Leadership Wise E-Book

John W. Foreman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 297

Veröffentlichungsjahr: 2023

Beschreibung

Why do so many business books feel useless the moment they come in contact with your day job? Business books often contradict one another, each providing advice that's only helpful some of the time, and exhaustingly, your boss is going to cherry pick only the books that suit their way of working. Additionally, too often leadership books push fundamentally changing your personality to look like some idealized leader, often some dude. That dude may not even be a business leader! They might be a marine, a mountain climber, or a politician. Their stories might inspire you to summit Everest, but they're not going to help you figure out the looming company merger or what to do with that struggling manager In Leadership Wise, Chief Product Officer at Podium, John Foreman, delivers a different and refreshingly practical take on business leadership. The author moves beyond what a leader should look like, to discuss how you can make better decisions over time to help your organization accomplish its goals. Regardless of a reader's personality and background, John provides practical advice for how anyone can become a great leader just as they are by making more effective decisions over and over again. It's not about becoming a 5-star general or a mythical titan of industry, it's about making better decisions more often. In the book you'll find: * A structure for understanding and becoming comfortable with the unending contradictions of leading in business * Strategies for defining priorities, sourcing options, and choosing the best decision * Advice for channeling your emotions and company culture to more effectively solve problems An engaging and hands-on exploration of how to lead real people in real companies by making the best decisions possible with the information you have, Leadership Wise belongs on the desks of managers, executives, directors, entrepreneurs, and founders everywhere.

Leseprobe

Table of Contents

Cover

Title Page

Dedication

A Few Things Up Front

Other Than Being a Bad Corporate Trainer, What Are My Qualifications?

What's a Leader?

CHAPTER 1: Business Books Suck

Context Is Everything: Do Things That [Don't?] Scale

What If I Said That Bad Leaders Are Too Consistent?

Introducing Wisdom Literature

The Facebook Uncle Dilemma

CHAPTER 2: Let’s Warm Up! Ten Business Choices Where One Option and Its Opposite Both Have Merit

Let's Take a “Walk Around the Business”

People

Process

Product

I Didn't Give You Answers; I Gave You Options

CHAPTER 3: Generating Options

Let's Get This Out of the Way: Consult Yourself

Consult Your Co-workers and Customers

Consult Your Network

Go Ahead, Read the Business Books!

Management by Metaphor

What Are My Levers? Chart Options Against Your Decision Levers

Pull a “10th Man Rule”

Checking In on Our Exercise

Wisdom Literature Would Suggest None of These Options Is “Wrong”

Isn't This Overkill? “Paralysis by Analysis”

CHAPTER 4: What's Your Objective?

A Problem Isn't a Priority

Two Words to Know and Love: Minimize and Maximize

Is It Possible to Love Two Objectives at the Same Time?

A Brief Interlude

There's Plenty of Book Left!

CHAPTER 5: Check Yourself Before You Wreck Yourself

Going Deeper with Data

Default to Learning Fast and Iterating

Do a Premortem

Blazing Through Covering Your Ass

CHAPTER 6: Making the Most of Execution

Make Your Decisions “Fully Loaded”

Establish Success and Failure Criteria Up Front

Be Transparent, But Commit to the Bit!

There Is No Separation of Mind and Body

CHAPTER 7: “Keeping It Real”

Emotions Are Shortcuts

Diving a Little Deeper into My Knee-Jerk Reactions

All Feelings Are Valid. Always Acting Out of Them Is Neither Authentic nor Beneficial

A Process for Becoming Increasingly Authentic

Start with Post Facto Reflection

Positive Reinforcement Is the Feedback Loop That May in Fact

Change You

That's Cool. But It Doesn't Apply

to Me

Enough with This Woo-Woo Feelings Stuff

CHAPTER 8: Shaping the Company for Success

Company Culture and Values

People: Hiring, Managing, Promoting, and Firing

Give Less Responsibility to Those Who Make Poor Decisions. Give More to Those Who Make Great Decisions

Scale Your Impact

Conclusion

Acknowledgments

About the Author

Index

Copyright

End User License Agreement

Guide

Cover

Title Page

Copyright

Dedication

A Few Things Up Front

Table of Contents

Begin Reading

Conclusion

Acknowledgments

About the Author

Index

End User License Agreement

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Leadership Wise

Why Business Books Suck, but Wise Leaders Succeed

John W. Foreman

To Lydia Foreman, who taught me about Wisdom Literature and gave me the idea for this book. I couldn’t ask for a better wife and friend.

