“The Silver Lining” is a timely read.  Great Disruption is here, today.  Just about half a year or so ago, companies were further revising down their targets, cutting cost, and have stayed cautious for the uncertain times.  The economic downturn affects both the multinational corporations and the local companies.  I have had a chat with some of the local business owners and all of them have experienced some level of hardship with their business, have made or at the verge of making some difficult decisions.  As for myself, an employee of a MNC, I too am frustrated with the disruption to the funding that is much needed to continue fueling some of the key initiatives.

The bad news is: resource has become scarce.  The good news is: constraint is the enabler of innovation as pointed out by the author of “Silver Lining”.  It is the time to transform and leave the old market.  Because for many, not to transform is the way to extinction.  Scott Anthony uses case studies from Cisco, Google, Nintendo, Wal-Mart, McDonald’s, Procter & Gamble, and more to illustrate what they have done differently from others, in making them successful through the challenging times.

What strikes me as the most interesting idea from this book is that innovation is not necessarily a random encounter.  Instead, it is a discipline that can be structured for success.  In his book, Scott Anthony shares with us a toolkit to audit the organization’s innovation capabilities.  He takes us through the pruning and diversification of the innovation portfolio, how we can ‘refeature’ our offerings in order to cut cost, and how we can effectively innovate.

Some of you may ask: how exactly can we innovate besides gathering a group of people with diverse disciplines and hope for some big ideas to spark off?  The organization and the internal processes have to be structured in a way to make innovation repeatable, hence increases the innovation productivity.  We have to be creative to experiment and test our key assumptions.  Sharing the innovation load can be an option too if we need to lower the expenses and risk.  And in uncertainty times, we may need to look into the ‘low end’ and see what customers value.  All the details can be found inside the book.  “Silver Lining” ends with one chapter on how you can strengthen your personal innovation muscle (which I find it useful) and another one – which is my favorite – on the 10 disruptive developments to watch today according to Scott Anthony.

Excess is a root cause of many innovation struggle.  There are already organizations out there that look at the current time of uncertainty as their silver lining.  New innovation is brewing in the horizon ready to change the game.  The question is: will your organization emerge as a winner?

Hardcover: 145 pages
Publisher: Harvard Business Press (June 1, 2009)
ISBN-10: 1422139018
ISBN-13: 978-1422139011

You may wish to get this from Amazon.com.

Official Site: The Silver Lining Playbook.

In this rather crowded market of management books on leadership, two things I find intriguing about Robert Thomas’s new title “Crucibles of Leadership”.  First, the concept of an experience-based leader development.  Second, using the medieval alchemists’ vessel – crucible – as an analogy to the defining moments that are capable to transform us.  Can this book deliver what it promises: How to learn from experience to become a great leader?  That depends on how much you can get out from this book that comes in three distinct parts; each part may have a better appeal to a certain group of readers with different learning styles and backgrounds than others.

Part One – Experience Matters

I in particularly enjoy reading the first part of the book, “Experience Matters – But Then What?”.  Having played music as a hobby, I can certainly relate to the author’s analogy to how the artists practice while perform, and perform as though it is part of their practice routine.  And this idea of constantly learning and reflecting upon what we’ve experienced appears to be one of the focal points of the book.

I am also intrigued by how the author identifies different types of crucibles – defining moments that transform our lives in either a positive or negative way – and how different types of crucibles may emerge more frequently in a particular course of our career than the others.  For instance, we are likely to learn from the new unknowns at our younger years than say, setbacks that happen more often during our mid career.  The gems, to me, are the tabulated information throughout this part one of the book on how to benefit from different types of crucibles.  They add much clarity to the case studies illustrated.

According to research, in many fields, it takes ten years of deliberate, intentional practice to take us beyond novice and adept and to achieve the status of expert.  And to be an expert is to be able to adapt, innovate, and to move between genres or to inject originality.  To apply this to leadership development is something I have not previously thought of.  But how?  That is the next part.

Part Two – Personal Learning Strategy (PLS)

Some people may better appreciate this part of the book than others as it is more instructional.  You are asked to self-assess your capabilities in three dimensions: adaptive capacity, engaging others, and integrity and to craft your own PLS using the template provided.  Based on how you see yourself at peak performance within a certain time frame, where you are today, and what motivates you, the PLS prompts you to think of a set of action points to push yourself forward.  This part of the book even contains a timetable to guide you in assessing your progress and to review and amend your PLS periodically.

It seems like hard work, doesn’t it?  Going back to part one of the book, to be an expert require years of deliberate and intentional practice.  Hence, there is no exception to leadership development I believe.  And before we move onto the the last part of the book, how many of you have asked yourself the question: Why lead?  I personally think that author has hit the nail on the head.  Once we know why we want to lead, we know where our motivation lies.

Part Three – The Big Picture

For those who are working in the line of organizational effectiveness as well as at the senior management rank, you may benefit a great deal from this part of the book.  There are interesting case studies on how organizations can benefit from the preparing, deploying, and renewing existing and prospective leaders by means of a more active and creative use of experience.

