Free PDF Leadership on the Line: Staying Alive through the Dangers of Leading, by Martin Linsky, Ronald A. Heifetz
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Leadership on the Line: Staying Alive through the Dangers of Leading, by Martin Linsky, Ronald A. Heifetz
Free PDF Leadership on the Line: Staying Alive through the Dangers of Leading, by Martin Linsky, Ronald A. Heifetz
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Named one of 100 Leadership & Success Books to Read in a Lifetime by Amazon Editors
To lead is to live dangerously. It's romantic and exciting to think of leadership as all inspiration, decisive action, and rich rewards, but leading requires taking risks that can jeopardize your career and your personal life. It requires putting yourself on the line, disturbing the status quo, and surfacing hidden conflict. And when people resist and push back, there's a strong temptation to play it safe. Those who choose to lead plunge in, take the risks, and sometimes get burned. But it doesn't have to be that way say renowned leadership authorities Ronald Heifetz and Marty Linsky. In Leadership on the Line, they show how it's possible to make a difference without getting "taken out" or pushed aside. They present everyday tools that give equal weight to the dangerous work of leading change and the critical importance of personal survival. Through vivid stories from all walks of life, the authors present straightforward strategies for navigating the perilous straits of leadership. Whether parent or politician, CEO or community activist, this practical book shows how you can exercise leadership and survive and thrive to enjoy the fruits of your labor.
- Sales Rank: #17425 in Books
- Brand: Heifetz, Ronald A./ Linsky, Marty
- Published on: 2002-04-18
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.50" w x 1.00" l, 1.23 pounds
- Binding: Hardcover
- 252 pages
Amazon.com Review
Climbing Mount Everest: dangerous. Hitchhiking in Colombia: very dangerous. Leading through change: perilous. Perilous but possible, say Heifetz and Linsky in their encouragingly practical guide to putting yourself on the line and negotiating the hazards of leadership. As the authors acknowledge, many leadership books are "all about inspiration, but downplay the perspiration." This one doesn't. Leadership is always a risky business, but those risks can be understood and reduced. Effective leadership comes from doing more than the technical work of routine management; it involves adaptive work on the part of the leader, and a willingness to confront and disturb people, promote their resourcefulness, and engage their ability to adjust to new realities. But adaptive change always encounters resistance. Heifetz and Linsky examine four forms of resistance--marginalization, diversion, attack, and seduction--before presenting a number of practical resistance-response skills to nurture and employ. Some are fairly obvious (like developing and maintaining perspective, and holding steady in the midst of change), and others more complex (like thinking politically when dealing with friends, foes, and fence sitters), but shimmering nuggets of insight and practical wisdom can be found in each. The dangers of leadership also spring from within, however, and the book's final section addresses ways to recognize and manage competing "hungers" and learn to distinguish one's roles from one's self. The authors' points are illustrated by the experiences of leaders from all walks of life, making this a useful and inspiring manual for anyone hoping to put themselves on the line and make a difference in the lives of others. --S. Ketchum
From Publishers Weekly
Recognizing that it can be both lonely and difficult at the top, the authors faculty members of Harvard University's Kennedy School of Government set out to lend emotional and practical support. Whether leaders represent a local planning board or a Fortune 500 company, they "live dangerously," say the authors, "because when leadership counts, when you lead people through difficult change, you challenge what people hold dear their daily habits, tools, loyalties, and ways of thinking with nothing more to offer perhaps than a possibility." To that end, Heifetz and Linsky offer useful strategies leaders can employ, such as building political constituencies, trying to orchestrate the inevitable conflict, and forcing those who cause problems to actually solve the problems. Indeed, the book does dwell on the negative aspects of leadership, serving more as a troubleshooting guide than a how-to leadership handbook. Some of the examples are informal (e.g., the 1994 Chicago Bulls), while others are more traditional (e.g., city planning and politics). Showing a sympathetic side, Heifetz and Linsky offer tactics to help leaders not to take conflict personally. Remember, they counsel, you are more than your job. This book will undoubtedly provide leaders and managers comfort on days when everything seems to be going wrong in their department or organization.