A Few Things Up Front

Hi! I'm John. I work as the chief product officer (CPO) at one of those tech unicorns you're always reading about called Podium. As far as unicorns go, we're pretty grounded. We're based in Utah, not Silicon Valley. Better skiing, worse cocktails.

We build software to help local businesses run their front office: things such as finding leads, talking with customers, collecting payment, marketing, and getting feedback. I'm in charge of making sure we build the right software. I'm paid to make good decisions (that's important…we'll get to that).

At Podium, we do regular training for all our managers. We found that oftentimes when things went awry, it wasn't a problem with the folks on the ground. No, they were often just “following orders.” But somewhere in that managerial chain of the telephone game, things had gotten wonky. And while our managers were super smart, hardworking folks, many of them hadn't managed before, and they just needed some help being more effective. Hence, we implemented regular manager training. I was on board!

That is, I was on board until someone from HR asked me to conduct one of the training sessions.

“What do I talk about?” I asked.

“Whatever you want,” they said, “perhaps your management philosophy or something topical to our values or what's going on in the business.”

I replayed in my head things I'd heard in previous manager trainings. There had been content on managing your time wisely. There'd been a bit on holding folks accountable. I remember one leader shouting, “Fuck hustle culture!” All the people who'd presented their bits seemed to know what they were talking about. They had a perspective on work.

And then there was me.

“Uh, let me think about it and get back to you,” I said.

Did I have anything to say about management? I'd been leading people since my first year out of grad school, and here I was with a graying beard, three kids, two dogs, a 20-year marriage, and absolutely zero to say about leadership. Well, not exactly zero. I had precisely two words to say.

It wasn't that I didn't think about leading. I thought about it constantly. I had to lead people every day! No, it was that every time I tried to distill my views on the topic, all that was left in the distillation was a 150-proof bottle of “it depends.”

It depends. My leadership philosophy could be summarized in two words.

Shit. How was I going to train my managers in the subtle art of “it depends?” I started talking it through with my wife, Lydia. She doesn't work in tech like I do. No, she's got an academic background in Hebrew Bible and has spent much of her working life in ministry. When I told her that my leadership philosophy was “it depends,” she understood me. She'd encountered it before in cultures that existed rather far away in space and time. She was able to give me some historical footholds for what felt like me just hanging off the side of a cliff all alone.

So I got to work trying to articulate just what I meant. I didn't have anything shocking to say like, “Fuck hustle culture!” I kinda like hustling. I also like naps. But I was able to clarify my milquetoast “it depends” philosophy.

I presented my thoughts to Podium's managers, and interestingly enough, they liked what I had to say! They agreed! I was shocked. Perhaps they were just sucking up? I hope not.

What follows in this book is my theory on leadership. There's not much to it, honestly. And what there is, well, I didn't make up. It's ancient. Dare I say, it's wisdom! But before we dive in, let's define our terms a bit.

Other Than Being a Bad Corporate Trainer, What Are My Qualifications?

It was a cold fall day in 2018. I had gotten out of bed in Atlanta, Georgia, with the gurgles. My stomach felt like a milkshake that someone was blowing bubbles into through a boba tea straw. Audibly so. I spent the morning gripping the sides of the toilet like a kid doing cannonballs at the pool. You get it. You've been there.

