Synopses & Reviews
Why can some organizations innovate time and again, while most cannot?You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may helpbut theres only one way to ensure sustained innovation: you need to lead itand with a special kind of leadership. Collective Genius shows you how.
Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a good” leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the collective genius” of the people in the organization.
Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation dont create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and againan environment where people are both willing and able to do the hard work that innovative problem solving requires.
Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.
Review
Recommended Reading: 10 Books on Creative Leadership”
ForbesThis immensely worthwhile read redefines leadership, encouraging would-be leaders of innovation to shuck the Follow me! I know the way” approach and opt for an inverted organizational pyramid.” Success magazine
Throughout this concise book, the emphasis is on practical examples and detailed studies of what is required to make each aspect of innovation work. This thoroughness extends to the authors prescriptions for the future.” Forbes
Collective Genius gives diverse food for thought ... overall it successfully bridges the gap between theory and business practice. Personalwirtschaft
ADVANCE PRAISE for Collective Genius:
Tim Brown, President and CEO, IDEO
The leadership of innovative teams and organizations is perhaps the most confounding mystery in business today . . . Collective Genius reveals the principles by which we can unlock the collective potential of our colleagues and release the creative potential of our organizations.”
Reid Hoffman, cofounder and Chairman, LinkedIn; coauthor, The Alliance
An interesting and instructive look at how leaders can create flexible corporate ecosystems to unleash individual talent in ways that lead to greater organizational innovation.”
Kenneth I. Chenault, CEO and Chairman, American Express
Collective Genius offers real-world insights that will help todays business leaders challenge the status quo, drive new ideas, and create an environment where change and innovation are the norm.”
Tony Hsieh, CEO, Zappos; New York Times bestselling author, Delivering Happiness
Linda Hill and her coauthors argue that innovation requires a different kind of leadersomeone who can create and sustain a culture that brings out the collective genius of all their diverse and talented people. A great read for anyone leading a team, organization, or community.”
Terri Kelly, President and CEO, W. L. Gore and Associates
. . . Collective Genius is one of the few books that truly captures innovation in action and the important roleand qualitiesof leaders who make it happen.”
Mark M. Little, Senior Vice President, Director of Global Research, and Chief Technology Officer, General Electric
A great read, full of important insights for anyone involved in high-impact innovation . . . I look forward to sharing it with my colleagues.”
Joi Ito, Director, MIT Media Lab
. . . A must-read for any manager or participant in an organization that requires innovationin other words, any organization that wants to be successful in the new world of continuous massive disruptions.”
Clayton M. Christensen, Kim B. Clark Professor of Business Administration, Harvard Business School; author, The Innovators Dilemma
Innovation. Leadership. Motivation. Execution. What we need to do is quite obvious. And thanks to this book, we now have a guide to teach us how.”
Review
“George Reed has written a penetrating study of the nature, persistence, and consequences of the phenomenon of ‘toxic leadership.’ This study goes well beyond academic analysis of toxic leadership and provides wise and practical suggestions for how best to deal with it from the perspective of superiors, peers, and subordinates.”—Martin Cook, Admiral James Bond Stockdale Chair of Professional Military Ethics at the U.S. Naval War College and coeditor of the Journal of Military Ethics
Review
“A stunning work, detailing the problem [of toxic leadership] with data and anecdotes, but even more, it offers concise and helpful solutions at the institutional and individual level. An absolute must-read for army brass, policymakers, and the soldier suffering in a toxic environment.”—Georgia Sorenson, visiting research professor of leadership studies at Carey School of Law and inaugural chair and professor of transformational leadership at the U.S. Army War College
Review
“The military knows a lot about good leadership. That makes sense because they have studied it for so long. In this remarkable and interesting book, however, George Reed recounts the lessons the military teaches us about bad leadership.”—Ronald E. Riggio, Henry R. Kravis Professor of Leadership and Organizational Psychology at Claremont McKenna College and coeditor of Leader Interpersonal and Influence Skills: The Soft Skills of Leadership
Synopsis
Unleashing the Collective Genius in Your OrganizationWhat is the relationship between leadership and innovation? How can some companies innovate again and againcontinuously producing products and services that customers wantwhile most other firms cannot? How do you unleash consistent creativity in those around you?
