Mój nowy Guru Warren Bennis

A sharp uneasiness lingers throughout corporate America. Workplaces are saturated with anticipation, anxiety, and a sense of vulnerability. We all wait. We wonder. We hope. And, we're all searching for answers — listening for new voices, watching the horizon, and holding our breath with a hope that a superhero will save the day.

What happens next?

"Every decade or so I find myself writing that we need leaders now as never before," says Warren Bennis, renowned scholar, organizational consultant, and author of 30 books. "Today, we need leaders. And, as dismal as our current situations seem, let us not forget that crisis is so often the crucible in which leaders are formed. What happens next? Leaders will arise."
Widely regarded as a pioneer of the contemporary field of leadership studies, Bennis is unquestionably, and surprisingly, humble. And, although his credentials surpass even some of the most motivated professional and scholarly imaginations, Bennis is extremely personable and down-to-earth-making every conversation feel more like a fireside chat between friends rather than a high-level lecture. Not surprisingly though, his writing has the same effect. Unlike so many books on leadership, Bennis has a unique ability to communicate conceptually complex material as if it was simply a stimulating conversation. So, it's no wonder that his two best selling books, Leaders and On Becoming A Leader have both been translated into 21 languages. In fact, the Financial Times recently named Leaders as one of the top 50 business books of all time. And, just before this interview took place, Bennis announced yet another updated edition to his leadership classic On Becoming A Leader.

"I think On Becoming A Leader is my favorite," says Bennis. "It's not a book that offers the seven strategies for this, that, or the other. Yet, it gives readers the answer to the big question: What does it mean to lead?"

Published originally in 1989, and now heading into it's fourth updated and expanded edition, On Becoming A Leader is also proving to be a favorite for today's readers. Why the longevity? And, why the enormous resurgence in popularity?

"I think the book is more relevant today than it was when it was originally published," says Bennis. "I think it struck a chord when it was originally published because it was really one of the first books to focus on the 'self' aspect of leadership. Today, I think it's even more relevant because many leaders are realizing that they need to look inward during tough times. The essential ingredient for leading is: knowing thyself. It's not just about business. The same process is necessary for becoming a fully integrated human being."

Wow. Is self-actualization really necessary? Isn't leadership just a term given to the person at the front of the line? At the top of the flow chart? And, if we are in a crisis, do we have time to self-reflect? Or, do we instinctively need to react?

"We can do all of the above-reflect, react on instinct, or do whatever is necessary during a crisis," says Bennis. "But, leaders who know themselves will be the one's who rise to the top. Crisis management isn't enough right now."

Swiftly, Bennis has the ability to transform even the toughest questions into straight-forward solutions. And, although self-actualization concepts have been around for centuries, it's easy to see why Mr. Bennis has become one of the most profound leadership voices in the modern world.

"I often get asked who my favorite writer is on leadership," says Bennis. "And, even though there are many great thinkers and writers in the world today, I still believe that William Shakespeare was, and still is, the best. One of my favorite lines is from Henry IV, Part I during the development of Prince Hal who would become Henry V. There's a conversation between Owen Glendower and Hotspur that very clearly illustrates true leadership. Glendower says, 'I can call spirits from the vasty deep.'

And, Hotspur replies, 'So can I, or any man, but will they come?' That's the big question: Will they come?"

Bennis pauses, then continues, "It'd be easy to say that this is a question that requires knowledge of the followers. But, look at the last four years of the George W. Bush Presidency. Obviously he was holding a leadership position. But, when he called on the people, did they come?"

Bennis, academically seasoned, is obviously curious by nature. He impressively rattles off examples of leadership scenarios and comparisons that many of us might allow to whisk past without further consideration-situations from history books and the nightly news. Not only a fortress of wisdom, kneeling on decades of research, the renowned thought leader seems to be adept to nearly all current events-spanning from technological advances to political intricacies. And, it's that breadth of insight that fills the pages of On Becoming A Leader, a book that almost effortlessly entertains the reader through seemingly complex concepts like: Knowing Yourself, Operating on Instinct, Moving Through Chaos, and Getting People on Your Side. All are chapters in the book-offering the reader a comprehensive look inside themselves.

So, is this why countless people flocking back to the book for insights now? To get a better glimpse inside our own leadership philosophies, strengths, and weaknesses?

"I do think there's a reexamination taking place today," says Bennis. "We knew the bubble would burst with the economy, and we allowed it to happen. I think we, as a culture, have been taken off-guard by corporate corruption. And, I think we're ready to reexamine real leadership. Real leadership requires sacrifice, risk, and courage."

Bennis is no stranger to the word courage, serving in the U.S. Army between 1943 and 1947. In fact, he was one of the youngest infantry commanders of the time and was awarded the Purple Heart and Bronze Star for his service.

"I learned a lot about leadership in combat," says Bennis. "You see things in combat that you'll never see anywhere else-men and women doing things that would seem unimaginable in any other aspect of life. And, that's where you see the sacrifice of leadership in its clearest form as well-because it is a team, a band of brothers, that when it's lead properly is stronger than any other force. But, that kind of strength comes from courage, and courage comes from inside each individual. In fact, you can't find a definition of courage that doesn't embody the language surrounding one individual. And, that's why if we talk about becoming a leader, the conversation needs to start inside."

What about our current crisis? Is courage required, or are we just looking for a new management model to follow?

"There are great differences between a manager and a leader," says Bennis. "I'm not saying a person can't be both, but they aren't automatically both. A manager takes care of logistics and details. A leader determines the shape."

