| Title | : | The Five Temptations of a CEO: A Leadership Fable |
| Author | : | |
| Rating | : | |
| ISBN | : | 0787944335 |
| ISBN-10 | : | 9780787944339 |
| Language | : | English |
| Format Type | : | Hardcover |
| Number of Pages | : | 134 |
| Publication | : | First published January 1, 1998 |
--Eric Schmidt, chairman of the board and CEO, Novell
Any executive can learn how to:
recognize the mistakes that leaders can make avoid errors before they occur and much more! Refreshingly original and utterly compelling, the story of this executive (written to be read in one sitting) will be enjoyed, remembered, and reread for years to come. It serves a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors--behaviors that are painfully difficult for each of us to master.
"Lencioni delivers a provocative message: CEOs mainly have themselves to blame when things go wrong. If you're a CEO (or any manager for that matter), do you have the courage to face the blame? Doing so could change your future-for the better."
--Dr. Jerry Porras, coauthor, Built to Last; professor, Stanford School of Business
You won't find any dry management rhetoric in this razor-sharp novelette. Apply these riveting lessons in leadership with the self-assessment at the end of the book. It will change your career!
The Five Temptations of a CEO: A Leadership Fable Reviews
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Don't be misled by the title. Even if you are just a manager, supervisor, team lead or even a parent, that makes you a leader and you can learn a thing or two about your role in your team.
The book is told via a fable. It tells the story of Andrew a first-time CEO who on the eve of this first presentation to the board found himself sharing a coach with Charlie in a midnight train on his way back home from his office. During their conversation they were joined by 3 more people who attested to the five common pitfalls of a leader (again, not just CEO). They are the following:1. Status over Results. This is the most common one. Charlie asks Andrew: "What is the most memorable day in your career so far?" Andrew: "When I became a CEO." Gotcha. Most leaders would answer this way, right? When I was promoted. When I became this and that. A successful leader who is focused on results should say: "When I exceeded the sales target by 200%" or "When I finally implemented a difficult project."
Very useful book. Easy to read. Can be finished in day or two. Well, I am a slow reader but really this book is meant to be read slowly so you will appreciate the lessons well.
2. Popularity over Accountability. Leaders are not meant to be popular because you are supposed to make decisions that can be painful to your people. This does not mean also that when you can fire somebody without feeling regrets, that's the measure that you are a tough leader. A leader should have a high EQ but not a stone heart. Just like in the fable, firing his sales manager does not mean Andrew is not afraid of being unpopular but the fact that he did not give frequent evaluations when the sales manager was not meeting his expectation, that means he did not do his job as a good leader.
3. Certainty over Clarity. With the many sources of data, with data available in myriad of ways via technology, the job of a leader is becoming more complex. Stick with the basics and use common sense. Otherwise, you will be a victim of "analysis paralysis."
4. Harmony over Conflict. Loyal opposition is how my former boss calls this. It is better to argue during meetings and then afterwards support the one that the group decides to go with. Easier said than done especially in the Philippines when leaders can be overly sensitive about their opinion and all those who oppose are not seen as supportive.
5. Invulnerability over Trust. Don't be paranoid. Don't think that your subordinates are out there to take over your job. They are your allies. You have to trust your job with them so they will also trust you to support them.
It is always nice to read non-fiction once in a while. -
What is it like to be a CEO of a company? I have wondered about this question for as long as I have dreamt to be in the position of a Chief Executive someday, somehow, somewhere. But since reading this book years ago, I gave all that up to go start my own company ....
Now, about this book: Having thoroughly enjoyed Lencioni's fable in “Five Dysfunctions of a Team”, I delved into this fable with the same anticipation.
Lencioni writes well – short and sweet – I finished this one on the treadmill! This book is best read and digested in one single sitting (or running or walking); it is the type of gripping fable that will lose momentum with long pauses in between reads, and possibly give you less than the impact over time that I experienced from it. Possibly.