In this important new book, a team of preeminent thinkersleadership scholar and Harvard Business School professor Linda Hill (Becoming a Manager, Being the Boss), former Pixar technology wizard Greg Brandeau, MIT researcher Emily Truelove, and writer and former executive Kent Lineback (Being the Boss)reveal what they say is the inextricable yet significant link between leadership and innovation.
Based on extensive research at many of the worlds top organizations, Collective Genius makes the compelling argument that today's knowledge-intensive global economy demands innovation not just as a competence, but as a much deeper part of the culture of the enterprise. They say the leadership implications of this are profound and result in the difference between those organizations that consistently innovate and those that do not.
With vivid real-life voices, rich ethnographic description, and expert guidance from authors whove led innovation and creativity first hand in their own organizations, Collective Genius will expand and deepen our leadership wisdom and competence for a new century.
Synopsis
Named one of "10 Management Classics for 2022" by Thinkers50
Why can some organizations innovate time and again, while most cannot? You might think the key to innovation is attracting exceptional creative talent. Or making the right investments. Or breaking down organizational silos. All of these things may help--but there's only one way to ensure sustained innovation: you need to lead it--and with a special kind of leadership. Collective Genius shows you how.
Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a "good" leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the "collective genius" of the people in the organization.
Using vivid stories of individual leaders at companies like Volkswagen, Google, eBay, and Pfizer, as well as nonprofits and international government agencies, the authors show how successful leaders of innovation don't create a vision and try to make innovation happen themselves. Rather, they create and sustain a culture where innovation is allowed to happen again and again--an environment where people are both willing and able to do the hard work that innovative problem solving requires.
Collective Genius will not only inspire you; it will give you the concrete, practical guidance you need to build innovation into the fabric of your business.
Synopsis
Bad or toxic leadership, abusive supervision, and petty tyranny in organizations are perennial issues. But to date, there has been little effort to examine the scope and nature of bad leadership in the military. Tarnished rectifies that lack of attention by defining the problems and suggesting possible solutions appropriate to the military’s unique structure and situation. Leadership is central to the identity of the U.S. military. Service academies and precommissioning processes have traditionally stressed the development of conscientious leaders of character. The services regularly publish doctrinal works and professional journal articles focusing on various aspects of leadership. Unsurprisingly, in most of those publications leadership is presented as a universally positive notion, a solution to problems, and something to be developed through an extensive and costly system of professional military education. Leadership expert George E. Reed, however, focuses on individual experiences of toxic leadership at the organizational level, arguing that because toxic leadership has such a detrimental impact on the military organizational culture, additional remediation measures are needed. Reed also demonstrates how system dynamics and military culture themselves contribute to the problem. Most significant, the book provides cogent advice and insights to those suffering from toxic leaders, educators developing tomorrow’s military leaders, and military administrators working to repair the current system.
About the Author
Linda A. Hill is the Wallace Brett Donham Professor of Business Administration at Harvard Business School and faculty chair of the Leadership Initiative. She is the author of
Becoming a Manager and coauthor, with Kent Lineback, of
Being the Boss. She was named by Thinkers50 as one of the top ten management thinkers in the world.
Greg Brandeau, long-time head of technology at Pixar Animation Studios, is a former EVP and CTO for The Walt Disney Studios.
Emily Truelove is a researcher and PhD candidate at the MIT Sloan School of Management.
Kent Lineback has spent more than twenty-five years as a manager and executive and, before that, several years as a consultant and a creator of management development programs. He has collaborated on several books, including Being the Boss.