What you'll find on this page is a list in no particular order of books I've read, re-read, and have loved. Some of these will be books I've just discovered, others will be books I've had for a long time.
I always find that writing a short review after I've read a book helps me consolidate the learning I've gained from it. It's a good habit to get into.
I always find that writing a short review after I've read a book helps me consolidate the learning I've gained from it. It's a good habit to get into.
Recently I've found it a struggle to find new topics and subjects in the field of professional development audio books – a lot of them cover the same ground, with only a limited variety of perspectives. There are only so many management strategies, only so many communication techniques, only so many ways to demonstrate the value and importance of a diverse team. So rather than focus on specific skills such as communication, organisation, or time management I decided to focus on developing broader skills; those that can be applied across a range of strategic and operational situations. This search led me to two audiobooks, both of which I've listened to over the past few weeks.
I started with 'The Great Mental Models' by Shane Parrish. The first in a series of books, each of which draws on mental models from different fields, this book presents a number of concepts that serve to organise, simplify, and make sense of complex situations. Applied correctly, these models can help us identify patterns, draw inferences, and make more accurate predictions, all with the aim of improving decision-making. Some of these concepts, such as Occam's Razor on the Circle of Competence were already familiar to me. Still, I found Parrish's explanations useful. The book introduced me to new concepts and prompted me to think in new ways about what I already knew. I found the book so interesting that I also bought the ebook in order to take notes (one drawback of audiobooks is that this is more difficult to do, especially when listening in the car).
My biggest criticism of this book is its brevity. It took around forty minutes to get to the meat of the book: first there was the opening credits, then the epigraph, then the preface, then a long chapter about acquiring wisdom. The usual suspects (Warren Buffet and Charlie Munger among them) are paraded to add weight to the content and concepts therein; by the end of the chapter you are assured that this is a Very Important Book for Smart People. This sort of thing, to me at least, reeks of desperation -the awkward younger brother trying not to show how pleased he is to be allowed to hang out with the big boys- and always has me questioning my purchase. But I'm thankful I stuck with this book. I'm looking forward to working through the other books in the series and adding to my notes, even though I feel they could contain more content for the price (assuming the others are of the same length).
One of Amazon's recommended listens after finishing 'The Great Mental Models' was 'Super Thinking' by Gabriel Weinberg and Lauren McCann. A much longer audiobook than Parrish's (12 1⁄2 hours as opposed to 3 1/2) I had high expectations that this book would be both more expansive than the previous one, covering more topics; and also deeper, by covering topics in greater depth; or both.
'Super thinking' was indeed both of these things, whilst also being neither. It began in a similarly meandering fashion, covering the by-now tired ground that includes a precis of some of Thinking Fast and Slow's findings, before finding its focus.
Unfortunately, Super Thinking's focus is nowhere near as precise as that of Parrish's book. The authors seem a lot less clear on what a mental model is, and their topics cover ideas and cliches as tangential as 'hearts and minds', 'boots on the ground', 'pivoting', 'tipping point' and other concepts which most of us are easily familiar with. Despite the obviousness (and dubious relevance) of these ideas, the authors go to almost painful lengths to ensure we understand these basic ideas. Yes, they do feel the need to explain 'boots on the ground' refers to the military concept of having a large number of soldiers, to wear boots, on the ground to get work done. I did find myself skipping many sections of this audiobook. Despite the length of this book I don't think I got any more value from it - less, in fact, if you account for the length of time it took to get through it (‘opportunity cost’). The most useful concepts were explained much more succinctly in Parrish's book.
I guess there is something to be said for brevity, after all.
I started with 'The Great Mental Models' by Shane Parrish. The first in a series of books, each of which draws on mental models from different fields, this book presents a number of concepts that serve to organise, simplify, and make sense of complex situations. Applied correctly, these models can help us identify patterns, draw inferences, and make more accurate predictions, all with the aim of improving decision-making. Some of these concepts, such as Occam's Razor on the Circle of Competence were already familiar to me. Still, I found Parrish's explanations useful. The book introduced me to new concepts and prompted me to think in new ways about what I already knew. I found the book so interesting that I also bought the ebook in order to take notes (one drawback of audiobooks is that this is more difficult to do, especially when listening in the car).
My biggest criticism of this book is its brevity. It took around forty minutes to get to the meat of the book: first there was the opening credits, then the epigraph, then the preface, then a long chapter about acquiring wisdom. The usual suspects (Warren Buffet and Charlie Munger among them) are paraded to add weight to the content and concepts therein; by the end of the chapter you are assured that this is a Very Important Book for Smart People. This sort of thing, to me at least, reeks of desperation -the awkward younger brother trying not to show how pleased he is to be allowed to hang out with the big boys- and always has me questioning my purchase. But I'm thankful I stuck with this book. I'm looking forward to working through the other books in the series and adding to my notes, even though I feel they could contain more content for the price (assuming the others are of the same length).
One of Amazon's recommended listens after finishing 'The Great Mental Models' was 'Super Thinking' by Gabriel Weinberg and Lauren McCann. A much longer audiobook than Parrish's (12 1⁄2 hours as opposed to 3 1/2) I had high expectations that this book would be both more expansive than the previous one, covering more topics; and also deeper, by covering topics in greater depth; or both.
'Super thinking' was indeed both of these things, whilst also being neither. It began in a similarly meandering fashion, covering the by-now tired ground that includes a precis of some of Thinking Fast and Slow's findings, before finding its focus.
Unfortunately, Super Thinking's focus is nowhere near as precise as that of Parrish's book. The authors seem a lot less clear on what a mental model is, and their topics cover ideas and cliches as tangential as 'hearts and minds', 'boots on the ground', 'pivoting', 'tipping point' and other concepts which most of us are easily familiar with. Despite the obviousness (and dubious relevance) of these ideas, the authors go to almost painful lengths to ensure we understand these basic ideas. Yes, they do feel the need to explain 'boots on the ground' refers to the military concept of having a large number of soldiers, to wear boots, on the ground to get work done. I did find myself skipping many sections of this audiobook. Despite the length of this book I don't think I got any more value from it - less, in fact, if you account for the length of time it took to get through it (‘opportunity cost’). The most useful concepts were explained much more succinctly in Parrish's book.
I guess there is something to be said for brevity, after all.
I recently finished listening to Charles Duhigg’s “Supercommuncators”. By ‘recently’, I mean ‘yesterday’, and today I started listening again.
With a title as hyperbolic as that I expected the same old ‘active learning’ tips rehashed. Instead, I found the first half of the book packed with useful communication ideas. The latter part of these types of books tend to rehash the first, or to be padded out with semi-relevant anecdotes. The second half of Duhigg’s book is instead filled with useful examples of how the principles have been applied.
The book is about communication, which means that he does have to cover some old ground. This can be split into four key points:
Connection conversations are about building relationships and understanding others through creating mutual understanding and establishing trust. They involve active listening, empathy, and adapting your communication style to the other person.
Control conversations involve asserting authority or influence. They can involve giving commands or instructions, setting boundaries, or providing feedback. However, it’s important to balance control with empathy and adaptability to avoid seeming authoritarian.
Coaching conversations aim to help others learn and grow. They involve asking open-ended questions, encouraging reflection, and providing constructive feedback.
Breaking down conversations into these types provides a framework for managing them more effectively, and the way in which it was explained made it very clear how easy it can be to mishandle a conversation through misreading it and giving the wrong response.
The book took me a little longer than it should have to get through. This was due to the fact I frequently drifted away from the narration to think about what had been said and how I could apply it to managing my staff and interacting more effectively with the young people in our home. What was most interesting to me was the fact I was thinking about these things in a very specific manner – particular conversations I could have handled better, or how two staff members can come away from the same conversation with very different perspectives. My current cohort of children includes those who are on the autism spectrum and those with high ACES score and associated trauma; various parts of the book were very specific to them. It also got me thinking about how I communicate with the managers I oversee, not just in 1:1 situations but also in meetings. It’s a book I would recommend to anyone interested in improving their communications with others.
With a title as hyperbolic as that I expected the same old ‘active learning’ tips rehashed. Instead, I found the first half of the book packed with useful communication ideas. The latter part of these types of books tend to rehash the first, or to be padded out with semi-relevant anecdotes. The second half of Duhigg’s book is instead filled with useful examples of how the principles have been applied.
The book is about communication, which means that he does have to cover some old ground. This can be split into four key points:
- Active Listening: Duhigg emphasizes the importance of active listening, which involves focusing on understanding rather than merely hearing the speaker’s words. Active listening techniques help us engage with the speaker and establish a foundation for meaningful communication. Although he covers the usual methods such as summarizing and mirroring, he also considers the types of questions we can ask to both demonstrate we are listening and also open up the conversation further.
- Empathy: Supercommunicators are empathetic, meaning they can understand and share the feelings of others. Empathy is crucial for establishing rapport and trust in communication. It involves trying to see the world from the other person’s perspective and showing them that you understand and care about their feelings. Again, the use of effective questioning is relevant here.
- Clarity and Simplicity: Effective communication is clear and simple. This principle is particularly important when working with young people who might struggle with complex language or ideas. Keep instructions and explanations simple, using language appropriate to the age and understanding of the children. Also, it’s worth noting the importance of clarity and simplicity when speaking to staff. It’s very easy for our messages to get lost in the noise of general communication we and our staff deal with throughout any given day.
- Adaptability: Duhigg highlights the need to adapt your communication style to suit different audiences and situations. This includes understanding the context and purpose of communication and tailoring your approach accordingly.
Connection conversations are about building relationships and understanding others through creating mutual understanding and establishing trust. They involve active listening, empathy, and adapting your communication style to the other person.
Control conversations involve asserting authority or influence. They can involve giving commands or instructions, setting boundaries, or providing feedback. However, it’s important to balance control with empathy and adaptability to avoid seeming authoritarian.
Coaching conversations aim to help others learn and grow. They involve asking open-ended questions, encouraging reflection, and providing constructive feedback.
Breaking down conversations into these types provides a framework for managing them more effectively, and the way in which it was explained made it very clear how easy it can be to mishandle a conversation through misreading it and giving the wrong response.
The book took me a little longer than it should have to get through. This was due to the fact I frequently drifted away from the narration to think about what had been said and how I could apply it to managing my staff and interacting more effectively with the young people in our home. What was most interesting to me was the fact I was thinking about these things in a very specific manner – particular conversations I could have handled better, or how two staff members can come away from the same conversation with very different perspectives. My current cohort of children includes those who are on the autism spectrum and those with high ACES score and associated trauma; various parts of the book were very specific to them. It also got me thinking about how I communicate with the managers I oversee, not just in 1:1 situations but also in meetings. It’s a book I would recommend to anyone interested in improving their communications with others.
As part of my ongoing drive to find the most effective and efficient ways of working, I recently listened to the audiobook of “the 12-week year” by Brian Moran and Michael Lennington. A quick bit of research before committing to downloading it led me to expect a book that would help me manage tasks and projects in a new and innovative manner, trim the fat, and help me get a lot more done in a much shorter time. The book does seem to have a strong reputation for helping people achieve this. Over the past few years, I have listened to and read a lot of books focused on more efficient ways of working, on self-development, on communication skills, and many other topics useful to me in both my personal and professional lives. Many of these books stand up to being re-read, whether this is to revise existing learning or to gain new insights.
The book outlines several key principles. In short, these are:
1) Adopting a sense of urgency and commitment to achieve goals within a shorter timeframe (the 12-week mindset).
2) Establishing a clear and compelling vision for the future and setting specific, measurable, and time-bound goals that align with that vision (vision and goal setting).
3) Developing a detailed plan of action and managing time effectively by prioritizing high-value activities, breaking tasks into manageable chunks, and scheduling them in advance (planning and time use).
4) Implementing systems and routines to ensure consistent and disciplined execution of the plan, including tracking progress, identifying and addressing obstacles, and maintaining accountability (process control).
5) Regularly measuring and tracking progress towards goals using KPIs to maintain focus and drive continuous improvement (scorekeeping and measurement).
6) Establishing mechanisms for accountability, such as weekly progress reviews, and seeking support from coaches, mentors, or peers to help maintain momentum and overcome challenges (accountability and support).
7) Developing a growth mindset and cultivating the habits and beliefs necessary to achieve extraordinary results, including persistence, resilience, and a willingness to learn from failure (commitment and mindset).
The book also attempts to provide practical tools and strategies for implementing the author’s methods. These include planning each 12-week cycle and reviewing each cycle after its completion. The 12-week cycle is broken down into smaller, usually weekly, tasks and achievements.
I have read enough books on the subject to not have expected anything particularly revolutionary from this audiobook. Even so, I left feeling underwhelmed and unimpressed. I also found myself skipping through many parts of each chapter. My main criticism of this book is that, even though it is a fairly slim volume, there is far too much filler to make it a worthwhile purchase in any format. Most of the book’s first hour is spent telling you how amazing and revolutionary the system is, with any evidence of this severely lacking. They also spend a lot of time emphasising that this is a “system”, and not a glorified to-do List. Much like the online “alpha males” who spent so much time stressing to you that they are, in fact, alpha males, that you are left wondering when they actually have time to fit in all the alpha male stuff they keep telling you they do, repeating this message leaves you wondering if they are simply protesting too much. They also fall into the trap of using phrases such as “many studies have found”, or “lots of research tells us” (often followed by the phrase “including our own experience”) without citing or referencing any of this supposed research, leading me to view their claims with a very sceptical eye.
The book does contain excerpts of testimony from people who have undertaken their training (because of course they have training to sell), but given their reticence to properly cite research backing their claims in other areas, I'm dubious as to the validity of these testimonies. It's also telling that their claim that the system they propose can help individuals and organisations achieve more in 12 weeks than they typically would in 12 months is not backed up by any empirical data. What we have instead is a chapter dedicated to telling you that if the “12-week year” system doesn't work for you, it's because you are too lazy, unfocused, don't understand the system, or are a loser who blamed your lack of success on outside factors such as a lack of opportunity or a poor economy. Apparently, these present no barriers to success, as long as you are using the method.
Those organisations who do focus on a 12-month cycle of work may benefit from working in shorter, more focused and measurable bursts, so long as they do not lose sight of the bigger picture and longer-term strategies needed to sustain success in any business. For the rest of us, however, this book offers little more than the glorified to-do List they spend so much time trying to convince you it isn't.
Overall, I find very little to recommend in this book. The idea of chunking down larger projects into smaller bite size tasks, using a list or record or journal to track your progress, focusing on smaller habits that will it lead to a bigger end result, etc have all been addressed in more detail and to much greater effect in many other books. Just recently I listened to Atomic Habits again, and was struck by the difference in how well the concept was explained in James Clear's book when compared to this. My advice to anybody interested in this title would be to borrow it from the library, skim through with a pen and notepad to hand, note the few interesting strands that exist in the book, and read about them elsewhere in more detail and with a more practical application.
Footnote: perhaps I've been lucky in my choice of reading materials to date, but it's rare for me to come away from a book so underwhelmed. As ever, I'm prepared to learn. I would love to hear from anybody who enjoyed this book, and was able to take away significant learning after reading it. I'd love to know what you learned, and how you applied it to your own work or personal life.
The book outlines several key principles. In short, these are:
1) Adopting a sense of urgency and commitment to achieve goals within a shorter timeframe (the 12-week mindset).
2) Establishing a clear and compelling vision for the future and setting specific, measurable, and time-bound goals that align with that vision (vision and goal setting).
3) Developing a detailed plan of action and managing time effectively by prioritizing high-value activities, breaking tasks into manageable chunks, and scheduling them in advance (planning and time use).
4) Implementing systems and routines to ensure consistent and disciplined execution of the plan, including tracking progress, identifying and addressing obstacles, and maintaining accountability (process control).
5) Regularly measuring and tracking progress towards goals using KPIs to maintain focus and drive continuous improvement (scorekeeping and measurement).
6) Establishing mechanisms for accountability, such as weekly progress reviews, and seeking support from coaches, mentors, or peers to help maintain momentum and overcome challenges (accountability and support).
7) Developing a growth mindset and cultivating the habits and beliefs necessary to achieve extraordinary results, including persistence, resilience, and a willingness to learn from failure (commitment and mindset).
The book also attempts to provide practical tools and strategies for implementing the author’s methods. These include planning each 12-week cycle and reviewing each cycle after its completion. The 12-week cycle is broken down into smaller, usually weekly, tasks and achievements.
I have read enough books on the subject to not have expected anything particularly revolutionary from this audiobook. Even so, I left feeling underwhelmed and unimpressed. I also found myself skipping through many parts of each chapter. My main criticism of this book is that, even though it is a fairly slim volume, there is far too much filler to make it a worthwhile purchase in any format. Most of the book’s first hour is spent telling you how amazing and revolutionary the system is, with any evidence of this severely lacking. They also spend a lot of time emphasising that this is a “system”, and not a glorified to-do List. Much like the online “alpha males” who spent so much time stressing to you that they are, in fact, alpha males, that you are left wondering when they actually have time to fit in all the alpha male stuff they keep telling you they do, repeating this message leaves you wondering if they are simply protesting too much. They also fall into the trap of using phrases such as “many studies have found”, or “lots of research tells us” (often followed by the phrase “including our own experience”) without citing or referencing any of this supposed research, leading me to view their claims with a very sceptical eye.
The book does contain excerpts of testimony from people who have undertaken their training (because of course they have training to sell), but given their reticence to properly cite research backing their claims in other areas, I'm dubious as to the validity of these testimonies. It's also telling that their claim that the system they propose can help individuals and organisations achieve more in 12 weeks than they typically would in 12 months is not backed up by any empirical data. What we have instead is a chapter dedicated to telling you that if the “12-week year” system doesn't work for you, it's because you are too lazy, unfocused, don't understand the system, or are a loser who blamed your lack of success on outside factors such as a lack of opportunity or a poor economy. Apparently, these present no barriers to success, as long as you are using the method.
Those organisations who do focus on a 12-month cycle of work may benefit from working in shorter, more focused and measurable bursts, so long as they do not lose sight of the bigger picture and longer-term strategies needed to sustain success in any business. For the rest of us, however, this book offers little more than the glorified to-do List they spend so much time trying to convince you it isn't.