A great leadership fable, this is the story of a disheartened CEO, Andrew, as he leaves the office one evening, after having just fired his chief marketing officer. He encounters a janitor on the commuter train home. The janitor, Charlie, starts a conversation – which the CEO naturally ignores at first.
Charlie, un-phased, continues to question Andrew’s recent decision and delves deep into his thoughts through sharp questions: Why did you have to fire your chief marketing officer? Not to worry, the janitor is not about to spout job protection laws for the less than worthy employees and suggest pity rather than merit to keep them on payroll. No, thank Heavens. He is interested in the core motive and intent with which the CEO made that hasty decision.
Here's the best summary of the book:
The 5 Temptations of a CEO:
To be more interested in protecting your career status than you are in making sure your company achieves results
To want to be popular with your direct reports instead of holding them accountable
The temptation to ensure your decisions are correct; temptation to choose certainty over clarity (You will never have 100% of data for all your decisions)
The desire for harmony – the desire for people to get along rather than to have conflict
The desire for invulnerability – being vulnerable with your peers and direct reports, which is not a comfortable prospect but necessary
Overcoming the 5 temptations which results in a successful CEO:
Choose Trust over Invulnerability
Choose Conflict over Harmony
Choose Clarity over Certainty
Choose Accountability over Popularity
Choose Results over Status -
Another stupidly effective leadership fable by Patric Lencioni.
Don’t just read this.
Read it.
But in sum:
The 5 temptations CEO’s face are:
1. Prioritizing on status over results
2. Prioritizing popularity over accountability
3. Prioritizing certainty over clarity
4. Prioritizing harmony over productivity
5. Prioritizing invulnerability over trust
The challenge for CEO’s is to:
1. Always focus on results first. Status comes with success. Not the other way around.
2. Hold people accountable even if it makes you unpopular. Respect is adult, popularity is high school.
3. Make decisions based on clear principles, and don’t wait until you have certainty, because you simply can’t be certain all, or even some of the time.
4. Foster healthy and productive ideological conflict and debate. Make decisions. Then come together as a team once everyone has spoken their mind.
5. Allow yourself to be vulnerable by practicing radical honesty and candor. It builds trust. And you need that.
Great book.
I’m on to the next one. -
5 искушений руководителя, способных привести компанию к краху. Книга в стиле Ленсиони, бизнес-фикшн. Мое любимое искушение - №2: нравиться подчиненным вместо требования ответственности.
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Love everything Lencioni writes. Here is a quick summary in case you don't want to read a whole book lol
Temptation #1 – Status over Results
Unsuccessful CEO's focus on preserving their status within the organization, instead of on delivering performance and results. Watching a leader protect his turf at the expense of company performance is not uncommon, and is often evident following a promotion.
Temptation #2 – Popularity over Accountability
Unsuccessful CEO's do not hold "direct reports" accountable for delivering on commitments that drive results. This is often the result of the CEO's desire to be popular. In this case, however, nice guys finish last. Direct reports are not the CEOs support group. They are key employees or managers who must deliver results instead of excuses.
Temptation #3 – Certainty over Clarity
Unsuccessful CEO's make accuracy more important than clarity. "Analysis paralysis" is a great excuse for uncertainty and imperfection. Instead, strive for 80% accuracy in a reasonable amount of time. Just do it now, and don't worry about perfection. In our office we like to say that if you throw enough shit at the wall, some of it is bound to stick.
Temptation #4 – Harmony over Conflict
Unsuccessful CEO's believe that maintaining an atmosphere of harmony in which everybody agrees on everything is in an organization's best interest. It rarely is. Harmony restricts constructive conflict and the passionate interchange of ideas and opinions.
Temptation #5 – Invulnerability over Trust
Unsuccessful CEO's strive to be invaluable in order to protect their credibility. In other words, they fail to trust key people with their reputation and their ego. Instead, opening up to employees and showing vulnerability will result in a return of trust, respect and honesty. -
Продолжение "пяти пороков команды".