But today was an important day! Many of the product teams at Mailchimp (this is where I worked before Podium) had “showcase” meetings where they'd take myself (the CPO) and the chief technical officer through what they were working on. It was my chance to micromanage the hell out of them. Ooooooh, I lived for a good round of micromanagement. After I got off the toilet for the third time, I told Lydia I was going make a run for it. I grabbed a coconut LaCroix and headed out the door.

Now, Atlanta isn't known for its speedy commutes. I lived 7 miles from the Mailchimp office at the time, but that usually took me 25 minutes to drive. And even with a degree in mathematics, I hadn't done the math on the time between my intestinal “contractions.”

I made it 10 minutes into my commute before I shit my pants. I remember the exact spot. It was here.

Source: John Foreman

I hit a U-turn faster than a mobster trying to lose a tail, stuffed my jacket between me and the seat, and gunned it home like Ryan Gosling in Drive; only my outfit was far less pearly white. I was 34 years old at the time.

I've never had a coconut LaCroix again. I never told that story to my colleagues at Mailchimp. And I never again tried to push through the trots to make a meeting.

This story is basically my entire professional life in a nutshell. I care deeply about my work. Perhaps a little too deeply. And I often shit my pants, proverbially speaking, in pursuit of excellent outcomes. In the process, I learn lessons, whether they be about R&D teams or about morning commutes.

You've never heard of me. And there's a good reason for that! I'm not a luminary. I'm not a titan of industry. I'm not a wunderkind. I have no quotes on leadership that appeal to courage; my inspirational quote would be more like:

A leader shits their pants trying to get through Atlanta traffic to work.

Not sure that's terribly inspiring.

I'm just a guy who's had to lead for a long time. And I've failed a lot, gastrointestinally and otherwise. And I've succeeded sometimes! Reviewing my progress throughout the years, I've gotten better at leading over time. I've learned some things that have allowed me to get better at making decisions for teams and companies.

What I've learned is generalizable. As in, anyone who wants to be a better leader can engage in these things I've learned over the years. More to the point, they can engage with the stuff in this book without having to be someone else. There will be very little in this book about changing your voice Elizabeth Holmes–style, drinking your coffee with MCT oil in it, low-dosing psychedelics, or whatever the new on-surface leadership performance tactic might be. My goal is that you can learn a thing or two about leadership from this book and apply it at your job while still being yourself—maybe even a better version of yourself, rather than trying to get you to be someone else entirely. One of my employees once called me an “equal opportunity asshole,” so I'm definitely not going to try to get you to behave like me.

So why do I think I'm capable of writing a leadership book especially given that just a year ago, I was scared to talk to my own managers about the topic? Here are my basic qualifications:

I'm an OK writer:

Most leadership books are nauseatingly dull. I don't even know how people got through them before the 1.5x audiobook speed button was invented back in the early naughts. They're almost impossible to get through unless Alvin and the Chipmunks are your narrators. I swear to you this book will be 20 percent more interesting than any other leadership book you've bought in the airport bookstore. Why am I confident of this? My previous book was about Microsoft Excel (Not sorry. Excel is the best!), but the preponderance of the reviews say it's 20 percent more interesting than other stuff about Excel, and if I can make spreadsheets interesting, I can make business leadership interesting. Hell, more often than not, leadership and spreadsheets may be the same things in modern times.

I know some fiddly academic things:

I have a background in decision-making. I have a graduate degree in it from MIT (math applied to decision-making, specifically). And I worked as a consultant helping some of the largest organizations in the world make decisions using math. I wrote a book about decision-making (from a mathy perspective) called

Data Smart

. So when I talk about decision-making in leadership, I'm not

purely

shooting from the hip. Only kinda from the hip? I'm shooting from the midriff, let's say. The midriff is in style again fashion-wise, right? Ka-chow!

I've seen some shit:

I was the chief product officer for Mailchimp and helped build a product that eventually commanded a $12 billion purchase price from Intuit. And currently, I'm the chief product officer at Podium. We're currently valued at about $3 billion. That's a lot of value to be responsible for! As a tech executive, “life comes at you fast.” Every week there are tons of decisions to make. Hiring and firing, forming teams and dissolving teams, building products and sunsetting them, moving money around, deciding which customers to make happy and which to piss off. I've seen a lot, and I've had to make thousands and thousands of decisions, some of them quite important.