Overall, I find very little to recommend in this book. The idea of chunking down larger projects into smaller bite size tasks, using a list or record or journal to track your progress, focusing on smaller habits that will it lead to a bigger end result, etc have all been addressed in more detail and to much greater effect in many other books. Just recently I listened to Atomic Habits again, and was struck by the difference in how well the concept was explained in James Clear's book when compared to this. My advice to anybody interested in this title would be to borrow it from the library, skim through with a pen and notepad to hand, note the few interesting strands that exist in the book, and read about them elsewhere in more detail and with a more practical application.
Footnote: perhaps I've been lucky in my choice of reading materials to date, but it's rare for me to come away from a book so underwhelmed. As ever, I'm prepared to learn. I would love to hear from anybody who enjoyed this book, and was able to take away significant learning after reading it. I'd love to know what you learned, and how you applied it to your own work or personal life.
In the realm of management literature, few works have endured the test of time quite like Niccolò Machiavelli's "The Prince." This is a book that I have known about for as long as I can remember, but I had never got around to reading until now.
Written in the early 16th century, this classic treatise on politics and leadership continues to be a thought-provoking source of insight for modern management professionals. In this review, I will explore the key aspects of "The Prince," including its content overview, criticisms, positive attributes, and its relevance to contemporary management.
The first thing to note is that “The Prince” was not at all what I expected. I knew it by reputation only; and when one thinks of “Machiavelli” it is in terms of the archetypal scheming amoral ‘Machiavellian villain’.
This trope is largely the result of character assassination. When the book first came to light, many years after Machiavelli’s death, the strongest criticism was reserved for his assertion that leaders should outwardly reflect the prevailing religion of the country they lead (at the time in Europe, Christianity), regardless of how they act. In modern times this is not such a revelation - think the political leader who espouse socialist principles but ban party members from attending picket lines; or who prise the hard work and virtues of small business but legislate in favour of their industry paymasters; who preach family values whilst leaving litters of illegitimate children in their wake; who praise the NHS whilst privatising it by the back door; who preach patriotism whilst acting against the country’s interests. The list goes on. At the time of publication, however, this view was tantamount to heresy.
The edition I bought is the Penguin Classic edition translated by Tim Parks. I purchased it second hand so the link may take you to a different edition. My version has a fantastic preface that not only gives an idea of who Machiavelli was and the context in which he wrote the book, but describes the above vividly and eloquently; I haven’t done it justice here.
"The Prince" is a concise and pragmatic guide to leadership, written by Machiavelli during a tumultuous period in Italian history. It primarily addresses the art of statecraft and governance, but its principles can be seamlessly adapted to the world of modern management. The book is organised into 26 chapters, each offering a piece of advice or strategy for effective leadership.
Before diving into the merits of Machiavelli's work, it's essential to acknowledge some of the criticisms it has faced over the centuries. The most notable critique revolves around Machiavelli's seemingly ruthless and amoral approach to leadership. He famously asserts that "the ends justify the means," advocating for cunning, manipulation, and even cruelty to achieve one's goals. Critics argue that this perspective fosters unethical behaviour and a disregard for moral principles. Closer reading, however, reveals that he is describing the ‘greater good’ (albeit by his own definition); and that, whilst he can be seen to advocate what appears amoral behaviour, he is describing what needs to be done to achieve and retain power, based on what he observed during his political career. It is up to the reader to decide if the price to one’s own conscience is worth it.
Additionally, the historical and political references may also alienate readers who are less familiar with the intricacies of Renaissance Italy.
Despite its criticisms, "The Prince" offers several positive attributes that continue to make it a valuable resource for managers and leaders:
Realism: Machiavelli's work is rooted in a pragmatic understanding of human nature and politics. He acknowledges the complexities and challenges of leadership in a world driven by power dynamics, which resonates with modern managers facing similar complexities in their organisations or interactions with other organisations.
Strategic Thinking: "The Prince" emphasises strategic thinking and the ability to adapt to changing circumstances. It encourages leaders to be flexible and responsive, a crucial skill in today's dynamic business environment.
Leadership Insights: The book provides a wealth of leadership insights, including the importance of calculated risk-taking, the art of delegation, and the need to balance love and fear among subordinates. These concepts remain relevant in modern management theory.
Timeless Wisdom: Despite its age, "The Prince" offers guidance on leadership that transcends historical context. Machiavelli's focus on the practical aspects of leadership, such as decision-making and conflict resolution, can be directly applied to contemporary management scenarios.
"The Prince" may be centuries old, but its lessons are remarkably applicable to modern management. Here are a few ways in which Machiavelli's principles can inform and enhance contemporary leadership practices:
Adaptability: Modern managers must navigate an ever-changing business landscape. Machiavelli's emphasis on adaptability and the ability to pivot when necessary aligns with the agile mindset required in today's organisations.
Strategic Planning: "The Prince" underscores the importance of strategic planning and the ability to anticipate challenges. Modern leaders can use these principles to formulate effective business strategies and contingency plans.
Effective Communication: Machiavelli's insights into the art of persuasion and communication are invaluable for modern leaders seeking to influence and motivate their teams.
Ethical Considerations: While Machiavelli's work is often criticised for its perceived amorality, it can serve as a reminder to modern leaders to carefully consider the ethical implications of their actions and decisions.
Niccolò Machiavelli's "The Prince" is a timeless guide to leadership that offers valuable insights for contemporary managers and leaders. While it may be important to approach its teachings with a critical eye and an awareness of its historical context, the book's emphasis on pragmatism, adaptability, and strategic thinking remains highly relevant in the world of modern management. By extracting the essence of Machiavelli's wisdom and applying it judiciously, today's managers can find valuable lessons for navigating the complexities of leadership in the 21st century.
Written in the early 16th century, this classic treatise on politics and leadership continues to be a thought-provoking source of insight for modern management professionals. In this review, I will explore the key aspects of "The Prince," including its content overview, criticisms, positive attributes, and its relevance to contemporary management.
The first thing to note is that “The Prince” was not at all what I expected. I knew it by reputation only; and when one thinks of “Machiavelli” it is in terms of the archetypal scheming amoral ‘Machiavellian villain’.
This trope is largely the result of character assassination. When the book first came to light, many years after Machiavelli’s death, the strongest criticism was reserved for his assertion that leaders should outwardly reflect the prevailing religion of the country they lead (at the time in Europe, Christianity), regardless of how they act. In modern times this is not such a revelation - think the political leader who espouse socialist principles but ban party members from attending picket lines; or who prise the hard work and virtues of small business but legislate in favour of their industry paymasters; who preach family values whilst leaving litters of illegitimate children in their wake; who praise the NHS whilst privatising it by the back door; who preach patriotism whilst acting against the country’s interests. The list goes on. At the time of publication, however, this view was tantamount to heresy.
The edition I bought is the Penguin Classic edition translated by Tim Parks. I purchased it second hand so the link may take you to a different edition. My version has a fantastic preface that not only gives an idea of who Machiavelli was and the context in which he wrote the book, but describes the above vividly and eloquently; I haven’t done it justice here.
"The Prince" is a concise and pragmatic guide to leadership, written by Machiavelli during a tumultuous period in Italian history. It primarily addresses the art of statecraft and governance, but its principles can be seamlessly adapted to the world of modern management. The book is organised into 26 chapters, each offering a piece of advice or strategy for effective leadership.
Before diving into the merits of Machiavelli's work, it's essential to acknowledge some of the criticisms it has faced over the centuries. The most notable critique revolves around Machiavelli's seemingly ruthless and amoral approach to leadership. He famously asserts that "the ends justify the means," advocating for cunning, manipulation, and even cruelty to achieve one's goals. Critics argue that this perspective fosters unethical behaviour and a disregard for moral principles. Closer reading, however, reveals that he is describing the ‘greater good’ (albeit by his own definition); and that, whilst he can be seen to advocate what appears amoral behaviour, he is describing what needs to be done to achieve and retain power, based on what he observed during his political career. It is up to the reader to decide if the price to one’s own conscience is worth it.
Additionally, the historical and political references may also alienate readers who are less familiar with the intricacies of Renaissance Italy.
Despite its criticisms, "The Prince" offers several positive attributes that continue to make it a valuable resource for managers and leaders:
Realism: Machiavelli's work is rooted in a pragmatic understanding of human nature and politics. He acknowledges the complexities and challenges of leadership in a world driven by power dynamics, which resonates with modern managers facing similar complexities in their organisations or interactions with other organisations.
Strategic Thinking: "The Prince" emphasises strategic thinking and the ability to adapt to changing circumstances. It encourages leaders to be flexible and responsive, a crucial skill in today's dynamic business environment.
Leadership Insights: The book provides a wealth of leadership insights, including the importance of calculated risk-taking, the art of delegation, and the need to balance love and fear among subordinates. These concepts remain relevant in modern management theory.
Timeless Wisdom: Despite its age, "The Prince" offers guidance on leadership that transcends historical context. Machiavelli's focus on the practical aspects of leadership, such as decision-making and conflict resolution, can be directly applied to contemporary management scenarios.
"The Prince" may be centuries old, but its lessons are remarkably applicable to modern management. Here are a few ways in which Machiavelli's principles can inform and enhance contemporary leadership practices:
Adaptability: Modern managers must navigate an ever-changing business landscape. Machiavelli's emphasis on adaptability and the ability to pivot when necessary aligns with the agile mindset required in today's organisations.
Strategic Planning: "The Prince" underscores the importance of strategic planning and the ability to anticipate challenges. Modern leaders can use these principles to formulate effective business strategies and contingency plans.
Effective Communication: Machiavelli's insights into the art of persuasion and communication are invaluable for modern leaders seeking to influence and motivate their teams.
Ethical Considerations: While Machiavelli's work is often criticised for its perceived amorality, it can serve as a reminder to modern leaders to carefully consider the ethical implications of their actions and decisions.
Niccolò Machiavelli's "The Prince" is a timeless guide to leadership that offers valuable insights for contemporary managers and leaders. While it may be important to approach its teachings with a critical eye and an awareness of its historical context, the book's emphasis on pragmatism, adaptability, and strategic thinking remains highly relevant in the world of modern management. By extracting the essence of Machiavelli's wisdom and applying it judiciously, today's managers can find valuable lessons for navigating the complexities of leadership in the 21st century.
A double review this week! Due to having a lot going on these past few weeks I’ve not been posting as consistently as I’d like, so thank you for you patience.
These past weeks I’ve been working through Brené Brown’s “Dare to Lead”, and Stephen R Covey’s “The Seven Habits of Highly Effective People”. Both are books in the self-development sphere. What I found interesting was how two books, different on the surface, could share many similarities.
"Dare to Lead" is a book by Brené Brown that focuses on cultivating effective leadership skills rooted in vulnerability, courage, and empathy. Brown presents a holistic approach to leadership that encourages authenticity and emotional intelligence, and she outlines strategies for creating more inclusive and connected workplaces. The book is based on her research and experiences studying human behaviour, vulnerability, and shame.
Brown introduces the concept of "daring leadership," which involves embracing vulnerability, embracing uncertainty, and having the courage to step into uncomfortable situations. She emphasises that leaders must be willing to take risks, make tough decisions, and navigate challenges while maintaining a sense of authenticity and integrity.
One of the central ideas of the book is that vulnerability is not a weakness, but a powerful tool for connection and growth. Brown argues that leaders who are open about their vulnerabilities and willing to engage in difficult conversations can foster stronger relationships and build trust within their teams. She provides actionable advice for incorporating vulnerability into leadership practices, such as acknowledging mistakes and limitations and encouraging open communication.
Brown also discusses the importance of empathy in leadership. She suggests that leaders should strive to understand the perspectives and feelings of their team members, and she offers guidance on active listening and cultivating empathy. By creating a culture of empathy, leaders can create a more supportive and collaborative work environment.
The book highlights the significance of clear and honest communication in leadership. Brown introduces the "rumble" as a tool for addressing conflicts and difficult conversations. A rumble involves engaging in open and respectful dialogue to address challenges and find solutions. This approach encourages leaders to embrace discomfort and uncertainty in order to promote growth and understanding.
To create a culture of daring leadership, Brown outlines four key skill sets: rumbling with vulnerability, living into our values, braving trust, and learning to rise. These skill sets encompass various aspects of effective leadership, including self-awareness, integrity, building trust, and resilience.
Throughout the book, Brown incorporates real-life stories and examples from her research to illustrate her points. She also provides practical exercises and tools that readers can use to develop their own daring leadership skills. By embracing vulnerability, cultivating empathy, and fostering a culture of trust, leaders can create more meaningful and impactful relationships with their teams and achieve better outcomes.
"The Seven Habits of Highly Effective People" outlines a holistic approach to personal and interpersonal effectiveness. The book presents a framework of seven habits that can lead to lasting success and fulfilment in both personal and professional life.
Habit 1: Be Proactive
This habit emphasises taking control of one's own life and choices. Covey argues that effective people are proactive rather than reactive, meaning they take responsibility for their actions and responses to circumstances. By focusing on things they can control and influencing outcomes, individuals can shape their destinies.
Habit 2: Begin with the End in Mind
Starting with a clear sense of purpose and vision is the essence of this habit. Covey suggests that people should define their values and long-term goals before pursuing short-term objectives. By aligning daily actions with a well-defined mission, individuals can achieve greater meaning and direction in their lives.
Habit 3: Put First Things First
This habit encourages effective time management and prioritisation. Covey introduces the concept of the "Time Management Matrix," which categorises tasks based on their urgency and importance. By focusing on important tasks that contribute to long-term goals, individuals can avoid distractions and make meaningful progress.
Habit 4: Think Win-Win
Covey emphasises the importance of cultivating a mindset of mutual benefit. Thinking win-win involves seeking solutions that are beneficial to all parties involved, fostering collaborative relationships and creating a positive environment. This approach contrasts with competitive or zero-sum thinking.
Habit 5: Seek First to Understand, Then to Be Understood
Effective communication is at the core of this habit. Covey urges individuals to practice empathetic listening before expressing their own viewpoints. By understanding others' perspectives and concerns, people can build trust, enhance relationships, and communicate more effectively.
Habit 6: Synergise
Synergy refers to the idea that the whole is greater than the sum of its parts. Covey encourages individuals to leverage diverse talents, skills, and perspectives within a team to create innovative solutions. Synergistic interactions lead to enhanced creativity, improved problem-solving, and stronger relationships.
Habit 7: Sharpen the Saw
This habit emphasises the importance of self-renewal and self-care. Covey uses the metaphor of "sharpening the saw" to convey the need for continuous growth in physical, mental, emotional, and spiritual dimensions. Regular self-renewal enhances well-being and enables individuals to perform at their best over the long term.
Covey's "7 Habits" framework is rooted in principles of personal effectiveness, character development, and ethical behaviour. The habits are interconnected and build upon one another to guide individuals toward a balanced and fulfilling life. By internalising these habits, individuals can cultivate positive habits of thought and action that lead to greater effectiveness, improved relationships, and lasting success.
Both "Dare to Lead" and "The Seven Habits of Highly Effective People" share several common themes, despite being written by different authors and focusing on slightly different aspects of personal and leadership development:
Authenticity and Vulnerability: Both books emphasise the importance of authenticity and vulnerability in leadership and personal growth. "Dare to Lead" encourages leaders to embrace vulnerability as a source of strength and connection, while "The Seven Habits" underscores the value of being true to one's values and principles.
Personal Responsibility: Both books advocate for taking personal responsibility for one's actions and choices. "Dare to Lead" promotes proactive leadership by taking ownership of decisions and responses, while "The seven Habits" highlights the habit of being proactive as a cornerstone of effectiveness.
Empathy and Effective Communication: Both books stress the significance of effective communication and empathy in building strong relationships. "Dare to Lead" encourages leaders to practice empathetic listening and create a culture of connection, while "The Seven Habits" emphasises empathetic understanding and seeking to understand others before being understood.
Continuous Improvement and Growth: Both books promote the idea of continuous improvement and growth. "Dare to Lead" focuses on cultivating daring leadership skills and learning from experiences, while "The Seven Habits" emphasises the habit of "Sharpening the Saw" as a way to renew oneself physically, mentally, emotionally, and spiritually.
Values-Based Leadership: Both books underscore the importance of values-based leadership. "Dare to Lead" encourages leaders to live into their values and lead with integrity, while "The Seven Habits" advocates for beginning with the end in mind and aligning actions with personal values and principles.
Collaboration and Synergy: Both books recognise the power of collaboration and synergy. "Dare to Lead" encourages leaders to build trust and foster teamwork, while "The Seven Habits" introduces the concept of synergising and leveraging diverse perspectives for innovative solutions.
Positive Mindset and Proactivity: Both books promote a positive mindset and proactive approach to challenges. "Dare to Lead" highlights the importance of embracing discomfort and uncertainty, while "The 7 Habits" emphasises the habit of thinking win-win and focusing on what can be influenced.
Leadership as a Mindset: Both books view leadership as a mindset and set of skills that can be developed by anyone, not just those in formal leadership positions. "Dare to Lead" promotes the idea that everyone can be a leader, while "The 7 Habits" presents a holistic approach to personal effectiveness that can benefit anyone seeking growth and fulfilment.
In essence, both books share a focus on personal and interpersonal development, ethical leadership, effective communication, and cultivating positive habits of thought and action. They provide complementary perspectives on how individuals can lead themselves and others to achieve meaningful and lasting success.
While both books have been widely acclaimed for their insights and guidance, I feel both have their flaws also:
"Dare to Lead":
Lack of Concrete Strategies: Whilst Brown's emphasis on vulnerability and courage is valuable, it is nothing new to the person reading it in 2023. She, like most self-help authors, is in the habit of assigning new buzzards (‘rumble with vulnerability’, and the equally toe-curling ‘circle back’, both of which irritatingly often) to existing concepts. I also felt the book lacked specific and actionable strategies for implementing these concepts in various leadership scenarios.
Skepticism About Vulnerability: I remain skeptical about the idea of vulnerability as a strength in a professional context, fearing it could lead to potential weaknesses or exploitation. It very much depends upon workplace culture, and is not the universal truth it is presented to be (a criticism that can be levelled at many of Covey’s arguments too).
Oversimplification: I also feel the book's focus on vulnerability and emotional connection oversimplifies the complexities of leadership, potentially ignoring other important aspects such as strategy, decision-making, and performance evaluation.