Copyright 2002 Cahners Business Information, Inc.
Review
“Widely acclaimed book” — The Huffington Post
Most helpful customer reviews
3 of 3 people found the following review helpful.
A Must Read for Ministers
By Matthew Morine
This is one of the best leadership books I have ever read. It is more than a business book, there is a spiritual component to it. The book talks about the difficulty of leadership, and mostly about staying alive in the process. In leadership, you are dangerous to people. The reason is that you are challenging the norm, which is unnerving for people. You are moving a group of people forward, and people feel a loss. But the key is moving people forward at a rate they can handle. As ministers, this is important lessons. A leader might too quickly move forward, not realizing the emotional attachment to the past. When you do this, there are going to be consequence, you can become attacked, marginalized, diverted, or seduced. There are natural tactics for those who are seeking to stop the progress. The book deals with some uncommon material, but not uncommon areas of concern for leadership. It talks about keeping security around you. This is a group of people who are trusted, and will tell you the truth, it means keeping your wife close, because a leader can be seduced with sex. This book comes to the heart of leadership, and the pleasure and pains of it better than almost all books on the topic. It talks about pre-meetings, not that this has happened in the church. It talks about stalk holders, are those with the most to lose with a change. Often a leader surrounds themselves with those who agree, but in reality, he needs to stay most connected to those who disagree. The people who are the quickest to stand with you, are often the ones with the lest to loose. Therefore those who oppose you, are the ones that will stand most with you in the long run. It talks about handling distress. Ok, this book talks about the heart of leadership, and there are so many topics that are addressed, it is just one of the best, and for preachers, it is a key book. Sometimes I am excited for a book, and there are times when this book should be in the classroom of every graduate school across the nation. It is that good and helpful.
0 of 0 people found the following review helpful.
A leadership book without peers; but Parks' book is a great companion
By Mike Karim
Heifetz and Linsky have a gem here. I'm loathe to use the metaphor of a jewel here, because it connotes you being static while visually observing the gem, and that you would at least infer the value of what you are looking at.
A better, and closer approximation, would be someone who has a pass at a concert, who can go backstage, observe the performers responding to the band leader/conductor/take your pick, pick up an instrument and play along, then move out into the audience, and observe them enjoying the performance (attentive sitting/swaying/dancing...), and participate with the audience as well. That kind of participation, and the value of it, is more of what I'm aiming toward.
That is-in part-what happens when you read Heifetz: you begin a new and risky journey of awareness, knowing there is a destination, but it's not "a destination in mind" per se. That journey of awareness is one that Heifetz encourages the reader to develop and deepen in their leadership. And, as others will confirm, Heifetz outlines other tasks and dynamic postures to cultivate while on this risky journey: you know that the journey is important, but there's not a lot of road maps or preconceived notions of even what to look for that is important.
Now, because there are so many neologisms and loaded phrases, one can get bogged down early: as I did. Thankfully, I read Heifetz in parallel with Sharon Daloz Parks' book, Leadership Can Be Taught: A Bold Approach for a Complex World. As others I know will confirm, reading both books shed light on Heifetz in ways that would elude most people if they only read his text. Plus, Parks' own experience as a professor and mentor is illuminated as she engages with Heifetz. (No, I'm not related to Parks, nor am I receiving anything for this plug.) So, I would highly recommend both books in that task of Heifetz' sub-title, "Staying Alive...".
0 of 0 people found the following review helpful.
More than insightful
By Georgette D. Verdin
What is particularly important about this book is that it begs to be read over again as ones career or role progresses. When read for the first time it is with the mindset/ point of view of where one is at that time in their profession. In another company/role/job the scene and players change. And, picking up the book to read, once again, it is as if you barely read it the first time. The authors bungee jump between ideas and real lessons; they dissect the learning and tie it back their understanding about the perils of taking a stand, and leading. They use metaphors that stick and resonate to such an extent one weaves them into their own vocabulary: song beneath the words, getting on the balcony, giving back the work or managing your hungers. The books serves as a building block towards one's own mental model of what leadership means whether you are early in your career or already in the C-suite, because the landscape is always shifting and those mental models serve as an anchor.
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