deserves mention. It just wasn't for me.
One thing I should mention: there's a chapter called Manage Your Hungers that discusses how our normal human needs can be amplified when we're under stress, and can undermine our leadership and change efforts. There are sections on power and control; affirmation and importance; and intimacy and delight. The intimacy and delight section, as you might expect, deals with sexual relationships (using Bill Clinton as an example). While the points are good, the frank talk about sex makes me slightly reluctant to recommend this book to my colleagues as it veers into areas I'm not comfortable discussing in a work setting. That said, it's valuable stuff to think about, and good advice.
This was a unique way of thinking about change, influence, and leadership, and I'm glad I read it. I wish I liked the latter chapters more, however it's likely that others will see more value in them than I do.
November 30, 2010
One of the best books on leadership I've ever read, focusing not only on how to achieve the goals of your position and/or organization, but how to keep yourself sane, balanced, and healthy through the difficult challenges any leader faces. The combination of personal advice and organizational techniques is extraordinarily valuable. Some key concepts I took from this book are:
-Getting on the balcony: learning how to momentarily disengage from a situation, particularly in times of stress or conflict, in order to regain a holistic perspective.
-Controlling the temperature: orchestrating productive conflicts by strategically raising or lowering the intensity level to help a group reach a meaningful decision without burning themselves out.
-Giving the work back: fostering a sense of personal responsibility in team members, and providing tools to help people overcome adaptive challenges themselves rather than attempting to solve every problem yourself.
There's much more to be gained from the insight of Heifetz and Linsky and the dozens of leaders they profile. Essential reading for anyone trying to make a difference by mobilizing others and fostering an environment that creates opportunities for success.
-Getting on the balcony: learning how to momentarily disengage from a situation, particularly in times of stress or conflict, in order to regain a holistic perspective.
-Controlling the temperature: orchestrating productive conflicts by strategically raising or lowering the intensity level to help a group reach a meaningful decision without burning themselves out.
-Giving the work back: fostering a sense of personal responsibility in team members, and providing tools to help people overcome adaptive challenges themselves rather than attempting to solve every problem yourself.
There's much more to be gained from the insight of Heifetz and Linsky and the dozens of leaders they profile. Essential reading for anyone trying to make a difference by mobilizing others and fostering an environment that creates opportunities for success.
November 27, 2014
What I love about this book is that it does not make martyrdom a prerequisite for leadership. Instead, it teaches you how to be a successful leader without risking your life. There are so many books that insist that you have to go to any extent to achieve what you want, including sacrificing your life. This book teaches you how to lead successfully and still stay safe.
August 21, 2017
A solid leadership book about the problems that those in leadership positions face,and how to best navigate past those problems. The style of writing reminded me of How to Win Friends and Influence People.
February 26, 2021
An insightful, timely, and surprising book.
April 19, 2021
This is a book that I will come back to again and again in both my professional and personal life.
February 12, 2021
I liked some of the metaphors for leadership like controlling the heat or tuning strings on a harp. However, I fundamentelly disagree with all the "dangers" involved in getting "into the arena". Yeah, if you take a stupid or rushed approach to it, you'll notice some pushing back. That is not inevitable or something you need to cope with, it's something to avoid in the first place. I thought about giving it 1 star, because it dwells rather long on old examples and on maneuvring yourself politically as to raise an issue without risking yourself. In my world, authority is pretty clearly laid out, so you know when it's up to you to raise an issue and then you own it fully. The difference between you as a person and your professional role was an important highlight that earned it its second star. Causes of criticism or praise on the workfloor are to be found outward in how you fulfill your role, as opposed to inward in who you are as a person. Overall, a book that challenged my thinking in disagreement, not bad to have once in a while.
January 24, 2025
This book was a pleasant surprise. At first, I expected it to be filled with overused leadership clichés and catchy entrepreneurial one-liners, which often make leadership books feel interchangeable.
However, this book exceeded my expectations. It’s not for those just starting out with leadership or organisational management, but for those already on the well-worn path of leadership and adaptive change. It offers a refreshing, encouraging, challenging, and perceptive perspective.