Lack of Real-World Examples: Again, this is a criticism I have of so many books in the genre. While Brown shares personal stories and anecdotes, more real-world case studies or examples from a wider range of industries and situations could enhance the practical applicability of the book's concepts.
"The Seven Habits of Highly Effective People":
Cultural Context: Covey presents his principles as being self-evident, using the circular logic of many believers: it must be true because it’s in the book; it’s in the book because it’s true. I’d argue his principles (particularly his heavy focus on faith) may be more culturally relevant to a Western audience and might not fully resonate or apply universally across different cultural and social contexts. Covey identifies as a Christian, and whilst there is nothing inherently wrong with that it has coloured his worldview - I’d go so far as to say even ‘blinkered’ his world view. More than once he uses ‘atheism’ and ‘cynicism’ interchangeably, leading me to question how such a narrow viewpoint has affected his attempts to be broad-minded in other areas.
Overemphasis on Individualism: Another common fault of self-help books, Covey places a strong emphasis on individual responsibility and self-improvement, potentially the systemic factors that can impact a person's success.
Complexity: Many self-help books take basic concepts and try to elevate them by making them more complex than they need to be. A bigger book looks more impressive and must contain more information, right? Like Brown, he can at time get so caught up in his explanations of why he is right that he fails to describe how readers can translate his ideas into actionable steps.
Lack of Innovation: Some of the ideas in the book have become commonplace or have been surpassed by newer approaches in the field of personal and leadership development, which may limit the book's relevancy for modern readers.
We started talking about the similarities between the two books, and at this point it’s only fair to look at some common criticisms of both books.
Lack of Contextual Nuance: Neither book provides enough nuance or context to address the diverse range of industries, cultures, and situations that leaders and individuals may encounter. The concepts presented in the books might need to be adapted or contextualised to different environments.
One-Size-Fits-All Approach: Both books offer frameworks and principles that are intended to apply broadly to various situations. However, the one-size-fits-all nature of these frameworks might not fully account for the unique needs and challenges of specific individuals or organisations.
Theoretical vs. Practical Balance: Some readers feel that both books strike a balance between theoretical concepts and practical application, but my opinion is that they lean more heavily toward theory. More concrete examples and case studies could enhance the practicality and relevance of the concepts discussed. Covey in particular comes across as very preachy at times, relying exclusively on anecdotal evidence.
Potential Oversimplification: While both books aim to distill complex ideas into actionable principles, this simplification could gloss over the intricacies and complexities involved in effective leadership and personal development. Again, Covey is the biggest offender here, with some of the transformations described as a result of following his teachings being almost magical.
Relevance Over Time: Both books, as with any work in the self-help and leadership genre, might become less relevant or lose some of their impact as societal, technological, and cultural landscapes evolve. Covey’s writing is already starting to feel dated in some regards.
Overemphasis on Individual Behaviour: As described above, Both books focus primarily on individual behaviour and mindset as the primary drivers of effectiveness and leadership. While these aspects are crucial, systemic and structural factors can also significantly influence outcomes.
The more I read of the self-improvement genre, the more I find that there are far fewer ideas in the sector than you would think from scanning the many books available on the subject. There is also a distinct pattern to follow in these books. The writer describes a problem; the writer has a moment of revelation (usually followed by lots of research) that guides them toward a solution; the writer goes to great pains to stress that quick-fix approaches do not work, and that this is not a quick-fix approach; the writer attaches innovative- and/or intellectual-sounding labels to basic concepts, then builds on these labels to develop their own lexicon; the writer then describes any number of incidental and anecdotal examples of their approach working miracles.
Overall, I think I’m done with self-help and self-improvement books. The question now is, where does one turn to for effective, actionable, proven management advice? I’ve a few credits left on this year’s audible subscription, so any ideas are welcome
These past weeks I’ve been working through Brené Brown’s “Dare to Lead”, and Stephen R Covey’s “The Seven Habits of Highly Effective People”. Both are books in the self-development sphere. What I found interesting was how two books, different on the surface, could share many similarities.
"Dare to Lead" is a book by Brené Brown that focuses on cultivating effective leadership skills rooted in vulnerability, courage, and empathy. Brown presents a holistic approach to leadership that encourages authenticity and emotional intelligence, and she outlines strategies for creating more inclusive and connected workplaces. The book is based on her research and experiences studying human behaviour, vulnerability, and shame.
Brown introduces the concept of "daring leadership," which involves embracing vulnerability, embracing uncertainty, and having the courage to step into uncomfortable situations. She emphasises that leaders must be willing to take risks, make tough decisions, and navigate challenges while maintaining a sense of authenticity and integrity.
One of the central ideas of the book is that vulnerability is not a weakness, but a powerful tool for connection and growth. Brown argues that leaders who are open about their vulnerabilities and willing to engage in difficult conversations can foster stronger relationships and build trust within their teams. She provides actionable advice for incorporating vulnerability into leadership practices, such as acknowledging mistakes and limitations and encouraging open communication.
Brown also discusses the importance of empathy in leadership. She suggests that leaders should strive to understand the perspectives and feelings of their team members, and she offers guidance on active listening and cultivating empathy. By creating a culture of empathy, leaders can create a more supportive and collaborative work environment.
The book highlights the significance of clear and honest communication in leadership. Brown introduces the "rumble" as a tool for addressing conflicts and difficult conversations. A rumble involves engaging in open and respectful dialogue to address challenges and find solutions. This approach encourages leaders to embrace discomfort and uncertainty in order to promote growth and understanding.
To create a culture of daring leadership, Brown outlines four key skill sets: rumbling with vulnerability, living into our values, braving trust, and learning to rise. These skill sets encompass various aspects of effective leadership, including self-awareness, integrity, building trust, and resilience.
Throughout the book, Brown incorporates real-life stories and examples from her research to illustrate her points. She also provides practical exercises and tools that readers can use to develop their own daring leadership skills. By embracing vulnerability, cultivating empathy, and fostering a culture of trust, leaders can create more meaningful and impactful relationships with their teams and achieve better outcomes.
"The Seven Habits of Highly Effective People" outlines a holistic approach to personal and interpersonal effectiveness. The book presents a framework of seven habits that can lead to lasting success and fulfilment in both personal and professional life.
Habit 1: Be Proactive
This habit emphasises taking control of one's own life and choices. Covey argues that effective people are proactive rather than reactive, meaning they take responsibility for their actions and responses to circumstances. By focusing on things they can control and influencing outcomes, individuals can shape their destinies.
Habit 2: Begin with the End in Mind
Starting with a clear sense of purpose and vision is the essence of this habit. Covey suggests that people should define their values and long-term goals before pursuing short-term objectives. By aligning daily actions with a well-defined mission, individuals can achieve greater meaning and direction in their lives.
Habit 3: Put First Things First
This habit encourages effective time management and prioritisation. Covey introduces the concept of the "Time Management Matrix," which categorises tasks based on their urgency and importance. By focusing on important tasks that contribute to long-term goals, individuals can avoid distractions and make meaningful progress.
Habit 4: Think Win-Win
Covey emphasises the importance of cultivating a mindset of mutual benefit. Thinking win-win involves seeking solutions that are beneficial to all parties involved, fostering collaborative relationships and creating a positive environment. This approach contrasts with competitive or zero-sum thinking.
Habit 5: Seek First to Understand, Then to Be Understood
Effective communication is at the core of this habit. Covey urges individuals to practice empathetic listening before expressing their own viewpoints. By understanding others' perspectives and concerns, people can build trust, enhance relationships, and communicate more effectively.
Habit 6: Synergise
Synergy refers to the idea that the whole is greater than the sum of its parts. Covey encourages individuals to leverage diverse talents, skills, and perspectives within a team to create innovative solutions. Synergistic interactions lead to enhanced creativity, improved problem-solving, and stronger relationships.
Habit 7: Sharpen the Saw
This habit emphasises the importance of self-renewal and self-care. Covey uses the metaphor of "sharpening the saw" to convey the need for continuous growth in physical, mental, emotional, and spiritual dimensions. Regular self-renewal enhances well-being and enables individuals to perform at their best over the long term.
Covey's "7 Habits" framework is rooted in principles of personal effectiveness, character development, and ethical behaviour. The habits are interconnected and build upon one another to guide individuals toward a balanced and fulfilling life. By internalising these habits, individuals can cultivate positive habits of thought and action that lead to greater effectiveness, improved relationships, and lasting success.
Both "Dare to Lead" and "The Seven Habits of Highly Effective People" share several common themes, despite being written by different authors and focusing on slightly different aspects of personal and leadership development:
Authenticity and Vulnerability: Both books emphasise the importance of authenticity and vulnerability in leadership and personal growth. "Dare to Lead" encourages leaders to embrace vulnerability as a source of strength and connection, while "The Seven Habits" underscores the value of being true to one's values and principles.
Personal Responsibility: Both books advocate for taking personal responsibility for one's actions and choices. "Dare to Lead" promotes proactive leadership by taking ownership of decisions and responses, while "The seven Habits" highlights the habit of being proactive as a cornerstone of effectiveness.
Empathy and Effective Communication: Both books stress the significance of effective communication and empathy in building strong relationships. "Dare to Lead" encourages leaders to practice empathetic listening and create a culture of connection, while "The Seven Habits" emphasises empathetic understanding and seeking to understand others before being understood.
Continuous Improvement and Growth: Both books promote the idea of continuous improvement and growth. "Dare to Lead" focuses on cultivating daring leadership skills and learning from experiences, while "The Seven Habits" emphasises the habit of "Sharpening the Saw" as a way to renew oneself physically, mentally, emotionally, and spiritually.
Values-Based Leadership: Both books underscore the importance of values-based leadership. "Dare to Lead" encourages leaders to live into their values and lead with integrity, while "The Seven Habits" advocates for beginning with the end in mind and aligning actions with personal values and principles.
Collaboration and Synergy: Both books recognise the power of collaboration and synergy. "Dare to Lead" encourages leaders to build trust and foster teamwork, while "The Seven Habits" introduces the concept of synergising and leveraging diverse perspectives for innovative solutions.
Positive Mindset and Proactivity: Both books promote a positive mindset and proactive approach to challenges. "Dare to Lead" highlights the importance of embracing discomfort and uncertainty, while "The 7 Habits" emphasises the habit of thinking win-win and focusing on what can be influenced.
Leadership as a Mindset: Both books view leadership as a mindset and set of skills that can be developed by anyone, not just those in formal leadership positions. "Dare to Lead" promotes the idea that everyone can be a leader, while "The 7 Habits" presents a holistic approach to personal effectiveness that can benefit anyone seeking growth and fulfilment.
In essence, both books share a focus on personal and interpersonal development, ethical leadership, effective communication, and cultivating positive habits of thought and action. They provide complementary perspectives on how individuals can lead themselves and others to achieve meaningful and lasting success.
While both books have been widely acclaimed for their insights and guidance, I feel both have their flaws also:
"Dare to Lead":
Lack of Concrete Strategies: Whilst Brown's emphasis on vulnerability and courage is valuable, it is nothing new to the person reading it in 2023. She, like most self-help authors, is in the habit of assigning new buzzards (‘rumble with vulnerability’, and the equally toe-curling ‘circle back’, both of which irritatingly often) to existing concepts. I also felt the book lacked specific and actionable strategies for implementing these concepts in various leadership scenarios.
Skepticism About Vulnerability: I remain skeptical about the idea of vulnerability as a strength in a professional context, fearing it could lead to potential weaknesses or exploitation. It very much depends upon workplace culture, and is not the universal truth it is presented to be (a criticism that can be levelled at many of Covey’s arguments too).
Oversimplification: I also feel the book's focus on vulnerability and emotional connection oversimplifies the complexities of leadership, potentially ignoring other important aspects such as strategy, decision-making, and performance evaluation.
Lack of Real-World Examples: Again, this is a criticism I have of so many books in the genre. While Brown shares personal stories and anecdotes, more real-world case studies or examples from a wider range of industries and situations could enhance the practical applicability of the book's concepts.
"The Seven Habits of Highly Effective People":
Cultural Context: Covey presents his principles as being self-evident, using the circular logic of many believers: it must be true because it’s in the book; it’s in the book because it’s true. I’d argue his principles (particularly his heavy focus on faith) may be more culturally relevant to a Western audience and might not fully resonate or apply universally across different cultural and social contexts. Covey identifies as a Christian, and whilst there is nothing inherently wrong with that it has coloured his worldview - I’d go so far as to say even ‘blinkered’ his world view. More than once he uses ‘atheism’ and ‘cynicism’ interchangeably, leading me to question how such a narrow viewpoint has affected his attempts to be broad-minded in other areas.
Overemphasis on Individualism: Another common fault of self-help books, Covey places a strong emphasis on individual responsibility and self-improvement, potentially the systemic factors that can impact a person's success.
Complexity: Many self-help books take basic concepts and try to elevate them by making them more complex than they need to be. A bigger book looks more impressive and must contain more information, right? Like Brown, he can at time get so caught up in his explanations of why he is right that he fails to describe how readers can translate his ideas into actionable steps.
Lack of Innovation: Some of the ideas in the book have become commonplace or have been surpassed by newer approaches in the field of personal and leadership development, which may limit the book's relevancy for modern readers.
We started talking about the similarities between the two books, and at this point it’s only fair to look at some common criticisms of both books.
Lack of Contextual Nuance: Neither book provides enough nuance or context to address the diverse range of industries, cultures, and situations that leaders and individuals may encounter. The concepts presented in the books might need to be adapted or contextualised to different environments.
One-Size-Fits-All Approach: Both books offer frameworks and principles that are intended to apply broadly to various situations. However, the one-size-fits-all nature of these frameworks might not fully account for the unique needs and challenges of specific individuals or organisations.
Theoretical vs. Practical Balance: Some readers feel that both books strike a balance between theoretical concepts and practical application, but my opinion is that they lean more heavily toward theory. More concrete examples and case studies could enhance the practicality and relevance of the concepts discussed. Covey in particular comes across as very preachy at times, relying exclusively on anecdotal evidence.
Potential Oversimplification: While both books aim to distill complex ideas into actionable principles, this simplification could gloss over the intricacies and complexities involved in effective leadership and personal development. Again, Covey is the biggest offender here, with some of the transformations described as a result of following his teachings being almost magical.
Relevance Over Time: Both books, as with any work in the self-help and leadership genre, might become less relevant or lose some of their impact as societal, technological, and cultural landscapes evolve. Covey’s writing is already starting to feel dated in some regards.
Overemphasis on Individual Behaviour: As described above, Both books focus primarily on individual behaviour and mindset as the primary drivers of effectiveness and leadership. While these aspects are crucial, systemic and structural factors can also significantly influence outcomes.
The more I read of the self-improvement genre, the more I find that there are far fewer ideas in the sector than you would think from scanning the many books available on the subject. There is also a distinct pattern to follow in these books. The writer describes a problem; the writer has a moment of revelation (usually followed by lots of research) that guides them toward a solution; the writer goes to great pains to stress that quick-fix approaches do not work, and that this is not a quick-fix approach; the writer attaches innovative- and/or intellectual-sounding labels to basic concepts, then builds on these labels to develop their own lexicon; the writer then describes any number of incidental and anecdotal examples of their approach working miracles.
Overall, I think I’m done with self-help and self-improvement books. The question now is, where does one turn to for effective, actionable, proven management advice? I’ve a few credits left on this year’s audible subscription, so any ideas are welcome
From writing coursework and my dissertation during my uni days, to writing daily notes for the young people in my care, to the various blogs and websites I’ve run over the years, to the many policies and procedures I’ve written, to my novels and non-fiction writing, to documents such as business plans/proposals and various board reports, I have always been aware of the importance of clear and effective communication. Accuracy and conciseness are essential when it comes to conveying critical information accurately.
Such writing is a skill that takes time to develop and a certain confidence to use. Far too many professionals fall into the trap of thinking they need to stuff their emails and documents with unnecessary words. By this I mean both too many words, or using what they think to be more impressive words when simple ones will do in order to sound more knowledgeable and professional.
I will admit to haven fallen into this trap more than once, particularly when dealing with someone I worry won’t take me or my ideas on their own merits.
One resource I turn to time and again in relation to this is Strunk and White’s ‘The Elements of Style’.
I came across this little gem of a book thanks to Stephen King’s excellent “On Writing”. ‘Elements…” is packed with the sort of information I believe every writer will benefit from, regardless of whether you are writing emails, professional documents, or a novel. I have used it for all three.
The book is a concise and influential writing guide that focuses on fundamental principles of English grammar and style. It emphasises simplicity, clarity, and brevity as key elements for successful communication. The book is divided into three main sections:
1) Elementary Rules of Usage:
This section outlines the basic rules of grammar and usage, such as proper sentence structure, subject-verb agreement, and avoiding common errors like misplaced modifiers or double negatives. Professionals in any industry must apply these rules to ensure their writing is grammatically correct, allowing for clear and unambiguous communication.
2) Elementary Principles of Composition:
This section delves into broader concepts of writing, including organization, coherence, and emphasis. Strunk and White stress the importance of arranging thoughts logically and developing a strong focus to maintain reader engagement. Applying these principles can help professionals craft well-structured reports, case studies, and care plans that deliver information efficiently.
3) A Few Matters of Form:
The final section focuses on specific guidelines for punctuation, capitalisation, and spelling. Correct usage of these elements is crucial in maintaining a professional image and credibility. Care professionals should pay attention to details like proper names, abbreviations, and formatting to ensure consistency in their documentation and communication.
Whilst this all sounds very dry, the book follows its own advice well. This makes is an easy read, particularly since the entire book (excluding the glossary) comes in at around 85 pages.
In any industry, accurate record-keeping is vital. In the care industry in particular, detailed records are vital for care and continuity. All professionals should embrace Strunk and White's emphasis on clarity and brevity to convey essential information accurately. Avoid jargon and complex language; opt for simple, direct sentences to ensure that records are easily understandable for all stakeholders. I’ve had my copy since about 2003, and below are some examples of how I have used it in the past.
Effective Care Plans and Case Studies:
When composing care plans or case studies, organise information in a logical flow to maintain coherence and emphasis. Employ clear headings and subheadings to guide readers through the content effortlessly. The use of active voice can bring clarity and engagement to the narrative, enhancing the effectiveness of the documents.
