The Wizard and the Warrior E-Book

Lee G. Bolman

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Serie: J-B US non-Franchise Leadership
• Sprache: Englisch

Seitenzahl: 342

Veröffentlichungsjahr: 2011

Beschreibung

The Wizard and the Warrior gives leaders the insight and courage they need to take risks on behalf of values they cherish and the people they guide. Great leaders must act both as wizard, calling on imagination, creativity, meaning, and magic, and as warrior, mobilizing strength, courage, and willingness to fight as necessary to fulfill their mission. Best-selling authors Lee Bolman and Terrence Deal present the defining moments and experiences of exemplary leaders such as Carly Fiorina, Thomas Keller (head chef of French Laundry), David Neeleman (CEO of Jet Blue), Mary Kay Ash, Warren Buffet, Anne Mulcahy, and Abraham Lincoln¾all of whom have wrested with their own inner warrior and wizard. These engaging, realistic case studies are followed by commentaries that will raise questions and suggest possibilities without rushing to resolution or simple answers.

Leseprobe

Table of Contents

Praise

Title Page

Copyright Page

Dedication

PART ONE - CONFRONTING THE WIZARD AND WARRIOR WITHIN

Chapter 1 - LIGHT AND SHADOW

RICHARD NIXON: WOUNDED WARRIOR

MOTHER TERESA: THE ANGEL OF CALCUTTA

Chapter 2 - ASSESSING YOUR INNER WIZARD AND WARRIOR

PART TWO - WARRIOR ROLES

Chapter 3 - THE TOXIC WARRIOR

LEONA HELMSLEY: “THE QUEEN OF MEAN”

“CHAINSAW” AL DUNLAP

WARDING OFF TOXICITY

AVOIDING THE TOXIC ROLE

Chapter 4 - THE RELENTLESS WARRIOR

BILL GATES: THE RELENTLESS GEEK

CARLY FIORINA: A RELENTLESS WARRIOR UNDER FIRE

GEORGE W. BUSH: A RELENTLESS WARRIOR IN THE WHITE HOUSE

STRENGTHS AND LIMITS OF THE RELENTLESS WARRIOR

Chapter 5 - THE PRINCIPLED WARRIOR

ABRAHAM LINCOLN: POOR HATER, PRINCIPLED WARRIOR

CONVICTION AND COMMITMENT

PART THREE - THE WARRIOR PATH

Chapter 6 - WARRIOR HEART

Chapter 7 - WARRIOR MIND

HABITS OF MIND

Chapter 8 - WARRIOR SKILL

SKILL MATTERS

Chapter 9 - WARRIOR WEAPONS

WEAPONS ARE VITAL

PART FOUR - WIZARD ROLES

Chapter 10 - THE AUTHENTIC WIZARD

THE STORY OF JETBLUE

WIZARDRY IN THE CULINARY ARTS

AUTHENTIC WIZARDRY AND EXCELLENCE

Chapter 11 - THE WANNABE WIZARD

KEN LAY: ENRON’S WANNABE WIZARD

CARLY FIORINA: HP’S FALLEN STAR

Chapter 12 - THE HARMFUL WIZARD

ANDREW FASTOW: ENRON’S PRINCE OF DARKNESS

JIM JONES AND THE PEOPLE’S TEMPLE

LESSONS FROM TRAGEDY

PART FIVE - WIZARDS AT WORK

Chapter 13 - THE WIZARD’S ODYSSEY

Chapter 14 - SUMMONING THE SPIRIT

PART SIX - THE LEADER’S JOURNEY

Chapter 15 - PERSONAL JOURNEY

Chapter 16 - LEARNING TO LEAD

Chapter 17 - LEADING WITH COURAGE AND FAITH

LA PUCELLE (“THE MAID”)