I particularly appreciated the long-form thought processes and in-depth story analysis. The authors articulated experiences I’ve encountered in leadership in a way I had never seen expressed before. This has genuinely become one of my favourite leadership reads.
However, this book exceeded my expectations. It’s not for those just starting out with leadership or organisational management, but for those already on the well-worn path of leadership and adaptive change. It offers a refreshing, encouraging, challenging, and perceptive perspective.
I particularly appreciated the long-form thought processes and in-depth story analysis. The authors articulated experiences I’ve encountered in leadership in a way I had never seen expressed before. This has genuinely become one of my favourite leadership reads.
April 2, 2024
I think this book has some good nuggets but you have to sift through a lot of stories and anecdotes that don't feel like they are fully finished. They would talk about someone but not go into why their story mattered or what you could learn from that story.
I accidentally skipped about 70% of the book and didn't even realize it, I ended up not finishing it. This one could have been a lot shorter.
The basis of the book seemed to say that you should be adaptable to change and make sure to surround yourself with people who support you while also keeping you honest and pushing you to grow not just YES men.
I accidentally skipped about 70% of the book and didn't even realize it, I ended up not finishing it. This one could have been a lot shorter.
The basis of the book seemed to say that you should be adaptable to change and make sure to surround yourself with people who support you while also keeping you honest and pushing you to grow not just YES men.
July 26, 2019
Heifetz and Linsky question what makes leaders effective and provides insights into the differences between technical work of leading and the necessity of leading people into adaptive change. Leaders must be willing to confront and disturb people, push them to find their own solutions and help them adjust to new circumstances.
Why I started this book: Wanted to read this book before my many holds arrived and changed my focus.
Why I finished it: Inspiring and enlightening, this book focuses on the nuts and bottles of leadership... things that don't immediately come to mind as a leader tries to change the organization or society. From finding allies, to ensuring long term changes, to taking care to "sharpen the saw."
Why I started this book: Wanted to read this book before my many holds arrived and changed my focus.
Why I finished it: Inspiring and enlightening, this book focuses on the nuts and bottles of leadership... things that don't immediately come to mind as a leader tries to change the organization or society. From finding allies, to ensuring long term changes, to taking care to "sharpen the saw."
August 4, 2023
This is a great book. It gives solid examples of how to be a leader and what it takes. It's meditative and reflective. Opened my eyes to focus more and listen more. Would recommend to anyone wanting to move up in the world and to not fear what others might think about you.
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January 25, 2025Have been hearing about this book for years and it lives up to the hype. Probably a result of the original publication date but the number of shots the authors take at Bill Clinton is almost comical.
November 22, 2019
Genuinely worth the time to read and digest.
March 21, 2024
This is easily the best leadership book I’ve ever read!!!! The whole book mattered, not just the 20% that should’ve just been a template (@ literally every other leadership book I’ve read) !!!
January 8, 2020
Very helpful and practical stuff. Probably one to re-read every once in a while. Seems like what these guys do best is point out where most leaders run into blind spots.