Professional Correspondence:
Clear and professional communication among care industry professionals is crucial for seamless collaboration. Applying the principles of "The Elements of Style" to emails, memos, and reports, ensures a consistent and polished tone throughout all interactions.
Training and Education Materials:
I have delivered a lot of training and education within the care industry. Applying Strunk and White's principles has lead to more effective learning materials, simplifying complex concepts, incorporating engaging examples, and using visual aids to support written content and enhance understanding.
Presentations and Reports:
When presenting findings or delivering reports, I do my best to keep presentations concise and avoid overwhelming the audience with unnecessary details. Using bullet points and visuals to enhance the impact of data and key messages enables better comprehension and retention.
Throughout my career, "The Elements of Style" has been invaluable in helping me improve my writing skills. By implementing the book's fundamental principles of simplicity, clarity, and brevity, all professionals can elevate their communication and documentation to new heights. Mastering the elements of style empowers professionals to convey their expertise and knowledge accurately confidently and effectively.
Such writing is a skill that takes time to develop and a certain confidence to use. Far too many professionals fall into the trap of thinking they need to stuff their emails and documents with unnecessary words. By this I mean both too many words, or using what they think to be more impressive words when simple ones will do in order to sound more knowledgeable and professional.
I will admit to haven fallen into this trap more than once, particularly when dealing with someone I worry won’t take me or my ideas on their own merits.
One resource I turn to time and again in relation to this is Strunk and White’s ‘The Elements of Style’.
I came across this little gem of a book thanks to Stephen King’s excellent “On Writing”. ‘Elements…” is packed with the sort of information I believe every writer will benefit from, regardless of whether you are writing emails, professional documents, or a novel. I have used it for all three.
The book is a concise and influential writing guide that focuses on fundamental principles of English grammar and style. It emphasises simplicity, clarity, and brevity as key elements for successful communication. The book is divided into three main sections:
1) Elementary Rules of Usage:
This section outlines the basic rules of grammar and usage, such as proper sentence structure, subject-verb agreement, and avoiding common errors like misplaced modifiers or double negatives. Professionals in any industry must apply these rules to ensure their writing is grammatically correct, allowing for clear and unambiguous communication.
2) Elementary Principles of Composition:
This section delves into broader concepts of writing, including organization, coherence, and emphasis. Strunk and White stress the importance of arranging thoughts logically and developing a strong focus to maintain reader engagement. Applying these principles can help professionals craft well-structured reports, case studies, and care plans that deliver information efficiently.
3) A Few Matters of Form:
The final section focuses on specific guidelines for punctuation, capitalisation, and spelling. Correct usage of these elements is crucial in maintaining a professional image and credibility. Care professionals should pay attention to details like proper names, abbreviations, and formatting to ensure consistency in their documentation and communication.
Whilst this all sounds very dry, the book follows its own advice well. This makes is an easy read, particularly since the entire book (excluding the glossary) comes in at around 85 pages.
In any industry, accurate record-keeping is vital. In the care industry in particular, detailed records are vital for care and continuity. All professionals should embrace Strunk and White's emphasis on clarity and brevity to convey essential information accurately. Avoid jargon and complex language; opt for simple, direct sentences to ensure that records are easily understandable for all stakeholders. I’ve had my copy since about 2003, and below are some examples of how I have used it in the past.
Effective Care Plans and Case Studies:
When composing care plans or case studies, organise information in a logical flow to maintain coherence and emphasis. Employ clear headings and subheadings to guide readers through the content effortlessly. The use of active voice can bring clarity and engagement to the narrative, enhancing the effectiveness of the documents.
Professional Correspondence:
Clear and professional communication among care industry professionals is crucial for seamless collaboration. Applying the principles of "The Elements of Style" to emails, memos, and reports, ensures a consistent and polished tone throughout all interactions.
Training and Education Materials:
I have delivered a lot of training and education within the care industry. Applying Strunk and White's principles has lead to more effective learning materials, simplifying complex concepts, incorporating engaging examples, and using visual aids to support written content and enhance understanding.
Presentations and Reports:
When presenting findings or delivering reports, I do my best to keep presentations concise and avoid overwhelming the audience with unnecessary details. Using bullet points and visuals to enhance the impact of data and key messages enables better comprehension and retention.
Throughout my career, "The Elements of Style" has been invaluable in helping me improve my writing skills. By implementing the book's fundamental principles of simplicity, clarity, and brevity, all professionals can elevate their communication and documentation to new heights. Mastering the elements of style empowers professionals to convey their expertise and knowledge accurately confidently and effectively.
"How to Win Friends and Influence People" by Dale Carnegie is, to my knowledge, one of the first self-help books, and certainly the first to achieve its level of recognition. First published in 1936 it has gone on to sell over 30 million copies.
The book’s core premise is that to succeed in life, one must master the art of dealing with people. After some dubious claims about the amount of research he and his assistants have done into the subject, he boils the art into twelve key principles. These are: show genuine interest in others; smile and be a good listener; remember names; avoid criticism and condemnations; see things from others' perspective; admit mistakes and avoid arguments; influence through empathy; encourage others to talk about themselves; Avoid the "I'm right, you're wrong" mentality; create a friendly and positive environment; and show appreciation in public, address mistakes in private.
I can only assume that this was groundbreaking stuff back in the 30’s, hence the sales figures for the book. To us reading in current times it all seems a little obvious and self-evident; at least, to me anyway. That’s not to say the advice here isn’t good, just that it is, by now, old advice. I’d like to say we’ve come a long way since this book was published. Whether that’s because the advice is so timeless there’s little to add to it, or because the advice is so self-evident that it is plainly obvious is a matter of opinion. I guess if you read enough books on any topic you’ll exhaust the learning possibilities.
Another factor to bear in mind is the fact that the book is very dated. The prose, whilst well-meaning, is stuffy to the point of being almost pompous. And it drags. Latter-day books may talk about the psychology of persuasion, or how the brain is prone to like others they perceive as similar (I.e ‘encouraging others to talk about themselves’ and finding common ground’), but the evidence here is purely anecdotal. For every point made Carnegie gives three or four long-winded (and suspiciously convenient) examples of how the principle in question worked. Another problem I found with the writing is that Carnegie clearly suffers from being blind to his own class discrimination. In Many of the examples given, the focus is more on the eminence of the person in the example than the example he’s trying to illustrate. Would you believe this example worked for this CEO/businessman/well-educated person? If it worked for someone this wise, it must work for you, too! He equates wealth and status with a person’s value and intelligence - all wealthy people are wise and all wise people are wealthy. I may be overstating it a little, but this aspect of the book not only dates it terribly, but really rankled with me. From carers to minimum wage earners to millionaires to successful CEO’s to pub owners to salespeople to therapists teachers and doctors; of all the people I’ve met and/or worked with I have never found a direct correlation between the value of a person’s experience and their social status, and if you’re honest you haven’t either.
So does the book still hold up in 2023?
If it’s your first book of this nature and if you can stand the dated prose and examples, then it’s worth skinning through. You’ll have got the gist of each chapter long before Carnegie has finished making his point. For me it was interesting to see where the whole self-help industry began, though I treat the book as a curiosity and not much more. There are far better-written, evidence-based books on the subject; I’m afraid that reading this book left me feeling like I’d discovered a relic.
The book’s core premise is that to succeed in life, one must master the art of dealing with people. After some dubious claims about the amount of research he and his assistants have done into the subject, he boils the art into twelve key principles. These are: show genuine interest in others; smile and be a good listener; remember names; avoid criticism and condemnations; see things from others' perspective; admit mistakes and avoid arguments; influence through empathy; encourage others to talk about themselves; Avoid the "I'm right, you're wrong" mentality; create a friendly and positive environment; and show appreciation in public, address mistakes in private.
I can only assume that this was groundbreaking stuff back in the 30’s, hence the sales figures for the book. To us reading in current times it all seems a little obvious and self-evident; at least, to me anyway. That’s not to say the advice here isn’t good, just that it is, by now, old advice. I’d like to say we’ve come a long way since this book was published. Whether that’s because the advice is so timeless there’s little to add to it, or because the advice is so self-evident that it is plainly obvious is a matter of opinion. I guess if you read enough books on any topic you’ll exhaust the learning possibilities.
Another factor to bear in mind is the fact that the book is very dated. The prose, whilst well-meaning, is stuffy to the point of being almost pompous. And it drags. Latter-day books may talk about the psychology of persuasion, or how the brain is prone to like others they perceive as similar (I.e ‘encouraging others to talk about themselves’ and finding common ground’), but the evidence here is purely anecdotal. For every point made Carnegie gives three or four long-winded (and suspiciously convenient) examples of how the principle in question worked. Another problem I found with the writing is that Carnegie clearly suffers from being blind to his own class discrimination. In Many of the examples given, the focus is more on the eminence of the person in the example than the example he’s trying to illustrate. Would you believe this example worked for this CEO/businessman/well-educated person? If it worked for someone this wise, it must work for you, too! He equates wealth and status with a person’s value and intelligence - all wealthy people are wise and all wise people are wealthy. I may be overstating it a little, but this aspect of the book not only dates it terribly, but really rankled with me. From carers to minimum wage earners to millionaires to successful CEO’s to pub owners to salespeople to therapists teachers and doctors; of all the people I’ve met and/or worked with I have never found a direct correlation between the value of a person’s experience and their social status, and if you’re honest you haven’t either.
So does the book still hold up in 2023?
If it’s your first book of this nature and if you can stand the dated prose and examples, then it’s worth skinning through. You’ll have got the gist of each chapter long before Carnegie has finished making his point. For me it was interesting to see where the whole self-help industry began, though I treat the book as a curiosity and not much more. There are far better-written, evidence-based books on the subject; I’m afraid that reading this book left me feeling like I’d discovered a relic.
In "Atomic Habits" author James Clear aims to present a comprehensive, actionable guide to understanding the profound impact that the accumulation of small habits can have on our personal and professional lives. Clear explores the science behind habit formation and offers practical strategies to help readers break bad habits, and establish new ones, and ultimately achieve remarkable results. The book provides valuable insights on how to harness the power of atomic habits to drive success and productivity.
He begins by highlighting the significance of small habits and their compounding effect over time. Clear explains that these atomic habits, which are tiny routines and actions that we repeat consistently, have the potential to shape our identities and determine our ultimate success. By making small but meaningful changes to our habits, we can unlock remarkable transformations in our lives.
Clear emphasises the importance of understanding the habit loop: cue, craving, response, and reward. He delves into the psychology behind each component and explores how they influence habit formation. Clear guides readers through the process of identifying the cues and cravings that trigger their habits and provides strategies to replace unproductive routines with positive alternatives.
He introduces the concept of habit stacking, which involves linking new habits to existing ones to increase the chances of successful implementation. He provides practical examples and templates to help readers design their own habit stacks and integrate positive habits seamlessly into their daily lives.
The book also explores the power of the "two-minute rule," which suggests breaking down habits into their simplest form and starting with actions that take less than two minutes to complete. An examples would be to do two minutes of press-ups rather than attempting a large number when attempting to get into shape. Clear argues that by consistently practicing these small habits, individuals can overcome the inertia of starting and gradually build momentum towards more significant accomplishments.
The author also discusses the role of environment in shaping habits. He explains how optimising our surroundings can create a supportive atmosphere that reinforces positive behaviours and minimises distractions. As an example, I always lay out my clothes, watch, aftershave etc each night so that everything is organised and choices are minimised each morning; if working from home, I ensure my to-do list is left on the keyboard of my laptop. This prompts me to focus on the day’s tasks before becoming distracted by emails (I also ensure I turn notifications off when I need to do focussed work). Clear highlights the importance of designing an environment that promotes good habits while making it difficult to engage in detrimental ones.
Additionally, Clear explores the significance of tracking and measuring habits. By monitoring progress and employing strategies like habit contracts and habit trackers, individuals can hold themselves accountable and stay motivated on their habit-building journey.
"Atomic Habits” presents itself as an outstanding resource for managers and professionals seeking to improve their productivity and achieve long-term success. James Clear's writing style is engaging and accessible, making complex scientific concepts easy to grasp. The book is well-structured, with each chapter building upon the previous one, creating a cohesive and actionable framework.
One of the book's greatest strengths lies in its practicality. Clear offers numerous strategies, techniques, and examples that readers can implement immediately. Whether it's habit stacking, the two-minute rule, or environment optimisation, each approach is backed by scientific research and presented with clarity.
Clear emphasises the compounding effect of small habits. By breaking down big goals into small, manageable actions, readers gain a deeper understanding of the power of consistency and perseverance. Clear's insights challenge the notion that major transformations require drastic measures, offering a refreshing perspective on personal development.
Furthermore, the book is rich in stories and anecdotes, which serve to illustrate the concepts and make them more relatable. Clear's writing is peppered with real-life examples that highlight the habits of successful individuals and their impact on their achievements.
If there is one potential criticism, it's that some readers might find the content repetitive at times. While the repetition serves as a reinforcement of key concepts, it could be perceived as excessive for those already familiar with the psychology of habits. Indeed, had this been the first book on the topic I had encountered, it would have had a substantial impact on the way I think about habits. As it is, those who have read “Nudge”, “Thinking, Fast and Slow”, “The Chimp Paradox” and several others I could mention will find little that’s new here.
Overall, for those new to the topic, "Atomic Habits" is a great read for any individual looking to maximise their potential and drive meaningful change. James Clear's actionable advice, combined with his deep understanding of habit formation, makes this book a valuable resource for anyone seeking to transform their habits, boost productivity, and achieve long-term success.
He begins by highlighting the significance of small habits and their compounding effect over time. Clear explains that these atomic habits, which are tiny routines and actions that we repeat consistently, have the potential to shape our identities and determine our ultimate success. By making small but meaningful changes to our habits, we can unlock remarkable transformations in our lives.
Clear emphasises the importance of understanding the habit loop: cue, craving, response, and reward. He delves into the psychology behind each component and explores how they influence habit formation. Clear guides readers through the process of identifying the cues and cravings that trigger their habits and provides strategies to replace unproductive routines with positive alternatives.
He introduces the concept of habit stacking, which involves linking new habits to existing ones to increase the chances of successful implementation. He provides practical examples and templates to help readers design their own habit stacks and integrate positive habits seamlessly into their daily lives.
The book also explores the power of the "two-minute rule," which suggests breaking down habits into their simplest form and starting with actions that take less than two minutes to complete. An examples would be to do two minutes of press-ups rather than attempting a large number when attempting to get into shape. Clear argues that by consistently practicing these small habits, individuals can overcome the inertia of starting and gradually build momentum towards more significant accomplishments.
The author also discusses the role of environment in shaping habits. He explains how optimising our surroundings can create a supportive atmosphere that reinforces positive behaviours and minimises distractions. As an example, I always lay out my clothes, watch, aftershave etc each night so that everything is organised and choices are minimised each morning; if working from home, I ensure my to-do list is left on the keyboard of my laptop. This prompts me to focus on the day’s tasks before becoming distracted by emails (I also ensure I turn notifications off when I need to do focussed work). Clear highlights the importance of designing an environment that promotes good habits while making it difficult to engage in detrimental ones.
Additionally, Clear explores the significance of tracking and measuring habits. By monitoring progress and employing strategies like habit contracts and habit trackers, individuals can hold themselves accountable and stay motivated on their habit-building journey.
"Atomic Habits” presents itself as an outstanding resource for managers and professionals seeking to improve their productivity and achieve long-term success. James Clear's writing style is engaging and accessible, making complex scientific concepts easy to grasp. The book is well-structured, with each chapter building upon the previous one, creating a cohesive and actionable framework.
One of the book's greatest strengths lies in its practicality. Clear offers numerous strategies, techniques, and examples that readers can implement immediately. Whether it's habit stacking, the two-minute rule, or environment optimisation, each approach is backed by scientific research and presented with clarity.
Clear emphasises the compounding effect of small habits. By breaking down big goals into small, manageable actions, readers gain a deeper understanding of the power of consistency and perseverance. Clear's insights challenge the notion that major transformations require drastic measures, offering a refreshing perspective on personal development.
Furthermore, the book is rich in stories and anecdotes, which serve to illustrate the concepts and make them more relatable. Clear's writing is peppered with real-life examples that highlight the habits of successful individuals and their impact on their achievements.
If there is one potential criticism, it's that some readers might find the content repetitive at times. While the repetition serves as a reinforcement of key concepts, it could be perceived as excessive for those already familiar with the psychology of habits. Indeed, had this been the first book on the topic I had encountered, it would have had a substantial impact on the way I think about habits. As it is, those who have read “Nudge”, “Thinking, Fast and Slow”, “The Chimp Paradox” and several others I could mention will find little that’s new here.
Overall, for those new to the topic, "Atomic Habits" is a great read for any individual looking to maximise their potential and drive meaningful change. James Clear's actionable advice, combined with his deep understanding of habit formation, makes this book a valuable resource for anyone seeking to transform their habits, boost productivity, and achieve long-term success.
"Thinking, Fast and Slow" is a book by Nobel Prize-winning economist Daniel Kahneman. It is divided into five parts, which explore the different ways in which our brains process information and make decisions.
The first part, ‘Two Systems’, introduces the concept of System 1 and System 2 thinking, and explains how they interact to influence our judgments and decisions. System 1 is automatic, intuitive, and quick, while System 2 is deliberate, analytical, and slow. Kahneman argues that much of our thinking is done by System 1, and that this system is prone to biases and errors. This is the central thesis of the book, and I found it very similar to Prof Steve Peters’ ‘The Chimp Paradox’, another book I hugely enjoyed. ‘Thinking…’ explores how these two systems interact and how they can lead to cognitive biases and errors in judgment.
The second part is an exploration of ‘Heuristics and Biases’. It explores in more depth the cognitive biases and errors in judgment that can arise from the interaction between System 1 and System 2 thinking. It provides numerous examples of these biases, such as the availability heuristic, which is the tendency to rely on easily available information when making decisions, and confirmation bias, which is the tendency to seek out information that confirms our existing beliefs.
The third section is ‘Overconfidence’, examining the impact of overconfidence on decision-making, and how it can lead to poor judgments and choices. It also explores the role of optimism bias and planning fallacy in decision-making. The latter I found both interesting and relevant, especially given how many projects I have worked to get off the ground. It is the section that I think is most worth rereading.
Part four is titled ‘Choices’. This part focuses on the decision-making process and how it can be improved. It provides practical advice for making better decisions, such as being aware of our own biases and limitations, and seeking out diverse perspectives and opinions.
