To see what your friends thought of this book, please sign up. To ask other readers questions about Indispensable , please sign up. Lists with This Book. This book is not yet featured on Listopia. Nov 23, Rob rated it really liked it. Mukunda introduces his "Leader Filtration Theory" as a way to distinguish between individuals who arrive at positions of leadership through regular, or typical processes, and those who don't.
He argues, fairly persuasively, that filtered leaders e. Unfiltered leaders Mukunda introduces his "Leader Filtration Theory" as a way to distinguish between individuals who arrive at positions of leadership through regular, or typical processes, and those who don't. They are more likely to behave in exteme ways both negatively and positively compared to their filtered counterparts. In other words, the variance is wider for unfiltered leaders compared to filtered leaders who tend to behave in a more modal fashion.
It's not that filtered leaders aren't great; they can certainly rise to the occassion e. They are simply less unlike their contemporaries who might have been leaders, too. The implications for this theory are interesting to consider, both for nations as well as corporations and other organizations. Jan 20, Jeff rated it liked it Recommended to Jeff by: Gives some good food for thought, particularly in light of our current election cycle, and gave me a new appreciation for the wisdom and humility of Abe Lincoln, and the perspicacity of Winston Churchill.
At times overly academic, but an enjoyable read nonetheless. Jul 31, Angela Natividad rated it it was ok. Awful dry reading, mostly to back up a point you're introduced to quite quickly: Most things that happen under their leadership would have happened anyway. Unfiltered leaders are rare, and really change the game, for better or worse. Nov 01, James Barr rated it really liked it. This is an interesting book, especially in context of our current presidential campaigns. Extreme leaders who bypass the normal channels that typically filter them out of contention, sometimes become truly indispensable.
Abraham Lincoln and Winston Churchill are two that the book cites. However, at other times those who bypass the leadership filters become horrible leaders, such as Hitler. The author concludes that the very best extreme leaders are those who are humble enough to acknowledge the p This is an interesting book, especially in context of our current presidential campaigns. The author concludes that the very best extreme leaders are those who are humble enough to acknowledge the possibility of their own error, while being mated to the resolve to see things through.
They are a mix of profound humility and extreme self-confidence with the insights to know when to reject advice and when to take it. In the course of discussing his primary topic, the author provides some very interesting historical background and considerations.
Most of all, this book is a study of selecting leaders.
If you participate in that responsibility, it is an important book for you to read. Dec 30, Brad rated it really liked it Shelves: An interesting and highly readable book on research done around the area of leadership, segmented into "filtered" and "unfiltered" leaders. With a focus on U. Presidents, the case is made that the greatest leaders are "unfiltered"--that is, they do not percolate up through the normal vetting process of the organization but rise to leadership through unusual means. Abraham Lincoln and Winston Churchill are two primary examples who were exactly the kind of leader needed and did those things tha An interesting and highly readable book on research done around the area of leadership, segmented into "filtered" and "unfiltered" leaders.
Steel needed to decide whether to honor the terms of the deal and exclusivity agreement already sketched out with Citigroup or to approve a definitive merger agreement with Wells Fargo.
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Steel at Wachovia A. Supplements the A case. Steel at Wachovia B. Cite View Details Purchase Related. Holtom After the contentious firing of an office manager, the leadership at Fresh to Table, a software-as-a-service provider for luxury hotels and restaurants, make an unpleasant discovery.
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While reviewing the office manager's internal electronic communications, company leaders discover that several key employees, including two that were recently promoted, had been spending substantial time on internal social media channels disparaging other employees, citing days when they skipped work, and referring to other instances of unprofessional behavior. This 5-page case explores issues related to electronic communications; termination and disciplinary procedures; and leadership, culture, and values.
You might become Google, Microsoft, Oracle or Facebook.
The other time to take a risk is if the organization is really in a lot of trouble. How can organizations minimize risk when picking a leader from outside their organization?
Indispensable: When Leaders Really Matter by Gautam Mukunda
Bring her into the number two position, in a place where you can watch her and see if this person really is the person you think she is. Also, just as you know less about her, she know less about how your organization or culture works. So you want to surround this outsider with people who know the company well. The biggest, most surprising thing for me was how often strong and capable organizations make this incredibly important decision based on shockingly superficial amounts of data. This guy is probably the worst CEO in human history.
You at least want to know that this person you are choosing has been evaluated at some company or institution for a long time. If this person built a career, that at least gives you some confidence that he can get the basics right.
Rolling the Dice
Even if he is not the right person, he is not completely incompetent. What you want to do is talk to the person who has spent three or four years in the same room with your candidate. You want to get in close. Also, you want to be very careful to think about luck.