Yesterday we talked about the value of reading non-management books. Here’s an example of why that might be helpful:
A good part of Adam Nicolson’s gripping retelling of the great Naval Battle of Trafalgar, “Seize the Fire,” turns out to be an exceptionally insightful depiction of the complex and powerful societal undertows that threw the combatant nations together on that awful day in October of 1805. (And, by the way, if Michael Wade recommends a book, consider putting it on your list.)
On the one hand, the author seems to accept the traditional definitions of individual leadership generally, and of Admiral Nelson as a great individual leader in particular. But on the other, he goes to great pains to explain how essentially inevitable was the outcome of the battle.
This, as he explains thoroughly, engagingly, and convincingly, was due to the confluence of numerous cultural influences into broadly irresistible currents that overwhelmed the contributions of any single individual aboard any specific ship in the fight. Indeed, he seems to make the argument that the individual leadership, not to mention the heroism, that was on display during the battle was itself part of the froth and foam thrown up by the towering waves of national character and power colliding off Trafalgar that day.
As it happens, the management book I’m reading right now, which will be reviewed soon, also notes the depth and expanse of the sources of corporate culture. Thus, it neither originates in individual leaders (beyond, at least, the entrepreneurial stage) nor is it readily manipulated by them. So, he concludes, perhaps the role of the “leader” in this respect is not to pretend to create it and direct its flow, but to attempt to coax and nudge it appropriately as circumstances suggest might be possible.
This mix of history and management reading has certainly provided food for thought that is richer and more rewarding than it would have been otherwise – had it even attracted much notice. So, mix it up yourselves, and see what presents itself to you that you might find surprisingly and productively applicable to problems and opportunities at work. Why not start this weekend?
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Today’s tip: Speaking of drawing important lessons from unexpected quarters, please see what William W. Bowser, at the Delaware Employment Law Blog, has to say about football, the movies, culture, and HR practices.
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If you look at the contents section on the sidebar of the main page of this site, you will see a listing of the article series that have been published here. You can click through to view summaries of the pieces, and then read the full series or selections that are of most interest to you. Enjoy!
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Technorati Tags: management, Adam Nicolson, Trafalgar, insight, leadership, Admiral Nelson, leader, individual leadership, heroism, character, power, culture, history, William W. Bowser, Michael Wade
“Hi Miki, Basically with my new job, they are really giving their employees the shaft. Peoples’ contracts aren’t being renewed so they can bring in cheaper labor (like me). My manager often says “Hey man! It’s cool! You have a job! The economy is crap!” as though the position with them is the only one that I could get. It’s really infuriating sometimes because I know that when they use an attitude like that, it’s like they feel they can abuse their power. It’s like saying “Hey, you’re worthless, you’re SO lucky you have us… right? Do you feel fortunate that we take you under our roof? Good, because no one else will - now get to work or we’ll kill you!” I don’t feel they see it like that, but I am trying to decipher their motives. What do you think is going on?”
Since his death in November 2005, a number of people have written about their experiences with the late Peter Drucker. William Cohen wrote his book 
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