While the world - and certainly many of its organisations - is always in need of more skilful, insightful and capable leadership, it is hard to argue with an authentic heart that the world is crying out for more books on the subject. Thankfully, just as some leaders rise above the multitude, some books stand taller than the mire of self-help tools and celebrity business hagiographies that continue to flood forth. While some of the latter may provide inspiration to improve, or a spark that sets an individual off on a personal development path, comprehensiveness, rigour and practical usefulness tend not to be high on their authors' agendas. For the leader (at any level), coach, L&D or HR professional who is looking for something that truly provides these so-often lacking qualities, Awaken, Align, Accelerate should be an addition to the Leadership bookshelves that they can wholeheartedly welcome.
While this may sound unduly dismissive of some of the well-received books already in circulation, leadership - seen from the perspective of `what does it involve, what is required of leaders and what are the competences, factors and behaviours that need to all be present' - is complex and multi-faceted. Its development takes not just discipline, but a willingness to acknowledge its multi-disciplinary breadth and depth: while titles that urge us to adopt a (small) number of `simple' steps generate appeal by making an intricate challenge sound less daunting, they can do their own subject matter a disservice in the process.
Awaken, Align, Accelerate is not a surface-skimming, linear read that inspires air salutes or table-thumping yeehaw-isms: a compendious guide to its topic, its aim is to allow those in an organisation's talent pipeline (recognising that leadership occurs at many levels, and also the role of HR in supporting and guiding leadership development) to adopt a comprehensive framework.
There is undoubtedly a feast of potential learning here, and the book's carefully structured organisation allows each chef - or diner - to construct a menu that will deliver the greatest nutrition. It may disappoint those looking for the developmental equivalent of a microwave tv dinner: this is not leadership fast food - indeed, it makes it clear that `snacking' is not the best approach. (Chapter 20 - Learning Orientation - might, in fact, be profitably separated out as a corrective for this particular audience). For those prepared to invest more of their time and attention, however, there is richness here that is to be applauded.