November 21, 2020
In this sense, exercising leadership might be understood as disappointing people at a rate they can absorb. Self-help books make me very sad. The entire genre just reeks of the desperation of their audience--the MBA types who turn to them looking for the cheat codes that'll shoot them up the ladder. Look past their promises--we'll help you win friends and influence people! we'll make you a highly effective person! we'll teach you to lead on the line!--and you see the vast audience of sweaty, ambitious nobodies who are dissatisfied with their current station in life and ache for the power and success they feel they deserve but haven't attained yet. The fools who snap these interchangeable books up never stop and think that the authors themselves are nobodies too: this whole cottage industry is just people who can't lead preying on the insecurities of people who also can't lead. The only actual leadership going on is the blind leading the blind. As for this specific book, my entire medical school glass was gifted a copy by our professor, as part of a course on "Leading Change in Public Health." Our professor also went to Harvard; one of my classmates hypothesized that the authors "were probably groomsmen at his wedding," which is why this book was forced on us to begin with. I used to think it was ironic how poorly this class of leadership was led (we never even got a syllabus!)--but now, if this is what our professor considers a treatise on effective leadership, I think it's no longer ironic. If anything, it makes total sense. The authors' central thesis is the distinction between ~technical~ challenges and ~adaptive~ challenges, which after 256 pages I'm still not quite clear on. It sounds like a deeper-sounding version of saying that some problems are easy and others are hard. You'd think this book might provide insight into how to respond to these challenges. But nope! It's either a cascade of poorly-chosen examples (Martin Luther King Jr. opposing the Vietnam War was a failure of leadership; Bill Clinton apologizing for his affairs was great), or it's a whiplash-inducing series of contradictory platitudes that you could find in any management book (You need to ~hold steady~ and ~anchor yourself~, but also be open to ~adaptive change~! You need to ~get on the balcony~ but also ~be in the moment~ when contending with daily challenges! You need to ~keep your opposition close~! But also keep your allies in the loop! And don't forget about ~confidants!~). Their choices of examples are sometimes extraordinarily tone-deaf: Native American alcoholism! Women in abusive relationships! Police brutality against black men! and so on. For no fathomable reason that I can see, these Statler-and-Waldorf motherfuckers devote five pages to the importance and perils of sex. I hope you liked the quote at the beginning, because it's the only good line in the entire book. And then at the end, they lecture the reader on the importance of keeping an open heart and not being cynical. It's a nice sentiment, but it's also meant to pre-empt criticism of this book and make those who didn't like it sound bitter. Well tough shit, you smug little garden gnomes: your book sucks.
June 6, 2018
"Liderar é viver perigosamente, porque, quando a liderança realmente é relevante e conduz as pessoas em difíceis processos de mudança, ela desafia o que é mais valioso - os hábitos, as ferramentas , as lealdades e os modos de pensar - sem nada oferecer em troca, a não ser, talvez, uma possibilidade remota. " pág 14
"Acreditamos que você pode andar na linha, dar um passo à frente, fazer diferença, aguentar o rojão e sobreviver, para saborear os frutos do seu trabalho" pág 15
"A liderança exige estômago para resistir às hostilidades, de modo a manter-se conectado com as pessoas,pois, ao desvincular-se do público, o líder exacerba o perigo " pág 31
"Convencê-las a dar um salto de fé e confiança em si próprios " pág 40
"Os hábitos, valores e comportamentos, até mesmo os disfuncionais, são parte da própria identidade. Mudar a maneira como as pessoas vêem e fazem as coisas é questionar o próprio modo como definem a si mesmas" pág 40
" os perigos do exercício da liderança decorrem da natureza dps problema para os quais se pretende encontrar soluções " pág 43
"A mudança adaptativa suscita resistência, pois questiona os hábitos, crenças e valores das pessoas, impondo-lhes que assumam perdas, que experimentem a incerteza e até que manifestem deslealdade em relação a pessoas e culturas. Perda, deslealdade e sentimento de incompetência: é pedir muito. Não admira que desperte oposição " pág 44
"É preciso deixar as mãos livres para orquestrar os conflitos, em vez de tornar-se objetos dos conflitos" pág 52
"A parte mais árdua da tarefa é gerenciar as expectativas frustadas deles" pág 61
"O líder fica vulnerável quando sempre cede ao desejo compreensível de merecer a aprovação continua de sua equipe,poupando-a de frustrações e decepções " pág 61
"Marginalização, diversionismo,ataque ou sedução, todas essas manobras têm um objetivo em comum. Reduzem o desequilíbrio que se instauraria se as propostas sobre a mesa fossem levadas avante. Servem para preservar as tradições , para restaurar a ordem e para proteger os indivíduos contra as dores do trabalho adaptativo" pág 64
"A liderança exige não só respeito às dores da mudança e reconhecimento das manifestações de perigo, mas também, e não menos importante , capacidade de reação" pág 64
"1. Diferencie entre desafios técnicos e adaptativos.
