Following the Leader

image from here

 

Five years ago, I blogged about my struggles as a leader. Was I a good leader? How did I know? My people were capable and easily able to perform their functions without my guidance. Our team's goals were clear . . . so what was my job, other than helping them with administrative matters and protecting them from distraction or dysfunction? As I said then, leadership is humbling, messy, lonely, and difficult to gauge effectiveness. I knew leaders were necessary, but I was trying to articulate how and why. The past few weeks have given me new insight.

In a nutshell, leaders are important because people follow them. The above image, taken from Disney's Peter Pan, is while they're singing 

Following the leader, the leader, the leader
We're following the leader

Wherever he may go

I've had that stuck in my head for the last week. We follow leaders- wherever they go. If the leader demonstrates character, people will emulate. If the leader demonstrates true concern for others, so will the followers. If the leader is fair and just, so go the people. But if the leader spouts nonsense, the followers will, too. If the leader (say) makes outrageous or unfounded claims, the people will parrot it. And if the leader goes off a cliff . . . many will go with him.

We've seen it many times in history- people follow the leader, for better or worse. It highlights the importance of a leader's character. Character matters tremendously. In the recent election, some (many?) were displeased with both major candidates, and thus focused on platforms while ignoring character. That can be disastrous. Character is important- because people emulate the character of their leaders. And character, in a way, is policy, as it shows what a leader truly believes through how they behave. Both behavior and belief matter. 

The Bible demonstrates this often. To the Christian, Jesus is our ultimate leader- the head of the body. In the Bible, it's clear that Christians are to be followers of, and not just believers in, Jesus. Even the demons believe in God, and so Christians are commanded to show their allegiance to the Lord through their conduct (see James 2:19-20). Consider the many times Jesus told people to follow Him (just a handful shown below):

Matthew 16:24: Then Jesus told his disciples, “If anyone would come after me, let him deny himself and take up his cross and follow me. 

Matthew 19:21: Jesus said to him, “If you would be perfect, go, sell what you possess and give to the poor, and you will have treasure in heaven; and come, follow me.”

John 10:27: My sheep hear my voice, and I know them, and they follow me.

John 8:12: Again Jesus spoke to them, saying, “I am the light of the world. Whoever follows me will not walk in darkness, but will have the light of life.”

John 12:26: If anyone serves me, he must follow me; and where I am, there will my servant be also. If anyone serves me, the Father will honor him.

John 21:21-22: When Peter saw him, he said to Jesus, “Lord, what about this man?” Jesus said to him, “If it is my will that he remain until I come, what is that to you? You follow me!”

Following Jesus means obeying and emulating Him. Belief and behavior. In Romans, after Paul spends eleven chapters explaining what the Christian must believe, he turns to application- how they must behave as a result- and opens with this:

Romans 12:1: I appeal to you therefore, brothers,by the mercies of God, to present your bodies as a living sacrifice, holy and acceptable to God, which is your spiritual worship.

Why? Because Jesus, too, was a sacrifice (see 1 Corinthians 15:3-4 and Mark 10:45). And we are to follow Him, being holy as He is (1 Peter 1:15-16). And not only was he a sacrifice, but he is fully God and fully man, made like us in every respect so He knows our temptations (see Hebrews 2:17-18 and 4:14-15). The perfect leader- he life demonstrated perfect obedience, perfect love, and perfect identification with the difficulties His followers face. May the Christian always follow Him above all else.

Here's the point: we follow leaders- we imitate their conduct. We are called to submit to authorities in this world, both governing authorities (see Romans 13) and church authorities (see Hebrews 13)- unless they contradict the commands of God ("We must obey God rather than men."- Acts 5:29b). We follow Jesus above all else, but we also follow earthly leaders. So as we submit to various earthly authorities, let us be mindful of whom we follow- for we will start to defend and imitate their qualities, for better or worse.

On War (Carl von Clausewitz)

"War is a mere continuation of policy by other means."  So writes Prussian Carl von Clausewitz in his classic treatise On War.  Unfinished and published posthumously in the 1830s, this text steps through different aspects of war- definitions, the ultimate goals, strategy, tactics, political considerations, moral aspects, maintenance of the military force, and more.  Ultimately, he argues, war "is an act of violence intended to compel our opponent to fulfill our will." Yet "If War is an ACT of force, it belongs necessarily also to the feelings. If it does not originate in the feelings, it REACTS, more or less, upon them, and the extent of this reaction depends not on the degree of civilisation, but upon the importance and duration of the interests involved."  And,

If our opponent is to be made to comply with our will, we must place him in a situation which is more oppressive to him than the sacrifice which we demand; but the disadvantages of this position must naturally not be of a transitory nature, at least in appearance, otherwise the enemy, instead of yielding, will hold out, in the prospect of a change for the better.

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This book caught me off-guard.  I thought this would be a "how to" book on war, with rules and tips/etc.; it was more about observations.  Carl was quick to point out that "Wars must differ in character according to the nature of the motives and circumstances from which they proceed."  He stated repeatedly that "science must become art" in many cases, and therefore the appeal to genius is necessary rather than rules.  I agree with him, but it also means much of this work can boil down to saying "war is difficult and formulas are impossible; it requires sound judgment."  In fact, he says basically this:

Great part of the information obtained in War is contradictory, a still greater part is false, and by far the greatest part is of a doubtful character. What is required of an officer is a certain power of discrimination, which only knowledge of men and things and good judgment can give.

The book was very difficult to read, and I'm not confident that I read the complete work (differing editions, presentations, and translations exist).  There were nuggets of valuable observations and keen insights, but these were, in places, overwhelmed by long and complex sentences, verbose digressions, and overall confusing prose. I'd read or skim as my attention held (or didn't); this text was unfinished at Clausewitz's death, and I can't help but think a better editing job might have produced a higher quality product.

Rating: B-

The Top Ten: Books (Leadership)

Having served as a leader in various organizations and roles over the years, I've come to appreciate just how difficult it is.  (I reflect on the reality of leadership here).  One invaluable resource for leaders is other leaders, as many good ones have shared their experiences in books.

image from here

The below selections are my favorite books concerning leadership.

1. The Path Between the Seas (David McCullough)

I tried not to repeat any titles in my 'top ten' lists this month, but this book is just too good to ignore (it appeared on my history list, too).  The myriad leaders involved in this project is an excellent case study; I look at them at a high level here.

2. Conviction to Lead (Albert Mohler)

Mohler gives 25 principles (or characteristics) of leaders.  Very helpful and informative.

3. The Essential Drucker (Peter Drucker)

Drucker wrote for over 60 years about leadership; this book is a collection of texts summarizing his insights.  He was amazingly prescient in several respects.

4. Storied Leadership (Keith Martel)

Martel looks at leadership as a relationship that emerges in a narrative context.  Very well done.

5. TED Talks (Chris Anderson)

Leaders must know how to speak (I summarize public speaking here).  Anderson's book is an excellent overview on the topic, as he shares insights from the world-renowned TED speakers.

6. The Dilbert Principle (Scott Adams)

A brutally honest, hilarious, and valuable look at leadership.  We're all idiots- even leaders.