FAITH IS THE WELLSPRING OF COURAGE

ORIGINS OF FAITH

Chapter 18 - CREATIVE CONFRONTATION

A PARADOXICAL LEADER

Chapter 19 - PROMOTING THE DREAM

FUSING POWER AND MAGIC

Chapter 20 - ENHANCING THE WIZARD AND WARRIOR WITHIN

DEVELOPING WARRIOR HEART AND SKILL

DEVELOPING WIZARD SPIRIT AND WISDOM

Chapter 21 - THE SWORD AND THE WAND

HENRY AND THE RUBBER RAILROAD

BILL AND SOPHIE

NOTES

Acknowledgments

THE AUTHORS

INDEX

Praise forThe Wizard and the Warrior

“Truly something novel and useful among the current books on contemporary leadership. Bolman and Deal have again created a book that is both a conceptual gem and a handy practical reference. The Wizard and the Warrior will make us think carefully again about leadership in general and about our own style in particular.”

—Walter F. Ulmer Jr., lieutenant general, U.S. Army (Ret.), former president and CEO, Center for Creative Leadership

“Bolman and Deal’s The Wizard and the Warrior could be your secret weapon. Read. Learn. Then lead with confidence.”

—Thomas Keller, The French Laundry

“With The Wizard and the Warrior Lee Bolman and Terry Deal have followed up the insights of Reframing Organizations with a grounded and entertaining set of very useful stories. The numerous examples of historical and contemporary figures and their life stories serve to bring leadership ideas alive in a way that few books achieve. A great and useful read!”

—Len Schlesinger, vice chairman and chief operating officer, Limited Brands

“Rarely do scholars attempt, let alone succeed, as Bolman and Deal have done so palpably, to encompass the polarities of leadership. They have thrown their arms around the inspirational, on one hand, and the tough, practical, and sometimes brutal, on the other. Through wonderful stories, they convincingly illustrate the real challenges and possibilities of living life grounded by larger purposes and the courage to interrogate reality. Anyone practicing leadership, or dreaming of doing so, should read this book.”

—Ronald A. Heifetz, Center for Public Leadership, John F. Kennedy School of Government, Harvard University; author of LeadershipWithout Easy Answers and Leadership on the Line

“Terry Deal and Lee Bolman have established the ‘gold standard’ for looking at leadership. In The Wizard and the Warrior they show how to integrate the two sides of leadership. It is about fighting the good fight, but not losing sight of the magic—it is about making the word flesh. This is a must-read for anyone who cares about becoming a better leader.”

—Paul D. Houston, executive director, American Association of School Administrators

“Warriors and wizards! Crazy metaphors for leaders? No! Compelling insights that Bolman and Deal have distilled from organizational life, illustrating them with fascinating stories. They convinced me that we as leaders can achieve our mission and care for our people more effectively by embracing the reality of combat and magic, of power and spirit, in our organizations. If you’re a good leader, this book will make you better.”

—Colonel Larry R. Donnithorne, author, The West Point Way of Leadership: From Learning Principled Leadership to Practicing It

“I find The Wizard and the Warrior a fascinating and enjoyable read. The premise is exactly what it set out to be, a prod and a guide to trumpet the true legacy of leadership. The self-inventory guidelines stimulate an interesting integration of fantasy and myth (through Harry Potter’s Dumbledore, Merlin of King Arthur’s court, and Tolkein’s Gandalf) with the realities of business tycoons such as Oprah Winfrey, Herb Kelleher, and Mary Kay Ash, as well as the political wizardry of U.S. presidents. The book provokes the reader to understand the immeasurable potential of the wizard and warrior in each of us that can create change and challenge.”

—John Keola Lake, kumu-in-residence, Chaminade University of Honolulu, Hawai’i, head of Hawaiian traditions

“This book is a must-read for all who are pursuing the journey of leadership. It provides in-depth insight into passion and power, and how they are the very essence of leadership. It will be of great value for all those in leadership positions at J.E. Dunn.”

—Terrence P. Dunn, chief executive officer, J.E. Dunn Construction Company

“What do wizards and warriors have to do with good leadership? A lot, it turns out. So hoist your inner sword or wand and let Bolman and Deal instruct you on how to wield it effectively, and on how notable combatants from Joan of Arc to Bill Gates have fared.”