2. Descubra onde estão as pessoas
3. Ouça a canção por trás das palavras
4. Analise a figura de autoridade em busca de pistas" pág 71
"A liderança é a arte do improviso" pág 90
"Seus aspectos essenciais merecem destaque para que se pense politicamente no exercício da liderança: um é o tratamento dos aliados, outro é o gerenciamento dos opositores, os quatro restantes têm a ver com a maneira de trabalhar com os não comprometidos, mas preocupados" pág 93
"Para sobreviver e ser bem sucedido no exercício de liderança é preciso trabalhar de maneira tão estrita com os adversários quanto com os aliados " pág 106
"O exercício de liderança exige que se ajudem as organizações e comunidades a descobrir a que e a quem estão dispostas a renunciar" pág 113
"A modelagem do comportamento que está pregando aos outros é em si um meio ainda mais Poderoso do que apenas palavras que reconheçam suas perdas" pág 114
"A realidade nua e crua é que quem não conseguir adaptar-se a nova realidade será atropelado pelos mais ágeis, ingressando na lista de baixas do processo de mudança." Pág 118
"A capacidade do líder de aceitar a dura realidade das perdas envia uma mensagem clara sobre sua coragem e empenho para levar avante o desafio adaptativo" pág 118
"Algumas pessoas simplesmente não conseguirão acompanhar o ritmo. Nesses casos, é preciso optar entre preservá-las ou progredir" pág 118
"O teste de seu compromisso com a mudança será a disposição de permitir que as pessoas vão embora " pág 120
"Ninguém aprende apenas olhando-se no espelho. Todos aprendemos - e, às vezes mudamos - ao depararmos com diferenças que questionam nossas experiências e pressupostos" pág 121
"Primeiro, crie um ambiente de sustentação para o trabalho; segundo, controle a temperatura; terceiro, defina o ritmo e, quarto, mostre-lhes o futuro" pág 122
"Duas maneiras de elevar construtivamente a temperatura e o estresse. Primeiro, chame atenção para os fatos inquestionáveis, mantendo-a foçada nesses pontos. Segundo, faça com que as pessoas sintam o peso da responsabilidade ao abordar essas questões " pág 130
"Aumentar a temperatura
1. Chamar atenção para as questões mais difíceis
2. Atribuir responsabilidades além do nível de conforto
3. Trazer os conflitos à superfície
4. Proteger os críticos e os excêntricos
Baixar a temperatura
1. Concentrar-se nos aspectos técnicos dos problemas
2. Estabelecer-se uma estrutura para o processo de solução de problema, desmembrando o tema em sua partes e definindo parâmetros de tempo, normas sobre o processo decisório e atribuições finais
3. Assumir temporariamente maior parcela de responsabilidade pelas questões mais difíceis
4. Adotar mecanismos de evasão do trabalho
5. Desacelerar o processo de questionamentos de normas e expectativas " pág 132
"A função do líder é personificar a esperança, no lugar do medo" pág 144
"As táticas de liderança envolvem quatro tipos de intervenção: observações, perguntas, interpretações e ações " pág 157
"A resistência ao calor com elegância denota respeito pelas dores da mudança " pág 168
"Que outros interesses ocupam as pessoas que devem atuar como participantes ativos? Com que profundidade os problemas afetam os indivíduos? O quanto se precisa aprender? E quais são as autoridades seniores que se manifestam sobre o assunto? " pág 171
"O autoconhecimento e autodisciplina são os pilares da sobrevivência" pág 188
"A sensação de grandeza condena o líder ao fracasso, pois o isola da realidade" pag 198
