Archives for category: Books
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 Zappos, Tony Hsieh, and the Downtown Project are controversial subjects in some quarters of Las Vegas – although I have always been a supporter. In my opinion, it is hard to not give credit to Mr. Hsieh for having the courage, faith, and energy, to move his company and sink millions into the depressed center of Las Vegas, a city I love living in and call home.

That makes Aimee Groth’s tell all book about living inside, or at least partially inside, the bubble of Tony Hsieh’s circle throughout the first five years of the Downtown Project all the more difficult, and fascinating to read. With Ms. Groth becoming part, if not the driving force, of the narrative this is very much a piece of Gonzo journalism which gives some first person perspective to the stresses and confusion that many in the story recall.

To give some background, Tony Hsieh is the CEO of Zappos, an online shoe retailer which is owned by Amazon. In 2013, Zappos moved its headquarters into the former city hall building of Downtown Las Vegas. Downtown Las Vegas, and in particular the area east of Las Vegas Boulevard, had been a rundown collection of tattoo parlors, pawn shops, seedy bars, and ultra-cheap motels. With the result, it had all the problems of a depressed city center, with homelessness, prostitution, and drug dealing on most street corners. With Zappos’s move to Downtown, Mr. Hsieh created the “Downtown Project” with $350 million of his own money. Almost half the money was earmarked for the purchasing of real-estate with the rest to be invested in businesses and startups centered in Downtown Las Vegas. The stated goals of the Downtown Project was not only the creation of a new business and a technology startup environment, but to make Downtown a place with a thriving innovation culture.

The story follows Ms. Groth’s intial conversations with Mr. Hsieh and other invited guests to the Downtown Project, through partying and becoming part of Mr. Hsiehs entourage, the first cracks appearing in the startup culture, to the major reorganization of the Downtown Project, and the internal strife at Zappos due to the move downtown and Holacracy. Holacracy is a new management system and communication tool that was adopted by Zappos. I reviewed Brian J. Robertson’s book on Holacracy here.

However, the main thrust of “The Kingdom of Happiness” is on Mr. Hsieh’s, and those around him’s, response to these events and to their motives in the first place. As the story is told there is almost a willful lack of support, and management, given to the early entrepreneurs, lured to Las Vegas with promises of financing to follow their dreams and the expectation of mentoring. With the result that many were essentially setup to fail, or at the very least felt that way.

“…the young entrepreneurs who didn’t naturally seek out assistance or know how to navigate an ecosystem like this were left to fend for themselves.” – From The Kingdom of Happiness.

There is also a darker undercurrent that flows through the book, and that is the potential conflict of interest in the due roles of the Downtown Project as both landlord and investor to various new and startup businesses. At one point in the book an entrepreneur wonders at the oddness of trying to avoid their investor and business partner, because they are also their landlord. There are numerous mentions throughout the book by those in the Downtown Project, that a source of profits for the Downtown Project is the real estate rather than in the businesses they have investments in. An uncharitable reading might question the ethics, or morality, of this arrangement.

 What I feel is the main takeaway from the book, and makes it of particular interest to business people,  is the balance between Vision, Leadership, and Management, and how this seems to have gone awry at both Zappos and the Downtown Project. At one point Mr. Hsieh snaps at Ms. Groth that he is not a leader but a visionary and it is hard to argue with him. But if Mr. Hsieh is not leading then who is?

The move to Holacracy, a system that dispenses with traditional management structures, through the lens of Ms. Groth’s book, seems to be an imperfect answer to some difficult questions. There has been plenty of vision at Downtown Project and Zappos. There is also some merit in the argument that there has also been leadership at Zappos (you don’t undertake something like Holacracy without leadership pointing the way). But the cult of personality surrounding Mr. Tsieh, and Zappos’s focus on its non- traditional internal culture, maybe filling in for actual leadership.