Важно и ценно для лидеров! -
This was a quick, digestible business book to read. I liked that it was set in a fable, it was a creative and fun way to present the information and make it not dry. It is information you can use at any level of the corporate ladder or if you have your own business. The principles can always be applied to help yourself maintain your goals, yet communicate clearly with those around you. I enjoyed it and found great nuggets of value in it.
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This was a unique approach to teaching leadership principles. By using the the fictional fable format and only keying in on five principles, it made them very easy to learn and internalize. I think they can have been explored with a bit more depth, but overall, I found it to be a wonderful approach to teaching leadership.
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This and Lencioni’s The Motive, the best books on leadership 🙌
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Quick and simple. I'm only not sure why this book has "CEO" in the title. I feel that the five temptations (status > results, popularity > accountability, certainty > clarity, harmony > productivity invulnerability > trust) can be applied to all leaders/managers.
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Quick read and basic book which will help any business person who just started in leadership or who wants to be a one.
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Great book - quick read. Suits those who want to get better at leading a team
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Very enjoyable. But a bit scary. Cause we all suffer from those temptations from time to time, and it's hard to get away or overcome them, in order to bring out the best in ourselves and the teams we work with, to make things that matter and help people.
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الكتاب دا مفيد لاي حد في منصب اداري وليس للرئيس التنفيذي فقط، انا لسه في بداية السلم الاداري ومش من طموحي خالص اوصل للمنصب دا في يوم من الايام، بالرغم من كدا استفدت جدا وكنت بقع في الخطأ التالت كتير ولكن ربنا كومني بمدير الله يمسيه بالخير علمني موقعش في الخطأ دا تاني، دلوقتي بقيت مدركة حاجات اكتر اداريا وأكيد الكتاب دا هيأثر علي سلوكياتي مع أفراد الفريق.
عجبني أسلوب السرد القصصي المشوق اللي الكاتب اعتمده وعجبني بره ان الكتاب مباشر ومختصر مفيد
وحقيقي نفسي اهدي الكتاب دا لرئيس تنفيذي اشتغلت معاه من كتر ما الكتاب مفيد لانه نفسه فعلا يحقق نتائج ولكن أدائه مش مرضي لوقوعه في ٤ أخطاء تم ذكرها. -
Definitely worth the read!
I think leadership ables are one of the best ways to convey ideas in an entertaining way. There are some very good points made in this short book. I just wanted it to go a little deeper into each principle. -
On a late night subway ride home, a CEO meets a mysterious mentor who introduces him to some leaders he should know. Can he learn their lessons in time, or is it too late for him?
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Muito bom o Livro, adorei, aprendi varias coisas, Recomendo a leitura.
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Earlier this week I finished another good book from Management Guru Patrick Lencioni - "The Five Temptations of a CEO: A Leadership Fable". In his customary style, Patrick brings out the inner conflicts of the CEO of a San Francisco based company which many struggling CEOs experience. A temptation may be understood as a personal moral failure that becomes a contagion and can have devastating ripple effects. I have already enjoyed reading Patrick's other books - "The Five Dysfunctions of a Team", "The Ideal Team Player", "Death by Meeting", "The Truth About Employee Engagement", "The Motive", "Silos, Politics and Turf Wars", "The Advantage".
The temptations analyzed in this book are -
(1) Choosing Status Over Results: A common temptation for many CEOs is that they become more interested in protecting their career status than making sure their company achieves results. To identify it, the CEOs need to ask themselves - would it bother you greatly if your company exceeded its objectives but you remained somewhat anonymous relative to your peers in the industry? Patrick's advice to CEOs to overcome this temptation is - make results the most important measure of personal success or step down from the job.
