Elizabeth I CEO: Strategic Lessons from the Leader Who Built an Empire by Alan Axelrod

Elizabeth I CEO: Strategic Lessons from the Leader Who Built an Empire Reviews

• 
  Daisy

  Lesson number 1: A Leader never panic, or at least don't show it. display a strength of character, a refusal to be intimidated, and a choice never to panic. and a leader must learn the art of survival.
  
  Lesson number 2: complaining about others and getting them into trouble would ultimately backfire on you. It would furthur spread the rumor. Persuasive people, the closers of deals, never impose, never browbeat. instead, they present their point of view so that it becomes the point of view of the person they wish to persuade. Do you want to sell an idea? begin by making the prospective "customer" believe the idea is already his and appeal to a good beyond yourself.
  
  Lesson number 3: be loyal to your friends. Defeat is always a possibility. But a large part of defeat consists in admitting defeat. When others attempt to defeat you, there is alawys the hope that they will fail and you will prevail. If you admit defeat, you are defeated. keep your potential alive.
  
  Lesson number 4: A leader must remember that once all secrets are revealed, the egg is broken and can't be made whole again. sometimes one has to be parsimonious with information and purposefully reluctant to reveal the full extent of one's feelings.
  
  Lesson number 5: a leader cannot stand apart from the game but must actively engage in it, always mastering the changing chessboard, always standing ready to respond to a new challenge from a piece once thought inconsiderable and powerless.
  
  Lesson 6: a leader must know when to work within the system and when, if ever, to depart from it. certainly, a leader must avoid acting in reckless or impulsive ways that ultimately undermine his own authority even if immediately gains maybe made by such actions
  
  Lesson 7: a leader realizes that sometimes it is best to put aside personal feelings and let bygones be bygones. A leader's eye should be fixed on the present and the future, which offer both perils and possibilities, rather than on the past, about which nothing meaningful can be done.
  
  Lesson 8: policy is important, but effective leaders never seek to take refuge in these, to hide from people, or to evade their questions, requests, and needs. Effective leaders put issues of "universal humanity" ahead of blind obedience to rules, regulations, and prescribed procedure. they put people before policy.
  
  lesson 9: it is essential that those we manage, work with, and lead be persuaded that our lives are indeed fully engaged with their individual needs and aspirations as well as with the organization as a collective whole.
  
  lesson 10: leadership often requires making unpopular decisions, but a skilled leader is also sympathetic to the feelings of others and takes care to avoid unduly upsetting or alienating anyone.
  
  Lesson 11: an effective leader learns the language of those she leads, in a business context, this may well be the language of business. whatever the organization, the leader must speak in a language that reflects its values, needs, and concerns. this often requires a certain selflessness, the focus must be removed from the leader's needs and wants and shifted to the needs and wants of the organization and its people.
  
  lesson 12: a leader must choose his deputies wisely and then must treat them as true deputies, leaders in their own right who enjoy the full support and confidence of the chief--who indeed stand in for that chief.
  
  lesson 13: conveys the impression that everyone with whom she comes in contact is important to her. she makes and maintains eye contact with people she meets and greets. she listens to people, and shows that she is listening. she pays attention to people, she talks with and to--not at--people.
  
  lesson 14: what one says is not always interpreted as one intends it to be. Those with responsibility for leadership must be fully aware of this fact of life and must, begin by speaking with great precision and clarity.
  
  lesson 15: leaders must emphasize areas of agreement rather than those of disagreement. part of doing this involves showing how the areas of agreement vastly outweigh areas in dispute.
  
  lesson 16: there is no blowbeating, no name calling, no shouting, instead, there's a straightforward exposition of a current deficiency, an explanation of the consequences of that deficiency, and a specific, dramatic example of it.
  
  lesson 17: moderation is often a more successful path to achieving one's goals than an unyielding insistence on a single doctrine. yield what you can to achieve what you absolutely want to achieve.
  
  lesson 18: relinquishing your authority to popular opinion may seem the right thing to do, and people will like you for it--at first, but sooner or later the organization will drift and falter. when this comes to pass, you will find yourself without the absolute authority to change course but with exclusive possession of all the blame for the course into which your hapless enterprise has wandered.
  
  lesson 19: vengeance creates a cycle of vengeance in return, that ill treatment breeds ill treatment in return, that rule by fear destroys all opportunity of create loyalty. forgiveness, thoughtfully applied, is among a leader's most powerful and persuasive resources.
  