What is clear, particularly at the Downtown Project, is that there has been a failure of leadership through a lack of management. In a drive to be different, focus on making things “happen,” and create a self-sustaining entrepreneurial culture, the basic structures and support networks have never been put in place that would seem to be a prerequisite for this type of project.

I, for one, am a supporter of the Downtown Project and Zappos – particularly for Zappos’s focus on internal culture. One only has to walk through downtown to see the enormous impact that Downtown Project and Zappos have had. However, there have been significant costs, and without examining the issues that The Kingdom of Happiness raises we are doomed to repeat them. In business, but particularly in the startup culture, there is a focus on leadership to the expense of everything else and an almost dismissal of management. What the story that Ms. Groth tells us is that visionaries abandon management at their peril and that leadership, while the key ingredient in all successful companies, cannot survive without good management.

 

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Please don’t buy this book.

I’ve seen Jay speak a couple of times and the most recent time I was intrigued by the study he conducted with Edison Research that forms the back bone of “Hug your Haters.” The study asked two basic, yet fundament, questions in this new age of online reviews and online customer service:

1: How has the proliferation of social media, review sites, and other online forms changed the customer expectations of what good customer service really means.

2: When interactions between brands and humans are played out on the public stage, how must brands perform to in order to satisfy not only the customer, but the customer’s audience.

Hug your haters is a guidebook, informed by real data, on how to best handle complaints in this age of onstage public complaining. When I read a new business book it will sometimes take me down a particular intellectual path, other times it will provide nuggets of useful information that I can use, and sometimes I will disagree with it to such an extent, that I cannot wait to be done.

Hug your haters is different.

Hug Your Haters, for me, is validation of what I have come to believe over the last few years. Negative reviews are a chance to shine. Upset clients can be loyal clients if you can turn them around. Onstage interactions with upset clients is chance to show all those watching that you care enough to listen, empathize, apologize, and try to fix individual complaints.

It is amazing to read a book and have the author focus on a point of technique, where Jay talks about shock and awe was my favorite moment for this to happen, and realize “hey I love to do that – nice to know I’m not the only one!” Although the book primarily focuses on online strategies for customer resolution, is does deal with offline issues and really provides a blueprint, with real world examples, of how to provide customer service in almost any sized business. The basic philosophy is simple – answer every negative complaint, every time, in every channel. By doing this the author, and I agree, believes that customer service can become marketing.  This is because, more often than not, these interactions are conducted in public with an audience.  

If I have to have a complaint about the book it is that Jay lets Yelp off the hook far too easily. My own personal feelings about Yelp have evolved over the years; from outright despising them for their failure to engage with their clients and critics which you can read here, to acceptance with a few reservations which you can read here. However, the issue that Yelp arbitrarily filters out reviews from real paying clients, but does not seem to have the same scruples when it comes to negative reviews from people you do not recognize, and refuses to engage about what has happened, still stands.

However, this really is a minor quibble about what is without doubt the bible of how handle customer service in the modern age. It is not for the faint of heart. Following Jay’s playbook, you will encounter managers, owners, and employees, who feel that you are opening the company to being taken advantage or creating a culture where customers are rewarded for complaining. And there are some merits to these fears; however, these are far out-weighed by the rewards.

For me this book is validation – thank you Jay.

For others, it is heresy.

For most it will be revelatory.

But I like my competitive advantage, so please, don’t buy this book.

 

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Statistics, standardized testing, crime prediction, Google, Facebook, “Moneyballing,” insurance risk analysis, and mathematical models all have one thing in common; they can all fall into the catch all term of “big data.”

There are very few parts of modern life that are not impacted by big data; for better or for worse. The mathematical models that harness vast amounts of data are used for everything:  to determine who should receive a bank loan, which teachers should be fired, whether to hire a particular worker, where police should patrol, which colleges are the best to apply to, which students should offered a place in a college, how sports are played, and even the sentences that convicted criminals should receive.