7. Good to Great (Jim Collins)

Collins and his team studied 1000 companies, then focused on 15 that went from mediocre to amazing and identified common characteristics.  Very interesting stuff.

8. Patton on Leadership (Alan Axelrod)

Axelrod takes 183 sayings from Patton in this choppy, yet valuable, resource.

9. Monday Morning Leadership (David Cottrell)

Written as a series of eight (fictional) counseling sessions between mentor and mentee, Cottrell's book is a good and quick read.

10. The Tipping Point (Malcolm Gladwell)

Gladwell looks at little things that make a big difference, discussing his three rules in this vein.  Quite interesting.

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My main leadership page has more books, organized topically, for those interested.

Those Liberty Ballers

Still high off the Eagles' Super Bowl win, I turn to another Philadelphia team with promise.

Several years ago, some sources were debating the Philadelphia 76ers and their rank among the worst NBA teams of all time as they were in the middle of an abysmal 10-72 campaign.  Now, fresh off a 52-30 season, the Sixers are poised to win a playoff series and may go deep into the playoffs.  Why the turn-around?  Smart drafting, certainly, but there's more to it than that: it takes a culture change.  From the linked ESPN article:

The Sixers have embraced a basic human truth -- people want to tell their stories -- and turned it into a team-building exercise.

Stories.  We love stories.  In a nutshell, stories add emotion and relevance to straight data.  Because at the end of the day, we're not fueled by plain facts- we're powered by stories that give those facts meaning.  We all have and hold different stories about ourselves, the world, each other- and those stories drive us forward, leading to powerful change.  In the Sixers case, it's helped turned a moribund franchise into a powerhouse in two short years.

The other thing I appreciate is their diverse makeup.  Three foreign-born stars- Joel Embiid (Cameroon), Dario Saric (Croatia), and Ben Simmons (Australia)- are all under 25 years old and leading the charge.  JJ Redick, Robert Covington, and Marco Belinelli add veteran poise, and rookie Markelle Fultz may finally be rounding into form off an injury.  They're fun personalities and fun to watch- I hope they go far. Here is their depth chart.

I grew up a David Robinson and San Antonio Spurs fan, and that franchise holds a special place in my heart for their unselfish play, quiet stars (Robinson, Tim Duncan, Kawhi Leonard), international finds (Tony Parker, Manu Ginobili, etc.), and no-nonsense, 'back to basics' style.  But change is in the air- my heart increasingly leans towards all things Philly- and those Liberty Ballers make it easy to do.  Phila Unite!

On Public Speaking

image from here

I used to hate public speaking; now I love it, because I've come to learn its power.  As Chris Anderson (head of TED) says, "Every meaningful element of human progress has happened only because humans have shared ideas with each other and then collaborated to turn those ideas into reality."  That collaboration requires public speaking- and it can transform the world.

In my opinion, today's heavy focus on STEM (Science, Technology, Engineering, Mathematics) is producing a society where communication skills are under-valued and (therefore) under-developed.  Ironically, in an age where we have more ways of communicating than ever before, we do it increasingly poorly.  And yet it's vital!  The best scientists and engineers undermine themselves through poor communication.

Earlier this month, I read a smattering of books on public speaking, one after another.  I enjoy this approach- it gives me a balanced and diverse perspective on a topic (I did it last year for the canon of Scripture) while things are fresh in my mind.  And, I've found value in producing a summary of what I've learned, concisely articulating it for posterity.  To that end, below is my take on public speaking, based on ideas from books reviewed earlier this month.  I break it into four areas: basics, audience, preparation, delivery.

1. Basics
The goal of public speaking is to inform, influence, and interact with an audience.
- We inform through sharing ideas and information.
- We influence by affecting how people see the world.  Everything we tell them adds to, affirms, or alters (challenges) their world view.  That's powerful!
- We interact by engaging the audience- building relationships, addressing needs and collaborating in real time.  It's possible to be informed and influenced by many things, but interaction is what sets public speaking apart.

The golden rule of public speaking: it's not about you!  Communication is for the recipient.  Sometimes speakers think it's their time to build themselves up, brag, or blow the audience away with knowledge and accomplishment.  Dead wrong.  You are giving something to your audience- it's about them.  Make it count.

The value of public speaking: it makes you learn your topic better than you would otherwise (if you want to learn a topic, try teaching it; when preparing properly, you'll increase understanding).  Additionally, it helps you articulate your thoughts in a coherent, concise, logical form.  Not to mention the aforementioned influence a good talk can have.  So don't shun opportunities!  Embrace them as chances to learn.

2. Audience
Because it's not about you, understanding your audience is key to effective public speaking- and it shapes your preparation.  There are many things to consider about your audience:
- Who: How many people?  What's their background (seniority, education, occupation, culture)?  What's their disposition and expectation?
- What: what's the topic?
- Why: Why were you asked to talk?  What is the audience expecting?  What do they need?
- When: How long do you have?  What time of day?  Are you a stand-alone talk or one of many?  If the latter, where do you fall int he sequence?
- Where: What's the room like?  What are the possibilities and limitations?

3. Preparation
Once you know your audience, it's time to prepare your talk.  The first key is to know your topic thoroughly.  This helps you convey confidence and competence to your audience- not to mention it gives you flexibility to adjust the talk on the fly based on questions and audience needs.

The second step: develop an outline with your main points, keeping your audience and purpose in view at all times.  A few keys here:

- Keep it simple.  It's key to common understanding.

• Don't assume- avoid jargon and define key words.  Include the basics.  Einstein once said "if you can't explain something simply, you don't understand it well enough."
• Focus the message on what the audience needs, and no more.
• Make it flow logically, producing a connected narrative.
• Be as concise as possible.  Plan for less time than you have.  I've never heard people say, "Gee, I wish that would have lasted longer."  I've heard plenty say, "When will this end?"

- Make it interesting and memorable.

• Be authentic; people can spot a faker.  Say what needs to be said- nicely.  Candor is refreshing and less common than you might think.
• Add supplemental materials- or don't.  What makes sense?  Handouts?  Slides?  If using slides, use simple messages, shocking stats and powerful images to convey points quickly- in three seconds or less!  Any supplemental materials divide the audience's attention between you and what you gave them- keep that in mind.
• Use stories and examples.  These inspire and give emotion/relevance to data.  
• Humor can be powerful and unifying, but be careful.

- Include a takeaway, if applicable.  Be clear on anything you need/expect the audience to do.

The third step: practice.  There's no substitute.  It helps refine your ideas, words and flow into something great.  Some people practice their talks hundreds of times.  Great speakers- the ones that make it look easy- are often simply those that practice intensely.  Scott Berkun said,  "all good public speaking is based on good private thinking."  Practice is a form of private thinking that will shape your talk into something amazing.  Whenever I practice talks, I find myself honing in on key phrases that make all the difference.  But it's not quick or natural- it's simply practice.

