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Leaders Developing Leaders, Ivan Nurick & Mandy Diamond
WHEN a profoundly useful model is combined with the didactic skills of seasoned trainers, you have a must-read book.
So much has been written about organisational leadership that it is rare to find anything that stands out. “Leaders Developing Leaders” stands out for two reasons, the model itself, and the explanatory style.
The book is in the form of a novella describing the trials of Bryan, a talented and driven corporate manager. Bryan’s career has plateaued (as has his marriage,) and he is in danger of losing both. He is summoned to a meeting with David, the CEO, and is convinced that this is his termination discussion. To his surprise, David does not want to fire a talented employee who is failing, but to mentor him.
The story line is mentoring sessions and the challenges Bryan has to overcome. These challenges are of the sort all managers have to face in various forms – customers who threaten to terminate because of poor service, staff who are uncommitted, an economic downturn, and the like.
David guides Bryan in the mentoring session through the sharing of models and insights.
The model David shares looks at leadership from three perspectives – the organisation, the leader, and the follower. Results in any organisation are a function of the context in which it operates, the quality of leaders and of followers.
From the leader’s perspective results are a function of the follower’s attitude to work, the follower’s capacity to do the work, and the context in which the organisation operates. From the follower’s perspective results are a function of the leader’s behaviour, the leader’s actions, and the context in which the work is achieved.
Having learned the model Bryan is put to the test when the first crisis erupts. His natural style comes to the fore and he attacks the manager responsible in full hearing of the rest of the unit. This escalates into a battle of wills between the attacked and the attacker.
Armed with insight into how to get results, he catches himself. From the follower’s perspective, the leader’s behaviour and the leader’s actions will determine the results. His aggressive behaviour would yield results, but not the ones he needs. By switching gear, he moves into a more collaborative style and together the two are able to produce a result that is far more favourable to the organisation.
Leaders are required to effect change. The change could be the improvement of the current situation or something more radical and challenging. This always requires bringing your people along with you.
The authors provide a useful model for describing the follower’s readiness for change. They identify four types of followers.
“Volunteers” are those who embrace the change, are optimistic about it, are on your side, and want to contribute. “Doubters” are open about their concerns and need to be convinced that the changes are required. They are, at best, tentative about their commitment. “Connivers” will resist you, but subtly. They blame you for the changes that need to be made, and their support, despite what they say to you, is not there. “Saboteurs” will resist you openly and behind your back. They are against you, and will actively undermine you.
The value of this categorisation lies in the ease with which you will be able to identify people and deal with each accordingly. In the coaching session with David, Bryan is led through the processes for dealing with each category.
Models that are simple, but not simplistic become a lens through which to understand the world. The more effective the understanding and the more accurately it relates to the reality of the context, the better are the results.
The models are Nuric and Diamonds’ original work and are the culmination of their experience with clients in fifty different industries across the world, over forty years.
Blanchard and Johnson pioneered the method of teaching a model through narrative over 30 years ago. Their One Minute Manager was an immediate best-seller because it achieved two objectives – it held the attention of the reader and offered a very practical model. The drawback of that pioneering work was that the model was thin and the narrative had the literary quality of a Socratic dialogue.
Nurick and Diamond avoid both these deficits, their model is profound but easily accessible, and the narrative is engaging.
Readability Light -+--- Serious
Insights High -+--- Low
Practical High -+--- Low
- Fin24
*Ian Mann of Gateways consults internationally on leadership and strategy. Views expressed are his own.
WHEN a profoundly useful model is combined with the didactic skills of seasoned trainers, you have a must-read book.
So much has been written about organisational leadership that it is rare to find anything that stands out. “Leaders Developing Leaders” stands out for two reasons, the model itself, and the explanatory style.
The book is in the form of a novella describing the trials of Bryan, a talented and driven corporate manager. Bryan’s career has plateaued (as has his marriage,) and he is in danger of losing both. He is summoned to a meeting with David, the CEO, and is convinced that this is his termination discussion. To his surprise, David does not want to fire a talented employee who is failing, but to mentor him.
The story line is mentoring sessions and the challenges Bryan has to overcome. These challenges are of the sort all managers have to face in various forms – customers who threaten to terminate because of poor service, staff who are uncommitted, an economic downturn, and the like.
David guides Bryan in the mentoring session through the sharing of models and insights.
The model David shares looks at leadership from three perspectives – the organisation, the leader, and the follower. Results in any organisation are a function of the context in which it operates, the quality of leaders and of followers.
From the leader’s perspective results are a function of the follower’s attitude to work, the follower’s capacity to do the work, and the context in which the organisation operates. From the follower’s perspective results are a function of the leader’s behaviour, the leader’s actions, and the context in which the work is achieved.
Having learned the model Bryan is put to the test when the first crisis erupts. His natural style comes to the fore and he attacks the manager responsible in full hearing of the rest of the unit. This escalates into a battle of wills between the attacked and the attacker.
Armed with insight into how to get results, he catches himself. From the follower’s perspective, the leader’s behaviour and the leader’s actions will determine the results. His aggressive behaviour would yield results, but not the ones he needs. By switching gear, he moves into a more collaborative style and together the two are able to produce a result that is far more favourable to the organisation.
Leaders are required to effect change. The change could be the improvement of the current situation or something more radical and challenging. This always requires bringing your people along with you.
The authors provide a useful model for describing the follower’s readiness for change. They identify four types of followers.
“Volunteers” are those who embrace the change, are optimistic about it, are on your side, and want to contribute. “Doubters” are open about their concerns and need to be convinced that the changes are required. They are, at best, tentative about their commitment. “Connivers” will resist you, but subtly. They blame you for the changes that need to be made, and their support, despite what they say to you, is not there. “Saboteurs” will resist you openly and behind your back. They are against you, and will actively undermine you.
The value of this categorisation lies in the ease with which you will be able to identify people and deal with each accordingly. In the coaching session with David, Bryan is led through the processes for dealing with each category.
Models that are simple, but not simplistic become a lens through which to understand the world. The more effective the understanding and the more accurately it relates to the reality of the context, the better are the results.
The models are Nuric and Diamonds’ original work and are the culmination of their experience with clients in fifty different industries across the world, over forty years.
Blanchard and Johnson pioneered the method of teaching a model through narrative over 30 years ago. Their One Minute Manager was an immediate best-seller because it achieved two objectives – it held the attention of the reader and offered a very practical model. The drawback of that pioneering work was that the model was thin and the narrative had the literary quality of a Socratic dialogue.
Nurick and Diamond avoid both these deficits, their model is profound but easily accessible, and the narrative is engaging.
Readability Light -+--- Serious
Insights High -+--- Low
Practical High -+--- Low
- Fin24
*Ian Mann of Gateways consults internationally on leadership and strategy. Views expressed are his own.