(2) Choosing Popularity Over Accountability: Whether done consciously or not, many CEOs prefer to be popular with their direct reports (and let them off the hook) instead of holding them accountable. To identify it, the CEOs need to ask themselves - do you often find yourself reluctant to give negative feedback to your direct reports? Do you water down the negative feedback to make it more palatable? Patrick's advice to CEOs to overcome this temptation is - realize people are not always going to like you as you have to make difficult decisions. Find other places for your affirmation: family, friends, outside activities.
(3) Choosing Certainty Over Clarity: Many CEOs have the temptation to ensure that their decisions are correct. In choosing certainty over clarity, some CEOs fear being wrong so much that they wait until they are absolutely certain about something before they make a decision. But if you are unwilling to make decisions with limited information, you can’t achieve clarity. To identify it, the CEOs need to ask themselves - do you pride yourself on being intellectually precise? Patrick's advice to CEOs to overcome this temptation is - take decisive action when called for. If the decisions are wrong, when more information becomes available, admit the mistake and work on correcting it.
(4) Choosing Harmony Over Productive Conflict: The desire for harmony is natural for human beings, the fourth temptation of a CEO mentioned in this book; but harmony is like cancer to good decision making. What’s needed to make good decisions is not bad conflict, but productive ideological conflict, with passionate, heated conversations where people challenge one another without any permanent damage to their relationships. To identify it, the CEOs need to ask themselves - do you get uncomfortable at meetings if your direct reports argue? Patrick's advice to CEOs to overcome this temptation is - allow and cultivate healthy conflict from your staff and even your board. Guard against personal attacks but do not mistake heated discussion for it.
(5) Choosing Invulnerability Over Trust: CEOs must trust their employees, even when it feels like they are putting their careers in the hands of others. But before a CEO can trust others, she has to be vulnerable. People who trust one another aren’t worried about holding back their opinions or their passions. They will return that trust with respect and honesty, and with a desire to be vulnerable among their peers. To identify it, the CEOs need to ask themselves - do you try to keep your greatest weaknesses secret from your direct reports? Patrick's advice to CEOs to overcome this temptation is - actively encourage your staff to challenge your ideas.
Source:
http://www.dragon-bishop.com/2021/04/... -
This anniversary edition of Patrick Lencioni’s first book will be relevant to not only CEO’s, but to all leaders. If you are familiar with Lencioni’s books, he tells a story via a “leadership fable” and then ends the book with a non-fiction discussion of the “Model”, and in this book he also includes a self-assessment.
In a new “Introduction”, Lencioni states that the book is just a reminder of simple concepts that we already know and have possibly known for a long time. He wrote it for real people in imperfect organizations who are hungry to be better leaders and managers.
Lencioni tells us that being the chief executive of an organization is one of the most difficult challenges a person can face in a career. But it is not a complicated one. All chief executives who fail—and most of them do at one time or another—make the same basic mistakes; they succumb to one (or more) of the five temptations.
Andrew O’Brien has been the CEO of Trinity Systems for a year. Tomorrow will be the first board meeting in which he will be accountable for the results of an entire fiscal year. And the results are certainly not positive.
Andrew works late, and since the bridge he needs to take back home closes at midnight, he is forced to take mass transit for the first time in a long time. On the train he meets Charlie, an old man who is the janitor on the train. Charlie senses that something is wrong with Andrew, and asks him what is bothering him. That leads Charlie to begin teaching Andrew about the five temptations, which briefly are:
• Temptation 1: Choosing status over results.
• Temptation 2: Choosing popularity over accountability.
• Temptation 3: Choosing certainty over clarity.
• Temptation 4: Choosing harmony over conflict.
• Temptation 5: Choosing invulnerability over trust.
Charlie tells about lessons that he learned from his father, who was the CEO of the railroad. Later, they meet The Tall Man, The Stylish Man and The Bald Man. But did Andrew really meet these four men on the train late at night, or was it all a dream.
The book then takes us to the Board Meeting that Andrew had been dreading the next day, and later updates the story three years later.