4. Delivery
Once you've prepared and practiced, it's time to deliver your talk.
- Beforehand: know the room and dress appropriately (which generally means matching your audience).
- At the start: gauge and engage the audience.  Check their disposition, energy levels, etc.  Interact with them and get them involved from the start.  Tell them your plan so they get the big picture and can follow your talk as it progresses.
- Throughout: model what you want them to feel- remember the importance of tone and body language in so doing (Professor Mehrabian had a famous study that indicated only 7% of emotion is communicated through what is said; the other 93% is through tone (how you say it) and body language.  DON'T user filler words ("um, uh, like," etc.).  Filler words are poor attempts to avoid the perceived awkwardness of short silences.  In truth, pauses help folks process.  Pay attention to the audience; adjust based on continual feedback.  Sometimes, you may even have to scrap your plan to meet their needs.
- At the end: recap the main points, including takeaways if applicable.
- After: your talk doesn't end when it ends.  Answer questions, follow up, provide promised information or materials, and review feedback if offered.
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If you remember nothing else from the above, take away the keys: remember your audience, know your material, keep it simple, and practice.  If you do these things, you will be an amazing public speaker.

HBR Guide to Persuasive Presentations (Nancy Duarte)

Another day, another book on public speaking.  This time, it's the Harvard Business Review Guide to Persuasive Presentations.  Some cogent points:

Remember that it's about the audience.  "The people in your audience came to see what you can do for them, not what they must do for you."  "It's your job to determine the best way to connect with your audience."  How do people prefer to process information?  Give them insights to improve their lives, business, etc.  Show the audience that you value their time and care about their needs.  Knowing people "makes it easier to influence them."  Questions to ask getting to know your audience:

- why are they here?
- what keeps them up at night?
- how can you solve their problems?
- what do you want them to do?
- how might they resist?
- how can you best reach them?

There are four types of audiences: doers, suppliers, influencers, innovators.  Each can help you- if you help them.  "Never deliver a presentation you wouldn't want to sit through."

Briefing is powerful because it is so influential.  "When you present, you're asking people in the room to change their behavior or beliefs in some way, big or small."  So make it simple- don't make people work hard to identify what matters.  Don't assume everyone will understand jargon.  If it's necessary to include, define it.  Your words must be both clear and memorable.

Use stories where you can.  Personal stories told with passion are the most effective.  Stories are "the most compelling platform we have for managing imaginations."  Why?  Because they point to what is and what could be.  The result: "all good presentations convey and resolve some kind of conflict or imbalance."  You can create conflict by looking at what is and what could be.  "Begin by describing life as the audience knows it . . . this creates a bond . . . and opens them up to hear your ideas for change."  And "your ending should leave people with a heightened sense of what could be- and willingness to believe or do something new."  Speakers must appeal to people's minds and hearts.  So you need both analytical and emotional content.

Use metaphors.  Statistics, too, if they're impressive. 

When presenting, think about what (if any) supplemental content you need.  If using slides, use them well.  Slides split attention (between you and the slides).  Therefore, make data clear and simply presented.  People should 'get' your slide in 3 seconds, then resume paying attention to you..  Beware: "If your content can be distributed and clearly understood without a presenter, you've created a document- not a presentation."
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This book is pretty good.  It's clear, concise, and comprehensive.  It's almost too concise, which is a rarity.  It's written with the assumption that you had an idea you want someone to adopt . . . but it's a decent reference.

Rating: A-

The Presentation Secrets of Steve Jobs (Carmine Gallo)

Full disclosure: I only skimmed this book.

In The Presentation Secrets of Steve Jobs, author Carmine Gallo promises to show "how to be insanely great in front of any audience."  He does so in three 'acts,' each with 'scenes' as shown below:

Act 1: Create the Story

• plan in analog, answer the question that matters most, develop a sense of purpose, create twitter-like headlines, draw a road map, introduce the antagonist, reveal the conquering hero

Act 2: Deliver the Experience

• channel their inner zen, dress up your numbers, use 'zippy' words, share the stage, use props, have a big reveal

Ace 3: Refine and Rehearse

• master stage presence, make it look effortless, wear the appropriate costume, toss the script, have fun

As you'd expect from the title, the book heavily focuses on Apple's late executive Steve Jobs and his methods.

This book is okay.  As this is my fourth (or fifth?) book on presenting in the last week, I see nothing new here, and a few limitations.  Focusing almost exclusively on Jobs means this book:
- is constrained by his strengths and weaknesses, failing to present other valid methods used by other excellent speakers
- focuses on sales pitches/product demonstrations

I recommend a more general treatment.

Rating: B-

Confessions of a Public Speaker (Scott Berkun)

In Confessions of a Public Speaker, Scott Berkun uses an unconventional approach.  Rather than provide a systematic "how to" outline, like most books of this nature, Berkun tells a series of stories in a conversational manner, each illustrating an important concept in public speaking.  The result is less organized but no less informative, and more entertaining to boot.  Below are the thoughts I found particularly valuable.

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Many people fear public speaking, but a key thing to remember: the audience really doesn't care that much (or even notice the things you may obsess about).  They've been in your shoes, and they're rooting for you to succeed.  And "succeed" doesn't equal "perfection"- "If you'd like to be good at something, the first thing to go out the window is the notion of perfection."  You will make mistakes, and that's okay; "obsessing about perfection stops you from growing."  Folks will overlook mistakes when they're hearing a good and useful talk- they want to learn and be entertained.  And remember- everyone gets nervous.  Mark Twain said "there are two types of speakers: those who are nervous and those that are liars."  But "we can minimize most of [our] fears by realizing that we speak in public all the time."

Good public speaking starts well before any preparation.  "All good public speaking is based on good private thinking."  We need "the ability to think and refine rough ideas into clear ones" well before we ever get on stage.  Cogent points and memorable sound bites are often the product of months of thinking.  What takes five seconds to deliver may have been long in development.

The golden rule is keep it simple.  "Good lectures are never comprehensive because it's the wrong format to do so."  Formats like TED or Ignite! talks are deliberately time-limited because it "forces speakers to distill their message down to its most concise, passionate, potent form."  They've proven tremendously effective.  So keep it short, and your talk should have a simple outline.  Make sure "there is always a clear, simple structure for what you're doing and why."  Open your talk with that plan.  Tell them what you'll tell them (and how long it will take), so they have a mental map.  Keep it simple and rehearse often.  That may mean great ideas  get tossed because they don't fit in that particular framework.  And that's okay!

Venue matters.  "Many challenges are created by the room itself . . . "  But own your turf- make small crowds in big rooms sit up front, densely, and make the most of any situation by realizing it's up to you to make it work. 

Remember it's about the audience.  Audiences want to be educated, inspired, entertained.  They may have a need they look to you to satisfy, want to meet others interested in the topic, or are forced to be there.  As a speaker, embody what you want the audience to be.  Want them to be enthusiastic?  Show enthusiasm . . . "but it has to be done in a way they can connect with, which is hard to do."  In preparing your talk, don't start with slides- start with the audience, then develop an outline, then worry about slides.  And remember: "The easiest way to be interesting is to be honest."

