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The Leadership Moment
 
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The Leadership Moment (Paperback)

by Michael Useem (Author)
4.5 out of 5 stars See all reviews (2 customer reviews)
Price: £8.99 & this item Delivered FREE in the UK with Super Saver Delivery. See details and conditions
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Product details

  • Paperback: 336 pages
  • Publisher: Times Books; New edition edition (1 Nov 1999)
  • Language English
  • ISBN-10: 0812932307
  • ISBN-13: 978-0812932300
  • Product Dimensions: 20.3 x 13.7 x 2 cm
  • Average Customer Review: 4.5 out of 5 stars See all reviews (2 customer reviews)
  • Amazon.co.uk Sales Rank: 205,431 in Books (See Bestsellers in Books)

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Product Description

Review
"Gripping adventure and actionable advice . . . Useem not only takes us into the experiences of others but also draws out
striking lessons."--Fast Company
"One thoughtful work like this is worth a ton of new-age, self-help tomes that are high on fluff and low on
scholarship."--San Francisco Chronicle
"A really good story is a time-honored way to show how leaders respond to extreme challenges [and] that's what Michael Useem delivers."--USA Today

Synopsis
A study of leadership in action focuses on nine real-life accounts of leaders who faced a moment of crisis and what they did to succeed or fail.

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Customer Reviews

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Average Customer Review
4.5 out of 5 stars (2 customer reviews)
 
 
 
 
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4.0 out of 5 stars the leadership moment, 25 Aug 2002
By mhall (London United Kingdom) - See all my reviews
Gives an insight into critical moments of decision making in the corporate and political world - how, with the benefit of hindsight, potentially disastrous decisions were made at the time, some worked well, some failed. Written in an entertaining manner.
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1 of 1 people found the following review helpful:
5.0 out of 5 stars Warren Bennis is right: "It's one helluva read.", 23 Aug 2007
By Robert Morris (Dallas, Texas) - See all my reviews
(TOP 100 REVIEWER)    (REAL NAME)   

I read this book soon after it first appeared (in 1998) and recently re-read it, curious to know how well its core concepts and insights have held up. My conclusion? Very, very well. In his remarkably informative Foreword, Warren Bennis acknowledges having several reasons why he admires Michael Useem's book and cites three. First, Useem's selection of "cases" that focus on nine "real people, not stick figures"; the cases deal with what in theater would be called "turning points" (i.e. "life-challenging, morally consequential events fraught with risk and danger"); and third, the principles that Useem examines can be applied to any organization, regardless of size or nature, and the lessons learned from the nine cases are "eternal and universal. "

Useem suggests that leadership "is at its best when the vision is strategic, the voice persuasive, the results tangible." His focus is on exceptionally difficult leadership decisions, "those fateful moments when our goals are at stake and it is uncertain if we will achieve them, and when the outcome depends on mobilizing others to realize success." He examines nine quite different leaders who found themselves in "life-challenging, morally consequential events fraught with risk and danger" and prevailed. Those who have seen the film Apollo 13 are already familiar with Eugene Kranz (portrayed by Ed Harris). However, most of those who read this book were previously not familiar with several others, notably Wagner Dodge, Arlene Blum, and Clifton Wharton. Nonetheless, valuable leadership lessons can be learned from each of the nine.

Colonel Joshua Lawrence Chamberlain is of special interest to me. Briefly, he had assumed command of the 20th Regiment of Infantry, Maine Volunteers, in May of 1863; within four days, they were marching through Virginia. Less than a year before, the 20th had mustered a thousand men at commissioning time; only 358 remained. The situation was soon complicated by the fact that 120 mutineers in the 2nd Regiment had been placed under Chamberlain's command. His orders from his superior, General George C. Meade: "make them do duty or shoot them down the moment they refused." What happened next is best revealed within Useem's compelling narrative but I can reveal that Chamberlain's combined forces played a major (if not the pivotal role) at Gettysburg, securing and then defending their position.

Useem observes that, in a crisis such as the one Chamberlain and his men faced on Little Round Top when under relentless attack, "everything is magnified, for better or for worse." Some rise to the leadership challenge and take effective action as Chamberlain did, others don't. Useem suggests several leadership lessons to be learned from that bloody, decisive day on the fields of Gettysburg. For example:

"Winning the confidence of your people now may well be invaluable in a yet-unforeseen time when you face the ultimate test...[However,] early investments in winning support among even your most stalwart opponents may make the difference between success and defeat when it counts most." This is precisely what President Abraham Lincoln did when forming his first cabinet, one that Doris Kearns Goodwin characterizes as a "team of rivals."

I commend Michael Useem on his brilliant correlation of historical information with an analysis of the leaders he has studied and the lessons to be learned from their encounters with "life-challenging, morally consequential events fraught with risk and danger."

Those who share my high regard for this book are urged to check out his Leading Up as well as Warren Bennis and Robert Thomas' Geeks & Geezers (recently updated and reissued as Leading for a Lifetime), Bill George's True North, Jeffrey Sonnenfeld and Andrew Ward's Firing Back: How Great Leaders Rebound After Career Disasters, and Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton's Antarctic Expedition co-authored by Dennis N. T. Perkins, Margaret P. Holtman, Paul R. Kessler, and Catherine McCarthy.
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