I've failed:

Too many business books are written solely from a place of strength to prop up the ego of the author. That's cool. But that's not this. I've made so many bad decisions I've lost count. If you don't believe me, please know that

I have a neck tattoo

. That's how committed to bad decisions I seem to be. Gotta practice what you preach! Failure is how we learn.

I've succeeded too:

But I don't want to fetishize failure! We fail so that

we can do better

. Those who fail for failure's sake and cite bullshit like “90 percent of Google's experiments fail!” are so tiresome. They'd A/B their own wedding night if they could. They've become so enamored with failure that they no longer seek to win. I fail, but I've failed while trying to win. I shit my pants, but at least I'm trying to make the meeting when I do! And I've kept my eyes open when I fail, taken note of why, and done better next time. My hope is to pass on those learnings to you.

Those are my basic qualifications, such as they are. Let's get to it.

What's a Leader?

A leader is a dealer in hope.

—Napoleon Bonaparte

A leader is one who knows the way, goes the way, and shows the way.

—John Maxwell

The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.

—Max DePree

The function of leadership is to produce more leaders, not more followers.

—Ralph Nader

A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others.

—Douglas MacArthur

There are thousands of quotes on what a leader is. Often, these quotes are from famous leaders waxing poetically on leadership (their own job!), which in a way feels quite convenient; it's a circular kind of compliment. Like if I as a product manager said, “Product leadership is being awesome every day,” that would be convenient given I'm a product manager. I must be awesome every day!

Taking merely the previous quotes, we can surmise that a leader is a hope-dealing, human GPS wayfinding, reality defining (whoa), leader producing, courageous loner. If I were to create a Venn diagram of all the leadership quotes out there and try to paint a picture of that which lies at their intersection, I think I'd be left with some cross between Morpheus from The Matrix and Queen Elizabeth II.

Imagine defining the words “tennis player” as “Serena Williams.” Pretty unhelpful as a definition! But that's what so many folks who pontificate on leadership are doing basically. They're painting an idealized, often personality-driven picture of world-class leadership assuming we already know what basic leadership is and have the simple mechanics down. Funny thing is (and this is the secret you and I will share in this book), a great leader is often an average person, like you or me, who just got really stinking good at the basic mechanics of leadership—mechanics that anyone can master.

By the way, Williams says, “The most important thing in a leader is ownership.” As far as quotes go, this isn't a bad one, although I would disagree. The most important thing is, on balance, making good decisions over time. Ownership ranks high but not number one.

I'm so tired of folks telling me how a leader is supposed to come off. Aren't you? They're probably not wrong all the time. But they are unhelpful. As we'll get into later in this book, telling someone to be courageous directly or confident directly or charismatic directly is, at worst impossible if that's not their personality. And at best, the way to instill those qualities in the person is best done not by leadership training suppository (I tell you to be charismatic at a conference or an off-site and then you just cosplay being courageous and maybe it sticks) but through a more circuitous process of behavior modification that we'll touch on in a later chapter.

So…what is a leader? Let's define it!

A leader is someone who makes decisions for a group of people to accomplish a goal.

That's the definition I'm gonna use in this book. Is it the best definition? Probably not. But! At least this is a definition that just about anyone regardless of personality, identity, background, or affinity for black turtlenecks can get behind.

Based on this definition, then like I said earlier in response to Williams:

A great leader is someone who makes repeated good decisions over time.

Let me ask you a question: who's a better leader? Someone who has charisma, taste, unassailable character, and sharp wit, and is exceptionally decisive but they tend to make bad decisions? Or someone who's a bit less charismatic, not awesome in front of the whole company, has a degree of “moral flexibility,” and a bad haircut but they make consistently good decisions? Case in point: Jimmy Carter. President Carter is without a doubt one of the finest Americans to ever walk this planet; just look at his work with Habitat for Humanity. Was he a great leader? Most historians would say no. He has an unassailable character but a moderate track record on making good calls.