Speakers must teach.  Part of that is finding and simplifying insights- "remember how it felt to be a complete novice."  Don't hoard knowledge; give it away.  It will benefit them at you- you'll find that "it's impossible to teach something without learning something along the way."
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This is a good book.  The different approach is refreshing, if nothing else.  The author is funny and snarky at times, with colorful language and raw honesty showing he's "one of the guys," not some self-important academic looking down on us all.  The honesty is refreshing and engaging, while I didn't always care for some of the cursing, he did present his true self.  Though I prefer systematic outlines and traditional delivery, I did learn and was entertained.

Rating: A-

The Exceptional Presenter (Timothy Koegel)

In the author's own words, "The Exceptional Presenter provides the essential skills, techniques and strategies necessary for you to present yourself and your ideas at an exceptional level, to any audience, in any venue."

Summary
Koegel argues that he has a proven formula for success in public speaking, encapsulated in the acronym OPEN UP.  The exceptional speaker is or works to be:

Organized: "develop a structure that allows you to frame your objective, cover all relevant material, transition smoothly . . . and finish strong."  And don't forget: "Keep it short.  Keep it focused.  Keep it relevant."  There are five components to a good structure:

1. Begin with a purpose
2. Obejctive/Purpose/Mission/Goal
3. Position/Situation/Issues
4. End Result/Benefit/Consequences
5. Next Step/Action Plan/Time Line

Passionate: "Exceptional presenters radiate passion, conviction, and enthusiasm."  "Your non-verbal messages will override anything you say."

Engaging: "Exceptional presenters connect with their audiences.  They build rapport quickly and involve audiences early and often."  There are eleven ways to connect:

1. Speak to the Interests of Your Audience
2. Use Stories, Examples and Anecdotes
3. Eye Contact Is an Essential Engagement Tool
4. Don't Waste Time Talking to Inanimate Objects
5. Smile
6. Use Names Early and Often
7. Get to Your Feet
8. Use Current Events and Periodicals
9. Humor
10. Read Your Audience
11. Get Your Audience Involved

Natural: "Exceptional presenters are natural.  Their style is conversational, and they look completely at ease in front of any audience."  Most people get nervous- even seasoned presenters.  It shows you care.  It's not about avoiding nerves . . . it's using that energy to your benefit.  "Johnny Carson said he was nervous every night prior to his Tonight Show monologue.  He did over 4000 shows."

Understand the Audience: it's rule 1.
Practice: "Mastering . . . skills is a matter of making them habits."


Review
This is okay.  It has a lot of good points, but the presentation is less than ideal.  The author acknowledges that "it reads more like a presentation than a textbook;" perhaps it would be better in that medium.  Additionally, it appears geared towards giving sales pitches and "winning" sales, jobs, etc.  That's one reason to speak, but not the only.

Rating: B

TED Talks (Chris Anderson)

Chances are good you've heard of TED talks.  The organization's mantra is "ideas worth spreading," and their annual conference featuring a series of talks (each held to an 18-minute limit) about a wide variety of topics has become tremendously popular.  Speakers at these events are known for their top-notch presentations, and in TED Talks, organization president Chris Anderson shares their secrets.  The below summary shares thoughts and quotes presented in the book.

Summary

Public speaking matters- we shape each other's behavior by sharing ideas, and public speaking is a powerful forum in which to do so.  "Public speaking is the key to unlocking empathy, stirring excitement, sharing knowledge and insights, and promoting a shared dream."  "Done right, a talk can electrify a room and transform an audience's worldview."  And it can go beyond worldview to transform society itself: "Every meaningful element of human progress has happened only because humans have shared ideas with each other and then collaborated to turn those ideas into reality."

Though (or perhaps because) it has such power, fear of public speaking is common.  Why?  Perhaps because "there is no one way to give a great talk," and that can be intimidating.  And yet, it's important- "Ideas that could solve our toughest problems often remain invisible because the brilliant people in whose minds they reside lack the confidence or the know-how to share ideas effectively."  That's why the author believes "Presentation literacy . . . is a core skill for the twenty-first century."

The Basics
"Your number-one mission as a speaker is to take something that matters deeply to you and to rebuild it inside the minds of your listeners."  To do that, you need to have something worth saying.  And it's not about you- "The key principle is to remember that the speaker's job is to give to the audience, not take from them."  They are giving you time; you are giving them experiences and insights that are unique to you and worth sharing.  What are the issues that matter most- to them?  Ask yourself, "will it make a difference to the audience to have this knowledge?"  Be relevant to your audience- don't leave them wondering why you're talking to them.  Done correctly, your crowd will be intrigued, informed, and inspired.

Structure

To start, you should have a 'throughline'- a connecting theme.  Map it beforehand (to aid your preparation) and at the start of your talk (to aid audience comprehension).  Keep big picture in view and make people aware of it.  It's easier to follow a speaker when the audience has some idea where you are and where you're going.  And remember to do two things:
- show why your talk matters, and
- "flesh out each point you make with real examples, stories, facts."
But don't pack too much in- less is more.  It's better to be more focused, which will have more impact.  It's not what how much can you pack into [x] minutes- it's what can you do well in that time.

An example structure:

A. Introduction- getting settled, what will be covered
B. Context- why this issue matters
C. Main Concepts
D. Practical Implications
E. Conclusion

Tools
There are five tools speakers use:

1. Connection
• Hearing a talk is different than reading; "there has to be a human connection."  To connect, make eye contact, show vulnerability, use humor (hilarious true stories are the best), park ego, and tell a story (personal ones if possible).
2. Narration
• Everyone can relate to stories; use them if possible.  Make sure to provide the correct level of detail (not too little/much), use suspense, and include a satisfying resolution.  Remember why you're telling it.
3. Explanation
• Start where the audience is, make them curious, introduce concepts one by one, and use metaphors and examples to aid understanding.  When people understand, excitement follows.
• Language needs to be shared by speaker and listener (spell out acronyms/etc.).
• Beware the 'curse of knowledge'- just because you know it, don't assume your audience does!
4. Persuasion
• "means convincing an audience that the way they see the world isn't quite right.  And that means taking down the parts that aren't working, as well as rebuilding something better."  Must be done in steps, by 'priming' the mind.
• Not just about logic; anecdotes (showing how you grew passionate about a topic) and other devices can aid.
5. Revelation
• The most direct way is showing people what you mean.
• The goal is to "give us the inside scoop."

Preparing Your Talk

The author discusses "four key elements of the talk-preparation process."

1. Visuals (yes or no; if yes, which?)
• Visuals can be good and bad (show powerful concepts, but pull attention away from speaker and split attention).
• Key elements to strong visuals: "revelation [show something hard to describe], explanatory power, aesthetic appeal"
• "The main purpose of visuals . . . [is] to share things your mouth can't do so well: photographs, video, animations, key data."
2. Script/memorize your talk, or speak off the cuff?
• Either approach has merits and drawbacks; do what suits you best.  But either way, see next point.
3. How to practice
• Rehearse early and often.  By yourself; with practice listeners.  There's no substitute for preparation.
4. How to open and close well
• Open well: today's countless distractions, numerous responsibilities, and associated fatigue make this hard.  You can overcome this, though, by a few techniques: deliver drama, ignite curiosity, show a compelling item, and tease (but don't give away) something big.
• Closing well is also important; people could take away only your final statements.  Plan that in advance.