  lesson 20: few organizations are so rotten that they require a through sweeping. the effective leader cherishes what is best in an existing organization while simultaneously transfusing new life into it. the introduction of new blood into any organization can be an intimidating, even threatening process. Most leaders acknowledge this, but very few do anything to ease the introduction of fresh faces and new minds, the underlying attitude is like it or lump it.
  
  lesson 20: once a leader puts expedience above fairness, his authority crumbles away like something rotton, crises have to be dealt with in a timely manner, and opportunities too, must be seized. but false steps in the present tend to compound into disaster at some future time. an effective leader does not fail to deal with the present, but in so doing he takes care not to lose the future.
  
  lesson 21: whenever possible, dealt with issue, not people. in conflict or in the extreme instance calling for reprimand, avoid making it personal. an effective leader needs to come across as a human being who relates to other human being who relates to other human being on a human level. but when it is necessary to enforce some negative sanction, the most productive course is to depersonalize the process lest the action be trivialized or misinterpreted as having been motivated by personal feelings.
  
  lesson 22: the effective leader is never satisfied with aged information or information gathered at second hand, but instead develops networks of reliable sources to feed him a steady stream of data. effective leaders recognizes that his sources may have differing points of view on the information they relate, and he takes pains to acquire a precise understanding of these points of view.
  
  lesson 23: effective leader does not deal exclusively in broad principles or glib generalizations. she tackles issues directly and practically, taking the time and the effort to grapple with the details of their complexity.
  
  lesson 24: leadership requires boldness, but it is true that boldness is often confused with rashness. a leader should be ever vigilant and must be never too trusting. "trust, but verify"
  
  lesson 25: a leader must never sacrifice the future to the present, but neither can she sacrifice the present to the future. if there's a contest between present circumstances and future possibilities, it is the present that must win, that must receive attention, that must be acted upon.
  
  lesson 26: whatever else an effective leader must be, he must be fluent in the language of business. behind the charisma is cash.
  
  lesson 27: a leader should never feel obliged to apologize for an action, but she should be prepared to explain and if necessary even justify any action that might be subject to misinterpretation or an adverse interpretation. in such cases, communication is key. justification is not the same as seeking permission, it is a method of generating wider support for a potentially risky or unpopular action.
  
  lesson 28: the most effective weapon in any argument is fact--not authority, not pulling rank, not even dazzling eloquence, but fact.
  
  lesson 29: winning an argument is never sufficient justification for the argument. the outcome of a dispute should not end with gratification of one ego and the mortification of another. if it does not produce something greater than this, the argument is idle and perhaps even destructive.
  
  lesson 30: a leader expects accountability and does not hesitate to demand it. but accountability must be precisely defined. accountability should be about verfiable facts and quantifiable performance. the effective leader learns to restrain the natural tendency to call names and to express feelings, choosing to focus instead on what can be objectively evaluated and proved.
  
  lesson 31: the best course is the honest course, but the best is not always possible. today's effective leader must learn to make a bargain with the Machiavellian devils yet without destroying the core value of morality and purpose founded in the common good.
  
  lesson 32:once one gives into violence, a threat of any kind, one relinquishes authority, seperate who you are from what you do, and you are that much less exposed to threat.
  
  lesson 33: if we wish for the best, we must act on the present
  
  lesson 34: a leader learns to think of her needs and faculties as inseparable from those of the people she leads.
  
  
  
  
  
  
  
  
  
• 
  Amy

  "In 1558, she inherited a business in trouble...forty five years later, England was the richest and most powerful nation in Europe". How did Elizabeth I go from a teenager in peril to a queen of the golden ages? In clear, comfortable form Alan Axelrod gives glimpses into her long reign, and what advice a leader can find. Perfect for folk new to Elizabeth or old timers looking for another twist, it gives great insight into the life of a queen, and the life of a leader. For all ages and walks of life, from CEOs to the president of a Generation Joshua club, advice on how to manage and suceed in a turbulent world.
• 
  Amy Kauderer

  I found this book under "Leadership" and "Business". While it does have leadership headlines, nothing here is new. Some of the headlines seem to have nothing to do with what is written under it to expand on the headline.
  But it isn't a complete waste of time if you like history yet don't know that much about Queen Elizabeth I of England. The author does a good job on putting her leadership in its historic place and giving some background.
  It is an easy read and if you like leadership and history it is worth the time. For those who do not like history or really want to learn some new leadership skills, avoid it.
• 
  Kylie Sprott

  This was a great read - Elizabeth was an exceptional monarch & leader. She ascended the throne of a nation that was turbulent, full of divisive religious beliefs (inherited from her father & sister) & essentially broke. Under her reign, England enjoyed greater prosperity & stability than ever before.
  