Some of these mathematical models are transparent.  The model featured in the book and movie “Moneyball” (you can read my review of the movie here) would be an example of a transparent model. The data and the rules that lead to the model’s conclusions are open and available for everyone to see. However, more and more, the models are opaque and it is these models that Ms. O’Neil goes after with devastating logic and passion.

The fundamental issue with these opaque models, other than a lack of openness and therefore the impossibility to challenge their assumptions, is that they can suffer from a lack of feedback or create self-reinforcing feedback loops. Because the models are opaque, many people may not even realize that are in a mathematical model, or that the model is partially or wholly responsible for their circumstance.

As Ms. O’Neil states in her introduction: “Without feedback; however, a statistical engine can continue spinning out faulty and damaging analysis while never learning from its mistakes. Many of the W.M.D’s (Weapons of Math Destruction) I’ll be discussing in this book … behave like that. They define their own reality and use it to justify their results. This type of model is self-perpetuating, highly destructive, and very common.”

Ms. O’Neil does go to some great lengths to stress that a lot of these models have been built with the intention of being fairer. The idea being that removing flawed human beings from decisions that could be made by mathematical models would remove their biases and faulty logic from the progress. However, it is these same flawed humans that are creating the models and without proper feedback, monitoring, and proper understanding of statistics, the models themselves can cause far worse problems than the ones they are supposed to solve.

Written for the layperson, about a subject that would cause most peoples eyes to glaze over unless written by Ms. O’Neil, this is a great and important book and one that I feel will become only more important as mathematical models become even more entwined in our lives. This is also an important book for those is position to make use of mathematical models in their business as there can be significant pressure to accept the word of a program when we should be asking some pretty hard and detailed questions; not only to ensure that what we are getting is correct, but also to ensure that we are not contributing to the Weapons of Math Destruction problem.

Garbage in – Garbage out, has never been more apt.  

I have been reviewing books for a number of years now; however, movies have always been my passion and on occasion I have used movies in staff meetings for the accessibility of the message. I decided that it was time to share some of these.

 (Clicking on the image above will take you to Amazon where a tiny percentage goes to help my movie and book buying habit.)

 

Moneyball, based on the excellent book by Michael Lewis of the same name, follows the real life story of the Oakland A’s baseball team. In particular, Moneyball documents the Oakland A’s struggles of trying to be successful with a budget a mere fraction of their competitors. The realization of their manger, Billy Beane – played by Brad Pitt, that they either have to “adapt or die” is one that many businesses can relate to. The solution that Oakland A’s adopted was to look at the data about players, which informs hiring and firing, objectively rather than emotionally.

Looking at a problem from outside the box and understanding what a problem actually is, not what you have always thought it was, is a huge lesson for most managers. It is also one that is difficult to teach. However, the lesson of being prepared to do what others will not is one that many from the business world will be familiar with – or at least should be. Overcoming the objections, and down right obstructionist behavior, of those who have not bought into your ideas should also be familiar territory for most managers. The movie treats these issues with respect, and although there is an obvious “good guy / bad guy” dynamic, it is easy to overlook this and see the issues being discussed from both sides.

Since the publication of the book, the statistical approach to fields that have previously been lacking such analysis has become know by the colloquialism “Moneyball.” And although the initially baseball was dramatically changed by Billy Beane and the Moneyball approach, there are signs of it falling out of favor.

However, it would be a mistake to dismiss the book, or the movie, because of this change in the idea’s fortunes. Indeed it actually signals a misunderstanding of the limitations of the approach and of statistics in general. As is stated in the movie: “The first person through the wall always gets bloody.”

The movie does break some of its own rules for dramatic effect; however, these are minor sins given how excellent the movie is as a whole. Interestingly, the movie also has two of the best scenes I have ever seen about terminating an employee. New managers could do a lot worse than follow Brad Pitt’s advice on the matter that can be found in Chapter 8 at the 1:00:00 mark explaining the right and wrong ways to go about a termination. Chapter 10 at the 1:18:00 mark actually shows Jonah Hill”s character putting that advice to use and it is a highly accurate and realistic portrayal of how a termination should be done.