Other Matters

- Wardrobe: depends on event context.  Ask around (or use knowledge of institutional culture) and plan accordingly.

- What you do with your voice and body matter.  There are six voice tools: volume, pitch, pace, timbre, tone, prosody.  Be mindful of each of these.  And for body language, "find a mode of being on stage in which you're comfortable and confident, and which doesn't detract from what you're saying."  Ultimately, voice and body needs to convey passion.  "You want them to understand you, yes, but you also want them to feel your passion.  And the way you do that is not by telling them to be passionate about this topic, it's by showing your own passion."


Concluding Thoughts
Humans have a unique ability to dream of a world that doesn't today exist but might someday.  To do so, we need people from every discipline to come together and understand each other.  It enables imagination, invention, innovation, vision, etc.  Therefore, paint a compelling picture of the future.  Show "how your work connects to everything else."

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Review
This is a good read- succinct, well-written, and informative.  Of course, it's geared towards presentations of the nature and scale found at TED conferences, but many of the concepts are applicable to any speaking scenario.

Rating: A

Making Small Groups Work (Cloud & Townsend)

Making Small Groups Work sets out to live up to its title.  Authors Henry Cloud and John Townsend draw on years of training and experience to provide a helpful list of items anyone leading a small group (in any setting) should know; "it was designed not only to help you create the right environment for growth, but also to give the practical tools needed to make your group one that truly impacts lives."  What follows is a brief overview; quotes/paraphrases are from the book.

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Small groups (be they Bible studies, support groups, prayer meetings, etc.) are an increasingly common element of Churches today.  God uses people, and "what happens in a good small group is part of the very work of the church itself."  As a small group leader, God "has called you to help restore life unto himself in the way it was created to be . . . the transcendent goal is the ministry of reconciliation [see 2 Corinthians 5:18-20]."  We reconcile by helping group members with six aspects, paraphrased below:

- Reconnect to the Source of life (God)
- Reconnect through real relationship to God and others
- Experience total grace, acceptance, and forgiveness
- Learn and experience the value of obedience to God as our authority
- Learn God's ways and how to apply them
- Give control to God while being responsible

Achieving a ministry of reconciliation takes "grace, truth, and time."  It's a supreme challenge, but the benefits are significant.  "Small groups help heal, grow, mature, and repair people."  The 'connectedness' we experience in a good group allows us to be fully honest with ourselves and form true relationships with others, granting us life the way it's meant to be lived.  Much of the book centers around relationships and how to form them constructively, including tips on gracious honesty and active listening.

Ultimately, we each want to know and be known (which is "a big part of what it means to love and be loved"), but our sinfulness is at odds with this- we hide our failures, fearing rejection, and in so doing isolate ourselves from each other.  A key part of relationship is acknowledging our failures and pointing each other to the grace and forgiveness found in Christ, enabling us to repent and turn to the light.

The authors proceed to describe what happens in a good group, starting a small group, the responsibilities of both leaders and members, and how to deal with problems.
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This was a good resource.  A bit repetitive in places, but solid, and definitely worth having as a reference.  Small groups are a key way people grow and interact in this world, and it's good to know how to make the most of them.

Rating: A

Spiritual Leadership (J. Oswald Sanders)

Spiritual Leadership looks at qualities, expectations, and realities of leadership from a Christian perspective.  Every Christian is called to be a leader in some capacity (hence the subtitle); this book is intended for all.

This book had some good points, but didn't sit overly well with me.  First, I disagree on the author's interpretation of Scripture (he's an Arminian, believing in free will and all associated ramifications).  His view gives the book a self-contradicting and slightly moralistic tone, giving lip service to God's sovereignty while implying that we as Christians need to get our act together in many areas if we expect God to use us.  Scripture and my own experience testifies otherwise- that God routinely calls and uses fallen wayward people to fulfill His purposes.  And Sanders makes other statements that I doubt are universally true (and again, can contradict other statements in different chapters).  So there are faults here, and I recommend other books (like Storied Leadership or Conviction to Lead) above this one.  That said, there are some nice points to ponder, so I'll end with those:

True greatness, true leadership, is found in giving yourself in service to others, not in coaxing or inducing others to serve you. 

The ultimate test of a person’s leadership is the health of the organization when the organizer is gone. 

Jesus told His disciples, “You did not choose me, but I chose you and appointed you” (John 15:16). The sovereign selection of God gives great confidence to Christian workers.

Samuel Zwemer remarked that the only thing Jesus took pains to show after His resurrection were His scars . . . Scars are the authenticating marks of faithful discipleship and true spiritual leadership.

Hudson Taylor lists the goals of leadership:

1. Improve the character of the work
2. Deepen the piety, devotion and success of the workers
3. Remove stones of stumbling, if possible
4. Oil the wheels where they stick
5. Amend whatever is defective
6. Supplement, as far as may be, what is lacking

Rating: C+

Encouraging the Heart (Kouzes & Posner)

In Encouraging the Heart, James Kouzes and Barry Posner offer "a leader's guide to rewarding and recognizing others."  They argue that many today are starved for encouragement/recognition, and
"if you're going to lead people you have to care about them."  In fact, of three basic needs we express and desire- inclusion, control, and affection- the highest-performing managers were ones that expressed and wanted affection.  Yes, "we all really do want to be loved."  So how can we encourage each other?  The authors spent the bulk of the book presenting:

The Seven Essentials of Encouraging
1. Set clear standards
2. Expect the best
3. Pay attention
4. Personalize recognition
5. Tell the story
6. Celebrate together
7. Set the example

The book offered good points but could have been much shorter than its 200 pages.  Most of the above list is pretty intuitive; in fact, the first two chapters (31 pages) summarized things nicely.  Perhaps even a blog post by an amateur writer could suffice here.  Repetition can be a key to learning- but it can also get old fast.  I'll end on a high note- it reinforced that employees want more than anything to be appreciated and feel informed.  It also gave me some points to ponder concerning values and goals, something I personally have a hard time developing/sharing with others:

- "Human beings just don't put their hearts into something they don't believe in."
- "Clarity of personal values is the force that really makes the difference in an individual's level of commitment to an organization."
- "The important function of a goal is to get us moving with purpose and energy."

Rating: B

The Risk of Ranking

image from  here

Our society yearns for quantifiable, verifiable, non-biased ways to measure things.  And, of course, we want to measure so we can compare- so we can rank.  We do it with schools, hospitals, cars, neighborhoods, you name it- we want to measure something about it, compare it with other like things, and produce lists or rankings to help us make decisions.  Is this a good idea?

I've been thinking a lot about metrics and measurements lately.  Last year, I studied the topic through three books (reviewed here, here, and here) and a decent number of articles.  I learned the basics of how to measure.  It was a good experience, but I couldn't escape the 'danger' sense in my mind.