In the “Afterword”, Lencioni tells us that leaders fail because they are unwilling to put their temptations on the table for others to see. He tells us that it is only by bringing their temptations into the open that leaders can enlist the support of subordinates who are in a unique position to help. The key is to embrace the self-examination that reveals the temptations and to keep them in the open where they can be addressed.
In discussing the model, Lencioni offers “simple advice” for CEOs for each of the five temptations. The book concludes with a self-assessment that leaders can take to see where they stand with each of the five temptations.
Like all of Lencioni’s “Leadership Fables”, the fictional story is easy to follow, illustrating the points that he summarizes at the end of the book. Highly recommended for all leaders. -
While having read quite a few books by Lencioni already („Five Dysfunctions of a Team“; „Overcoming the Five Dysfunctions of a Team“; „The Advantage“; „The Truth about Employee Engagement), this book starts to repeat the core concepts a bit. But as it precedes the other books then the angle of the presented information is different and I could still find good insights and new perspectives from it. I could even understood better how the author developed the ideas that he later presented in 5 dysfunctions and The Advantage. It is indeed not a long book, doesn’t take more than 2-3 hours to complete even if you put some thought into it while reading.
„The key to success, then, is not to avoid the susceptibility to the five temptations. While that would be desirable, it is an impossibility. The key is to embrace the self-examination that reveals the temptations and to keep them in the open where they can be addressed.“
„Accountability is the most overused buzzword in business today.“
The 5 temptations:
1. CHOOSE RESULTS OVER STATUS. Make results the most important measure of personal success, or step down from the job. The Future of the company you lead is too important for customers, employees, and stockholders to hold it hostage to your ego.
2. CHOOSE ACCOUNTABILITY OVER POPULARITY. Work for the long-term respect of your direct reports, not for their affection. Don’t view them as a support group, but as key employees who must deliver on their commitments if the company is to produce predictable results. And remember, your people aren’t going to like you anyway if they ultimately fail.
3. CHOOSE CLARITY OVER CERTAINTY. Make clarity more important than accuracy. Remember that your people will learn more if you take decisive action than if you always wait for more information. And if the decisions you make in the spirit of creating clarity turn out to be wrong then more information becomes available, change plans and explain why. It is your job to risk being wrong. The only real cost to you of being wrong is loss of pride. The cost to your company of not taking the risk of being wrong is paralysis.
4. CHOOSE CONFLICT OVER HARMONY. Tolerate discord. Encourage your direct reports to air their ideological differences, and with passion. Tumultuous meetings are often signs of progress. Tame ones are often signs of leaving important issues off the table. Guard agains personal attacks, but not to the point of stifling important interchange of ideas.
5. CHOOSE TRUST OVER INVULNERABILITY. Actively encourage your people to challenge your ideas. Trust them with your reputation and your ego. As a CEO, this is the greatest level of trust that you can give. They will return it with respect and honesty, and with a desire to be vulnerable among their peers. -
“วันไหนคือวันที่คุณมีความสุขที่สุดในการทำงาน?”
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วันที่เงินเดือนออกวันแรก?
วันที่ได้รับคำชมจากหัวหน้า?
วันที่ได้เลื่อนตำแหน่ง?
วันที่เงินเดือนขึ้นหกหลัก?
หรือวันที่ได้เป็น CEO?