The final section is ‘Two Selves’. It explores the concept of the "experiencing self" and the "remembering self," and how they can influence our judgments and decisions. It also examines the impact of emotions on decision-making, and how they can be used to improve our decision-making skills. This section I will need to reread, as some of the concepts, whilst well explained, didn’t stick with me as well as the rest of the book.
I should mention here that I listened to the audiobook version. I wouldn’t recommend listening to the audiobook before reading the paperback simply because there are a lot of references to diagrams, at least early on, that you can’t see whilst driving (which is when I listen to Audible). I have since purchased the paperback version, as well as that of ‘Nudge’, which I am currently reading, as the two books reference each other several times with the concept of ‘nudge’ related to the ideas presented in ‘Thinking, Fast and Slow’.
Nudge theory is a behavioural economics concept that suggests that small, subtle changes in the environment can influence people's behaviour in positive ways. The idea is to "nudge" people towards making better decisions without forcing them to do so.
For example, a company might place healthy snacks at eye level in the break room to encourage employees to make healthier choices. Another example is the use of default options, such as automatically enrolling employees in a retirement plan, which can increase participation rates.
Nudge theory is based on the idea that people are more likely to make good decisions when they are presented with options that are easy to understand and act upon. By making small changes to the environment, we can help people make better decisions without limiting their freedom of choice. Both ‘Thinking, Fast and Slow" and nudge theory emphasise the importance of understanding how our minds work and how we can use that knowledge to make better decisions.
Throughout ‘Thinking, Fast and Slow’, Kahneman explores a range of cognitive biases and heuristics that affect our decision-making, such as the availability heuristic, which causes us to overestimate the likelihood of events that are more vivid or memorable. He also discusses the impact of framing, anchoring, and other factors on our decision-making. Some of these concepts are explored particularly well in “Never Split The Difference”, by Chris Voss and Dahl Razz.
The book also explores the concept of prospect theory, which describes how people evaluate risk and make decisions in uncertain situations. Kahneman argues that people are risk-averse when it comes to gains, but risk-seeking when it comes to losses, and that this bias can lead to suboptimal decision-making.
These two themes reoccur throughout the text, and are well-explained. I found that the book prompted me to reflect on past decisions (especially regarding staffing matters and project-management decisions), and I found the book gave me an insight into things about myself I’d previously been blind to.
Kahneman also discusses the impact of emotions on decision-making, and how they can influence our judgments and choices. He explains how our emotions can be triggered by certain cues, and how they can affect our behaviour in ways that we may not even be aware of.
One of the key takeaways from the book is the importance of slowing down and taking the time to think things through. By using System 2 thinking, we can avoid many of the cognitive biases and errors that can lead to poor decision-making. Kahneman also emphasises the importance of being aware of our own biases and limitations, and seeking out diverse perspectives and opinions to help us make better decisions.
I found the book to be insightful and comprehensive in its handling of the subject matter, if a little dense at time - though this could have been the effect of listening rather than reading, as overall the writing is clear and concise. I would recommend this to anyone interested in decision-making, psychology, personal development, behavioural economics, people management, or any combination thereof.
The first part, ‘Two Systems’, introduces the concept of System 1 and System 2 thinking, and explains how they interact to influence our judgments and decisions. System 1 is automatic, intuitive, and quick, while System 2 is deliberate, analytical, and slow. Kahneman argues that much of our thinking is done by System 1, and that this system is prone to biases and errors. This is the central thesis of the book, and I found it very similar to Prof Steve Peters’ ‘The Chimp Paradox’, another book I hugely enjoyed. ‘Thinking…’ explores how these two systems interact and how they can lead to cognitive biases and errors in judgment.
The second part is an exploration of ‘Heuristics and Biases’. It explores in more depth the cognitive biases and errors in judgment that can arise from the interaction between System 1 and System 2 thinking. It provides numerous examples of these biases, such as the availability heuristic, which is the tendency to rely on easily available information when making decisions, and confirmation bias, which is the tendency to seek out information that confirms our existing beliefs.
The third section is ‘Overconfidence’, examining the impact of overconfidence on decision-making, and how it can lead to poor judgments and choices. It also explores the role of optimism bias and planning fallacy in decision-making. The latter I found both interesting and relevant, especially given how many projects I have worked to get off the ground. It is the section that I think is most worth rereading.
Part four is titled ‘Choices’. This part focuses on the decision-making process and how it can be improved. It provides practical advice for making better decisions, such as being aware of our own biases and limitations, and seeking out diverse perspectives and opinions.
The final section is ‘Two Selves’. It explores the concept of the "experiencing self" and the "remembering self," and how they can influence our judgments and decisions. It also examines the impact of emotions on decision-making, and how they can be used to improve our decision-making skills. This section I will need to reread, as some of the concepts, whilst well explained, didn’t stick with me as well as the rest of the book.
I should mention here that I listened to the audiobook version. I wouldn’t recommend listening to the audiobook before reading the paperback simply because there are a lot of references to diagrams, at least early on, that you can’t see whilst driving (which is when I listen to Audible). I have since purchased the paperback version, as well as that of ‘Nudge’, which I am currently reading, as the two books reference each other several times with the concept of ‘nudge’ related to the ideas presented in ‘Thinking, Fast and Slow’.
Nudge theory is a behavioural economics concept that suggests that small, subtle changes in the environment can influence people's behaviour in positive ways. The idea is to "nudge" people towards making better decisions without forcing them to do so.
For example, a company might place healthy snacks at eye level in the break room to encourage employees to make healthier choices. Another example is the use of default options, such as automatically enrolling employees in a retirement plan, which can increase participation rates.
Nudge theory is based on the idea that people are more likely to make good decisions when they are presented with options that are easy to understand and act upon. By making small changes to the environment, we can help people make better decisions without limiting their freedom of choice. Both ‘Thinking, Fast and Slow" and nudge theory emphasise the importance of understanding how our minds work and how we can use that knowledge to make better decisions.
Throughout ‘Thinking, Fast and Slow’, Kahneman explores a range of cognitive biases and heuristics that affect our decision-making, such as the availability heuristic, which causes us to overestimate the likelihood of events that are more vivid or memorable. He also discusses the impact of framing, anchoring, and other factors on our decision-making. Some of these concepts are explored particularly well in “Never Split The Difference”, by Chris Voss and Dahl Razz.
The book also explores the concept of prospect theory, which describes how people evaluate risk and make decisions in uncertain situations. Kahneman argues that people are risk-averse when it comes to gains, but risk-seeking when it comes to losses, and that this bias can lead to suboptimal decision-making.
These two themes reoccur throughout the text, and are well-explained. I found that the book prompted me to reflect on past decisions (especially regarding staffing matters and project-management decisions), and I found the book gave me an insight into things about myself I’d previously been blind to.
Kahneman also discusses the impact of emotions on decision-making, and how they can influence our judgments and choices. He explains how our emotions can be triggered by certain cues, and how they can affect our behaviour in ways that we may not even be aware of.
One of the key takeaways from the book is the importance of slowing down and taking the time to think things through. By using System 2 thinking, we can avoid many of the cognitive biases and errors that can lead to poor decision-making. Kahneman also emphasises the importance of being aware of our own biases and limitations, and seeking out diverse perspectives and opinions to help us make better decisions.
I found the book to be insightful and comprehensive in its handling of the subject matter, if a little dense at time - though this could have been the effect of listening rather than reading, as overall the writing is clear and concise. I would recommend this to anyone interested in decision-making, psychology, personal development, behavioural economics, people management, or any combination thereof.
The last few entries on this mage have concerned fiction, so this week I thought I’d review a non-fiction book I finishes a few months back.
‘Freakonomics’ is a collaboration between the economist Steven Levitt and journalist Stephen Dubner. The book takes a unique approach to economics, exploring unconventional topics and challenging conventional wisdom. It explores how economics can be applied to various fields, including crime, education, and parenting. The book is divided into six chapters, each of which focuses on a different topic. More information on these chapters can be found below. The authors argue that economics is essentially the study of incentives, and they examine how people respond to different types of incentives, including economic, social, and moral incentives. As someone with an interest in motivation and team building this was of especial interest to me. They also explore the concept of information asymmetry, which occurs when one party has more information than another, and how it can be exploited. The book also discusses the importance of distinguishing between causation and correlation, and how people often make incorrect assumptions about cause and effect. Overall, Freakonomics provides a unique perspective on how economics can be used to understand human behaviour and decision-making. It’s also worth reading alongside books such as Daniel Kahneman’s classic ‘Thinking Fast and Slow’, and Thaler & Sunstein’s ‘Nudge’.
In chapter 1, ‘What Do Schoolteachers and Sumo Wrestlers Have in Common?’, the authors introduce the concept of incentives and how they relate to the study of economics. Speficially, they look at the role of incentives in changing behaviour. The chapter explores three case studies of the effects of incentives: public school teachers in Chicago, sumo wrestling in Japan, and Paul Feldman's bagel sales. The authors use these examples to demonstrate how incentives can be used to understand human behaviour and decision-making. Crucially they also look at how incentives can incite people to behave in ways that may not be in everybody’s best interests. In particular it got me thinking about the ways in which certain KPI’s in social care (such as bonuses based on occupancy or inspection report outcomes) can skew the judgements of those making decisions about placements. “If I wait a week before serving notice on this child I’ll get my occupancy bonus for this quarter”; “Referral A has the potential to do well, and we could really help them; but referral B looks like they’ll cause less trouble during any inspection - and less damage means less maintenance, which will help my profit bonus”. I find the use of KPIs to skew decisions that benefit profit over care particularly insidious. It’s not ‘bad practice’ in the traditional sense, but it does affect who certain managers will help, and how. They also discuss the importance of distinguishing between causation and correlation.
Each of the chapters has an eye-catching title, and the second chapter is no exception. ‘How is the Ku Klux Klan Like a Group of Real-Estate Agents?’ explores the concept of information asymmetry, which occurs when one party has more information than another. The authors argue that information asymmetry can be exploited, and they use the examples of the Ku Klux Klan and real estate agents (and, by extension, any salesperson) to demonstrate how this can happen. Despite the title, the chapter is well thought out, and nowhere near as contentious as you might expect. They also discuss the importance of reputation and how it can be used to overcome information asymmetry.
The third chapter, ‘Why Do Drug Dealers Still Live with Their Moms?’ explores the economics of drug dealing and how it relates to the concept of incentives. The authors argue that drug dealing is a low-paying, high-risk job, and they use the example of a drug gang in Chicago to demonstrate how incentives can be used to motivate drug dealers. They also discuss the importance of social networks and how they can be used to overcome information asymmetry.
In chapter four, ‘Where Have All the Criminals Gone?’, the authors explore the relationship between crime rates and the legalisation of abortion. The authors argue that the legalisation of abortion in the 1970s led to a decrease in crime rates in the 1990s. Again, this is not as contentious an assertion as you’d expect, and the chapter uses robust statistical analysis to support their argument and discuss the implications of their findings. This was probably my favourite chapter. I view everything as interconnected, and the short-term ambitions of our politicians are usually ineffective (and sometimes counterproductive) in the long-term. This chapter perfectly illustrates that and again looks at the difference between causation and correlation in a really effective and easy-to-understand way.
The penultimate chapter. “What Makes a Perfect Parent?’ explores the economics of parenting and how it relates to the concept of incentives. The authors argue that parents are motivated by a variety of incentives, including economic, social, and moral incentives. They use the example of a parenting class in Chicago to demonstrate how incentives can be used to motivate parents. They also discuss the importance of distinguishing between causation and correlation. Of all the chapter I found this to be the least interesting, largely as didn’t cover much new ground.
Things pick up inn the final chapter, ‘Perfect Parenting, Part II; or: Would a Roshanda by Any Other Name Smell as Sweet?’. This chapter explores the economics of naming and how it relates to the concept of incentives. The authors argue that parents are motivated by a variety of incentives when choosing a name for their child, including economic, social, and cultural incentives. They use the example of a naming consultant in California to demonstrate how incentives can be used to motivate parents. They also discuss the importance of reputation and how it can be used to overcome information asymmetry. The naming of a child has huge implications regarding class, race, affluence, and other people’s expectation thereof. Discussions with other about this chapter have the potential to uncover many hidden biases and assumptions. This was the most thought-provoking chapter for me.
Throughout the book, the authors use data analysis and economic principles to shed light on these topics, often uncovering surprising and counterintuitive results. The book also explores the concept of incentives throughout, arguing that people are motivated by a range of factors beyond financial incentives, including social norms and personal values again reflecting my reading and thoughts on motivation and staff management. The authors use this concept to explain why drug dealers often earn low wages despite the high risk involved in their work. As well as being stuffed with thought-provoking ideas and conclusions, the book is a genuinely entertaining read. There were a number of key takeaways for me:
1) At the core of Freakonomics is the concept of incentives. Incentives are one means of urging people to do more of a good thing or less of a bad thing. As a director it got me thinking about how I can use incentives to motivate my staff to provide better care and support for our young people. We can use economic incentives to motivate staff, with the proviso that economic incentives are not always the most effective; and they must be carefully applied seals not to undermine the principles of person-centred care and support. Social and moral incentives can be used as an effective alternative, for example, you can recognising and celebrating staff who demonstrate exceptional care. Incentives can be used to motivate children also, though when doing so it is important to recognise the impact of trauma on the effectiveness (or otherwise) of such approaches. Knowing your children will determine how (or even if) you choose to do this.
2) Understanding the importance of reputation. The book discusses the importance of reputation and how it can be used to overcome information asymmetry. As a director of children's homes, I have no qualm leveraging the reputation I have built as a professional when talking to LA’s about prospective placements; nor about using the company’s reputation to recruit staff.
3) Finally, the book discusses the importance of distinguishing between causation and correlation. This is important in so many ways, whether you are discussing politics, economics, evaluating third-party paperwork, etc. It prompts you to carefully evaluate any information you are given.
I really recommend this book. It is a well-written, entertain read on a surprisingly interesting subject.
You can purchase your copy here.
‘Freakonomics’ is a collaboration between the economist Steven Levitt and journalist Stephen Dubner. The book takes a unique approach to economics, exploring unconventional topics and challenging conventional wisdom. It explores how economics can be applied to various fields, including crime, education, and parenting. The book is divided into six chapters, each of which focuses on a different topic. More information on these chapters can be found below. The authors argue that economics is essentially the study of incentives, and they examine how people respond to different types of incentives, including economic, social, and moral incentives. As someone with an interest in motivation and team building this was of especial interest to me. They also explore the concept of information asymmetry, which occurs when one party has more information than another, and how it can be exploited. The book also discusses the importance of distinguishing between causation and correlation, and how people often make incorrect assumptions about cause and effect. Overall, Freakonomics provides a unique perspective on how economics can be used to understand human behaviour and decision-making. It’s also worth reading alongside books such as Daniel Kahneman’s classic ‘Thinking Fast and Slow’, and Thaler & Sunstein’s ‘Nudge’.
In chapter 1, ‘What Do Schoolteachers and Sumo Wrestlers Have in Common?’, the authors introduce the concept of incentives and how they relate to the study of economics. Speficially, they look at the role of incentives in changing behaviour. The chapter explores three case studies of the effects of incentives: public school teachers in Chicago, sumo wrestling in Japan, and Paul Feldman's bagel sales. The authors use these examples to demonstrate how incentives can be used to understand human behaviour and decision-making. Crucially they also look at how incentives can incite people to behave in ways that may not be in everybody’s best interests. In particular it got me thinking about the ways in which certain KPI’s in social care (such as bonuses based on occupancy or inspection report outcomes) can skew the judgements of those making decisions about placements. “If I wait a week before serving notice on this child I’ll get my occupancy bonus for this quarter”; “Referral A has the potential to do well, and we could really help them; but referral B looks like they’ll cause less trouble during any inspection - and less damage means less maintenance, which will help my profit bonus”. I find the use of KPIs to skew decisions that benefit profit over care particularly insidious. It’s not ‘bad practice’ in the traditional sense, but it does affect who certain managers will help, and how. They also discuss the importance of distinguishing between causation and correlation.
Each of the chapters has an eye-catching title, and the second chapter is no exception. ‘How is the Ku Klux Klan Like a Group of Real-Estate Agents?’ explores the concept of information asymmetry, which occurs when one party has more information than another. The authors argue that information asymmetry can be exploited, and they use the examples of the Ku Klux Klan and real estate agents (and, by extension, any salesperson) to demonstrate how this can happen. Despite the title, the chapter is well thought out, and nowhere near as contentious as you might expect. They also discuss the importance of reputation and how it can be used to overcome information asymmetry.
The third chapter, ‘Why Do Drug Dealers Still Live with Their Moms?’ explores the economics of drug dealing and how it relates to the concept of incentives. The authors argue that drug dealing is a low-paying, high-risk job, and they use the example of a drug gang in Chicago to demonstrate how incentives can be used to motivate drug dealers. They also discuss the importance of social networks and how they can be used to overcome information asymmetry.
In chapter four, ‘Where Have All the Criminals Gone?’, the authors explore the relationship between crime rates and the legalisation of abortion. The authors argue that the legalisation of abortion in the 1970s led to a decrease in crime rates in the 1990s. Again, this is not as contentious an assertion as you’d expect, and the chapter uses robust statistical analysis to support their argument and discuss the implications of their findings. This was probably my favourite chapter. I view everything as interconnected, and the short-term ambitions of our politicians are usually ineffective (and sometimes counterproductive) in the long-term. This chapter perfectly illustrates that and again looks at the difference between causation and correlation in a really effective and easy-to-understand way.
The penultimate chapter. “What Makes a Perfect Parent?’ explores the economics of parenting and how it relates to the concept of incentives. The authors argue that parents are motivated by a variety of incentives, including economic, social, and moral incentives. They use the example of a parenting class in Chicago to demonstrate how incentives can be used to motivate parents. They also discuss the importance of distinguishing between causation and correlation. Of all the chapter I found this to be the least interesting, largely as didn’t cover much new ground.