We can take numbers too far, and we see what happens when we do so.  An obvious example is schools.  Today we measure the quality of a school based (in part) on standardized test scores.  And guess what's happened: teachers are teaching students how to take standardized tests to the exclusion of much else.  Schools look good on paper but fail in their primary mission.  Why?  Because there's more to it than numbers.

The Necessity of Judgment

When we measure for the purpose of ranking, we're trying to use quantitative measures to make qualitative judgments.  We're trying to take ourselves out of the equation- to remove our interpretation or bias.  Seems like a good idea, but that's impossible: we cannot escape our judgment.

In this scientific age, measurements and numbers are upheld as supreme and unassailable.  "Numbers don't lie," we're told.  Science is king.  Here's the challenge: data always requires interpretation.  Facts, on their own, don't say much (this is described in more detail in The Soul of Science, reviewed here).  As an example, look at politicians.  Politicians throw out numbers and statistics all the time to back their positions . . . and it's easy for people on both sides of an issue to find data to back up their arguments.  But, of course, those on the other side of the argument will [often rightly] point out what they believe are flaws or caveats that render the data misleading and conclusions invalid.  In other words, people can look at the same data and, using their judgment, interpret it differently.  It's a fact of life: we cannot escape our judgment.

So, measurements have multiple interpretations.  And, even what we choose to measure is a bias; what we choose to ignore the same.  We can make many measurements, looking at something from different perspectives, to try to overcome some of this . . . but each measurement must be weighted appropriately with respect with the others, which (again) is a judgment call.  The bottom line: we cannot escape our judgment.

An Example

Here's a silly example for you: How much do I read in a given year?  I've been keeping track of this for a few years.  Here's the initial data:

2013: 81 books (23,314 pages)
2014: 84 books (20,734 pages)
2015: 85 books (20,509 pages)
2016: 33 books (7,998 pages)

This, on its own, looks like helpful information, but means almost nothing- especially when comparing how much I read vs. someone else.  Why?  Because this data says nothing about the size of the pages, words per page, presence of illustrations, complexity of the words, or readability of a work.  Am I reading Dickens or Dr. Suess?  In-depth historical treatises or graphic novels?  War and Peace or Harry Potter?  And how much did I remember, or how was my comprehension?  Some years, I read more than 20 graphic novels- hardly the same as chopping through one Tolstoy work.  My point: the data needs interpretation, and many questions are impossible to quantitatively capture.  Thus, it's hard- or impossible- to accurately rank me along other bibliophiles.  Even saying "John reads a lot" is based on the knowledge (or assumption) that most in our culture don't read that much (as articles like this report).

Conclusion

So what's the point?  Am I saying we shouldn't measure anything?  No.  There is a place for numbers; I'm just saying that measurements are not where the story ends.  They complement and aid, but do not replace, discernment.  They help provide insight but do NOT provide the whole story.  We cannot escape our own judgment in the matter, and we must therefore be open to hearing a variety of perspectives to increase the probability that we'll correctly interpret the data presented to us.  As Douglas Hubbard says, "measurements inform uncertain decisions," but they do not, and cannot, make the decisions obvious.  They can't remove 'us' from the equation.  Paraphrasing Martin Klubeck, metrics are nothing more than indicators.  They provide insight but not truth; they should inform but not drive decisions.  The right response to any measurement is investigation- look at why and how it was measured, and realize all the while that we cannot escape the human element.  We all need discernment in addition to measurement . . . numbers alone do not satisfy.

High Performance

Last weekend, I attended my Church's annual men's retreat.  There, I heard Dr. Mike Metzger present a series of talks on leadership.  The following is a summary; all quotes presented are from his talks or articles presented therein.


Talk 1- Return Authority

What makes leaders effective?  We are perhaps used to a "top-down, directive" leadership style.  A 'do as I say' mentality, focused on "getting others to do what you sense is needed; to have an impact; to make things happen."  This leadership style, called "Imperial," values having power and influence.  While that may have worked in the past, in today's world, we're seeing a profound shift in how effective leaders operate.

Today, effective people operate instead as "Interactive" leaders.  Here, the focus is on "getting outcomes that make a difference for and with others; creating the conditions that engage everyone to achieve organizational goals."  The Interactive leader values outcomes that make a difference.

In short, "interactive leaders return authority.  They ask: Who is the authority here?  In the workplace, it's practitioners closest to the work."  They then ask many questions of those practitioners; in fact, returning authority means asking questions until you find out how much they want to know from you.  It's NOT about telling people what they need to do.

What does this have to do with Christianity?  We're called to love others, and often, Christians think they best show that by doing outreach.  But outreach can be condescending.  If you want to have influence, you have to be mixed in with the people- probably your immediate community- and you need to be interactive.  Love people by not assuming anything; return authority and work with others rather than trying to bend them to your will.

Scripture: Genesis 1:26-28, 2:15

Talk 2- Build Mutuality

It is more blessed to give than to receive, and we're told to consider others more important than yourself.  Interactive leaders, knowing this, seek to build mutuality.  Building mutuality is about community and collaboration.  It's "we," not "me."  We have to speak people's language- using terms they understand- in order to do this.  For example, the Biblical view of the world is summarized by four things:

• Creation - Fall - Redemption - Restoration

But if we use these terms, do people understand?  Probably not.  Use them if you want to be marginalized.  But you can re-frame the way people view the Gospel by using 'street language':

• Ought - is - can - will

Not only do people understand words like this, but these four words help re-frame any problem we have in any area of our lives: What ought to be, what is,  what can be done about it, and hoping for what the world will be.  Seeking to help others will lead us to ask questions- with them- and work together towards a solution.  And they may never even realize our approach is based on the Gospel.

"Interactive leaders build mutuality.  They demonstrate emotional intelligence by asking these pracitioners, "How can we help?"

During this process, we'll all learn a lot, and the soul delights the most in what it learns indirectly- through self-discovery.

Scripture: Acts 20:35, Philippians 2:3

Talk 3- Complexity & Paradox

How do you make toast?  The speaker opened with this exercise, and it's more complex than you think.  You need bread (and the ingredients that constitute it), power, appliances, transportation, farming, and other things to make it all come together.  The point?  This world is complex.

Interactive leaders must wrestle with paradox and complexity.  Paradox is an 'along-side truth'; two good, competing virtuous things (there may even be tension between them).  Even the apostle Paul said: "I know in part."  So don't assume; ask questions; LISTEN.  Asking questions will reveal complexity, and in turn people will give you authority to build mutuality with them and collaborate on a problem.  We can learn a lot from theories, but hands-on experience introduces us to unanticipated complexities impossible to exhaustively know (or document).

"Interactive leaders lead change by paradox and complexity.  They only understand the complexity of problems because they first listen to practitioners."

Scripture: 1 Corinthians 13:9-12

Talk 4- Focus on Results

What's our end goal here?  Results.  Having influence means being a change agent- we are to change the world for the better as part of our role in restoring a distorted creation.  Salvation includes redeeming the culture.  In fact, we are called to 'dive in' to the culture and seek the flourishing of all.  Two-thirds of the references in the Bible to the world are positive.