"Quando se perde a capacidade de duvidar, percebe-se apenas os aspectos que confirmam a própria competência " pág 198
"A maneira como você gerencia um ataque, mais do que a substância das acusações, determina seu destino" pág 221
"Ao ancorar-se em si próprio e ao reconhecer e respeitar os diferentes papéis, fica-se muito menos vulnerável às dores da liderança " pág 225
"A liderança cria condições para que nos relacionarmos com outras pessoas de maneira significativa. O termo que usamos para este tipo de conexão é o amor. " pág 237
"Sem proteções contra o mundo moderno, perdemos a perspectiva,comprometemos nossas causas e arriscamos nosso futuro.esquecemos o que está em jogo" pág 233
"Fazer a diferença, em sua essência, haure as recompensas do amor" pág 239
"Todo dia deparamos com a oportunidade para o exercício da liderança, e recusamos a maioria. Por quê? " pág 240
"Conservar o coração aberto é o antídoto contra uma das soluções mais comuns e destrutivas para os desafios da vida moderna: o amortecimento de si próprio"
O exercício de liderança com o coração aberto ajuda a manter a alma viva. Cria condições para que se cultive a lealdade a tudo que é verdadeiros, possibilitando que se enfrentem as dúvidas, sem fugir; que se atue com energia, sem buscar remendos. Além disso, o poder do coração aberto ajuda a mobilizar outras pessoas para que ajam da mesma maneira - enfrentar desafios que demandem coragem e resistir às dores da mudança, sem iludir-se ou bater em retirada" pág 259
"Acreditamos que você pode andar na linha, dar um passo à frente, fazer diferença, aguentar o rojão e sobreviver, para saborear os frutos do seu trabalho" pág 15
"A liderança exige estômago para resistir às hostilidades, de modo a manter-se conectado com as pessoas,pois, ao desvincular-se do público, o líder exacerba o perigo " pág 31
"Convencê-las a dar um salto de fé e confiança em si próprios " pág 40
"Os hábitos, valores e comportamentos, até mesmo os disfuncionais, são parte da própria identidade. Mudar a maneira como as pessoas vêem e fazem as coisas é questionar o próprio modo como definem a si mesmas" pág 40
" os perigos do exercício da liderança decorrem da natureza dps problema para os quais se pretende encontrar soluções " pág 43
"A mudança adaptativa suscita resistência, pois questiona os hábitos, crenças e valores das pessoas, impondo-lhes que assumam perdas, que experimentem a incerteza e até que manifestem deslealdade em relação a pessoas e culturas. Perda, deslealdade e sentimento de incompetência: é pedir muito. Não admira que desperte oposição " pág 44
"É preciso deixar as mãos livres para orquestrar os conflitos, em vez de tornar-se objetos dos conflitos" pág 52
"A parte mais árdua da tarefa é gerenciar as expectativas frustadas deles" pág 61
"O líder fica vulnerável quando sempre cede ao desejo compreensível de merecer a aprovação continua de sua equipe,poupando-a de frustrações e decepções " pág 61
"Marginalização, diversionismo,ataque ou sedução, todas essas manobras têm um objetivo em comum. Reduzem o desequilíbrio que se instauraria se as propostas sobre a mesa fossem levadas avante. Servem para preservar as tradições , para restaurar a ordem e para proteger os indivíduos contra as dores do trabalho adaptativo" pág 64
"A liderança exige não só respeito às dores da mudança e reconhecimento das manifestações de perigo, mas também, e não menos importante , capacidade de reação" pág 64
"1. Diferencie entre desafios técnicos e adaptativos.
