Lessons From Reading 50 Leadership Books
We all have THAT shelf. It’s usually on prominent display in the office and visible on zoom calls, like a trophy cabinet of reading completed and learning collected. Since every school leader already has a degree and a teaching qualification, the Leadership Reading Book Shelf (LRBS) is the next step in assuring colleagues, parents, employees and potential employers that we are up to date, continually learning and that our school communities are benefitting from this accumulated wisdom.
All too often, however, the “I am currently reading…” email sign-off remains unchanged for weeks on end. Books are recommended, bought and (literally) shelved too soon as the relentless reality of school life takes over. I am a voracious reader but I only managed 3, maybe 4 professional books a year whilst working full-time as a Headteacher; the other reading hours being allocated to stress-relieving fiction.
So it was with great gusto that I dusted off some old leadership books 2 years ago. Having left my previous position, I was granted the gift of time and I decided to finish reading the books I had bought, many with post-its and underlinings ending around Chapter 3 or 4, when school life had taken over and I lost the thread, time or motivation to continue reading.
Steven Covey wrote that “The single most powerful investment we can ever make in life is investment in ourselves, in the only instrument we have with which to deal with life and contribute” and that part of ‘sharpening the saw’ is to develop and look after ourselves mentally. What I discovered in reading or re-reading these books were numerous lessons which would have been incredibly useful years ago, particular styles which appealed and certain themes which run throughout the majority of these books which I will summarise below:
1, Clarity of purpose and vision:
Simon Sinek has famously written that leaders should ‘Start with Why’, explaining their purpose clearly and ensuring that everyone can understand how their work feeds into the long-term goals of the organisation. Similarly, Steven Covey writes that “The main thing is to keep the main thing the main thing.” While we can be sidetracked and bogged down by everyday occurrences, situations and politics, it is the leader’s job to keep an eye on the future and steer the company towards the main objective. Damian Hughes refers to this as your BLUF - keeping your “Bottom Line Up Front.”
Steve Radcliffe and Brené Brown both quote Heifitz and Linksy in the importance of leaders being able to “maintain perspective in the midst of action” by “getting off the dancefloor and going to the balcony,” in order to have a clear overview of the organisation and ensure it is going in the right direction. Or, as Radcliffe puts another way: making sure the ladder is “leaning against the right wall.” Importantly, a common theme is that it is the leader’s role to set the direction of the organisation and then establish how to best support everyone else in getting their jobs done.
2, Servant leadership:
Ken Blanchard and Randy Conly write that “Servant leaders turn the traditional pyramid upside down.” By putting the customer contact people and the customers at the top of the pyramid, everyone else knows that it is the leader’s responsibility to ensure they are able to successfully complete their work. In effect, the leaders are working for the team.
Liz Wiseman echoes this in her brilliant book, ‘Multipliers’ by writing that a leader’s job is “to unleash the full potential of each person on your team”. By building and supporting the capabilities, talents and accomplishments of every team member, a leader builds capacity, confidence, ownership and positivity throughout the whole organisation.
Similarly, in Turn the Ship Around, L. David Maquet writes that “Emancipation results when teams have been given decision-making control and have the additional characteristics of competence and clarity”. It is no longer considered a leader’s role to both set the direction and micromanage the team; it is better to set a clear direction and then assume the best in your team and give training, freedom and support to do what they do best and to grow.
3, Relationships and Kindness:
It is clear that all good work relationships are based on trust and getting to know each other well. Every leadership book talks about the importance of getting to know your team, being clear and honest with them and adapting your style to meet their needs. Brené Brown tells us that “clear is kind” and Kim Scott defines Radical Candor as “caring personally” while “challenging directly.”
This is based in curiosity and getting to know people. As Kathryn Mannix writes: “To offer somebody help or support, we must start from where the person is, and understand their situation from their perspective.” By asking the right questions and listening to understand, we can remove our own narrative, bias and assumptions and really support individuals in reaching their potential. Gill Kelly and Matt Hall write that the leader’s role is to “create safe spaces where people feel they can be heard and express themselves.” This can only happen when there is trust and real understanding - which is built on positive relationships.
4, Self Awareness:
Of course, it’s all very well reading books and trying to put learning into practice, but we don’t really know what kind of leader we are without reflecting fully and asking others on our teams. Being self-aware is a crucial skill in a leader and having the humility to accept areas which need further consideration and practice. Steven Bartlett writes that “You can read as many books as you like, but if you can’t read yourself, you’ll never learn a thing,” and Chris Lewis and Philippa Malmgren concur by writing: “Long term, the leader’s most important relationship is with themselves.”
Just like the individuals in our organisations, we are a constant work in progress and always learning and growing from experience. This includes being able to be open, honest and to learn from mistakes. Developing ‘Black Box Thinking’ and a growth mindset are crucial. Carol Dweck writes that “For some people, failure is the end of the world, but for others it’s an exciting new opportunity.” Every mistake is a learning opportunity, not just for us, but for the whole team.
5, Everything is underpinned by solid systems, rigorous routines and healthy habits:
Much of my learning has come from James Clear who famously wrote that “You do not rise to the level of your goals; you fall to the level of your systems.” In his book Atomic Habits, he explains various techniques for building great habits and kicking the ones which do not serve us. His work is underpinned by Charles Duhigg’s research and Duhigg writes that the “real power of habit (is) the insight that your habits are what you choose them to be”.
Gary Keller warns against the hazard of multi-tasking and spinning plates as “Extraordinary results are directly determined by how narrow you can make your focus”. He gives us a blueprint for how to prioritise tasks across the week, depending on the amount of effort and concentration needed for them to be completed to a high standard. Keller, Covey and Dave Allen all emphasise the importance of carving out time each week to reflect and plan ahead. Allen writes that “For most people the magic of workflow management is realized in the consistent use of the reflection step.” So the simple steps are to plan our week effectively, build systems and habits which support workflow and keep constantly reviewing.
Final word
There are many other leadership themes which have emerged, and the threads which run throughout all of the books I have read are those of intentionality, selflessness, honesty and hard work. Day by day, little and often, habits are built, relationships are strengthened, goals are accomplished and mountains are climbed. Consistency and clarity are vital - no-one enjoys working for an unpredictable or confused leader.
Each leader will also have areas where they are consistently strong and areas where more work and attention is needed. I have had the luxury of time to read widely and so my next guide will seek to signpost where to look in order to learn about specific skills.
In order to choose the next addition for you own LRBS, visit this page and read my 50 Book Reviews: https://www.kathrynhemming.com/bookclub