"Faith increases to the degree to which you love your neighbor- seek their flourishing.  This is love.  Loving God and others- the Great Command- means seeking the flourishing of your neighbor before yourself."

"Interactive leaders focus on results, fixing practitioner problems."  We in the Church don't often take this approach today; we focus instead on building curricula or programs- most of which can be highly ineffective.

Scripture: Jeremiah 29, Luke 17:5-10, Colossians 1:18

Talk 5- [Sunday Worship Service]

What influences us the most- ideas, images, influentials, institutions, or items?  The answer is institutions- they are reality-defining and boundary-forming.

Mike's Sunday message reiterated the above points and focused on a multi-layer diagram, roughly re-created below.  Our left brains are narrowly-focused; our right, broadly vigilant.  Too frequently, we focus exclusively on the left-side and forget about the broader view.  This can lead us to thinking we know more than we do.  We need outsiders looking across the board, to help us insiders in a given situation.  The red text shows the four offices of Jesus; the green, ought-is-can-will; the purple, characters in King Arthur's legend.  These things all map to this chart.  

Thoughts

This was a very different series of talks- but it made sense, as Mike's vocation is 'solving problems by re-framing them.'  At the end of the day, the point was this: to be a positive, welcome influence in people's lives, we need to love them.  To love them, we need to interact with them, not assuming anything, to build mutuality, receive authority, and ultimately help society flourish.  This approach is thoroughly Biblical, yet often ignored by Christians as we seek more "imperial" methods.  It was a great retreat, and I'm glad to have attended.  It's given me a lot to think about.

Storied Leadership (Jensen and Martel)

Keith Martel and Brian Jensen "are weary of books that turn leadership into a technique or a program."  They "recognize that leadership is not a form of coercion or a mode of control; rather it is a relationship.  It is a pattern of social life and that pattern emerges in a narrative context."  To that end, they wrote Storied Leadership.  All quotes presented here are from this book.

Storied Leadership starts at the foundation.  The authors "contend that the assumptions held about reality are the ultimate foundation of one's perspective on leadership."  Thus, "every leadership model and all acts of leading are manifestations of the stories that we believe."  Stories?  What are they talking about?  To provide more detail:

All narratives are embedded with certain assumptions about the limits and possibilities of humans, the problems of the world and what creates them, and possible solutions to these problems.  People always lead and influence others- for good and for ill- out of the stories that have captured their hearts and shaped their commitments.

The authors are Christians; accordingly, the story that has captured their hearts is the Gospel, as presented in the Bible.  Storied Leadership summarizes the Gospel story, and then discusses leadership principles and practices that arise out of it (or because of it).

The (extremely condensed) Gospel is as follows:
God created the world.  He made man and woman, in His image, to share in this created order- to enjoy, shape, and care for the Earth.  To create culture and be stewards.  All was perfect.  
Humans went outside the limits given to them; they disobeyed, fell from perfection, and in so doing, irrevocably damaged the relationship with our Holy God.  Because of their sin, humanity (and even all of creation) was forever distorted.
Humans could do nothing to fix the rift they had created, but God could.  Because He is holy, He could not overlook the sin . . . so He paid the price for it Himself, in the form of Jesus (God in flesh) dying on the cross as payment for man's fall.  Because of His sacrifice, we have been reconciled with the Lord, and now live in a time of restoration.  The world and humanity are not perfect- we still have the distortion, the mark of the fall.  But we have been redeemed, and thus "we are in a world of gravity and grace- distortion and renewal."

The Gospel can be summarized as Creation, Fall, Redemption.  In a nutshell, "perfection distorted and restored."  It is the basic story of Christianity, and fundamental to the Christian's worldview.  Storied Leadership uses this story as the foundation from which leadership happens.  Specifically, from the Creation mandate, leaders are to be loving lords.

The loving lord is the one who protects the limits and draws out the possibilities.  She is able to consider the potential of her subject and nurture it toward maturity.  The loving lord leads the created order into the way it is meant to be . . . loving lordship seeks to bring out the fullness of something for the common good and for the benefit of the thing itself.

Said another way, "We are called to lead the nascent creation from potentiality into actuality."  To
"Guard and till.  Preserve and cultivate."  But it's not just about this.

Because of the Fall, "All has been distorted."  Thus, "Our role as image bearers is also the work of reconciliation."  That can mean we're called to fix in addition to creating.  So, we are called to be "cultivators and restorers."  Ultimately, whether cultivating or restoring, our goal as leaders is to make "the world more like the Kingdom as God intended it to be."

The Creation/Fall/Redemption reality means things will never be perfect.  Thus, in Steve Garber's words, we have to "Make peace with the proximate," which means "that we accept the world as it is and hold realistic expectations."  We strive for perfection, but realize it's unattainable this side of glory.  We should be neither cynics (who ignore the restorative work of God) nor naïve optimists (who ignore the Fall).  We can make things better- but cannot make them perfect.  So we do what we can.

Leadership is never done alone.  The authors "define leadership as a collaborative effort that influences positive purposeful changes."  In effect, leaders are engaging in "Kingdom collaboration."
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The above is a summary of the core of the book; it is by no means a complete recollection of all discussed.

Overall, I really enjoyed this work.  The authors do well to recognize the criticality of worldview as the foundation for leadership (and everything else).  Effectively,  you can't separate leadership from worldview, which in turn is inseparable from religion.  This is true of everything- recall the claims to the same effect found in The Soul of Science (reviewed here) about that discipline.  Most leadership books ignore this, but they get it right in Storied Leadership.  Overall, the content is excellent, and the book is highly recommended.

Rating: A

Nicholas and Alexandra (Robert K. Massie)

Nicholas and Alexandra is "the classic account of the fall of the Romanov dynasty."  Focusing largely on Nicholas II's reign as Russian Tsar (1894-1917), the book sweeps through his early days, engagement to Alexandra (a German princess), their five children, World War I, the Russian revolution, and the brutal end of the family suffered at the hands of the Bolsheviks.  Also discussed are Russia's best-known rulers (Ivan the Terrible, Peter the Great, Catherine the Great), the famous artist Fabergé, and the enigmatic Rasputin- the raunchy monk who appeared capable of healing the heir, Tsarevich Alexis, of his hemophilia.

This is an excellent book.  Massie's style is straightforward but compelling and informative.  He provides the right amount of detail, and his accounts of tangential/contextual issues (like prior Russian Tsarist history, Rasputin, Lenin, Alexis' hemophilia, and more) are brief but fantastic.  I believe this to be the most fascinating period of Russian history, and Massie's book covers it wonderfully.  Of course, one could argue that this time period is monumental across Europe, as "In 1913, the gilded world of the European aristocracy seemed at its zenith.  In fact, fashionable society, like the rest of mankind, stood one step from the abyss."  Both zenith and abyss, at least as it related to Russia, are well-covered here.