2. Descubra onde estão as pessoas
3. Ouça a canção por trás das palavras
4. Analise a figura de autoridade em busca de pistas" pág 71
"A liderança é a arte do improviso" pág 90
"Seus aspectos essenciais merecem destaque para que se pense politicamente no exercício da liderança: um é o tratamento dos aliados, outro é o gerenciamento dos opositores, os quatro restantes têm a ver com a maneira de trabalhar com os não comprometidos, mas preocupados" pág 93
"Para sobreviver e ser bem sucedido no exercício de liderança é preciso trabalhar de maneira tão estrita com os adversários quanto com os aliados " pág 106
"O exercício de liderança exige que se ajudem as organizações e comunidades a descobrir a que e a quem estão dispostas a renunciar" pág 113
"A modelagem do comportamento que está pregando aos outros é em si um meio ainda mais Poderoso do que apenas palavras que reconheçam suas perdas" pág 114
"A realidade nua e crua é que quem não conseguir adaptar-se a nova realidade será atropelado pelos mais ágeis, ingressando na lista de baixas do processo de mudança." Pág 118
"A capacidade do líder de aceitar a dura realidade das perdas envia uma mensagem clara sobre sua coragem e empenho para levar avante o desafio adaptativo" pág 118
"Algumas pessoas simplesmente não conseguirão acompanhar o ritmo. Nesses casos, é preciso optar entre preservá-las ou progredir" pág 118
"O teste de seu compromisso com a mudança será a disposição de permitir que as pessoas vão embora " pág 120
"Ninguém aprende apenas olhando-se no espelho. Todos aprendemos - e, às vezes mudamos - ao depararmos com diferenças que questionam nossas experiências e pressupostos" pág 121
"Primeiro, crie um ambiente de sustentação para o trabalho; segundo, controle a temperatura; terceiro, defina o ritmo e, quarto, mostre-lhes o futuro" pág 122
"Duas maneiras de elevar construtivamente a temperatura e o estresse. Primeiro, chame atenção para os fatos inquestionáveis, mantendo-a foçada nesses pontos. Segundo, faça com que as pessoas sintam o peso da responsabilidade ao abordar essas questões " pág 130
"Aumentar a temperatura
1. Chamar atenção para as questões mais difíceis
2. Atribuir responsabilidades além do nível de conforto
3. Trazer os conflitos à superfície
4. Proteger os críticos e os excêntricos
Baixar a temperatura
1. Concentrar-se nos aspectos técnicos dos problemas
2. Estabelecer-se uma estrutura para o processo de solução de problema, desmembrando o tema em sua partes e definindo parâmetros de tempo, normas sobre o processo decisório e atribuições finais
3. Assumir temporariamente maior parcela de responsabilidade pelas questões mais difíceis
4. Adotar mecanismos de evasão do trabalho
5. Desacelerar o processo de questionamentos de normas e expectativas " pág 132
"A função do líder é personificar a esperança, no lugar do medo" pág 144
"As táticas de liderança envolvem quatro tipos de intervenção: observações, perguntas, interpretações e ações " pág 157
"A resistência ao calor com elegância denota respeito pelas dores da mudança " pág 168
"Que outros interesses ocupam as pessoas que devem atuar como participantes ativos? Com que profundidade os problemas afetam os indivíduos? O quanto se precisa aprender? E quais são as autoridades seniores que se manifestam sobre o assunto? " pág 171
"O autoconhecimento e autodisciplina são os pilares da sobrevivência" pág 188
"A sensação de grandeza condena o líder ao fracasso, pois o isola da realidade" pag 198
"Quando se perde a capacidade de duvidar, percebe-se apenas os aspectos que confirmam a própria competência " pág 198
"A maneira como você gerencia um ataque, mais do que a substância das acusações, determina seu destino" pág 221
"Ao ancorar-se em si próprio e ao reconhecer e respeitar os diferentes papéis, fica-se muito menos vulnerável às dores da liderança " pág 225
"A liderança cria condições para que nos relacionarmos com outras pessoas de maneira significativa. O termo que usamos para este tipo de conexão é o amor. " pág 237
"Sem proteções contra o mundo moderno, perdemos a perspectiva,comprometemos nossas causas e arriscamos nosso futuro.esquecemos o que está em jogo" pág 233
"Fazer a diferença, em sua essência, haure as recompensas do amor" pág 239
"Todo dia deparamos com a oportunidade para o exercício da liderança, e recusamos a maioria. Por quê? " pág 240
"Conservar o coração aberto é o antídoto contra uma das soluções mais comuns e destrutivas para os desafios da vida moderna: o amortecimento de si próprio"
O exercício de liderança com o coração aberto ajuda a manter a alma viva. Cria condições para que se cultive a lealdade a tudo que é verdadeiros, possibilitando que se enfrentem as dúvidas, sem fugir; que se atue com energia, sem buscar remendos. Além disso, o poder do coração aberto ajuda a mobilizar outras pessoas para que ajam da mesma maneira - enfrentar desafios que demandem coragem e resistir às dores da mudança, sem iludir-se ou bater em retirada" pág 259
August 2, 2014
Exellent read (this is coming from an individual who finds most leadership books a giant snore)! For anyone who is interested in the subject or has leadership responsibilities in an organization (with or without a lot of direct authority).