As a management tool, Moneyball is a great business story cloaked in a sports jacket. Both the good and the bad of analytics are on display here, as well as the difficulty of being a pioneer and trying to overcome entrenched ideas whose only validity is “that’s the way we have always done things.”

You may not like baseball, but this is a smart story, based on a smart book, about smart people. It also has the added advantage of being highly entertaining.

You could do a lot worse.

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I’ve never watched “Grey’s Anatomy,” “Private Practice,” “Scandal,” or “How to get Away with Murder.” So why read, let alone review, a book by the writer and creator of such successful, but ultimately not that interesting (to me) features of the television landscape?

Well, the recommendation by a good friend got me to read the blurb and then the audacity of the idea did the rest.
Shonda Rhimes is a busy, powerful, highly successful, African American single mother in Hollywood who realized after a conversation with her sister that she did not enjoy her life. In a bid to change her life she decided to spend a year saying yes to things she would normally say no to because she was “too busy.”Part memoir, part self help book, part treatise on creating balance between home and work lives, “Year of Yes” is a remarkable book. Funny, honest, deeply personal, and down to earth yet also intellectually satisfying Ms. Rhimes let’s the reader into her world and into her mind. It shows that success does not translate into happiness – but that it can if you’ll let it. The book also is a rallying cry for stretching one’s self and not becoming self limiting due to what scares you.

Where the book really scores for me is in figuring out how to have a successful career, and a balance that with having a fulfilling home life that works for both parent(s) and children. While this is not particularly relevant for me (I’m not a parent) it is interesting from an employer and manger perspective for those that do.

I will not attempt to distill several chapters into a paragraph but the importance of personal rules and creating boundaries is great advice for manager to give to employees struggling with the conundrum of the near mythical work life balance.
While there is plenty for the fans of Ms. Rhimes’s shows, working parents, and those interested in the world of Hollywood television production, there is also just a lot of great advice about personal heath, relationships, diversity, and dealing with stress.
This is one of the most surprising books I have read in a while and it is well worth your time – particularly if you like to say “no.”
Note on the Audio Edition: as I often do with books I listened to the audio version which is read by the author and includes actual audio recordings of speeches that she has makes as part of her journey. Shonda’s personality truly shines through with her performance and I highly recommend this version for adding an extra dimension to and already great book.

(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

“We have always had some influence over the justice system but for the first time in 180 years, since the stocks and the pillory were outlawed we have the power to determine the severity of some punishments and so we have to think about what level of mercilessness we feel comfortable with.”

So You’ve Been Publicly Shamed by Jon Ronson shines a, sometimes unwelcome, light on the unforgiving nature of Internet shaming. Ronson convincingly argues that almost 200 years ago we abandoned shaming as a form of punishment, not due a lack of effectiveness with rise of the larger towns and cities, but because it was seen as overly cruel.

Ronson has extraordinary access to those who lives have been ruined because of a bad out of context joke, calling out someone for perceived sexist comments, for making perceived sexist comments, and for being too irreverent in a selfie at a national memorial. The author also cleverly focuses on those less worthy of pity; the successful author who gets found out for making up quotes, and exposes our own attitudes to shaming. And then there are those who seem to have beaten the shame cycle; the UK publicist who went to war with the tabloid press, and the small town where almost a hundred of its citizenry where reveled to be visiting a local prostitute.

As well as telling the story of the various victims of the modern age of public shaming, Ronson also tells us of his own journey and grappling with his own role in the shaming of others and of being of control of his internet persona. This does not hang together quite as well as the rest of the book. I have a hard time, for instance, that such a talented researcher cannot look back through their own Twitter history to see who they have previously shamed. However, this is minor quibble and a brave personal exploration and opening up about personal shame.