—John Alexander, president, Center for Creative Leadership

Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved.

Published by Jossey-Bass A Wiley Imprint 989 Market Street, San Francisco, CA 94103-1741 www.josseybass.com

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Library of Congress Cataloging-in-Publication Data Bolman, Lee G.

p. cm.

Includes bibliographical references and index.

ISBN-13: 978-0-7879-7413-8 (cloth)

ISBN-10: 0-7879-7413-7 (cloth)

1.Leadership. 2. Management. I. Deal, Terrence E. II. Title.

HD57.7.B645 2006

658.4’092—dc22

2005036845

HB Printing

For three of the teachers from whomwe have learned so much:Chris ArgyrisJames MarchJohn Meyer

PART ONE

CONFRONTING THE WIZARD AND WARRIOR WITHIN

Why a book about wizards and warriors as models for leadership? Because, as Peter Drucker once said, everything you learned is wrong. At best, it is misleading and insufficient. You typically learn in school, workshops, and seminars that if you can manage the work and serve the people, you have what it takes. It’s not true. Maybe you have enough stuff to be a pretty good manager, but it takes a lot more to be a good leader.

In our earlier book, Reframing Organizations, we argued that managers need first to get an accurate reading on situations before taking action. The problem, we found, is that they typically relied on two lenses (we call them frames) when they needed four. The two they use focus on structure and people, and both are important and valuable perspectives. They help you become sensible and humane. But they work best in a rational world populated by reasonable people. No one lives in such an orderly world anymore. Today’s organizations are inherently messy and unpredictable.

That’s why bad things keep happening to good managers. They get blindsided. Their career gets stunted or goes off the rails. The boss blames them for things that weren’t their fault. Someone else gets a promotion that they deserved. A coworker flubs a project but tosses the dead cat into their yard. After a particularly devastating day at the office, one disillusioned manager commented, “I thought I had covered all the bases, and then realized that everyone else was playing football. I had a great strategy for the wrong game.”

This happens because managers are running on two cylinders when they need four. Two other frames—political and symbolic—are required to make sense of the roiling, moving targets that organizations serve up every day. They take us into a world dominated by power and passion. The bad news: that’s just where managers are usually weakest. We know this from our research worldwide and across sectors. Inattention to these two ways of thinking and behaving is a debilitating Achilles’ heel.1

Managers shy away from politics because they see its dynamics as sordid or because conflict scares them. They fear losing control and losing out. They cling to the illusion that if organizations were run right, they wouldn’t be political. Most managers have an even harder time grasping the elusive and mysterious influence of symbols. Discounting culture as fuzzy and flaky, they don’t see it, even though it’s there and influencing everything they do. Great leadership doesn’t happen without addressing these political and cultural issues head-on. Leaders cannot afford to stay on the sidelines and play it safe. Someone has to be willing to stand up and put it on the line. That’s why we need more wizards and warriors.

Leaders are defined by their legacy, which is shaped over time from hard decisions they must often make—whether to lay off or not, to fight or withdraw, to merge or go it alone, to go against the grain to achieve more or follow the rules but gain less. At such critical choice points, great leaders access the wizard’s mastery of the symbols and the warrior’s command of power. The wizard role enables them to bring imagination, creativity, meaning, and magic. The warrior role mobilizes strength, courage, and willingness to fight as hard and long as necessary to fulfill their mission.

The wizard and the warrior inhabit two distinct but overlapping worlds. The warrior’s world is a place of combat, of allies and antagonists, courage and cowardice, honor and betrayal, strength and weakness. It is sometimes a world of danger and destruction—war really is hell. One of the noblest and most enduring human quests is the search for peace, for a way to avoid war’s terrible costs. Yet combat and conflict continue to be endemic in human life. A group or organization that has no warriors is at great risk—of being overrun by one that does.