  It is hard to crystallize all of the lessons from such an incredible leader. My biggest takeaways were:
  
  - great leader are great motivators
  - always be practical & analyze facts carefully
  - be prepared to compromise for the bigger picture
  - be fair, but decisive
  - be visible
  - be careful to select the best people for your team
  - be disciplined & keep fit
  - keep learning
  
  For history buffs & those interested in exceptional leadership, this is a wonderful book to enjoy.
• 
  Jennifer

  “In being, not in seeming, we may wish the best.”
  
  This 16th century lady bastard was all business. Deeply interesting and unlike any other “business” book I’ve read, this reads much more like a historical examination than I expected upon starting and I liked it.
  
  Being a successful sovereign is at once quite different and remarkably similar to being a modern day servant leader. I appreciate a business model rooted in idealism, justice, and moral authority. We must be willing to experience pain to preserve our values, otherwise they are not truly our values.
  
  (It should be noted that I can appreciate and set aside the religiosity here. Also, lots of people lose their heads.)
• 
  Henry Edwards

  The Author mistakenly claims that Elizabeth sent her sister, Mary I a portrait with a letter, but that was actually given to Edward VI during his reign. The Author also claims that Elizabeth had her flirtation with Thomas Seymour when she was 16, but she was in fact 13.
  
  If you can’t even get the history right then how are you supposed to present “Strategic lessons from the leader who built an empire”...
  
  
  WHEN SHE DIDN’T EVEN BUILD AN EMPIRE IN THE FIRST PLACE
  
  I stopped reading after he claimed she was 16 when her flirtation with Thomas Seymour happened.
• 
  Stace

  Don’t skip the introduction.
• 
  Ashley

  Learned a little about Elizabeth & almost nothing about leadership.
• 
  Lizzy

  This review was written by Jim Harper and posted by Lizzy Mottern
  
  This quick, engaging, exciting, fast-paced read (261 pages) reveals 134 Elizabeth I precepts developed for her survival and used in today’s world of business. This brilliant lady devised these techniques entirely on her own despite: a philandering father, who executed her mother; a wicked, wretched half sister - Bloody Mary; a broken and bankrupt nation divided by Catholic versus Protestant interests; international and Papal intrigues; and daily threats to her life and well-being. In addition, she also managed to build an empire, to defeat foes, and to further these new concepts discussed in this book, and used in modern-day commerce. An extraordinary read depicting one of history’s most extraordinary leaders. Start reading early in the day because you will not want to stop. In fact, I continue to enjoy it with each subsequent reading.
• 
  Sarah - All The Book Blog Names Are Taken

  I was more so interested in reading this book just to see how the author would relate Elizabeth and leadership. Not being in the business world (though, thanks to a lot of unnecessary garbage, the field of education seems to be on the road to becoming a business), I was intrigued, but ultimately unimpressed. This might be due to my knowledge of Elizabeth's reign, and Elizabethan England as a whole, but some of these connections were a stretch or the facts were a little skewed. It certainly won't give you a clear picture of Elizabeth's reign, but it'll give you some common sense advice.
  
  If forced to read a business/leadership book however, I'd much rather read this, given it's connection to a time period I'm interested in than a straight biting business book.
  
  (BTW, Elizabeth wasn't nearly as open-minded about religion as presented, but the author sure made a point up constantly refer to Mary I as 'Bloody Mary' just to throw in more contrast of their reigns.)
• 
  Jamie Barringer (Ravenmount)

  I actually enjoyed this book a lot more than I expected to. Some of the 'lessons' were a bit of a stretch, or too repetitive, and at times the storytelling sort of took over to the point where the leadership lessons seemed of secondary importance, but the storytelling is quite good. I was more inclined to learn the 'don't piss off the Queen' lesson rather than the 'use your subordinates according to their strengths and don't over-supervise them' message from the bit near the end about King Phillip of Spain versus Queen Elizabeth's pet pirate. My biggest criticism of this book is that it assumes frequently that there is only one right leadership style, when in business and other situations where leadership skills are called for, different circumstances demand different sorts of leaders.Still, this was an enjoyable read with some useful reminders on effective people skills that work for non-leaders as well.
• 
  Riley Smith

  I first read this in high school, and I LOVED IT but that’s because I was so obsessed with Elizabeth.
  
  This book is a fun read because it tells a lot of smaller stories, things the Queen said and did, that don’t always merit mention in more academic books.
  
  It’s so fun to hear all her witty comebacks, for example, to various annoying men.
  
  But the leadership advice is almost comically vague and random. Every piece of advice is countered by its opposite somewhere in the book. That’s because Elizabeth I was a master at reacting to each decision as needed, but the author in this case has not really discovered how to emulate her.
  
