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Reinventing Leadership: Strategies to Empower the Organization (Collins Business Essentials)
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Sales rank 2,943,934
Customers rating (based on 6 reviews)
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In Reinventing Leadership, Bennis and Townsend discuss their concise leadership plan for the 21st century that reinvented leadership strategies and aims to empower both employees and organization. They focus on: •moving away from conventional standards of business practice •building trust •finding a mentor to encourage reflective backtalk •rewarding accomplishment
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| Publisher | | | Release date | 12/2005 | | Availability | | | Edition | Paperback |
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 A solid foundation
While I have both the book and the audio tape, I recommend the audio tape. It brings to life the conversation between two very deep thinkers on the subject of leadership. Its message is as relevant today as ever, perhaps more so as we end the first decade of the 21st Century.
 Rehash
The book is a pretty shallow dialog between Townsend and Bennis. Neither of them stating what they don't state elsewhere - only with less depth and insight.
Very not-worth-it book. I like most of what they have both put out, but this one book, in particular, is not worth the $. I wouldn't even check it out at the library - read their other stuff and you'll be much better off.
Change the World while Sustaining Stability
Bennis and Townsend compiled here a great collection of pithy sayings and insights into how leaders make an impact through their influence, not because (only) of their position or status. This is a very useful work into the difference between leaders who change the world and managers who sustain stability. The two need each other, and here are a few favorite quotes:
--Leaders are people who do the right things and managers are people are who do things right. Leaders are interested in direction, visions, goals, objectives, intention, purpose, and effectiveness--the right things. Managers are interested in efficiency, the how-to, the day-to-day, the short run of doing things right.
--A manager tends to think of his people in terms of how much they cost and how little he can pay them. A leader tends to think of his people as resources and wonders how much they can earn and how he can help them become heroes.
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The manager focuses on systems and structure; the leader focuses on people.
The manager relies on control; the leader inspires trust.
The manager has a short-term view; the leader has a long-term view.
The manager asks why and how; the leader asks what and why.
The manager has her eye on the bottom line; the leader has her eye on the horizon.
--"If you're going to have people connecting with the public, you'd better get extroverts. They like talking to people. They like interacting with people. Don't get introverts. They don't like to do that."
Practical advice from Townsend
Several insightful and practically applicable info, almost all from Townsend. Theoretical info provided by Bennis is of little use. Some useful advice includes: (1) how to select leaders and (2) protecting your group from unnecessary busy work from the top (3) delegate when someone can do the job 50-70% well and (4) promote from within
Informative and worthy of your time.
The authors of this interesting work explore a new leadership style suited to the new characteristics of organization and the direction leadership is taking today. The ideas are presented as a lively dialogue between Bennis and Townsend; this format may appeal to some and turn-off others. While we found it added some pizzazz, at times it gets in the way of the content. The book covers such topics as: developing leadership traits, the personal side of leadership, empowerment, and choosing a leader. Also included is a self-development plan. The number of books on leader seems to be infinite but this is one that is informative and worthy of your time. Reviewed by Gerry Stern, founder, HR consultant.com InfoCenter and Stern & Associates.
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