The wizard inhabits a realm of possibility, magic, and mystery. The wizard’s strength lies not in arms or physical courage, but in wisdom, foresight, the ability to see below and beyond appearances. The wizard brings unshakable faith that something new and better really is out there. The tools of the wizard’s trade are values, icons, ritual, ceremonies, and stories that weave day-to-day details of life together in a meaningful symbolic tapestry. An enterprise without wizards is sterile and often toxic. People are out for themselves rather than bonded together by a shared spirit.

The greatest leaders move in and out of both roles, even if they are more comfortable with one or the other. Or they partner with someone who has talent in a role they find hard to assume. Look, for example, at Time magazine’s millennial list of the greatest leaders and revolutionaries of the twentieth century.2 It includes both angels (Pope John Paul II) and devils (Adolph Hitler). Some, like Margaret Thatcher and Mao Zedong, were legendary warriors, known for their steely resolve and zest for combat. But Thatcher and Mao were both talented wizards as well. Others, such as Mahatma Gandhi and Nelson Mandela, were best known for near-miraculous impact on their respective nations, relying more on spiritual than political or military resources. But neither was a stranger to combat. The three U.S. presidents on Time’s list—Theodore Roosevelt, Franklin D. Roosevelt, and Ronald Reagan—all combined the warrior’s courage and strength with the wizard’s alluring magic and hot hope.

What is true for world leaders holds for a growing number of practitioners who have become successful because they have learned to appreciate these fundamental dimensions of power and passion. An example is Dr. Jim Hager, a candidate for National Superintendent of the Year in 2004:

During the first half of this decade, my focus as a superintendent was on improving student learning by concentrating on people and structure. I now spend considerable energy and time dealing with individuals and narrow interest groups bent on immediate satisfaction of their parochial needs and wants, regardless of the consequences for the common good. More time is spent resolving conflicts that roil as special interests compete for power and resources. I also have to devote time and energy to symbolic issues to ensure the essence of public education. Since the current villagers have no sense of the village, today’s superintendent must use rituals, stories, ceremonies and other symbols to transform a splintered culture into a common community focus on shared educational values.3

It is tragic to subject young people, our hope for a better future, to the crossfire of special interests and a cacophony of values. We’ll reap the consequences later on. But it’s not only our nation’s schools at peril. Hager echoes the observations of many other leaders across the country and around the world. Wise leaders in business, health care, the military, and nonprofit endeavors wrestle with the same vexations. Hager has an advantage—he recognizes the political and symbolic challenges he faces and acts accordingly. Many would-be leaders are less fortunate. They persist in believing that creating a humane and rational workplace is enough for high performance. Year after year they are disappointed when their labors fall short.

Wizard and warrior are roles that you can choose to play and learn to play better. This book can help you become more versatile and make better choices, armed with an expanded repertoire of possibilities. Wizard and warrior images are metaphors to help you think on your feet. When, for example, you are in dangerous and highly charged political situations, what are your options? We will provide examples of three kinds of warrior—toxic, relentless, and principled—and feature exemplars who highlight the costs and benefits of each stance. We will also examine the key attributes that warriors need to be successful—mind, heart, skill, and weapons.

When the culture of your enterprise needs tweaking or transforming, what are your wisest moves? We identify three wizardly roles—authentic, wannabe, and harmful—and demonstrate how leaders can inspire, deflate, or destroy a company. To be successful, wizards need to discover their own magic and spiritual core and then summon the collective spirit through example, values, ritual, ceremony, and stories.

We will study defining moments in the lives of famous and notso-famous leaders from different eras and places to illuminate pathways to follow and pitfalls to avoid. Those lessons can provide insight and perspective that will be invaluable in your own defining moments. Knowing when to fight or when to invoke key symbols can determine whether you succeed or run aground.

