A Leader's Legacy [Paperback]

In twenty-one separate but related essays that comprise this volume, James Kouzes and Barry Posner share their thoughts about the positive and enduring impact that an effective leader can have. The nature and extent of each effective leader's legacy, of course, varies from one to another. While reading the Introduction and then the first few chapters, I began to think about great leaders throughout history such as Jesus, Abraham Lincoln, Winston Churchill, and Mohandas Gandhi. Obviously, there are differences between and among them and other great leaders in terms of when and where they lived, the circumstances in which they were born and raised, and the challenges they faced. However, all of them had a vision of what ought to be as well as an absolute faith that it could be fulfilled, they attracted the support of others who shared their vision and their faith, and they possessed what Bill George characterizes as "authenticity."

Also as I read this book, I thought about the film It's a Wonderful Life in which George Bailey (portrayed by James Stewart) is given the opportunity to know what would have happened, and not have happened, had he not lived. He eventually realizes that the quality and value of his own life are best measured by the quality and value he gives to the lives of others. That is his "legacy," the core concept that Kouzes and Posner rigorously examine throughout their book. A simple idea? Yes and no. We are well-advised to remember Oliver Wendell Holmes' assertion, "I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity."

Kouzes and Posner are persistent empiricists and diehard pragmatists. They devote almost all of their attention in this book - as they do in their previously published classic, The Leadership Challenge - to the practice of effective leadership. Their observations and insights are based on decades of research that included hundreds of interviews and responses to surveys from thousands of leaders within all manner of organizations throughout the world. What they learned is what they share in their two books, this one and the aforementioned The Leadership Challenge.

Here are two brief composite excerpts that, I hope, suggest the thrust and flavor of their thinking:

Not a week goes by "that we don't hear someone in an executive role say something to this effect: `I don't care if people like me. I just want them to respect me." Get real! This statement is utter nonsense - contrary to everything we know about leadership...people perform significantly more effectively when their leaders treat them with dignity and respect, listen to them, support them, recognize, make them feel important, build their skills, and show confidence in them. Likeability is a major factor in being successful in just about every endeavor in life."

"You can leave a lasting legacy only if you can imagine a brighter future, and the capacity to imagine exciting future possibilities is the defining competence of leaders. Today's leaders have to be concerned about tomorrow's world and those who will inherit it. They are the custodians of the future, and it's their job to make sure that they leave their organizations in better shape than they found them. We've surveyed thousands of people on what they want in leaders, and their tell us that being forward-thinking is second only to honesty as their most admired leader quality...Get everyone involved in asking, What's next?...Another crucial question is, What's better? What's better than what you're now doing or anticipate doing in the foreseeable future?...It's imperative that we spend less time on daily operations and more time on future possibilities."

If you think these remarks are simplistic, please read the Holmes quotation.

I wholly agree with James Kouzes and Barry Posner that, ultimately, a leader's "legacy" should be determined by the nature and extent of her or his positive and enduring impact on the lives of those with whom they have been associated as well as those with whom there may be only a brief and single encounter. "You just never know whose life you might touch. You just never know what change you might initiate and what impact you might have. You just never know when that critical moment might come. What you do know is that you can make a difference. You can leave the world better than you found it."

To those who read this commentary, I suggest asking the same question I ask myself each day: "What will my legacy be?"

I've met a couple of leaders of large corporations recently, and both were of the opinion that leadership books were to be avoided. None of their criticisms fit this counter-cultural book, however; it celebrates the central role of people, relationships and the means by which we judge success. In an era marked both by big bonus culture and billionaire philanthropy, Kouzes and Postner raise and answer important questions. The conclusions won't just suit business leaders - the lessons can be applied widely, and the story-illustrated style is highly readable.

This easy-to-read, well-organized inspirational book shows you in 21 short chapters what it takes to become a leader. The essays are concise and transparent, and the numerous examples will inspire anyone who needs a boost in leadership energy. Some material is repeated, basic or familiar, but the book offers a great deal of wisdom about motivational leadership and making your mark. If you'd like a short but solid manual on leadership issues to read on the airplane or over the weekend, we recommend tossing this into your carry-on or briefcase.