The purpose of this book is not to create a funhouse version of yourself that looks more like General Patton by the time we're done. I'm going to assume if you're reading past this point, as this is a “business leadership book” (ew), that you're in business and have to make decisions for a group of people to accomplish goals. And the purpose of this book is to make you a better decision-maker.

That's what businesses need. Courage is awesome. Grit is awesome. Vision-casting is awesome! But we all have different strengths as leaders. What unites us at a base level is that we all have to make decisions that affect other people. Why not just get better at that? I contend that if you can get really good at just that, your performance as a leader will jump at least one whole letter grade.

So many leaders work on their behaviors, personality, and image, while ignoring the fact that they're shit decision-makers. They're just slinging bad decisions all day long. Over time they become better speakers, more efficient users of their time, better rested, more mindful, whatever, while remaining shit decision-makers. All good things, but becoming a more charismatic shit decision-maker is actually a negative for the company! The last thing we need is someone who's better at leading people off of cliffs. Nothing is more dangerous than someone who plays the idealized aspects of a leader well but chooses the wrong answer time and time again. Additionally, these leaders often think they're right because they're “playing the part” of the leader so well. They're dressed like rock stars, but they can't play an instrument to save their life.

Case in point: Al Dunlap, otherwise known as “Chainsaw Al.”

Why was Dunlap called “The Chainsaw?” Was he a pro wrestler? Nope, although I'm sure he fancied himself as one. Dunlap was known for using mass layoffs to make a company's books attractive again. And he embraced that single tactic as some kind of all-encompassing philosophy, once posing with an ammo belt across his chest. Rather than learn how to be a good leader (which, in my opinion, is to make demonstrably good decisions repeatedly over time), Dunlap just kept on hitting that “fire” button. It worked for a time until he took over as CEO of Sunbeam in 1996. He laid off a bunch of folks, made Sunbeam extremely profitable in the short term, but when he couldn't find a buyer for the leaner company, he was forced to run Sunbeam for the long haul. Those who storm beaches aren't necessarily good at occupying, especially when their only tool is an unwieldy chainsaw and ammo belt (why not pose with a chainsaw? Chainsaws don't use ammo! I'm so confused). Dunlap couldn't figure out what to do when he wasn't firing people.

To make a long story short, Dunlap ended up having to commit fraud to make Sunbeam look good when his chainsaw didn't work.

Let's not be like Dunlap.

This book isn't going to be about chainsaws and ammo belts (although occasionally a chainsaw may be required. Layoffs are a decision that we sometimes have to make). This is a book about making good decisions repeatedly over time. That's it. If it sounds kind of bland, sorry, not sorry! It's bland like butter; you don't eat straight butter (unless you’re a Lab…more on that later), but it makes everything else better.

In my experience, those who try to artificially inflate leadership to be some kind of spiritual, emotional, and moral battlefield on a daily basis are the same people who refuse to get into the weeds when they need to, refuse to learn basic subject matter, and make calls on things like how to performance manage, allocate staff, spend a budget, etc. They refuse to look at data, and they refuse to learn lessons. Those who are overly focused on leadership as a practice that never touches the mundane are often the worst, cockiest, and most impractical leaders one can find.

So onward! Let's get exceedingly dull in this book! Make yourself a cup of tea, put on some reading glasses, and put away your ammo belt.

CHAPTER 1Business Books Suck

We've all been there. Your manager or the CEO or the head of HR has read a new business book. God help us.

All of a sudden, there they are on stage in the company all-hands meeting, gesticulating like a madperson, talking about some dude who climbed Everest and dropping bombs about what it's like to make decisions when you're “low on oxygen in white-out conditions.”