Consider an example of a university leader under fire. Before he became the seventh commissioner of major league baseball, A. Bartlett Giamatti was the president of Yale University. In 1984, he struggled to cope with a divisive strike that was tearing Yale apart. Clerical and technical workers had walked out, demanding higher wages and better benefits. Students and faculty were sharply divided. The strike was taking a heavy toll. A senior Yale administrator described his experience of the strike as “a pressure cooker, just terrible, horrible. Sheer utter hell.”4 Giamatti was feeling the heat:

No human being enjoys having to have a bodyguard to walk around the campus. No human being enjoys having his family subjected to the kinds of things mine were. No human being enjoys being held up to contempt and ridicule. But no human being who confronts that and then changes all his beliefs about what the place stands for and how money is allocated would be worth very much.5

Talk-show host Phil Donahue called President Giamatti with a provocative invitation: Why not bring the whole mess on my show? Lacking obviously better options, Giamatti replied, “Why not?”

Donahue’s show often pitted two sides of a heated controversy against one another, with the host acting as provocateur. In the show’s first segment, Donahue went after the union and subjected union reps to audience reactions. Next, Giamatti was put on the hot seat. He faced poking and prodding first from Donahue and then from the audience. There were both supporters and opponents, but the opposition was more vocal. Giamatti was barraged with angry criticism. Like a good warrior he took the blows and responded with well-placed jabs. He continually emphasized that university resources were in short supply and that many demands, including those of the strikers, had to be tallied against a finite financial pot. In the giveand-take between Giamatti and the audience it became clear that there were no villains, only distinct interests with legitimate claims. But politically, how could all be satisfied when there wasn’t enough to go around? Some unifying thread was needed.

At the end of the show, each side got one minute for a summation. Giamatti was first, and opened by acknowledging the legitimacy of both sides. Then he switched roles from pugilistic warrior to poetic wizard. His language and posture changed as he launched into a story he had never before told in public. His father, Valentine Giamatti, was a son of Italian immigrants who spoke no English when he started grade school, but eventually became a strong student. When Valentine graduated from high school, he had two options: take a job in a local factory or go to school at the local college, which happened to be Yale. He was able to choose the latter only because Yale admitted people based on ability and supported them according to their needs. Passion in his voice, Giamatti underscored the ability-need formula as a core value that would never be sacrificed to short-term demands so long as he was president. The magic worked. The union returned to work later that month. The tape of the program was circulated widely—to alumni and friends of Yale and turned into one of Yale’s most effective fundraising appeals.

Giamatti’s transition from warrior to wizard is only one illustration of the power of shifting from one role to the other as the situation demands. That becomes easier as you deepen your appreciation of both options. One goal of this book is to enhance your ability to think clearly about the leadership terrain. But thinking is not enough. Cognition and emotion are tightly interwoven. Any perspective on leadership and organizations has both a positive side and a shadow. When they confuse larger purposes with personal desires, adroit politicians can become self-serving tyrants and inspirational leaders can deteriorate into charlatans. To avoid such risks, leaders must look within themselves to recognize urges, fears, and tensions that can sustain, distort, or undermine their well-intended efforts. They must recognize a paradoxical truth: only when they acknowledge and accept the shadow within, the darker impulses that they often deny to themselves and others, can they become whole as leaders.

Leaders who balance their inner warrior and wizard can provide leadership that makes a real and positive difference. When they embrace the political and symbolic aspects of their work, they enable their organizations to flourish and perform. In the chapters to come, we will take a guided tour of the inner workings of these two domains, examining what it means to lead as wizard and warrior. All of us, in different ways and degrees, have within us possibilities for both combat and magic. They become powerful gifts when we learn to recognize and use them.

1

LIGHT AND SHADOW

Mother Teresa and Richard Nixon

Light and dark, good and evil dance together in both our internal and external worlds. Denying their interplay blocks our energy, distorts reality, and leads us into unnecessary traps and tensions. Knowing and acknowledging their coexistence lets us access their power in the service of worthy values and purposes. Two famous leaders—one who died reviled, the other revered—show us what’s at stake. Consider first the tortured path of President Richard Nixon.