Since the author Robert J. Thomas is executive director of the Accenture Institute for High Performance Business, I am curious about how PLS is implemented in Accenture, the global consulting company, today.  So I contacted my old friend from Accenture, where I spent a good number of years working as a consultant.  According to my friend, the terminology used internally may be different, but the concept used in his career planning and review is similar.

My personal thought is that though you may not in the position to influence and change how your organization develops leaders, by being aware that there are organizations out there that adopt a more experience-based approach, this may help you to move towards an environment that better suit you, especially when you start to build your own PLS and wish to see it links to an organization’s reward and recognition program.

In Summary

“Crucibles of Leadership” is certainly a book for those who appreciate a structured and disciplined approach to learn from experience.  Even if your current organization may not fully buy into this approach (if it does, all the better), it doesn’t stop you from having your own Personal Learning Strategy and in time to come, you may find yourself a more suitable environment to excel.  And for those who are in the position to enhance the organizational model, this book can be a good reference point.

What does ethics mean to you?  I asked this question to the people around me and the responses commonly point to a state of vagueness, and of confusion.  Some are able to observe ethics when lapses occur.  Most think that there are different types of ethics.  Not many are able to articulate and relate to the benefits of being ethical at the personal level.  Is there such a thing as ethically right or wrong?  Some may ask.

Yet, we face ethical decisions in our day-to-day life, at work and out of work.  Maybe we lie to avoid embarrassment.  Maybe we think that white lies are acceptable, especially if lying will lead to a ‘greater good’.  How about making promises that we can’t keep?  Is it wrong to download or copy intellectual properties?  Shall we work for or invest in organizations whose products harm innocent people?  Note that none of these questions that cover the areas of deception, stealing, and harming has a demarcation between work and life.  It is the same person who makes these decisions based on the same ethical code.

Having taught ethics for decades – both in the academic and profession arenas – the authors Ron Howard and Clint Korver have put together a book that clearly defines what ethics is.  In crisp black and white, the authors leave no room for ambiguity.  And because of their extensive training experience, “Ethics for the Real World” is one of the rare books I read that focuses on imparting knowledge via a simple structure, filled with lively easy to relate real life case studies, thought experiments, real life ethical codes that their students have drafted, and a book summary with key learning points, examples, supplemented with the page numbers as a quick reference guide.

I picked this book because I confess that in my life and in my line of work, at times I do find myself trapped in many so-called gray areas where I am tempted to transgress ethics.  And I did in some situations.  “Ethics for the Real World” opens my eyes to perspectives that I have not previously thought of.  I am not a skeptic but I was initially skeptical when I was asked to draft my own ethics code (one generic code for all types of situations).  How is it even possible when the scope is so huge?  Upon reading some of the examples written by the students, I am convinced that it can be done.  In fact, I may draft one and share with you all here in my website.  After I have finished reading the book, I am also convinced that it is possible when faced with situations – personal and professional – I shall be able to create alternatives and look for a quality solution that may even be transformational.  We may regret decisions made that are unrelated to ethics.  But to transgress ethics leads us to remorse.  In as much as possible, I would like to live a life with no remorse.

Related Website: ethics {for the real world}

Book Summary

Kindly note that this book summary is written for my own future reference.  It may read dry without the case studies and illustrations from within the book.

Ethical refers to behavior considered right or wrong according to our own beliefs no matter the culture or society.  We develop our own code for self-improvement, and not to criticize others.  Having good ethics enable us to lower the barrier between others and to enhance relationships.

Ethics is about actions, not thoughts.  It is important to note that there are three dimensions of action: prudential, legal, and ethical.  Prudential dimension pertains to our self-interest and legal dimension pertains to the law in our social system.  These dimensions overlap with one another.  Rarely we encounter ethical dilemmas.  The key is to clearly define our possible actions and to go through a consistent approach in arriving at a quality decision.

There are negative ethics (things that we shall not do) and there are positive ones (things that we shall do).  Confusing the two often leads to fuzziness when making decisions because positive ethics are like aspirations, they are lacking in bright lines of what we shall not do.  We also need to distinguish between action- and consequence-based ethics.  “Thou shall not kill” is a good example of action-based ethics.  But will we kill if killing is for a ‘greater good’?  Misusing consequence-based ethics may lead us to justify our wrongs.  In fact, rationalization often comes in ethical-sounding clothing.

We form our touchstones by consulting our religious legacy, secular legacy, as well as the codes written by our organization and professional bodies.  With our touchstones, we can draft our own ethical code, test them out, and live by it.

Transgressing ethics in any circumstances often result in a lost of opportunities for our own growth.  More often than not, we can create alternatives.  And some of these alternatives can transform our life and work.  When in doubt, put ourselves in other’s shoes.  Start with the ones we love.

Living by our ethical codes is a skill that we need to turn into a habit, into a way of life.  And we shall continue to expand our ethical space as we grow.