That, the detailed explanation between managers and leaders, may be just one of the reasons On Becoming A Leader is resurging. In the book, Bennis digs a trench between the two concepts-proving that both are extremely different, but both also critically necessary to success.

"Managers administer while leaders innovate," says Bennis. "Managers rely on control while leaders inspire trust. Managers imitate while leaders originate. When you really dig into each role, there's a vast difference. Yet, this is a question that I get asked all the time during speaking engagements, consultations, and in webinars. It doesn't matter which book I'm talking about — Transparency (his latest release), Leaders, Organizing Genius, Geeks and Geezers, or whatever — this is a big question. The differences between management and leader are clarified in On Becoming A Leader."

It's very clear in the book. In fact, the newest edition, offers a new chapter that details the 2008 Presidential Election-with insights from Bennis that could help any leader view a very public example, which embodies a leadership "competition" with a crystal-clear outcome.

"The 2008 Presidential Election was the most interesting yet," says Bennis. "Our nation is in a situation it's never been in before-a conflict crisis, an economic crisis, and the list can continue. This election was a big deal. The democratic primary was fascinating. The general election was outstanding. I'm not talking about who won or lost. I'm talking about the process, the events, and the outcomes. That's why I was so excited to expand On Becoming A Leader with this new chapter. We can look back at the campaigns and ask the question: when they called on the people, did they come? And, we can also track and measure when they came, and why they came."

Okay, so many leaders reading this article may be facing a crisis in their own business. What advice does Bennis offer today?

"There's a chapter in On Becoming A Leader dedicated to crisis," he says. "It's called, Moving Through Chaos. Of course, there are numerous ways to face crisis, but here are few places to start."

1. "Recognize first," says Bennis. "Knowing yourself is critical. However, part of knowing yourself is also having the ability recognize any mistakes, trends, or oversights, regardless of blame. This is a new time, a new game. If your organization is in a state of chaos, the first thing you need to do is find out why. If the reason your business is struggling is because of external forces, managing the crisis won't offer solutions. You must lead."
2. "Be candid," says Bennis. "Chaos requires candor. Remember that you're not alone and the people in your organization need to know the full scope of the situation in order to help you pull through. Obviously, some details must be handled strategically. However, grab Transparency next time you're at the bookstore. Candor is a necessity in today's business world, and it's absolutely critical during chaos."
3. "Lead," says Bennis. "Today is not yesterday. The way things have always been don't count anymore. Managing the chaos still means there's chaos. It's time for innovation, imagination, and courage."

Bennis concluded the interview with BizRibbon at this point — running off to another engagement and leaving us wanting to revisit On Becoming A Leader.

"There is one more thing I'd like to add," said Bennis, before pulling the plug on our conversation. "There is a silver lining. When we learn what we've done wrong, we can make it better. Look back at history — study it. Then look at the generations who are ready to lead — they're innovative, passionate, and ambitious. Because of the current crisis, we will end up with better workplaces, better communities, a better nation, and ultimately a better world. There is irony in all this — when the people call for a leader, leaders arise. They come."


About Warren Bennis

Warren Bennis is University Professor and Distinguished Professor of Business Administration and Founding Chairman of The Leadership Institute at the University of Southern California. He also serves as the Chairman of the Advisory Board of the Center for Public Leadership at Harvard University's Kennedy School. He is Visiting Professor of Leadership at the University of Exeter (UK) and a Senior Fellow at UCLA's School of Public Policy and Social Research.

He has written or edited over two dozen books, including the best selling Leaders and On Becoming A Leader, both translated into 21 languages. The Financial Times recently named Leaders as one of the top 50 business books of all time. In 1993 Addison-Wesley published a book of his essays An Invented Life: Reflections on Leadership and Change, which was nominated for a Pulitzer Prize. In 1998, Jossey-Bass republished his 1968 path-breaking book, The Temporary Society, co-authored with Philip Slater. His recent books, Organizing Genius, 1997, Co-Leaders, 1999, and Managing The Dream, 2000, summarize Bennis's major interests: leadership, judgment, organization change and creative collaboration. Bennis's recent book, Geeks & Geezers, 2002, examines the differences and similarities between leaders 30 years and younger and leaders 70 years and older. In 2005, HarperCollins published his series of conversations with the late Bob Townsend, Reinventing Leadership. Bennis's two latest books are Judgment: How Winning Leaders Make Great Calls and Transparency, co-authored with Daniel Goelman and Jim O'Toole. was published in November, 2007.

Bennis has served on the faculty of MIT's Sloan School of Management where he was Chairman of the Organizational Studies Department. He is a former faculty member of Harvard and Boston University, former Provost and Executive Vice President of State University of New York at Buffalo and President of the University of Cincinnati. His global experience includes teaching at the Indian Institute of Management-Calcutta, INSEAD and IMD. He has received 15 honorary degrees and has served on numerous boards of advisors, including Claremont University, American Leadership Forum, the American Chamber of Commerce and the Salk Institute. He has been advisor to four US presidents and has consulted for FORTUNE 500 companies. The Wall Street Journal named him as one of the top ten speakers on management in 1993 and in 1996, Forbes magazine referred to him as the "Dean of Leadership Gurus." In May 2000, the Financial Times referred to Bennis as "the professor who established leadership as a respectable academic field." In August, 2007, Business Week called Bennis one of the 10 most influential thought leaders writing on contemporary business issues.