Review of LeaderMind
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[Following is an official OnlineBookClub.org review of "LeaderMind" by Alex Alexander.]
This book is one that makes you feel its uniqueness from the very start—the depth of information and the amount of effort put into it. So much of what is shared here feels like it could go on to play big roles in your life; I really feel that it will for me. LeaderMind by Alex Alexander is a scientific lens through which to examine leadership lore and rethink today’s leadership theories. As stated in the book, we don’t have to be scientists ourselves, but we do need to stay true to the modern science of the mind if we’re to rid ourselves of misconceptions, clarify our thinking, and improve our leadership capabilities. The author’s purpose is to present a theory that fits any set of conditions, any community of people, and any leader’s talents. Also, a theory that can be converted into action, one that helps us do the things that need to be done. And he believes LeaderMind could be that theory.
The fact that the author convinced me to keep reading from the very first chapter already speaks to the quality of this book. The first chapter asks the question, “Why Do We Need Another Book About Leadership?" Because there are obviously many books and quotes that address this topic. However, this chapter points out that most leadership beliefs out there are confusing and even contradict themselves. For example, some experts say leaders are team players, while others say they are loners. The author explains that all these theories can be right; it depends entirely on the situation. A leader who is highly successful in one situation might fail in another because different environments require different leadership styles. The author says that what is needed is a fresh look at history, a rethinking of human behavior consistent with cognitive science, a from-scratch reinterpretation of what we think we know, and the definition of leadership principles that cover all bases, including the contradictions. LeaderMind is his attempt at that reinterpretation.
The book is written really well, with so much information that I would actually call priceless. This is coming from an author with over sixty years of real-world experience leading people in both the military and business. I do wish I had read this earlier, although I still think reading it at my current age is the best time for me to actually understand all its content. I remember the part where the author explains that external problems, like a bad economy or uncooperative people, are not true barriers to good leadership. They are simply conditions that a good leader must deal with. The real barriers to leadership are always internal; they are bad habits within our own minds. This makes you see how people often use these external problems as excuses to justify poor leadership. It’s not the conditions that shape leadership; it’s the leaders themselves. They adapt to whatever conditions exist and find ways to remain effective.
I could also talk about Chapter 14, where you come across the idea that while every leader needs essential core skills, “situational capabilities,” depending on the unique challenges you face, can make a huge difference. At the highest levels of performance and competition, even small advantages in leadership can be the deciding factor between success and failure. Situational capabilities, if identified and adopted effectively, can be that difference. It's also emphasized that any new behavior or skill you try to learn must be authentic or true to who you naturally are. If you try to fake it or act like someone else, it won’t work, and your old habits will return. The chapter then goes on to provide a step-by-step guide on how to use imagination to practice new, authentic behaviors until they become natural habits.
There is so much to commend here. I also really liked Chapter Eight on Right Action—“Ready, Aim, Fire!” It’s something you’ll get to know and learn a lot from by actually reading the book. I’d rather not say anything more to prevent writing so much or spoiling anything. The writing is really neat, and the information is delivered in a very admirable way. I also liked the case studies used, and I would say this is a reading experience I’m happy about. The organization and structure of the book are exceptional, almost flawless, I would say. However, the professional editing still needs a bit more work to reach an exceptional level suitable for a book of this quality, as I found the maximum number of errors required to remove a star. I didn't dislike anything here, especially since I learned so much. If you actually need something new about this topic, you really have to give this a shot. The professional editing is the only thing I can comment on that needs a little more improvement.
I rate this book four out of five stars, with reasons for my ratings well explained. I recommend it to anyone ready to follow a path toward doing the greatest good for the greatest number, those who actually want to be real leaders and are willing to match their skills and abilities with the conditions and people they encounter in order to become leaders with as few flaws as possible.
******
LeaderMind
View: on Bookshelves |
This book is one that makes you feel its uniqueness from the very start—the depth of information and the amount of effort put into it. So much of what is shared here feels like it could go on to play big roles in your life; I really feel that it will for me. LeaderMind by Alex Alexander is a scientific lens through which to examine leadership lore and rethink today’s leadership theories. As stated in the book, we don’t have to be scientists ourselves, but we do need to stay true to the modern science of the mind if we’re to rid ourselves of misconceptions, clarify our thinking, and improve our leadership capabilities. The author’s purpose is to present a theory that fits any set of conditions, any community of people, and any leader’s talents. Also, a theory that can be converted into action, one that helps us do the things that need to be done. And he believes LeaderMind could be that theory.
The fact that the author convinced me to keep reading from the very first chapter already speaks to the quality of this book. The first chapter asks the question, “Why Do We Need Another Book About Leadership?" Because there are obviously many books and quotes that address this topic. However, this chapter points out that most leadership beliefs out there are confusing and even contradict themselves. For example, some experts say leaders are team players, while others say they are loners. The author explains that all these theories can be right; it depends entirely on the situation. A leader who is highly successful in one situation might fail in another because different environments require different leadership styles. The author says that what is needed is a fresh look at history, a rethinking of human behavior consistent with cognitive science, a from-scratch reinterpretation of what we think we know, and the definition of leadership principles that cover all bases, including the contradictions. LeaderMind is his attempt at that reinterpretation.
The book is written really well, with so much information that I would actually call priceless. This is coming from an author with over sixty years of real-world experience leading people in both the military and business. I do wish I had read this earlier, although I still think reading it at my current age is the best time for me to actually understand all its content. I remember the part where the author explains that external problems, like a bad economy or uncooperative people, are not true barriers to good leadership. They are simply conditions that a good leader must deal with. The real barriers to leadership are always internal; they are bad habits within our own minds. This makes you see how people often use these external problems as excuses to justify poor leadership. It’s not the conditions that shape leadership; it’s the leaders themselves. They adapt to whatever conditions exist and find ways to remain effective.
I could also talk about Chapter 14, where you come across the idea that while every leader needs essential core skills, “situational capabilities,” depending on the unique challenges you face, can make a huge difference. At the highest levels of performance and competition, even small advantages in leadership can be the deciding factor between success and failure. Situational capabilities, if identified and adopted effectively, can be that difference. It's also emphasized that any new behavior or skill you try to learn must be authentic or true to who you naturally are. If you try to fake it or act like someone else, it won’t work, and your old habits will return. The chapter then goes on to provide a step-by-step guide on how to use imagination to practice new, authentic behaviors until they become natural habits.
There is so much to commend here. I also really liked Chapter Eight on Right Action—“Ready, Aim, Fire!” It’s something you’ll get to know and learn a lot from by actually reading the book. I’d rather not say anything more to prevent writing so much or spoiling anything. The writing is really neat, and the information is delivered in a very admirable way. I also liked the case studies used, and I would say this is a reading experience I’m happy about. The organization and structure of the book are exceptional, almost flawless, I would say. However, the professional editing still needs a bit more work to reach an exceptional level suitable for a book of this quality, as I found the maximum number of errors required to remove a star. I didn't dislike anything here, especially since I learned so much. If you actually need something new about this topic, you really have to give this a shot. The professional editing is the only thing I can comment on that needs a little more improvement.
I rate this book four out of five stars, with reasons for my ratings well explained. I recommend it to anyone ready to follow a path toward doing the greatest good for the greatest number, those who actually want to be real leaders and are willing to match their skills and abilities with the conditions and people they encounter in order to become leaders with as few flaws as possible.
******
LeaderMind
View: on Bookshelves |
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