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หากคำตอบของคุณอยู่กลุ่มด้านบน
"ขอแสดงความเสียใจด้วยครับ คุณตกหลุมพรางหมายเลข 1 แล้วแหละ”
หนังสือ 5 หลุมพรางของ CEO (The five temptations of a CEO : a leadership fable) เขียนโดย Patrick Lencioni เป็นเรื่องราวเกี่ยวกับ Andrew CEO หน้าใหม่ที่กำลังจะทำงานครบ 1 ปีและในวันพรุ่งนี้เขาจะมีประชุมคณะกรรมการครั้งแรกและต้องรายงานถึงผลประกอบการที่ “ไม่น่าประทับใจเสียเลย”
เรื่องราวมาเกิดขึ้นเมื่อเขาได้พบ Charlie ชายสูงวัยในรถไฟใต้ดินและได้พูดคุยกัน Andrew ได้เล่าถึงเรื่องบริษัทที่กำลังเผชิญ จน Charlie เป็นห่วงว่าเขาจะตกหลุมพรางเข้าแล้ว Andrew เริ่ม��นใจว่าหลุมพรางที่ว่าคืออะไรและนั่นก็เป็นจุดเริ่มต้นของหนังสือเล่มนี้
ผมได้สรุปคร่าวๆว่าทั้ง 5 ข้อมีอะไรบ้าง
หลุมพรางหมายเลข 1 การให้ความสำคัญกับสถานภาพมากกว่าผลประกอบการ:
CEO ไม่ควรคิดถึงตำแหน่งของตัวเองมากไปกว่าผลประกอบการ การที่คิด CEO คิดว่าวันที่ดีที่สุดคือวันที่ได้รับตำแหน่งอย่างที่ Andrew คิดถือว่าผิดมากจนไม่ได้ทุ่มเทกับการทำงานมากที่ควร
ห���ุมพรางหมายเลข 2 การให้ความสำคัญกับความความเป็นที่ชื่นชอบกับความรับผิดชอบ:
CEO ไม่กล้าคุมลูกน้องให้ทำงานตามความรับผิดชอบเพราะกลัวลูกน้องจะเกลียดที่คอยจี้หรือเข้มงวด แต่จริงๆแล้วถ้าไม่ควบคุมจะส่งผลเสียในระยะยาวกับบริษัทรวมถึงตัวลูกน้องเอง อย่างที่ Andrew ทำคือการไม่ตักเตือน ว่ากล่าวให้ลูกน้องพัฒนาตรงจุดไหนเพราะกลัวว่าไปจี้มากๆจะทำให้ลูกน้องเกลียดเขา สุดท้ายเมื่อลูกน้องไม่ได้อย่างที่ต้องการก็ไม่มีทางเลือกอื่นนอกจากไล่ออก ซึ่งถ้า Andrew กล้าที่จะเข้าไปตักเตือนว่าลูกน้องต้องปรับเปลี่ยนตรงไหน แม้จะเป็น Feedback ที่ตรงไปตรงมามากจนลูกน้องไม่ชอบ แต่สุดท้ายในระยะยาวมันจะดีกับทั้งตัวลูกน้องและบริษัท
หลุมพรางหมายเลข 3 การให้ความสำคัญกับความถูกต้องมากกว่าความชัดเจน:
CEO ต้องการข้อมูลที่ถูกต้องและครบถ้วนก่อนการตัดสินใจเพราะกลัวการทำผิดพลาดเสียจนไม่กล้าตัดสินใจ ส่งผลต่อให้ไม่มีความชัดเจนในกลยุทธ์และการมอบหมายงาน ดูเหมือนจะเป็นไปไม่ได้เลยในโลกธุรกิจที่จะได้ข้อมูลที่แน่นอนและสมบูรณ์ ดังนั้น CEO จึงต้องตัดสินใจภายใต้ constraints ที่มีอยู่และมอบหมายผู้ใต้บังคับบัญชาให้ชัดเจนและเฉียบขาด แม้ว่าสุดท้ายผลลัพธ์อาจจะไม่ได้เป็นอย่างที่คิดและ CEO อาจจะเสียหน้า แต่ถ้าไม่ยอมเสี่ยงทำอะไร สุดท้ายบริษัทก็จะเป็นอัมพาตและล้มเหลว
หลุมพรางหมายเลข 4 การให้ความสำคัญกับความราบรื่นมากกว่าความขัดแย้ง:
CEO เห็นว่าการตัดสินใจที่ดีจะมีราบรื่น ซึ่งนั่นมันผิดเพราะ ถ้าไม่มีความขัดแย้งคุณจะไม่ได้มุมมองใหม่ๆที่อาจมองข้าม ไม่ได้กระตุ้นให้พนักงานคิด สุดท้ายก็จะมีข้อมูลน้อยมากในการตัดสินใจ จึงไม่ควรปิดกั้นความเห็นกับทุกๆประเด็น
หลุมพรางหมายเลข 5 การให้ความสำคัญกับการไม่ถูกโจมตีมากกว่าความศรัทธา:
CEO ที่ดีจะต้องยอมรับจุดอ่อนของตัวเอง อดทนอดกลั้นต่อการถูกวิพากย์วิจารณ์ ลดอัตตาตัวเอง กระตุ้นให้พนักงานเห็นต่างจาก CEO สิ่งที่ได้รับตอบกลับมาจะเป็นความศรัทธา ความจริงใจจากลูกน้อง
โดยสรุปแล้ว 5 หลุมพรางของ CEO เป็นหนังสือที่อ่านง่ายด้วยความยาวเพียง 138 หน้าและสนุกมากด้วยการดำเนินเรื่องแบบนิยาย อีกทั้งข้อคิดที่ได้จากหนังสือเล่มนี้ก็นำไปใช้ได้จริง ไม่ใช่แค่เพียง CEO เท่านั้น ยังรวมถึงตำแหน่งอื่นๆก็สามารถนำไปประยุกต์ใช้ได้เช่นกัน