Hold up…Everest is now floating in the ocean? Ohhh! It's now a floating glacier. We've gone maritime. We're talking about how 80 percent of glaciers are below the surface—“people, processes, and technology.” You're trying to keep up with the shifting metaphor, but you're drowning in the cold, glacial sea of this all-hands rant.

Now we're on a boat sailing toward the glacier? Or maybe it's the competition sailing at us and we're the glacier? Someone is about to hit this glacier; it's unclear who at this point.

When the town hall is over, the leader has basically given the world's worst business book report disguised as a motivational speech. Meanwhile, you've gotta trot back to your desk and make heads or tails of how ramping a glacier in a Zodiac boat is supposed to change how you allocate your budget across hiring and software spend. Good luck.

Do business books ever make our lives better? Or do they just lead to the world's worst company all-hands meetings and even worse decision-making? We've all been “managed by a business book,” which is worse than having to read the book yourself.

But why do business books suck so bad? Oh, let me count the ways.

“Swoop and poop” by analogy books:

These books often derive their authority from things that have nothing to do with your day-to-day leadership experience. The author is a mountain climber turned entrepreneur, they're a professional athlete turned venture capitalist, they're a military hero turned motivational speaker who sleeps four hours a night but it's OK because they're pinning a gram of exogenous testosterone on the regular.

Ninety percent of their leadership advice comes from their former life, which they try to translate from the football pitch to the boardroom. It doesn't work, much the same way my experience caring for a corgi doesn't make me qualified to write a parenting book. You probably know more than these people about leading in your actual job. They're just “swooping and pooping” little nuggets of wisdom from another field like “When visibility on the mountain is low, trust your team/training/coach/instincts” and hoping it lands. It's like a horoscope—vague enough that they rely on you to make the connections to your job. But they'll take credit if it all works out for you. If the advice doesn't work out, well, you misapplied it.

“

Great businessman” books:

I use the word

man

here because it so often is some dude. These books at least are written by someone in business. Often for them lightning has struck once, maybe twice. Maybe more. And they're telling their story of success mixed with a bit of learnings and takeaways. They simplify a complex tale that led to their success in order to produce a myth of themselves that comes complete with takeaways for you to try. The cast of characters is reduced. Errors are minimized. Right decisions are distilled to general principles.

Too often, the takeaways are overly specific to someone with their personality. Oh, you worked 100-hour weeks and slept in the office? You likely were already a Disc D, Enneagram 3 or 8, ENTJ hard-charger. You took some time off when faced with your next challenge and went to Burning Man? Cool bro. Sometimes these books veer off into historical figure worship as do so many business books: throw in a little “Churchill slept only 4 hours a night” or “Jobs wore the same thing every day to streamline his life.”

These books leave the reader wrestling with whether their success as a leader is predicated on a seemingly impossible personality and behavioral transformation.

You know that guy Al Dunlap I talked about in the introduction who executed a large accounting fraud when his “chainsaw” tactics failed him? Before the SEC investigated him, he published a New York Times bestseller titled Mean Business: How I Save Bad Companies and Make Good Companies Great. You see the “I” in that title? That's that “great businessman” type of book I'm talking about.

The

academic study “insight porn” as unifying theory of leadership book:

These suckers are at least grounded in more than just a singular experience. But they'll often take a single study or a single survey and blow it out of proportion.

These books use “insight porn” tactics where the study being cited gives a nonintuitive result that shocks the reader into reevaluating all that they know. There's a mountaintop guru a-ha moment. Do more by doing less, lead from behind, the best defense is a good offense, etc. They turn the world on its head. It can be a fun format!

Hey, it's really interesting that on sales teams if you promote a high performer to manager, you're just as likely to fail as if you promote a low performer or hire from the outside. But can we really apply that to all hiring and promotion in all disciplines? Perhaps product management or technology management have nothing to do with sales management. Since I'm in a vague, nonquota trade, I'm pretty sure the takeaways aren't generalizable.

