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NOVEL SOLUTIONS


Leadership Wreck Y


NICHOLAS LEIDER, ASSOCIATE EDITOR


ou should expect that a book titled “Leader- ship BS” isn’t exactly onboard with much of the advice you fi nd in the business manage-


ment section of the bookstore. One of the fundamental criticisms off ered by Jeff rey Pfeff er charges that the so-called “leadership industry” is overrun by self- anointed experts. Without any barriers to entry, what distinguishes a quack from a luminary? T at question should warrant a healthy dose of skep-


ticism. But Pfeff er, being a professor of organizational behavior at Stanford University, has the qualifi cations to ask. In “Leadership BS,” he brings evidence and data from social science research and off ers practical solutions in questioning many commonly accepted “truths.” Take the lip service paid to the desired traits of modesty, re- latability and honesty in leaders. Most businesses em- phasize such characteristics, Pfeff er argues, while many people who reach an organization’s upper echelons are anything but. Immodesty and narcissism certainly can be useful traits in certain situations. But a busi- ness needs to be honest and not incentivize behavior it claims to discourage. Besides the problems in much of the advice from other experts, “Leadership BS” has plenty to say about businesses themselves—and how many companies are inept in developing people for leadership roles. Too often failures in leadership, which can pollute the entire workplace, result from one person’s mistakes or imperfec- tions. Pfeff er argues that businesses should be structured so the system is stronger than the individual. Leaders are important, of course, but they shouldn’t be too important. Another of Pfeff er’s criticisms applied to both the


leadership industry and leaders themselves. Frankly, in both instances, individuals are rarely held account- able for their actions. Pfeff er argues that books and seminars can spread advice, but how do you measure positive results? T e experts don’t have to face their au- dience after a certain point. Similarly, “Leadership BS” argues corporate leaders aren’t as accountable as they should be, citing numerous instances of golden paracu- tes when in the wake of disasterous performance. “Leadership BS” attacks large concepts, but the


critique remains on point and the suggested fi xes are practical. You will look at your business and the lead- ers in it diff erently after reading this work. It’s also a relatively light read, considering the nuance to its mes- sage, so the benefi ts of “Leadership BS” aren’t buried in bulky footnotes or dry textbook copy. Delivering the contrarian’s message can be a tricky


proposition, but Pfeff er is successful in his critique of popular opinion in the business world. His points merit consideration, whether or not you agree, and the purpose of this book is to make you think.


ABRIDGED


Relevance to Metalcasters Technical Diffi culty Self-Help Fluff Profi t Booster


Contrary to what many


people seem to believe—and, moreover, one of the core foundations of much


leadership thought—there is a far from complete


correspondence between what is good for a company and what is good for the company’s or unit’s leader.


Metalcasters’ Translation: Organizational change cannot come about from nicely


worded business plans and mission statements. Your opera- tion needs those things, but metalcasters need to reevaluate how they select and develop talent. Especially in metalcast- ing, with many smaller family-owned businesses, develop- ing a workplace that meets the needs of individuals and the company can boost the bottom line.


November 2015 MODERN CASTING | 53


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