Inner Work of Leaders: Leadership as a Habit of Mind, The

Design Management Journal, Winter 2002 by Robins, Robyn

The Inner Work of Leaders: Leadership as a Habit of Mind

by Barbara Mackoff and Gary Wenet

Now York: AMACOM Publishers, 2000, 226 pp.

The flyleaf of this book says it all. "There is no script for being a great leader, and no way to playact in the role. The inner work creates the difference between a manager and a leader. Leaders who shine have the insight to examine their own lives-the influence of their families, the guidance of teachers, and the force of momentous events-and translate that information into habits of mind for persevering in the face of obstacles and instilling commitment and confidence in others."

The Inner Work of Leaders recounts the individual experiences of a variety of leaders in business and society through an examination of personal influences: family, upbringing, schools, and mentors. It is less a book about contemporary business issues than an exploration of deeply personal journeys. Certainly most of the 50 or more people interviewed credited their parents and family with establishing the foundation from which they have been inspired to achieve. Among these leaders are Sara Lee CEO John Bryan, Hearst magazine president Cathleen Black, Cherokee chief Wilma Mankiller, Princeton president Harold Shapiro, Chicago Cubs president Andy MacPhail, and Ogilvy & Mather CEO Shelly Lazarus.

Although the retelling of deeply personal experiences from childhood may give pause to some readers of "business books," Mackoff and Wenet are careful to relate them to styles of organizational leadership. Of course, it's nothing new to suggest that leaders who can call on a knowledge of their inner selves shine particularly brightly. Perhaps what distinguishes this book is the intimacy of the personal disclosures.

Each leader tells his or her story by translating lifetime lessons into habits of mind that are central to his or her success, such as:

Reflection-the capacity to observe and analyze his or her own behavior

Attunement-the practice of learning from every person in the organization Conviction-the ability to draw upon inner authority and purpose

Framework-the strategy of interpreting negative events with a resilient response

Replenishment-the craft of restoring perspective and renewing resources

As in everything, it is what we do with the information we have that makes a difference. "The key in each leader's life was not what happened to that person, but what he or she did with what happened," say the authors. "The route to leadership was directed by how each leader made sense of family events."

Of particular note is the issue of ethics. It is the area in which I found the stories most interesting, and I could relate it to decision making on a wider, more profound scale. But the world of global business is not always shaped by people who think and react the same as we do, and it is on this front that I found the sharpness of the lessons considerably blunted. Nevertheless, I found the book an interesting take on what makes leaders.

The authors contend that the legacy of childhood carries over into the work of adult leadership. And though the book may seem preoccupied with learning lessons, it also brings up the notion that leaders are themselves teachers. So if the "who teaches the teachers" question intrigues you, this is a good read. For those who can relate to the stories in the book, it will be a compelling read.