These kinds of books can be educational and helpful but also dangerous because they hand you an academically backed chainsaw, a singular tool or worldview that you can now apply to all situations and appear enlightened. But remember, academic studies often use analogs to generalize findings. There are studies that use how well mice swim as an analog for the efficacy of antidepressants in humans. Let's be reasonable in how much we allow academic studies to generalize what it means to be good leaders in business. (I say this as someone who really likes academia and enjoys a good study.)

Super Soul Sunday turned business book:

These are similar to the academic books mentioned. You take someone on the periphery of business leadership, perhaps an executive coach or psychologist, and have them create a “unifying theory of leadership” that centers around behavior, personal growth, and psychological phenomena. The formula is something like this: take a trendy self-help/self-care topic, like how to process shame, how to have better conversations in the midst of conflict, or techniques for handling anxiety, and project those insights onto the entirety of business as the key to unlock successful and sustainable outcomes.

The insights can often be helpful but only tangentially. It's like nutrition. The primary drivers of health are big things like total calorie intake, macronutrient distribution, sleep, and exercise. Micronutrients like vitamin C matter secondarily (no one wants scurvy!), but you better believe there's a book out there on how vitamin C is the secret to everything. The business world is full of such things: micro-insights around personality and behavior being projected into macro-insights. Meditation is an excellent tool for leaders, but I know tons of excellent leaders who do not meditate. So let's not make that the key to becoming better.

The truth is that each and every one of these books has a few nuggets that are likely helpful! I've read plenty of business books in each of these categories and have benefitted to a degree.

How many of you have ever read a business book and found it helpful in most hard business situations going forward? So helpful that you're able to remember that thing you listened to at 1.5x speed even a year later? The shelf life of a business book inside that skull of yours is probably “until I read the next business book.”

These things have limited applicability, because their grand theories are based on specific truths too small to encompass all that leadership entails in our context. Furthermore, acting as though their limited and narrow takeaways are universal keys to business success actually leads these books to be less helpful! Their word count increases, and they strain the bounds of how their takeaways might be metaphorically (mis)applied. And all of a sudden, a 3,000-word essay on time management becomes a 50,000-word grand theory on organizational efficiency as the secret sauce to success.

Business books suck not in that their small nuggets are wrong but in that they try to make their small nuggets everything!

So if that's the case, what's the alternative?

Context Is Everything: Do Things That [Don't?] Scale

I was raised in the conservative evangelical church during the 90s. And at that time there was a phrase that struck fear into the hearts of all evangelicals: “moral relativism.” This is the idea that what is right and what is wrong is “relative” to the context you're in. If picking your nose is wrong, the 90s evangelical church would say it's always wrong! The heroes of the church were the uncompromising—William Wallace came up a lot. Not the historical figure, mind you, mostly just Mel Gibson's uncompromising portrayal. Either you could be a “person of principle” or you could be Machiavelli.

It's easy to see why such an approach to religious education is attractive. What's going to produce more “reliable” results? Encouraging folks to engage critically and contextually with the world or giving folks a set of rules by which they must act in every situation without question? For a lot of folks, there's relief in the clarity provided by rigidity. Personal responsibility is lifted when you're made into a dogmatic robot.

It's not just the 90s evangelical church that doesn't like relativism, or, as this book will put it, contextual decision-making. Westerners generally, religious or not, really do not like relativism as a rule. Why? We like everything to be organized and logical; we like the advice we're given to be boiled down to a set of “if, then” statements. If this happens, then do this. Works every time.

This reduces doubt and personal responsibility. It doesn't matter whether we're talking cooking, religion, child rearing, or business. We all love a good instruction manual.

I have some good friends who recently had a child, and they signed up for a service called “Moms on Call,” which they paid for well into their kid's toddler years. The service had a fascinating business model: call us, and we'll tell you what to do.

Parenting is scary! It's some of the hardest leadership many of us will ever engage with. Lots of ambiguity. Lots of complexity. Stakes are very high; another person is depending on you for everything! People just want to know what do I do