Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value Review

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Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value ReviewThousands of books have been written for leaders. Like a leader that stands out from the pack, a new leadership book must present some significant new insights to prosper in this crowded marketplace. Hard on the heels of their last successful book, How Leaders Build Value, Dave Ulrich and Norm Smallwood produce another winner. How's that? A mix of reliable advice combined with some new insights which include:
' Leadership is more than individual leaders. "An exceptional individual leader may deliver outstanding results for a while, but the quality of leadership is what sustains results ... Leader emphasizes the qualities of the individual and how he or she leads and engages others ... leadership emphasizes the quality of leaders throughout an organization."
' It focuses on results, not on the traditional personal characteristics of leaders. "Our study of leadership began with a simple premise: leaders must deliver results ... the leadership field has become so enamored with competencies and personal characteristics of leaders that the leader's job to also deliver results was almost forgotten."
' Its leadership focus is from the"outside/in instead of the inside/out." "Outside in means that customer (and investor) expectations should frame, focus, and influence leader behaviors. When leaders know and do things that add value to customers, they are more likely to be doing the right thing."
' It uses the metaphor of a brand (like those of Pepsi, Lexus and Nokia) to reframe the power of leadership. "Leadership brand is the identity of the firm in the mind of the customers ... Leadership brand occurs when leaders' knowledge, skills, and values focus employee behavior on the factors that target the issues that customers care about ... it shows up in the behaviors and results of leaders throughout a firm in a manner that bridges employee and customer commitment."
' A leadership brand must pervade an organizational culture and its processes--(think GE/Jack Welch or Walmart/Sam Walton.) "A leadership brand bridges the firm's identity in the mind of those outside (customers and investors) with the behavior of its employees. When an organization has a leadership brand, customers have positive images of the firm, investors perceive the firm as possessing intangible value, employees feel more committed, and leaders are creating enormous value."
Supporting these insights are numerous examples, models, assessments, and other practical tools. This book models what is becoming the Ulrich-Smallwood brand: new insights combined with the best of the old, supported by easy-to-read, pragmatic implementation support. Sounds like a sustainable brand for leadership in the leadership field.
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