  Be practical, but also idealistic, but pragmatic, but honest, but not TOO honest.
  
  He’s looking at fifty years of reigning and trying to turn it into a business memo. It doesn’t work,
  
  But it is fun, if you ignore his editorializing (it’s easily ignored) and focus on the fun stories.
• 
  Jane Fournier

  I have always been fascinated by Henry the VIII and
  Elizabeth his daughter with Anne Boleyn. This book caught my eye while shopping in a used book store. I read it in three days. Very interesting combining the History of Queen Elizabeth I reign and lessons to learn on how to run (be a CEO) of a company. I found it easily compared to conditions in our country today and how she handled similar problems during her reign from 1558 until her death in 1603. Lesson 1. Cherish Core Values. Wow, wouldn't that be nice in today's government?
  Final Lesson 136. A Leader Is Just! "A single Eye to Justice and Truth". Author Alan Axelrod combines her history with lessons on being a leader. I REALLY enjoyed this book.
  
• 
  James

  135+ summarized concepts used by Elizabeth during her 4+ decade as Queen. There were a lot I previously did not know of related to the English monarchy and religion during that period in history (ex. 1) King Henry's start of the Protestant religion and the conflicts that occurred for many years to come, 2) How Bloody Mary, 1/2 sister to Mary and Queen prior to Mary got her nickname), 3) England's ability to defeat the Spanish armada, 4) Why Magellan was not credited as the first person to circumnavigate the globe).
• 
  Karen

  An interesting approach and powerful theme but disappointing. Axelrod tries to illuminate 136 lessons for leadership with an anecdote for each from Elizabeth's history, but the result seems superficial. For the businessperson with no backgound on Elizabeth, it's unlikely to make much of an impression. For someone with an interest in and knowledge of her, there's not enough detail to be satisfying.
• 
  Kathleen

  Yeah, okay, I admit that this was a lot of fun, and as far as I can tell as an amateur Tudor hobbyist, largely accurate. There were a few inexplicable departures from fact (Elizabeth wasn't a redhead? She didn't have a temper that she expressed occasionally with throwing things?) but apart from that, it's a good read and very valuable for leaders, I would think.
  
  For me, it taught me I never, ever, ever want to be a leader. But that's valuable too.
• 
  Carissa

  I enjoyed learning about Elizabeth, but must admit that I had little interest in learning how to become a better leader. Maybe that's why I found the advice fairly obvious and slightly unhelpful. People who want to learn how to become a better leader by learning about Elizabeth I will find this book significantly more useful. This was still a fairly enjoyable read and has whetted my appetite to learn more about Elizabeth.
  
  Three Stars.
• 
  Francisco

  A very important lesson when it comes to management, and an awesome example that few people would've noticed otherwise. I read this book when I was 14 and in awe with Elizabethan England. After I read all of it, I noticed it wasn't just a very cool biography of Elizabeth I, it was a big lesson in management. Like it or not, managing people IS like running an empire.
• 
  Kathi

  Most fantastic book of inspiration that I have read, more than once.( And I hate to read books over and over unless they are real good) For anyone who needs a push in whatever stage of your life you are in, this book is it. It's great from a business standpoint to a personal standpoint. Very easy to read and very easily put so that ANYONE can understand it!
• 
  Jim Serger

  Results, results and more results. The leadership theme brought on by the author was clearly shown in the Queens willingness to put people first before her own needs. Awesome book, backed up with a ton of little ins/ outs that make this a super read. Leadership is not a title and the author shared that quality.
• 
  David R.

  One of the more unusual leadership texts out there. Axelrod views the reign of Elizabeth I as a lesson for business leaders and makes some fascinating observations. I think he's a bit too generous with her. Elizabeth wasn't particularly good with paying employees, was difficult to predict, and enjoyed creating chaos for others, none of which would do well for a modern business environment.
• 
  JJ

  Great book! Quick read. This book is basically a list of different lessons to be learned about the queen. This book is more than just a business leadership book. This book was also a history book. Learning more about how and why she did what she did, helped cement the lessons into your brain. Great book for someone who doesn't really read business books much but still likes to learn.
• 
  Dawn

  I found this book very interesting. It is full with historical challenges faced by Queen Elizabeth and how her solutions can help the CEO (or anyone in a leadership position today) become effective. I enjoyed the history aspect a lot!
• 
  Elisabeth

  This could be a dry text book but it is not. It is at once a good history book and a management course with colorful interesting characters. You see Elizabeth I in a whole new light and gain a new appreciation of her reign.