Things pick up inn the final chapter, ‘Perfect Parenting, Part II; or: Would a Roshanda by Any Other Name Smell as Sweet?’. This chapter explores the economics of naming and how it relates to the concept of incentives. The authors argue that parents are motivated by a variety of incentives when choosing a name for their child, including economic, social, and cultural incentives. They use the example of a naming consultant in California to demonstrate how incentives can be used to motivate parents. They also discuss the importance of reputation and how it can be used to overcome information asymmetry. The naming of a child has huge implications regarding class, race, affluence, and other people’s expectation thereof. Discussions with other about this chapter have the potential to uncover many hidden biases and assumptions. This was the most thought-provoking chapter for me.
Throughout the book, the authors use data analysis and economic principles to shed light on these topics, often uncovering surprising and counterintuitive results. The book also explores the concept of incentives throughout, arguing that people are motivated by a range of factors beyond financial incentives, including social norms and personal values again reflecting my reading and thoughts on motivation and staff management. The authors use this concept to explain why drug dealers often earn low wages despite the high risk involved in their work. As well as being stuffed with thought-provoking ideas and conclusions, the book is a genuinely entertaining read. There were a number of key takeaways for me:
1) At the core of Freakonomics is the concept of incentives. Incentives are one means of urging people to do more of a good thing or less of a bad thing. As a director it got me thinking about how I can use incentives to motivate my staff to provide better care and support for our young people. We can use economic incentives to motivate staff, with the proviso that economic incentives are not always the most effective; and they must be carefully applied seals not to undermine the principles of person-centred care and support. Social and moral incentives can be used as an effective alternative, for example, you can recognising and celebrating staff who demonstrate exceptional care. Incentives can be used to motivate children also, though when doing so it is important to recognise the impact of trauma on the effectiveness (or otherwise) of such approaches. Knowing your children will determine how (or even if) you choose to do this.
2) Understanding the importance of reputation. The book discusses the importance of reputation and how it can be used to overcome information asymmetry. As a director of children's homes, I have no qualm leveraging the reputation I have built as a professional when talking to LA’s about prospective placements; nor about using the company’s reputation to recruit staff.
3) Finally, the book discusses the importance of distinguishing between causation and correlation. This is important in so many ways, whether you are discussing politics, economics, evaluating third-party paperwork, etc. It prompts you to carefully evaluate any information you are given.
I really recommend this book. It is a well-written, entertain read on a surprisingly interesting subject.
You can purchase your copy here.
I spent some time last week rewatching Denis Villeneuve’s 2021 version of Dune (available here), and I have to say that I can’t remember the last time I looked forward to a film as much as I am this November’s Dune pt2. And not since Peter Jackson’s Lord of The Rings trilogy has a Hollywood adaptation been so strong when compared to the source material.
Frank Herbert's Dune stands as a landmark in science fiction literature, captivating readers with its richly woven narrative and profound philosophical undertones. Set in a distant future where interstellar travel and political intrigue intertwine, Herbert masterfully combines intricate world-building, complex characters, and philosophical musings to create a thought-provoking and unforgettable reading experience. Far from a Star-Wars style space opera, Dune remains a remarkable exploration of power, religion, ecology, and human nature.
At its core, Dune is a philosophical journey that transcends the boundaries of conventional science fiction. Herbert delves into the intricate interplay between power and religion, exploring how these forces shape societies and individuals. The central theme revolves around the concept of messianic figures and their manipulation to control the masses. By examining the protagonist, Paul Atreides, and his transformation into a messiah-like figure, Herbert prompts readers to ponder the consequences of blindly following charismatic leaders and the ethical dilemmas that arise when power becomes concentrated in the hands of a few. This is a theme explored in much lighter way in ‘Three to See the King’, which I have previously reviewed on this site.
Another profound philosophical element in Dune is its ecological emphasis. The desert planet of Arrakis, with its scarcity of water and vast sand dunes, becomes a metaphor for our relationship with the natural world. Herbert contemplates the delicate balance between humanity and the environment, urging readers to consider the consequences of exploitative practices and the potential for environmental collapse. This ecological consciousness, expressed through concepts like terraforming and the complex interdependence of life forms, foreshadows the urgent ecological concerns we face in our own world today.
If there’s one thing I struggled with on first attempting to read Dune, it’s the writing itself. Twice I’ve attempted the book, eventually relying on the Audible version to get me through. Herbert’s writing style is akin to the gradual unfolding of a complex tapestry. He establishes a meticulous and immersive universe, allowing readers to become fully immersed in the intricacies of the world he has created. [This intricacy, and the many backstories of the cast and various political elements such as the differing houses and the Bene Dessert order, is what hobbled the 1980s adaptation by David Lynch. Villeneuve’s adaptation is far more deft in its exposition]. The novel takes its time to build tension and suspense, inviting readers to savour the intricate web of politics, alliances, and betrayals. While the pacing might be slower compared to other science fiction novels, it enables a deeper exploration of the characters and philosophical ideas that lie at the heart of the narrative.
Herbert's writing style is dense and eloquent, reflecting the weightiness of the themes he tackles. He effortlessly weaves together intricate details of politics, religion, ecology, and philosophy, creating a multi-layered narrative that rewards careful attention. The prose is rich in imagery, painting vivid pictures of the desolate landscapes of Arrakis, the opulence of the imperial court, and the inner struggles of the characters.
Dune is a monumental work of science fiction that transcends genre boundaries, embracing philosophy, ecology, and politics to present a captivating and thought-provoking narrative. Frank Herbert's exploration of power, religion, ecology, and human nature leaves readers pondering the complexities of our own world. While the pacing may be deliberate, (and, frankly, off-putting to some) it offers readers an opportunity to fully immerse themselves in the intricacies of the world and its characters.
So, what of the sequels? I’ve also, thanks to Audible, listened to the sequel Dune Messiah and Children of Dune over the past few weeks.
Dune Messiah picks up the narrative several years after the events of its predecessor, delving deeper into the philosophical themes that made Dune such a groundbreaking novel - the exploration of power, religion, and human nature - while building upon the foundations laid in the original novel.
Dune Messiah delves further into the intricate web of power dynamics and the consequences of messianic figures. The novel explores the aftermath of Paul Atreides' rise to power as the Emperor of the Known Universe, examining the complexities of governance and the moral dilemmas faced by a leader burdened with omniscience. Herbert continues to challenge readers' assumptions about authority and the abuse of power, prompting us to consider the inherent dangers of absolutism and the ethical compromises leaders must make to maintain stability.
Religion remains a central theme in Dune Messiah, albeit with a more skeptical lens. Herbert dissects the nature of religious fervour, questioning its authenticity and its potential to be manipulated for personal gain. As Paul Atreides faces the consequences of his messianic role, the novel forces readers to confront the stark realities of faith and the exploitation of religious belief. The exploration of religion's role in society remains as thought-provoking as ever, challenging readers to question the relationship between spirituality, power, and the individual.
Building upon the ecological themes of Dune, Dune Messiah further delves into the intricate balance between humanity and the environment. Herbert introduces the concept of prescience, allowing Paul Atreides to see the potential futures and the ecological consequences of his actions. This examination of foresight and its implications emphasises the interconnectedness of all life forms and the responsibility humanity holds towards the natural world. The ecological consciousness that permeates the novel continues to serve as a cautionary tale, urging readers to reevaluate our relationship with the environment and the long-term consequences of our actions.
Dune Messiah adopts a slightly different pacing compared to its predecessor. While still imbued with a deliberate and intricate narrative, the sequel accelerates the plot, focusing more on political intrigues, character dynamics, and the consequences of past actions. Overall it’s a faster novel, shorter too, which I believe makes it far more readable than Dune. I believe Dune Messiah is the shortest of Herbert’s Dune novels. He skillfully balances moments of introspection with rapid developments, creating a sense of urgency that propels the story forward. The pacing serves to heighten the tension and further engage readers in the philosophical dilemmas that shape the narrative. Herbert's writing style in Dune Messiah remains as eloquent and immersive as in the original novel. The prose is dense and evocative, seamlessly blending intricate political machinations, philosophical ruminations, and emotional depth. Herbert's ability to weave complex ideas into a compelling narrative remains unparalleled, challenging readers to explore profound themes while remaining engrossed in the story.
Overall, I much preferred Dune Messiah to Dune. Dune Messiah successfully carries on the philosophical exploration initiated in Dune, pushing the boundaries of power, religion, and human nature even further. Frank Herbert's sequel delves into the consequences of Paul Atreides' rise to power, expanding on the complexities of governance, religious manipulation, and ecological interdependence. The novel's pacing, while more accelerated, maintains a balance between intrigue and introspection, drawing readers into the narrative's philosophical depths. Herbert's eloquent writing style remains a hallmark of the series, providing a seamless blend of profound ideas and gripping storytelling.
Children of Dune delves deeper into the complex world of Arrakis and its ruling Atreides family. It presents readers with a captivating blend of political intrigue, religious fervour, philosophical contemplation, and a multi-layered plot. While retaining the intricate storytelling and thought-provoking themes of its predecessors, Children of Dune introduces new dimensions to the narrative.
The book expands upon the sprawling narrative of the first two books, continuing the saga of the Atreides family. The story takes place several years after the events of Dune Messiah, with the focus shifting to Paul Atreides' twin children, Leto II and Ghanima. As heirs to the throne, they possess incredible psychic abilities and must navigate the treacherous waters of politics, religion, and personal sacrifice.
The political landscape of Arrakis is rife with turmoil as various factions vie for control of the spice trade and the planet's precious resources. Meanwhile, the enigmatic Bene Gesserit Sisterhood, led by the formidable Reverend Mother Mohiam, continues its intricate manipulations, seeking to shape the future according to their hidden agendas.
Children of Dune also delves into the psychological struggles of its characters. Leto II grapples with the overwhelming weight of his father's legacy and the allure of the all-seeing prescience he possesses. Ghanima, on the other hand, must navigate her own path while confronting the shadow of her ancestors. As the story unfolds, the twins face betrayal, loyalty, and personal sacrifices that shape their destiny and the fate of the universe.
Some reviewers have criticised Children of Dune’s pacing. On one hand, the novel maintains a sense of urgency and intrigue, with political manoeuvring and power struggles driving the plot forward. Herbert masterfully weaves intricate webs of deception and intrigue, constantly keeping readers on their toes. The story begins with the aftermath of Paul Atreides' rule as Emperor and the rise of his children, Leto and Ghanima, who possess extraordinary powers inherited from their father. However, there are instances where the story's momentum seems to falter, particularly in the middle section. Lengthy philosophical discussions and introspective moments occasionally slow down the narrative. Some readers feel that these philosophical interludes, while important for the thematic exploration, may distract from the main plot. Whilst I did feel these sections slowed the novel down, overall I felt the pacing was a fine balance between the ponderousness of Dune and the more fast-paced, plot-driven style of Dune Messiah. Nonetheless, the final act of the book delivers a thrilling climax that compensates for the occasional lull.
Herbert's writing style in Children of Dune continues to be characterised by his richly detailed prose and multifaceted narrative approach. His vivid descriptions bring the desert world of Arrakis to life, immersing readers in its harsh beauty and the intricate machinations of its inhabitants. The author's attention to detail allows readers to form a deep connection with the characters, their motivations, and the world they inhabit.
As with the two preceding books Herbert employs an omniscient narrative perspective, enabling readers to gain insights into multiple characters' thoughts and perspectives. Whilst currently an out-of-fashion approach to fiction, his technique adds layers of complexity to the story and enhances the exploration of philosophical themes. The author's prose strikes a delicate balance between lyrical and pragmatic, weaving intricate ideas with a clear and engaging storytelling style.
Children of Dune is again replete with profound philosophical themes, building upon the foundations established in Dune and Dune Messiah. The novel delves into the concept of prescience, questioning the implications of foreknowledge and its impact on individual agency and the course of history. Leto II's unique ability to see the future in great detail becomes both a gift and a burden. Herbert raises thought-provoking questions about the nature of choice and the extent to which free will can truly exist in a universe where the future seems predetermined. The exploration of prescience becomes intertwined with the themes of power and manipulation as Leto II grapples with the consequences of using his abilities to shape the destiny of humanity.
Furthermore, Children of Dune continues its examination of power, religion, and ecology. The intricate interplay between politics, religion, and power dynamics is scrutinised, illustrating the potential for corruption and manipulation. The characters' motivations are often influenced by their religious beliefs, with various factions seeking to control and interpret the religious mythology surrounding the messianic figure of Paul Atreides. Herbert raises questions about the nature of faith, the power it holds over individuals and societies, and the potential for both enlightenment and fanaticism.
Herbert's continued exploration of the ecological consequences of humanity's actions remains an integral part of the narrative. The delicate balance of Arrakis's ecosystem, intricately tied to the production of the spice melange, is a constant backdrop to the story. The author emphasises the importance of stewardship and balance in our relationship with the environment, highlighting the destructive consequences of exploiting resources without considering the long-term consequences.
Children of Dune stands as a worthy successor to its predecessors, maintaining the unique qualities that made Dune a groundbreaking work of science fiction. While some feel it lacks the sheer grandeur and singular focus of Dune, it compensates with its in-depth character development and expanded exploration of philosophical concepts. Dune Messiah, which focused heavily on Paul Atreides' journey, is complemented by Children of Dune's shift towards the next generation of the Atreides family, delving into the complexities of their inherited legacies.
Where Dune and Dune Messiah explored the rise and fall of Paul Atreides as a messiah figure, Children of Dune widens the scope to examine the repercussions of Paul's choices and the enduring impact on his children. The novel delves into the internal struggles of Leto II and Ghanima as they grapple with their identities, burdens of power, and the legacy of their ancestors. Herbert's narrative intricacy allows readers to witness the consequences of their choices and the unfolding of their destinies, intertwining personal struggles with the larger tapestry of politics, religion, and ecology.
Of the three books I’ve experienced so far, Children of Dune is my favourite. It’s rare for a series to continually improve with each novel, but Herbert’s books have done this with the first three. Both Dune Messiah and Children of Dune bear reading again, and I have ordered all three in paperback. Children of Dune particularly will reveal more on second reading, especially the interludes between chapters where Herbert’s philosophies on ecology, religion and politics are laid bare. I can’t wait to start the next book, God Emperor of Dune.
Frank Herbert's Dune stands as a landmark in science fiction literature, captivating readers with its richly woven narrative and profound philosophical undertones. Set in a distant future where interstellar travel and political intrigue intertwine, Herbert masterfully combines intricate world-building, complex characters, and philosophical musings to create a thought-provoking and unforgettable reading experience. Far from a Star-Wars style space opera, Dune remains a remarkable exploration of power, religion, ecology, and human nature.
At its core, Dune is a philosophical journey that transcends the boundaries of conventional science fiction. Herbert delves into the intricate interplay between power and religion, exploring how these forces shape societies and individuals. The central theme revolves around the concept of messianic figures and their manipulation to control the masses. By examining the protagonist, Paul Atreides, and his transformation into a messiah-like figure, Herbert prompts readers to ponder the consequences of blindly following charismatic leaders and the ethical dilemmas that arise when power becomes concentrated in the hands of a few. This is a theme explored in much lighter way in ‘Three to See the King’, which I have previously reviewed on this site.
Another profound philosophical element in Dune is its ecological emphasis. The desert planet of Arrakis, with its scarcity of water and vast sand dunes, becomes a metaphor for our relationship with the natural world. Herbert contemplates the delicate balance between humanity and the environment, urging readers to consider the consequences of exploitative practices and the potential for environmental collapse. This ecological consciousness, expressed through concepts like terraforming and the complex interdependence of life forms, foreshadows the urgent ecological concerns we face in our own world today.
If there’s one thing I struggled with on first attempting to read Dune, it’s the writing itself. Twice I’ve attempted the book, eventually relying on the Audible version to get me through. Herbert’s writing style is akin to the gradual unfolding of a complex tapestry. He establishes a meticulous and immersive universe, allowing readers to become fully immersed in the intricacies of the world he has created. [This intricacy, and the many backstories of the cast and various political elements such as the differing houses and the Bene Dessert order, is what hobbled the 1980s adaptation by David Lynch. Villeneuve’s adaptation is far more deft in its exposition]. The novel takes its time to build tension and suspense, inviting readers to savour the intricate web of politics, alliances, and betrayals. While the pacing might be slower compared to other science fiction novels, it enables a deeper exploration of the characters and philosophical ideas that lie at the heart of the narrative.
Herbert's writing style is dense and eloquent, reflecting the weightiness of the themes he tackles. He effortlessly weaves together intricate details of politics, religion, ecology, and philosophy, creating a multi-layered narrative that rewards careful attention. The prose is rich in imagery, painting vivid pictures of the desolate landscapes of Arrakis, the opulence of the imperial court, and the inner struggles of the characters.
Dune is a monumental work of science fiction that transcends genre boundaries, embracing philosophy, ecology, and politics to present a captivating and thought-provoking narrative. Frank Herbert's exploration of power, religion, ecology, and human nature leaves readers pondering the complexities of our own world. While the pacing may be deliberate, (and, frankly, off-putting to some) it offers readers an opportunity to fully immerse themselves in the intricacies of the world and its characters.
So, what of the sequels? I’ve also, thanks to Audible, listened to the sequel Dune Messiah and Children of Dune over the past few weeks.
Dune Messiah picks up the narrative several years after the events of its predecessor, delving deeper into the philosophical themes that made Dune such a groundbreaking novel - the exploration of power, religion, and human nature - while building upon the foundations laid in the original novel.
Dune Messiah delves further into the intricate web of power dynamics and the consequences of messianic figures. The novel explores the aftermath of Paul Atreides' rise to power as the Emperor of the Known Universe, examining the complexities of governance and the moral dilemmas faced by a leader burdened with omniscience. Herbert continues to challenge readers' assumptions about authority and the abuse of power, prompting us to consider the inherent dangers of absolutism and the ethical compromises leaders must make to maintain stability.
Religion remains a central theme in Dune Messiah, albeit with a more skeptical lens. Herbert dissects the nature of religious fervour, questioning its authenticity and its potential to be manipulated for personal gain. As Paul Atreides faces the consequences of his messianic role, the novel forces readers to confront the stark realities of faith and the exploitation of religious belief. The exploration of religion's role in society remains as thought-provoking as ever, challenging readers to question the relationship between spirituality, power, and the individual.