ขอบคุณที่อ่านจนจบครับ :)
#5หลุมพรางของCEO #FiveTemptationsOfACEO -
Timeless lessons distilled through a 'business novella' format, mainly via a conversation between a frustrated CEO, and an amiable and older C-Suite veteran during the length of, what has to be, one of the longest subway rides I've ever heard of. Regardless, it is a startlingly insightful book.
Perhaps this is because it is ostensibly written so plainly, that it might seem to be only offering what might first appear to be more 'simple' and 'obvious' advice. Not so at all: the style manages to stay upbeat, conversational, and offer the sort of advice that might seem incredibly to those outside of the managerial space. But is nevertheless essential to those within it.
And if someone—especially the managers and execs' who no doubt would benefit from it most—were to take only one thing from this book, even if it means they don't read it, I'd emphatically recommend taking this to heart, which the mentor says to the CEO mentee:"My father used to say that there were three words that were the most powerful thing a CEO could say: 'I was wrong'...He didn't say them apologetically. He said them like he was proud of them. He knew that if he couldn't be comfortable being wrong, he couldn't make tough decisions with limited information...[h]e owned those [wrong] decisions. But he never felt guilty about them, because he knew he could never move forward in the face of uncertainty, if you aren't willing to make mistakes. And gradually, he made fewer and fewer mistakes."
This seems so obvious to me, especially since I am wrong so often about a lot of things myself. But I am personally baffled by how many people I've personally encountered who are extremely uncomfortable with any degree of risk, to the point where many avoid activities where they could be seen to making a mistake. This is especially true in business, at least in my experience. (As an aside, I personally think about this a lot in a professional context; business cultures, in my view, tend to be much better off when they are more encouraging of setting clear expectations, but also explicitly creating looser boundaries that make people comfortable offering more of themselves to the role, failing included.)
Anyhow, this is a solid 3hr read that is good for just about anyone. As the lessons are absolutely transferable to almost anything else. -
The title of this book limits you realising the benefit to every leadership role.
Once again Patrick Lencioni delivers a brilliant book about leadership. The brilliance of Patrick is not just in the way he delivers his great books as a fable; but the way he is willing to use words that at first glance appear challenging and even somewhat controversial.