I learned more than I expected about leadership from this book.  Most consider Nicholas II an out-of-touch buffoon.  This work, however, provides a largely sympathetic portrait of the man.  He's presented as a well-meaning monarch beset by natural timidity, parental anxiety (largely due to his son's ailment), and bad influences (in his wife and mother, Rasputin, etc.).  As a leader, I view his principle failures as follows:

1. He was not transparent.  The family wanted to hide the Tsarevich's hemophilia from the public.  It's understandable- they wanted to present a strong front, and America did the same with FDR's condition.  However, the family's resulting secretive ways and odd actions were misinterpreted by the population, and they all suffered as a result.  It would have been better to be up-front about the condition- the public would have (probably) been sympathetic vice suspicious.
2. He ignored reality.  Several along the way warned Nicholas of public discontent; the Tsar ignored them, choosing instead to listen to those who claimed Russians loved him.  Another condition common to man, we often hear only what we want to believe and disregard the rest.  It cost Nicholas his life.
3. He gave in to fools.  Because of his (mystifying) ability to heal the Tsarevitch and prophesy, Rasputin's influence was huge on the Empress- and by extension, on Nicholas.  Alexandra, at Rasputin's urging, would bombard Nicholas with political recommendations, many of which proved disastrous.  Nicholas, usually suspicious at first, repeatedly caved- as previously mentioned, he was timid.  It didn't end well.  Hemophilia brought Rasputin, who brought insanity, which brought revolution.  One wonders how history would have been different, had Alexis Romanov's blood been able to clot normally.

Rating: A

Rebel Yell (S.C. Gwynne)

Rebel Yell is a biography of Confederate General Thomas J. "Stonewall" Jackson.  Robert E. Lee's "right-hand man" during much of the early part of the American Civil War (1861-1865), Jackson's leadership and expertise were essential in the South's early (and surprising) victories over the better-equipped, numerically-superior Union Army.  The book covers what [I assume] most biographies do- "the man and his times," starting with Jackson's birth and summarizing his formative years in (now West) Virginia, his Army career, VMI professorship, marriages (his first wife died in childbirth), religious views (he was an ardent Christian) and his early-war victories in the Shenandoah valley. Jackson died from complications of bullet wounds shortly after the Battle of Chancellorsville (May 1863), and the South's fortunes changed just months later in the Battle of Gettysburg (July 1863).  In retrospect, some view his death as the beginning of the end of the Confederate cause.

Jackson's leadership style was effective and bears further mention.  His 'hit hard and move fast' battle style took the Union by surprise on many occasions, and he got the most out of his meager force.  Odds didn't matter to him- I'm not sure he ever engaged in battle with superior numbers. Impossibly long forced marches, courageous stands, fast attacks, and other elements stood in stark contrast to his tentative and slow-moving opponents.  He was stern and demanded much of his men, but cared for them.  He 'fought from the front,' and led by example.  He was humble (mostly), and attributed his victories to God.  Had he commanded a Union Corps, the war may have been over much sooner.

S.C. Gwynne is a self-acknowledged amateur historian, but he does a great job here.  He writes well, and presents what I believe to be a balanced account of both Jackson and the Civil War up to Jackson's death (I'm not well read on either, but his account seems to give fair treatment to both sides).  Much of the book, perhaps unsurprisingly, is about Jackson's Civil War battles.  Those parts seem less about the man and more about his tactics- but it was interesting.  Overall, Jackson was a brilliant yet enigmatic man, and I enjoyed learning more about him.

Rating: A

Metrics: How to Improve Key Business Results (Martin Klubeck)

In Metrics: How to Improve Key Business Results, Martin Klubeck talks about . . . using metrics to improve things.  He discusses basics, how to develop metrics, and what metrics aren't, among other things.  A synopsis of the important points is below, followed by a brief review.

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The Basics

"A metric tells a complete story using [qualitative and quantitative] data, measures, information, and other metrics to answer a root question."  A root question is, essentially, the real driving need.  It's "the map we use to help determine our direction.  It identifies the goal of our journey."  As such, getting the root question- this underlying need- correct is fundamental to the metrics process.  To get the root question right, one can try the "Five Whys" technique- ask 'why' five times as you're discussing the situation with the customer to get to the underlying need.  Clarity here (and always) is paramount- use common terms and define even basic expressions to ensure mutual understanding.

Once the root question is known, one needs to create a metric development plan, which "captures all of the components of the metric- data, measures, information, pictures, and of course, the root question.  The plan also documents how these components are collected, analyzed, and reported" and includes things like schedules/timetables for implementation.  Documentation is important, because it shows the process, which must be transparent and repeatable.  "Without repeatability, you don't really have a process [and you can't improve]."  While planning, keep in mind the principle of triangulation: use multiple measures, collection techniques, analysis methods, etc. for processing information.

In the end, the metric development plan should document the why (purpose statement), what (metric), when (schedule), who (customers), and how (analysis, how it will and how it won't be used).

How data will and won't be used is important.  You must share the purpose when you request data- otherwise fear takes hold.  "To create a useful metric, you have to know [and share], in advance of collecting the data, how the results (answers) will [and won't] be used."

Finally, remember the real goal- meeting customer expectations.  To meet them, one must first know them- "without expectations, we don't know if the story is a good one or bad one."  Interestingly, meeting expectations is better (in the author's eyes) than exceeding (or falling below) expectations- but in either case, "anomalies to the expectations can provide useful information."


What Metrics Aren't

To me, the most valuable part of the book was chapter 4, which discusses what metrics aren't.  They're easily abused, and it's important to remember the following points (all quotes or paraphrases from the book):

- Metrics are nothing more than indicators.
- Metrics aren't about providing truth, they're about providing insight.
- The only proper initial response to metrics is to investigate.
- Metrics may have multiple interpretations.  They require interpretation to be used properly.
- Metrics should inform, not drive, decisions.

In the end, when "[u]sed properly, metrics should lead our conversations, help us to focus, and draw our attention in the right direction.  Metrics don't provide the answers; they help us ask the right questions and take the right actions."

What happens when we abuse metrics?

When we give metrics some undeserved lofty status (as truth instead of indicators) we encourage our organization to "Chase the data" rather than work toward the underlying root question the metrics were designed to answer.  We send a totally clear and equally wrong message to our staff the the metrics are what matter.  We end up trying to influence behavior with numbers, percentages, charts, and graphs.

So Where to Begin?

To help structure and focus efforts, Klubeck presents what he calls an 'Answer Key,' a "shortcut tool for you to implement metrics."  This technique is made up of four tiers that branch out (as you move to the right) and each focus on a particular area; the method helps you determine where you need to go with your metrics.


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Review

This was my third metrics book in the span of a few weeks, and I'm starting to sour on the topic (it's not the most captivating reading material, regardless of author ability).  Still, this work made some good points- especially about the dangers of metrics.  It is good to hear similar things coming from multiple places- principles of clarity and core needs (here, 'root question') seem common to all metrics books, and "in many counselors there is wisdom."  The author's 'Answer Key' technique sounded interesting, but was frankly along the lines of other, more popular, methods (a few of which are mentioned in another book, reviewed here).  On the downside, as a whole this book wasn't overly clear, meandered, repeated itself, and covered tangential topics without explanation.  I'm glad I read chapter 4, but could have skipped the rest.

Rating: B-