Building upon the ecological themes of Dune, Dune Messiah further delves into the intricate balance between humanity and the environment. Herbert introduces the concept of prescience, allowing Paul Atreides to see the potential futures and the ecological consequences of his actions. This examination of foresight and its implications emphasises the interconnectedness of all life forms and the responsibility humanity holds towards the natural world. The ecological consciousness that permeates the novel continues to serve as a cautionary tale, urging readers to reevaluate our relationship with the environment and the long-term consequences of our actions.
Dune Messiah adopts a slightly different pacing compared to its predecessor. While still imbued with a deliberate and intricate narrative, the sequel accelerates the plot, focusing more on political intrigues, character dynamics, and the consequences of past actions. Overall it’s a faster novel, shorter too, which I believe makes it far more readable than Dune. I believe Dune Messiah is the shortest of Herbert’s Dune novels. He skillfully balances moments of introspection with rapid developments, creating a sense of urgency that propels the story forward. The pacing serves to heighten the tension and further engage readers in the philosophical dilemmas that shape the narrative. Herbert's writing style in Dune Messiah remains as eloquent and immersive as in the original novel. The prose is dense and evocative, seamlessly blending intricate political machinations, philosophical ruminations, and emotional depth. Herbert's ability to weave complex ideas into a compelling narrative remains unparalleled, challenging readers to explore profound themes while remaining engrossed in the story.
Overall, I much preferred Dune Messiah to Dune. Dune Messiah successfully carries on the philosophical exploration initiated in Dune, pushing the boundaries of power, religion, and human nature even further. Frank Herbert's sequel delves into the consequences of Paul Atreides' rise to power, expanding on the complexities of governance, religious manipulation, and ecological interdependence. The novel's pacing, while more accelerated, maintains a balance between intrigue and introspection, drawing readers into the narrative's philosophical depths. Herbert's eloquent writing style remains a hallmark of the series, providing a seamless blend of profound ideas and gripping storytelling.
Children of Dune delves deeper into the complex world of Arrakis and its ruling Atreides family. It presents readers with a captivating blend of political intrigue, religious fervour, philosophical contemplation, and a multi-layered plot. While retaining the intricate storytelling and thought-provoking themes of its predecessors, Children of Dune introduces new dimensions to the narrative.
The book expands upon the sprawling narrative of the first two books, continuing the saga of the Atreides family. The story takes place several years after the events of Dune Messiah, with the focus shifting to Paul Atreides' twin children, Leto II and Ghanima. As heirs to the throne, they possess incredible psychic abilities and must navigate the treacherous waters of politics, religion, and personal sacrifice.
The political landscape of Arrakis is rife with turmoil as various factions vie for control of the spice trade and the planet's precious resources. Meanwhile, the enigmatic Bene Gesserit Sisterhood, led by the formidable Reverend Mother Mohiam, continues its intricate manipulations, seeking to shape the future according to their hidden agendas.
Children of Dune also delves into the psychological struggles of its characters. Leto II grapples with the overwhelming weight of his father's legacy and the allure of the all-seeing prescience he possesses. Ghanima, on the other hand, must navigate her own path while confronting the shadow of her ancestors. As the story unfolds, the twins face betrayal, loyalty, and personal sacrifices that shape their destiny and the fate of the universe.
Some reviewers have criticised Children of Dune’s pacing. On one hand, the novel maintains a sense of urgency and intrigue, with political manoeuvring and power struggles driving the plot forward. Herbert masterfully weaves intricate webs of deception and intrigue, constantly keeping readers on their toes. The story begins with the aftermath of Paul Atreides' rule as Emperor and the rise of his children, Leto and Ghanima, who possess extraordinary powers inherited from their father. However, there are instances where the story's momentum seems to falter, particularly in the middle section. Lengthy philosophical discussions and introspective moments occasionally slow down the narrative. Some readers feel that these philosophical interludes, while important for the thematic exploration, may distract from the main plot. Whilst I did feel these sections slowed the novel down, overall I felt the pacing was a fine balance between the ponderousness of Dune and the more fast-paced, plot-driven style of Dune Messiah. Nonetheless, the final act of the book delivers a thrilling climax that compensates for the occasional lull.
Herbert's writing style in Children of Dune continues to be characterised by his richly detailed prose and multifaceted narrative approach. His vivid descriptions bring the desert world of Arrakis to life, immersing readers in its harsh beauty and the intricate machinations of its inhabitants. The author's attention to detail allows readers to form a deep connection with the characters, their motivations, and the world they inhabit.
As with the two preceding books Herbert employs an omniscient narrative perspective, enabling readers to gain insights into multiple characters' thoughts and perspectives. Whilst currently an out-of-fashion approach to fiction, his technique adds layers of complexity to the story and enhances the exploration of philosophical themes. The author's prose strikes a delicate balance between lyrical and pragmatic, weaving intricate ideas with a clear and engaging storytelling style.
Children of Dune is again replete with profound philosophical themes, building upon the foundations established in Dune and Dune Messiah. The novel delves into the concept of prescience, questioning the implications of foreknowledge and its impact on individual agency and the course of history. Leto II's unique ability to see the future in great detail becomes both a gift and a burden. Herbert raises thought-provoking questions about the nature of choice and the extent to which free will can truly exist in a universe where the future seems predetermined. The exploration of prescience becomes intertwined with the themes of power and manipulation as Leto II grapples with the consequences of using his abilities to shape the destiny of humanity.
Furthermore, Children of Dune continues its examination of power, religion, and ecology. The intricate interplay between politics, religion, and power dynamics is scrutinised, illustrating the potential for corruption and manipulation. The characters' motivations are often influenced by their religious beliefs, with various factions seeking to control and interpret the religious mythology surrounding the messianic figure of Paul Atreides. Herbert raises questions about the nature of faith, the power it holds over individuals and societies, and the potential for both enlightenment and fanaticism.
Herbert's continued exploration of the ecological consequences of humanity's actions remains an integral part of the narrative. The delicate balance of Arrakis's ecosystem, intricately tied to the production of the spice melange, is a constant backdrop to the story. The author emphasises the importance of stewardship and balance in our relationship with the environment, highlighting the destructive consequences of exploiting resources without considering the long-term consequences.
Children of Dune stands as a worthy successor to its predecessors, maintaining the unique qualities that made Dune a groundbreaking work of science fiction. While some feel it lacks the sheer grandeur and singular focus of Dune, it compensates with its in-depth character development and expanded exploration of philosophical concepts. Dune Messiah, which focused heavily on Paul Atreides' journey, is complemented by Children of Dune's shift towards the next generation of the Atreides family, delving into the complexities of their inherited legacies.
Where Dune and Dune Messiah explored the rise and fall of Paul Atreides as a messiah figure, Children of Dune widens the scope to examine the repercussions of Paul's choices and the enduring impact on his children. The novel delves into the internal struggles of Leto II and Ghanima as they grapple with their identities, burdens of power, and the legacy of their ancestors. Herbert's narrative intricacy allows readers to witness the consequences of their choices and the unfolding of their destinies, intertwining personal struggles with the larger tapestry of politics, religion, and ecology.
Of the three books I’ve experienced so far, Children of Dune is my favourite. It’s rare for a series to continually improve with each novel, but Herbert’s books have done this with the first three. Both Dune Messiah and Children of Dune bear reading again, and I have ordered all three in paperback. Children of Dune particularly will reveal more on second reading, especially the interludes between chapters where Herbert’s philosophies on ecology, religion and politics are laid bare. I can’t wait to start the next book, God Emperor of Dune.
Another piece of fiction this week, from one of my favourite British authors. ‘Neverwhere' is the first novel of Neil Gaiman’s that I read (‘Good Omens’, his collaboration with the great Terry Pratchett notwithstanding) that tells the story of Richard Mayhew, an ordinary young man who falls through the cracks of society and finds himself in a dark and mysterious world beneath the streets of London. Originally written as a TV series for the BBC, it has also been released as a graphic novel.
The novel is set in a version of London, in which a hidden city exists below the bustling streets and the people who live there are the forgotten and marginalised members of society. As Richard navigates this strange new world, he meets a range of unforgettable characters, including Door, a young woman with magical powers, and Mr. Croup and Mr. Vandemar, a pair of sinister assassins.
On first reading It is a fantastical urban fairy tale, the sort of thing that Gaiman excels at. On reflection the novel serves as a metaphor for those swallowed up by any big city, and the invisibility foisted upon people who are left behind when they suffer homelessness or exclusion. Like a lot of Gaiman’s others works (‘American Gods’, for example) the novel explores themes of identity, loyalty and the power of imagination.
One of the strengths of ‘Neverwhere' is Gaiman's ability to create a vivid and immersive world that is both magical and believable. He weaves together elements of mythology, folklore, and urban legend to create a dark and mysterious world that is both familiar and unsettling.
As you’ve probably already guessed, another standout feature of the novel is the characters. Each character is unique and memorable, with their own quirks and motivations. Gaiman does an excellent job of creating characters who are flawed and complex, and who evolve and change over the course of the story.
‘Neverwhere’ is a gripping and imaginative novel that will transport readers to a strange and fascinating world. It is a testament to Gaiman's skill as a storyteller and his ability to create memorable characters and worlds that resonate with readers long after the final page is turned.
You can purchase Neverwhere through my affiliate link here.
The novel is set in a version of London, in which a hidden city exists below the bustling streets and the people who live there are the forgotten and marginalised members of society. As Richard navigates this strange new world, he meets a range of unforgettable characters, including Door, a young woman with magical powers, and Mr. Croup and Mr. Vandemar, a pair of sinister assassins.
On first reading It is a fantastical urban fairy tale, the sort of thing that Gaiman excels at. On reflection the novel serves as a metaphor for those swallowed up by any big city, and the invisibility foisted upon people who are left behind when they suffer homelessness or exclusion. Like a lot of Gaiman’s others works (‘American Gods’, for example) the novel explores themes of identity, loyalty and the power of imagination.
One of the strengths of ‘Neverwhere' is Gaiman's ability to create a vivid and immersive world that is both magical and believable. He weaves together elements of mythology, folklore, and urban legend to create a dark and mysterious world that is both familiar and unsettling.
As you’ve probably already guessed, another standout feature of the novel is the characters. Each character is unique and memorable, with their own quirks and motivations. Gaiman does an excellent job of creating characters who are flawed and complex, and who evolve and change over the course of the story.
‘Neverwhere’ is a gripping and imaginative novel that will transport readers to a strange and fascinating world. It is a testament to Gaiman's skill as a storyteller and his ability to create memorable characters and worlds that resonate with readers long after the final page is turned.
You can purchase Neverwhere through my affiliate link here.
"Three to See the King" is a novel written by Magnus Mills. I’ve not read much of his other work, only “The Restraint of Beasts”. Whereas I found that to be an unusually-written novel with very dry prose, I wasn’t inspired to read it more than once. “Three to See the King”, however, I have read at least three times over.
The book tells the story of an unnamed protagonist (the book is written in the first-person) who is contentedly living by himself in the desert. Soon he is visited by an old ‘friend of a friend’ who tries to befriend the protagonist’s neighbour. From there he is led into being hired to help build a mysterious structure in the middle of a vast desert.
The protagonist is hired by a man named the Foreman, and he soon discovers that he is not the only worker on the project. The workers are a diverse group of people, including a religious zealot, a retired soldier, and a man who claims to have worked on the Tower of Babel.
As the project progresses, tensions rise between the workers, and the protagonist becomes increasingly curious about the purpose of the structure they are building. He also begins to question the Foreman's leadership and the true motives behind the project.
The novel is short, just over 150 pages long. This brevity is as a result of the lean storytelling (no bloated backstories or side-quests here) and spare prose employed by Millls, a signature of his writing style. The writing style, subject matter and to-the-point structure mean the story functions as a parable dealing with themes such as the nature of work, leadership, and the search for meaning in life. In some regards -especially the absurdist nature of certain sections and the way the protagonist is almost a passive passenger in is own life at times- there is something very Arthur Dent about the main protagonist; not that this is in any way a facsimile of Adams’ work. The influence is clear, however, as is that of Terry Pratchett; and readers of Hitchhiker’s Guide or Discworld will no doubt enjoy this story. The book also explores themes of power, authority, and control, and it raises questions about the ethics of blindly following orders.
Overall, "Three to See the King" is a thought-provoking and engaging novel that challenges readers to think deeply about the nature of work and the search for meaning in life. It offers a unique perspective on the human experience, and it is a compelling read for anyone interested in literature that explores complex philosophical themes.
You can buy a copy of this novel here.
The book tells the story of an unnamed protagonist (the book is written in the first-person) who is contentedly living by himself in the desert. Soon he is visited by an old ‘friend of a friend’ who tries to befriend the protagonist’s neighbour. From there he is led into being hired to help build a mysterious structure in the middle of a vast desert.
The protagonist is hired by a man named the Foreman, and he soon discovers that he is not the only worker on the project. The workers are a diverse group of people, including a religious zealot, a retired soldier, and a man who claims to have worked on the Tower of Babel.
As the project progresses, tensions rise between the workers, and the protagonist becomes increasingly curious about the purpose of the structure they are building. He also begins to question the Foreman's leadership and the true motives behind the project.
The novel is short, just over 150 pages long. This brevity is as a result of the lean storytelling (no bloated backstories or side-quests here) and spare prose employed by Millls, a signature of his writing style. The writing style, subject matter and to-the-point structure mean the story functions as a parable dealing with themes such as the nature of work, leadership, and the search for meaning in life. In some regards -especially the absurdist nature of certain sections and the way the protagonist is almost a passive passenger in is own life at times- there is something very Arthur Dent about the main protagonist; not that this is in any way a facsimile of Adams’ work. The influence is clear, however, as is that of Terry Pratchett; and readers of Hitchhiker’s Guide or Discworld will no doubt enjoy this story. The book also explores themes of power, authority, and control, and it raises questions about the ethics of blindly following orders.
Overall, "Three to See the King" is a thought-provoking and engaging novel that challenges readers to think deeply about the nature of work and the search for meaning in life. It offers a unique perspective on the human experience, and it is a compelling read for anyone interested in literature that explores complex philosophical themes.
You can buy a copy of this novel here.
"Leadership Is Language" by David Marquet is a leadership book that offers a new approach to leading and managing teams. Marquet's military background includes serving in the U.S. Navy for 28 years, during which he commanded a nuclear submarine, the USS Santa Fe. His experience on the Santa Fe, where he transformed the crew from the worst performing submarine in the fleet to the best, inspired his approach to leadership and communication.
The book is organised into three main parts. Part 1 challenges traditional leadership models that rely on top-down control and a command-and-control approach. Marquet argues that this type of leadership can stifle creativity and innovation, and can limit the potential of teams and individuals.
Part 2 introduces a new leadership model that emphasises communication and collaboration. Marquet suggests that leaders should focus on creating a culture of open dialogue, where team members are encouraged to share their ideas and opinions, and where feedback is used to improve performance. He also introduces a number of specific communication techniques, such as asking questions, active listening, and reframing, that can be used to foster this type of culture.
Part 3 provides guidance on how to put the new leadership model into practice. Marquet covers topics such as building trust, creating a shared sense of purpose, and developing a learning culture. He also provides practical advice on how to use the new communication techniques in a range of contexts, such as team meetings, one-on-one conversations, and performance reviews.
Throughout the book, Marquet emphasises the importance of language in shaping culture and behaviour. He argues that the words and phrases we use can either reinforce traditional leadership models or support the new leadership model. By using language that encourages collaboration, openness, and feedback, leaders can create a culture of trust and empowerment that supports high-performing teams.
Marquet's military background provides a unique perspective on leadership and communication. His experience on the USS Santa Fe demonstrates that effective leadership is about empowering your team and fostering a culture of open communication. The lessons he learned from his military service are applicable to any organization, and his new leadership model provides practical guidance for leaders who want to build high-performing teams.
"Leadership Is Language" is a thought-provoking book that aims to challenge traditional leadership models and offer a new approach to leading and managing teams. And although I enjoyed this audiobook, the ideas in it are not as new or revolutionary as Marquet wants them to be. I would assume that this is as a result of his experience in the military, where such collaborative management styles are likely in short supply. However, with numerous real-life examples and case studies, Marquet does provide practical advice that can be applied in any organisation. The book is well-written and engaging, particularly for someone as interested as I am in how the language we use can affect how people respond to us; how the message is delivered is as important as what the message we deliver is. A bonus for me was the fact that Marquet narrated this audiobook himself - I his enthusiastic delivery to be as compelling as the content, really enhancing the experience. You can buy the paperback edition here.
The book is organised into three main parts. Part 1 challenges traditional leadership models that rely on top-down control and a command-and-control approach. Marquet argues that this type of leadership can stifle creativity and innovation, and can limit the potential of teams and individuals.
Part 2 introduces a new leadership model that emphasises communication and collaboration. Marquet suggests that leaders should focus on creating a culture of open dialogue, where team members are encouraged to share their ideas and opinions, and where feedback is used to improve performance. He also introduces a number of specific communication techniques, such as asking questions, active listening, and reframing, that can be used to foster this type of culture.
Part 3 provides guidance on how to put the new leadership model into practice. Marquet covers topics such as building trust, creating a shared sense of purpose, and developing a learning culture. He also provides practical advice on how to use the new communication techniques in a range of contexts, such as team meetings, one-on-one conversations, and performance reviews.
Throughout the book, Marquet emphasises the importance of language in shaping culture and behaviour. He argues that the words and phrases we use can either reinforce traditional leadership models or support the new leadership model. By using language that encourages collaboration, openness, and feedback, leaders can create a culture of trust and empowerment that supports high-performing teams.
Marquet's military background provides a unique perspective on leadership and communication. His experience on the USS Santa Fe demonstrates that effective leadership is about empowering your team and fostering a culture of open communication. The lessons he learned from his military service are applicable to any organization, and his new leadership model provides practical guidance for leaders who want to build high-performing teams.
"Leadership Is Language" is a thought-provoking book that aims to challenge traditional leadership models and offer a new approach to leading and managing teams. And although I enjoyed this audiobook, the ideas in it are not as new or revolutionary as Marquet wants them to be. I would assume that this is as a result of his experience in the military, where such collaborative management styles are likely in short supply. However, with numerous real-life examples and case studies, Marquet does provide practical advice that can be applied in any organisation. The book is well-written and engaging, particularly for someone as interested as I am in how the language we use can affect how people respond to us; how the message is delivered is as important as what the message we deliver is. A bonus for me was the fact that Marquet narrated this audiobook himself - I his enthusiastic delivery to be as compelling as the content, really enhancing the experience. You can buy the paperback edition here.