In this great book Patrick explores the 5 areas, or temptations, that impact every role who is a leader. Essentially covering,
- "status over results"
- "popularity over accountability"
- "certainty over clarity"
- "harmony over conflict"
- "invulnerability over trust"
This resonates with me significantly. For quite some time I have used the following "statements" to push me to grow as a leader, which little did I know relate to these 5 temptations. Those that know me will recognise some or all of these statements.
"Be good rather than look good" = "Status over results"
"Not about being liked, but being respected" & "take ownership" = "popularity over accountability"
"Be inquisitive, listen to all views" = "certainty over clarity"
"Respectful challenge, ask questions" = "harmony over conflict"
"Be vulnerable, call out your own mistakes" = "invulnerability over trust"
Patrick's organisation, The Table Group provides a great summary of this short but brilliant leadership book (
https://www.tablegroup.com/imo/media/...). -
In summary: The 3rd part, which is the shortest part of the book, is the one that really gives value to the book and provides a summary of the book's presentation, as well as self-diagnosis and reflection tools.
For the rest of the book ... it is short, less than 150 pages, but it reminds me a lot of the product/service offers that many managers receive: pages and pages explaining the benefits of the product/service and only on the last pages is it what is important for decision making; the author of the book follows the same pattern, I assume it must be due to the strong influence of the "case method" that many managers have received in our training/education that continues to be influential especially in publications such as Harvard Business Review and the like.
Personally, I find the history and language quite corny and although it is useful for the author to try to explain the idea, I do not find it literary interesting or inspiring ... at no time If found a "Eureka" moment while reading the text
Finally, I would recommend reading the book in this order: 3rd Part and only if the concepts are not fully understood go to each chapter associated with each temptation to visualize the application of the concept. -
This is one of Lencioni's earlier books, though one to which I came to late. It follows the pattern of each of the rest of his books, in that his key points are presented in the form of a business fable, with the fable explained by a model in the latter portion of the book.
The fable portion, especially, in this book is kinda cheesy. And because I've read several of his later books, there were few surprises in his main message. That message is that CEOs fail because they are susceptible to five specific temptations, and that if they avoid those temptations in favor of the preferable behavior, they are much more likely to succeed. Thus, they should choose:
1) Trust over invulnerability
2) conflict over harmony
3) clarity over certainty
4) accountability over popularity
5) results over status
Couldn't agree with him more. Easy read with a good message. -
Great book of leadership/accountability advice, told in the format of a fable. While the title is focused on CEOs, this is really a book on authentic, effective leadership that is relevant for CEOs, middle-managers, front-line managers, people who influence without managing, parents - just about anyone who shows up as a leader.
I won't share the 5 temptations as lots of other reviewers have done so. And even once you've seen the 5, it's still worth the time to read the book. The scenarios and details covered add much to think about.
The book is short, and as it's a fable, lends itself nicely to the audiobook format. Not usually my cup of tea but this time it hit the spot at just 1 hour and 30 mins.
Definitely recommend for anyone considering a leadership role, struggling in a leadership role, or wanting to up their leadership game. -
This is a quick read and a handy book for any CEO or budding CEO, manager, supervisor, etc. It cuts to the chase using a fable about a CEO, the read is a day, maybe less, quicker readers might find it is a lunch hour book.
And while it is short, it is definitely a book for keeping your head straight and focused where it comes to mentoring your directs.
I wrote down my notes in a management book I am creating for myself when on the job - it amounts to little things that matter in terms of professional excellence. I have added The Five Temptations of a CEO advice to a single page, mind-mapped for quick reading so I don't have to buy the book.
Hopefully my next CEO will have read it. -
The Five Temptations of a CEO is an excellent book for helping those in chief leadership positions in any organization or any part of any organization to understand those forces that can hinder them from maximizing their success. Patrick Lencioni details five issues that--if left unaddressed--will undermind a leader's efforts and render his organization much less effective than it could be. Lencioni's storytelling manner is inviting in conveying his very practical yet powerful points. I highly recommend this book to anyone who is in a top leadership position--or who aspires to have such a position.