I loved it because it crystalized for me many of the situations I've experienced and had made a tactical move based on intuition without really understanding the core reason for why it worked (or sometimes didn't work).
It is also the only book that has framed the work of leadership appropriately ... which is that real leadership is hard. It is hard because real leadership involves not only painting a vision of where your group needs to be (the easy part) but moving your group/organization toward it (the hard part because it involves change). Leading change management is a dangerous activity because people resist change, because change is about loss. It can get you marginalized, taken out of play, fired or worse (if you happen to be leading a volatile nation, it can get you assinated so you stop instituting change).
It talks about the major mistake many individuals make, which is to confuse technical issues with adaptive change/challenge issues. Therefore, many of us sometimes use technical solutions on adaptive challenge problems and can't understand why it doesn't work despite its obvious logic (*raises hand*).
It's packed with highly relatable and nationally/internationally known examples, as well as many tactics for handling the challenges of leadership. I guarantee that once you've understood why many well known leaders have failed (or succeeded) from the framework of this book ... you'll exclaim (like I did), "Oh ... THAT was the real issue, I get it now!" Fire up your brain - read the book!
I loved it because it crystalized for me many of the situations I've experienced and had made a tactical move based on intuition without really understanding the core reason for why it worked (or sometimes didn't work).
It is also the only book that has framed the work of leadership appropriately ... which is that real leadership is hard. It is hard because real leadership involves not only painting a vision of where your group needs to be (the easy part) but moving your group/organization toward it (the hard part because it involves change). Leading change management is a dangerous activity because people resist change, because change is about loss. It can get you marginalized, taken out of play, fired or worse (if you happen to be leading a volatile nation, it can get you assinated so you stop instituting change).
It talks about the major mistake many individuals make, which is to confuse technical issues with adaptive change/challenge issues. Therefore, many of us sometimes use technical solutions on adaptive challenge problems and can't understand why it doesn't work despite its obvious logic (*raises hand*).
It's packed with highly relatable and nationally/internationally known examples, as well as many tactics for handling the challenges of leadership. I guarantee that once you've understood why many well known leaders have failed (or succeeded) from the framework of this book ... you'll exclaim (like I did), "Oh ... THAT was the real issue, I get it now!" Fire up your brain - read the book!
November 7, 2010
This was an interesting book on leadership. There were some great points that helped me think about the importance of being a leader, but I don't love everything about the authors' advice. I do love the beginning idea, "Every day the opportunity for leadership stands before you." There are chances to stand up and lead everywhere. A few of the important keys to successful leadership include:
- "get on the balcony" and look for the bigger picture, but don't miss the chance to take action as well
- "think politically" and build personal relationships
- "orchestrate conflict" and create the right amount of tension and heat to get things done
- "give the work back" and be sure you keep people accountable for what they need to do
- "hold steady" and know when to make a move or let others be an influence
- "manage your hungers"
- "anchor yourself" by distinguishing your role from your self
"To lead is to live dangerously." It is exciting and rewarding, but risky and dangerous. You have to give of yourself and challenge long-held beliefs. I think the world needs good leaders, but I also think there are many ways to lead. :) You can't measure everything. It's really all about love. :) Good leaders need a heart that is innocent, curious, and compassionate....not cynical, arrogant, or callous. As we open our heart and are willing to risk we can make a difference and lead to get important things done. I think that being a leader has a lot to do with being honest, open, and genuine.