In today's fast-paced and highly competitive world, traditional approaches to business are no longer enough to ensure success. That's the argument put forth by Ryan Tate in his book, "The 20% Doctrine: How Tinkering, Goofing Off, and Breaking the Rules at Work Drive Success in Business." In this book, Tate explores the concept of encouraging employees to take risks, experiment, and challenge the status quo in the workplace.
Tate draws on examples from companies such as Google, 3M, and Pixar to illustrate the benefits of a culture of innovation. Google's famous policy of allowing employees to spend 20% of their time on personal projects has led to some of the company's most successful products, including Gmail and Google Maps. 3M's policy of encouraging employees to spend 15% of their time on research and development has led to numerous successful innovations, such as Post-it notes. And Pixar's approach to collaboration and feedback, known as "plussing," has resulted in some of the most successful animated films of all time.
However, Tate acknowledges that there are risks and challenges associated with this approach. Employees may become distracted and lose focus on their primary responsibilities, and it can be difficult to measure the impact of experimental projects. That's why Tate argues that both employees and managers need to shift their mindset and be willing to tolerate failure and provide support for experimentation and innovation.
Tate also highlights the role of play and humour in the workplace. He cites research that shows how play and humour can reduce stress, foster creativity, and improve communication and teamwork. Tate argues that companies should encourage employees to engage in playful activities, such as games and puzzles, as a way to promote a positive work culture and improve productivity.
"The 20% Doctrine" is a valuable read for anyone interested in fostering a culture of innovation in the workplace. By encouraging employees to take risks, experiment, and challenge the status quo, companies can stay ahead of the curve and remain competitive in today's fast-changing business environment. By balancing experimentation with accountability and responsibility, companies can reap the benefits of a culture of innovation while avoiding potential pitfalls.
Working in the care sector, I believe such an approach has limited application. A lot of what we do is so governed by policies and legislation that try innovation can be difficult to come by. Even so, my own version of “20% time” (time spent reading, engaging in blogs, etc, and thinking about how those principles or approaches I’ve read about can be applied to my role and/or company) has enabled me to look critically at my work an how I can improve it.
"The 20% doctrine" can be purchased here.
Tate draws on examples from companies such as Google, 3M, and Pixar to illustrate the benefits of a culture of innovation. Google's famous policy of allowing employees to spend 20% of their time on personal projects has led to some of the company's most successful products, including Gmail and Google Maps. 3M's policy of encouraging employees to spend 15% of their time on research and development has led to numerous successful innovations, such as Post-it notes. And Pixar's approach to collaboration and feedback, known as "plussing," has resulted in some of the most successful animated films of all time.
However, Tate acknowledges that there are risks and challenges associated with this approach. Employees may become distracted and lose focus on their primary responsibilities, and it can be difficult to measure the impact of experimental projects. That's why Tate argues that both employees and managers need to shift their mindset and be willing to tolerate failure and provide support for experimentation and innovation.
Tate also highlights the role of play and humour in the workplace. He cites research that shows how play and humour can reduce stress, foster creativity, and improve communication and teamwork. Tate argues that companies should encourage employees to engage in playful activities, such as games and puzzles, as a way to promote a positive work culture and improve productivity.
"The 20% Doctrine" is a valuable read for anyone interested in fostering a culture of innovation in the workplace. By encouraging employees to take risks, experiment, and challenge the status quo, companies can stay ahead of the curve and remain competitive in today's fast-changing business environment. By balancing experimentation with accountability and responsibility, companies can reap the benefits of a culture of innovation while avoiding potential pitfalls.
Working in the care sector, I believe such an approach has limited application. A lot of what we do is so governed by policies and legislation that try innovation can be difficult to come by. Even so, my own version of “20% time” (time spent reading, engaging in blogs, etc, and thinking about how those principles or approaches I’ve read about can be applied to my role and/or company) has enabled me to look critically at my work an how I can improve it.
"The 20% doctrine" can be purchased here.
"Persuasion" was probably the first management/self-development book I bought, in around 2007. I was drawn by its promise to explore the principles of effective communication and persuasion. The book is based on the idea that effective communication is not just about talking, but also about listening actively and empathetically.
Borg draws from his extensive experience as a trainer and consultant to provide practical strategies and tips that readers can apply in various situations. He explains the importance of building rapport and establishing trust with others, emphasising the need to understand people's perspectives and to adapt one's communication style to meet their needs. One significant drawback for me is that the examples given are fictitious; or, at least, presented as being very generic and without detail. The context also is very reflective of his class and position. In explaining the importance of remembering small promises you’ve made to others, he chooses to us the example of promising to bring Wimbledon tickets for an acquaintance - hardly an everyday occurrence for the vast majority of us!
One of the key principles of the book is the power of language in persuasion. Borg explains that the words we use can have a significant impact on how others perceive us and our messages. He highlights the importance of using positive and solution-focused language, avoiding negative language, and framing messages in a way that resonates with the listener's values and beliefs.
Borg provides numerous examples of common linguistic traps that people fall into and how to avoid them. For instance, he warns against using absolutes such as "always" and "never," which can come across as confrontational and limit the possibility of finding common ground. Instead, he suggests using more flexible language, such as "usually" or "often."
Another important aspect of the book is its coverage of cognitive biases that affect decision-making. Borg explains how these biases work and how they can be overcome through effective communication and persuasion techniques. For instance, he notes that people are more likely to be persuaded by messages that appeal to their emotions rather than their rationality. He also explores the concept of "anchoring," where people tend to rely too heavily on the first piece of information they receive.
Borg provides practical strategies for overcoming these biases, such as using storytelling to engage emotions and framing messages in a way that challenges preconceptions without being confrontational. This does not always work. For example, a tactic to remember the names of a group sat around the table at a board meeting to to remember their names as they introduce themselves, then quickly create an apply a mnemonic. So you might meet Eddie, Vera, Evelyn, Tom, Ollie and Nigel, giving you the mnemonic EVERTON. Quite how you’re supposed to complete these mental gymnastics whilst keeping track of the meeting at hand is never explained. The Everton example is mine; the example given in the text is, “Go Ahead Punk, Make My Day”. He also does assert in the book that having a good memory is simply alack of effort, something we know not to be true.
Despite some shortcomings, the book does have a number of strengths. One of which is its accessibility. Borg's writing style is clear and concise, and he does provide numerous examples and anecdotes to illustrate his points, subject to the caveats above. The book is also well-structured, with each chapter focusing on a different aspect of communication and persuasion.
Another strength of the book is that the principles are applicable to a wide range of contexts. Borg emphasises that the principles of effective communication and persuasion are universal and can be applied in any situation where we want to influence others.
"Persuasion" by James Borg is overall a good resource for anyone looking to improve their communication and persuasion skills. The book is practical, accessible, and provides numerous strategies and tips that can be applied in various contexts. By emphasising the importance of building rapport, understanding people's perspectives (a forerunner of the current focus on diversity, in many ways), and using language effectively, Borg shows readers how to become more persuasive and successful communicators.
"Persuasion" can be purchased here.
Borg draws from his extensive experience as a trainer and consultant to provide practical strategies and tips that readers can apply in various situations. He explains the importance of building rapport and establishing trust with others, emphasising the need to understand people's perspectives and to adapt one's communication style to meet their needs. One significant drawback for me is that the examples given are fictitious; or, at least, presented as being very generic and without detail. The context also is very reflective of his class and position. In explaining the importance of remembering small promises you’ve made to others, he chooses to us the example of promising to bring Wimbledon tickets for an acquaintance - hardly an everyday occurrence for the vast majority of us!
One of the key principles of the book is the power of language in persuasion. Borg explains that the words we use can have a significant impact on how others perceive us and our messages. He highlights the importance of using positive and solution-focused language, avoiding negative language, and framing messages in a way that resonates with the listener's values and beliefs.
Borg provides numerous examples of common linguistic traps that people fall into and how to avoid them. For instance, he warns against using absolutes such as "always" and "never," which can come across as confrontational and limit the possibility of finding common ground. Instead, he suggests using more flexible language, such as "usually" or "often."
Another important aspect of the book is its coverage of cognitive biases that affect decision-making. Borg explains how these biases work and how they can be overcome through effective communication and persuasion techniques. For instance, he notes that people are more likely to be persuaded by messages that appeal to their emotions rather than their rationality. He also explores the concept of "anchoring," where people tend to rely too heavily on the first piece of information they receive.
Borg provides practical strategies for overcoming these biases, such as using storytelling to engage emotions and framing messages in a way that challenges preconceptions without being confrontational. This does not always work. For example, a tactic to remember the names of a group sat around the table at a board meeting to to remember their names as they introduce themselves, then quickly create an apply a mnemonic. So you might meet Eddie, Vera, Evelyn, Tom, Ollie and Nigel, giving you the mnemonic EVERTON. Quite how you’re supposed to complete these mental gymnastics whilst keeping track of the meeting at hand is never explained. The Everton example is mine; the example given in the text is, “Go Ahead Punk, Make My Day”. He also does assert in the book that having a good memory is simply alack of effort, something we know not to be true.
Despite some shortcomings, the book does have a number of strengths. One of which is its accessibility. Borg's writing style is clear and concise, and he does provide numerous examples and anecdotes to illustrate his points, subject to the caveats above. The book is also well-structured, with each chapter focusing on a different aspect of communication and persuasion.
Another strength of the book is that the principles are applicable to a wide range of contexts. Borg emphasises that the principles of effective communication and persuasion are universal and can be applied in any situation where we want to influence others.
"Persuasion" by James Borg is overall a good resource for anyone looking to improve their communication and persuasion skills. The book is practical, accessible, and provides numerous strategies and tips that can be applied in various contexts. By emphasising the importance of building rapport, understanding people's perspectives (a forerunner of the current focus on diversity, in many ways), and using language effectively, Borg shows readers how to become more persuasive and successful communicators.
"Persuasion" can be purchased here.
Shane Snow’s book "Dream Teams: Working Together Without Falling Apart" is a must-read for anyone who is interested in learning about teamwork, collaboration, and innovation. I read this at the back end of 2022. Hands down, it's one of the most useful and thought-provoking management books I've ever read. In this book, Snow explores how individuals from diverse backgrounds can come together to form a high-performing team that can solve complex problems, create new products, and drive innovation.
The book is organised into three main parts, each of which delves deeper into the challenges and benefits of teamwork. In the first part, Snow explains the science of teamwork and explores why some teams perform better than others. He uses real-world examples from business, sports, and science to illustrate his points, and he provides practical advice for building and managing effective teams.
In the second part of the book, Snow looks at the role of diversity in teamwork - the differences in perspectives, thinking and understanding a diverse team can bring. He argues that diverse teams are more innovative and creative than homogeneous teams, but he also acknowledges the challenges that come with managing a diverse group of people. He offers strategies for managing these challenges and for creating an inclusive environment where everyone can contribute their unique perspectives and skills.
Finally, in the third part of the book, Snow explores the role of leadership in building and managing high-performing teams. He argues that leaders need to be able to create a clear vision, set goals, and provide feedback and support to their team members. He also emphasizes the importance of trust, communication, and conflict resolution in building a strong and effective team.
One of the strengths of Snow’s book is his use of real-world examples to illustrate his points. He draws on a wide range of case studies, including the development of the iPhone at Apple, the creation of the Beatles’ album Sgt. Pepper’s Lonely Hearts Club Band, and the rescue of the Chilean miners in 2010. By examining these examples, Snow is able to show how different types of teams have tackled complex challenges and achieved great success.
Another strength of the book is its practical advice for building and managing effective teams. Snow provides specific strategies for creating a culture of collaboration, managing conflict, and developing a shared sense of purpose among team members. His advice is based on research and real-world experience, and it is presented in a clear and accessible way.
Overall, "Dream Teams: Working Together Without Falling Apart" is an excellent book that is both informative and engaging. It offers valuable insights into the science of teamwork and provides practical advice for building and managing high-performing teams. Whether you are a business leader, a team manager, or a team member, this book will provide you with the tools and strategies you need to create a successful and innovative team. It's a well balanced book, not the one-sided manifesto in favour of diversity I'd anticipated expected. I found every section interesting and useful, with plenty of real-life examples of how diversity has/hasn't worked for various companies. Snow identifies four key factors that are necessary for building a successful team: cognitive diversity, psychological safety, a shared purpose, and a culture of innovation. He also discusses the role of leadership in fostering these factors and creating an environment where teams can thrive.
Throughout the book, Snow provides practical tips and advice for building and leading effective teams, such as how to identify and recruit diverse talent, how to create a culture of trust and psychological safety, and how to manage conflict and disagreement within a team. Highly recommended, and an essential read for every manager. Dream Teams is available here.
The book is organised into three main parts, each of which delves deeper into the challenges and benefits of teamwork. In the first part, Snow explains the science of teamwork and explores why some teams perform better than others. He uses real-world examples from business, sports, and science to illustrate his points, and he provides practical advice for building and managing effective teams.
In the second part of the book, Snow looks at the role of diversity in teamwork - the differences in perspectives, thinking and understanding a diverse team can bring. He argues that diverse teams are more innovative and creative than homogeneous teams, but he also acknowledges the challenges that come with managing a diverse group of people. He offers strategies for managing these challenges and for creating an inclusive environment where everyone can contribute their unique perspectives and skills.
Finally, in the third part of the book, Snow explores the role of leadership in building and managing high-performing teams. He argues that leaders need to be able to create a clear vision, set goals, and provide feedback and support to their team members. He also emphasizes the importance of trust, communication, and conflict resolution in building a strong and effective team.
One of the strengths of Snow’s book is his use of real-world examples to illustrate his points. He draws on a wide range of case studies, including the development of the iPhone at Apple, the creation of the Beatles’ album Sgt. Pepper’s Lonely Hearts Club Band, and the rescue of the Chilean miners in 2010. By examining these examples, Snow is able to show how different types of teams have tackled complex challenges and achieved great success.
Another strength of the book is its practical advice for building and managing effective teams. Snow provides specific strategies for creating a culture of collaboration, managing conflict, and developing a shared sense of purpose among team members. His advice is based on research and real-world experience, and it is presented in a clear and accessible way.
Overall, "Dream Teams: Working Together Without Falling Apart" is an excellent book that is both informative and engaging. It offers valuable insights into the science of teamwork and provides practical advice for building and managing high-performing teams. Whether you are a business leader, a team manager, or a team member, this book will provide you with the tools and strategies you need to create a successful and innovative team. It's a well balanced book, not the one-sided manifesto in favour of diversity I'd anticipated expected. I found every section interesting and useful, with plenty of real-life examples of how diversity has/hasn't worked for various companies. Snow identifies four key factors that are necessary for building a successful team: cognitive diversity, psychological safety, a shared purpose, and a culture of innovation. He also discusses the role of leadership in fostering these factors and creating an environment where teams can thrive.
Throughout the book, Snow provides practical tips and advice for building and leading effective teams, such as how to identify and recruit diverse talent, how to create a culture of trust and psychological safety, and how to manage conflict and disagreement within a team. Highly recommended, and an essential read for every manager. Dream Teams is available here.
Second entry, and I'm going to talk about A Death in the Family by Jim Starlin, et al. Yes, it's a comic (a Batman comic, in fact). And yes, I'm an adult. But if I listened to other people's opinions I'd have cut my hair long ago, never got any tattoos, and never owned a Harley. And I'd probably be a lot less happy.
This wasn't the first 'dark' comic I'd read. That honour goes to another comic -another batman comic, in fact- that I lost long ago. The Robin in that comic from the late 80's possibly killed a bad guy off-panel to prevent him from getting away with a crime he'd committed, but couldn't be tried for. I remember the writing being really subtle, my first experience of writing being implied in that way rather than obvious. The characters were much more morally ambiguous than those in A Death in the Family, but there are some murky motivations in this one too. Up until reading those books I'd been raised on Fantastic Four and Thor; as well as Roald Dahl, Enid Blyton and CS Lewis. Those were great reading, don't get me wrong. But in those books the good guys were good guys. And the bad guys either learnt the errors of their ways, or were punished for their bad deeds. The stories were great, but the characters a little flat. These two comics were the stories that got me interested in ambiguous characters, and character development. Now, if only I was the World's Greatest Detective I'd be able to track down that missing comic... You can purchase the comic here.
This wasn't the first 'dark' comic I'd read. That honour goes to another comic -another batman comic, in fact- that I lost long ago. The Robin in that comic from the late 80's possibly killed a bad guy off-panel to prevent him from getting away with a crime he'd committed, but couldn't be tried for. I remember the writing being really subtle, my first experience of writing being implied in that way rather than obvious. The characters were much more morally ambiguous than those in A Death in the Family, but there are some murky motivations in this one too. Up until reading those books I'd been raised on Fantastic Four and Thor; as well as Roald Dahl, Enid Blyton and CS Lewis. Those were great reading, don't get me wrong. But in those books the good guys were good guys. And the bad guys either learnt the errors of their ways, or were punished for their bad deeds. The stories were great, but the characters a little flat. These two comics were the stories that got me interested in ambiguous characters, and character development. Now, if only I was the World's Greatest Detective I'd be able to track down that missing comic... You can purchase the comic here.
First entry, and I'm going to go for 'Tribe of Mentors' by Tim Ferriss, author of 'The Four Hour Workweek'. This, on the surface of it, is one of the laziest books ever written. Perhaps this is what he decided to do one particular workweek. In a nutshell, he's compiled a short list of questions that he emailed to numerous famous entrepreneurs, creatives, and the like. They then replied to the questions they wanted to answer, usually three or four out of the ten he sent. Some of the answers are trite (for a skull-numbing drinking game, take a swig every time someone 'resets' themselves. Take two if they do so by meditating, yoga, or connecting with nature). The male reader is, I'm 90% certain, an AI; and the female voiceover artist has to 'act' every reading rather than just, you know, reading. For this reason I wish I'd picked up the paperback as both become irritating after a while. Despite this, over all it is an interesting listen. I particularly liked listening to how different people interpret and answer the same questions. Some of the answers are very thought-provoking, too. If I had bought the paperback it would be the sort of book I'd dip in and out of rather than reading through, so I'm listening to this during my shorter journeys instead. The paperback is available here.
