Leadership Inspiration: The Wisdom of the Flying Pig

A while back on PMThink, I referenced a great blog site by Jack Hayhow called Pig Wisdom. Well, I finally got around to reading Hayhow's book, The Wisdom of the Flying Pig. It's an insightful book, chock full of common sense ideas, where you can pick it up at any page and be inspired to lead better.

Some examples of the insights found in the book are as follows, each supported by a wealth of examples and quotations in the book (I've summarized in some cases):

• Great achievement is always preceded by great expectation (which is communicated, the individual has the skills to achieve, and which can help the individual grow).
• The number one reason people don't do what you want them to ? They don't know what you want them to do.
• Great managers provide the information and resources to do the job right (note: this would seem to go without saying, except that so few managers really do this!).
• With proper measurement (key drivers), productivity can double.
• No one responds well to manipulation, no matter how cleverly or skillfully the manipulation is done.
• According to research by Dr. Gerald H. Graham, "the most powerful motivator was personalized, instant recognition from their managers."
• When an old pond gets a new frog, it becomes a new pond (great leaders are compelled to find a better idea and put it into action).
• Management and Leadership are not the same, although managers sometimes lead, and leaders sometimes manage. In simplistic terms, managers look first to the individual, in the present moment. Leaders look first to the group, and toward the future.
• Leaders are responsible, not only for their personal relationships, but also for the relationship environment that exists in the companies they lead.
• In the past, the manager kept people in line. Today the manager must lift people up. Managers must be concerned with getting the barriers out of people's way.

These are just a few of the many seemingly common sense lessons found in Hayhow's book (and you know what they say about common sense). But the real value is in the concise, well supported, and curmudgeonly advice that supports these truths. I highly recommend it.

Sustainability 101: How Things REALLY work

Chip and Dan Heath, authors of the amazing book, Made to Stick (which Garry Booker blogged about here a while back) run an equally amazing blog site.

Recently, they posted a link to a fascinating (and "sticky") video that's been circling the web, about sustainability. The video is titled "The Story of Stuff" and is well worth spending the 20 minutes watching (as zillions of others have done). You can tab through the various sections, each representing a stage in the production process.

Check it out...

http://www.storyofstuff.com/

Managing the Gray Areas Available for Pre-Order

Just thought I'd pass the word along to PMThinkers that my latest book, Managing the Gray Areas, is now available for pre-order from RMC Publications. The book will be released on or before January 15th, but RMC is extending a substantial 40% discount for those who pre-order before then.

Those familiar with my writing and interests won't be too surprised to know that I've pulled lessons from a variety of genres, including philosophy, science, art, medicine, business, history, and more.

The book examines the "real world" gray areas most leaders struggle with, and addresses tough questions, such as:

• How can I be sympathetic to my people’s needs in the face of organizational pressures
• When should I share the big picture with my team and when is it prudent not to?
• Is it best to assemble a team of targeted specialists, or should I look for people who can do a little of everything?
• How can I implement and enforce internal processes without hurting morale or stifling creativity?
• How can I ensure adequate accountability without resorting to micromanagement?
• Given limited time and/or money, should I first focus on creating a good image for my organization, team, or product, or should I spend more time ensuring that it functions well?
• Should I centralize my organization to gain economies of scale, or should I decentralize to take advantage of local or regional expertise?

It examines themes such as ideals (standing for something), leading by questioning, systems thinking, and empathy and cultural awareness. It also highlights organizations that have been successful in challenging the status quo, dealing with complexity, and embracing the gray areas.

Ultimately, the book makes the case that we need to integrate and blend seemingly opposing choices and/or values, as opposed to taking black and white approaches to problems and decisions. Life is never that easy. Nor is leadership.

Here's the link to pre-order if these topics interest you ...

Managing the Gray Areas - RMC Project Management