- "get on the balcony" and look for the bigger picture, but don't miss the chance to take action as well
- "think politically" and build personal relationships
- "orchestrate conflict" and create the right amount of tension and heat to get things done
- "give the work back" and be sure you keep people accountable for what they need to do
- "hold steady" and know when to make a move or let others be an influence
- "manage your hungers"
- "anchor yourself" by distinguishing your role from your self
"To lead is to live dangerously." It is exciting and rewarding, but risky and dangerous. You have to give of yourself and challenge long-held beliefs. I think the world needs good leaders, but I also think there are many ways to lead. :) You can't measure everything. It's really all about love. :) Good leaders need a heart that is innocent, curious, and compassionate....not cynical, arrogant, or callous. As we open our heart and are willing to risk we can make a difference and lead to get important things done. I think that being a leader has a lot to do with being honest, open, and genuine.
March 3, 2021
I listened to this book on Audible.
This is a tough one for me to review. The authors sound like really intelligent people with great values and heart. I think what made the book a real struggle for me was that early on I felt the authors were continually falling into the narrative fallacy.
Particularly because so many of their examples of leadership are from geopolitical events and conflicts, there are a ridiculous amount of variables that could have contributed to the success or failures of the exhibited leaders in each example - other than leadership skill. I’m not implying that real life examples are useless, but the manner in which these examples are laid out to prove the (very reasonable) leadership lessons frustrated me because they were overly simplified in a cause and effect manner that’s totally unrealistic.
The book is also primarily focused on larger more politically driven corporate environments, something I probably could have picked up from the write up before diving in.
I’d also not recommend the book for audio listening, at least for me the number of subheadings made it difficult to mentally keep track.
Definitely some nuggets that I’ll take away as with any decent read, but the 4+ rating and recommendations did surprise me.
This is a tough one for me to review. The authors sound like really intelligent people with great values and heart. I think what made the book a real struggle for me was that early on I felt the authors were continually falling into the narrative fallacy.
Particularly because so many of their examples of leadership are from geopolitical events and conflicts, there are a ridiculous amount of variables that could have contributed to the success or failures of the exhibited leaders in each example - other than leadership skill. I’m not implying that real life examples are useless, but the manner in which these examples are laid out to prove the (very reasonable) leadership lessons frustrated me because they were overly simplified in a cause and effect manner that’s totally unrealistic.
The book is also primarily focused on larger more politically driven corporate environments, something I probably could have picked up from the write up before diving in.
I’d also not recommend the book for audio listening, at least for me the number of subheadings made it difficult to mentally keep track.
Definitely some nuggets that I’ll take away as with any decent read, but the 4+ rating and recommendations did surprise me.
July 2, 2009
don't really know how to rate... this book is actually brilliant and really well written. But it's OLD OLD OLD paradigm - all about how to survive the current amoral powerstructures of capitalism, instead of trying to sense into healthier ways of designing our powerstructures. I think intelligent people owe it to go beyond what's wrong in the current corporate climate, so I couldn't but rate it low...
November 17, 2014
This book perfectly articulates potential pitfalls that face leaders at all levels. I thoroughly enjoyed the case examples and the personal anecdotes the authors bring to the table. The lessons are very dense in some areas which force the reader to slow down and fully understand the subject (Stretching 250 pages into what feels like 600). I highly recommend reading this book and paying special attention to the final chapters.
October 12, 2014
This is a great reference book for those leaders under fire from those who seem to make it their life's work to tear down anything that they don't control. Unfortunately, it may take legal action after all else fails but there is a lot of good advice in here. After reading it, I had to wonder who would want to put themselves in the line of fire as a leader especially if they are just volunteering.
October 16, 2016
This is not my favorite leadership book. The anecdotes were not great. I think the chapter "Get on the Balcony" was the most worthwhile, and it can be found as a standalone. The authors barely acknowledge that sexism, racism, and all the other "isms" also make leadership "dangerous"--they write from a place of privilege.
Other books are much better--particularly Bennis.
Other books are much better--particularly Bennis.
September 20, 2022
I am not going to be able to finish this book. I had to stop reading on page 43 when it basically said that Anita Hill testifying to the sexual harassment she suffered from Clarance Thomas to just an example of how his "opponents went after him" to demonstrate "The Faces of Danger" for Chapter 2. I refuse to read any leadership book that discredits the voice of black women in this way.
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