The book does end on a relatively positive note due to the miracles of Search Engine Optimization (SEO), however the real point of the book is for the reader to examine how they feel about this return of public shaming. Even for those whom it is hard to defend; the hunters seeking big game trophies, the Vet taking pleasure in shooting a cat with a bow and arrow, and the plagiarizing author, to name but a few – do they really deserve this level of life altering destruction?

For those who answer yes, this book is for you. “So You’ve Been Publicly Shamed” is, if nothing else, a testament to how much of a double edged sword internet shame can be, how cruel and destructive it is, and how uncomfortable we should all be with it. The Internet shows us at our best and worst as a culture – it is we who have to change.

Note: I have refrained from using the names of any of the subjects, or related people, in this post so as not to add to add to the problem.

– Uncovering the links between leadership and mental illness.

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What makes a great leader?

Why do some leaders succeed in times of crisis and others in times of relative peace?

In Nassir Ghaemi’s impeccably researched book he puts forward the idea that leaders who have some form of mental illness, such as depression or bi-polar disorder, make excellent crisis leaders. To back up his claims he focuses on eight leaders from the world of politics, business, and war: John F. Kennedy, Martin Luther King Junior, Mahatma Gandi, Ted Turner, Franklin D. Roosevelt, William tecumseh Sherman, Winston Churchill, and Abraham Lincoln.

All of these leaders, according to Ghaemi, meet the clinical definition of mental illness to some degree and it is this mental illness that allows them to empathize with those they lead and come into conflict with in the case of depression, and gives resilience and creativity to those with bi-polar disorder.

In other words, in times of crisis we are better off being lead by mentally ill leaders than mentally healthy ones. There are different kinds of leadership for different contexts.

Ghaemi also gives examples of leaders who do not meet the clinical definition of mental illness and who did not excel in times of crisis: Neville chamberlain, Richard Nixon, George McClellan, and perhaps controversially George W. Bush and Tony Blair.

However, perhaps the most controversial part of Ghaemi’s book is the rational that he gives to both Adolf Hitler and the Nazi high command. While not making any excuses for Nazis, Ghaemi does make a compelling case that Hilter suffered from bi-polar disorder that was then exacerbated by the mis-prescribing and abuse of drugs by his doctors. It is this insight that underlines the dangers of not understanding the relationship between leadership and mental illness: “Mental illness can produce great leaders but if the illness is too severe, or treated with the wrong drugs. It produces failure or evil.”

As Ghaemi defines it; “mental illness is the susceptibility of entering manic or depressive states not constantly being in those states. And leaders derive benefits from going into and coming out of those states.

The best crisis leaders are either mentally ill or mentally abnormal. The worst crisis leaders are mentally healthy. In times of peace mental health is useful. One meets the expectations of ones community and one is rewarded for doing so. In times of war or crisis it is the misfits who fit the bill.”

This hypothesis has dramatic implications for those who lead people, whether it be through politics or employment. At its most basic the concept is that different circumstances require, not just different leadership styles, but different leaders entirely. The leader that builds a company and struggles to build an ongoing concern, may not be the right leader to joy the fruits of their labor. Conversely, the leader who has provided excellent stewardship for years if not decades, may not be he right leader when a crisis envelopes a business.

Ghaemi is perhaps most insightful when analyzing mentally healthy people and the failings that go along with mental health. “The typical non crisis leader is idealistic, a bit too optimistic about the world and himself is insensitive to suffering having not suffered much himself. Often he comes from a privileged background who has not been tested by adversity. He thinks himself better than others and fails to see what he has in common with them. His past has served him well and he seeks to preserve it. He doesn’t acclimate well to novelty.”

A First Rate Madness is an important book for those who seek to understand leadership and what makes good and bad leaders. It is perhaps symptomatic of the stigma attached to mental illness that this book is not more well regarded and its theories more widespread. One cannot read it and not take some serious insights even if rejecting its central premiss.

In short, it is essential leadership reading.

(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

 

A short book, Entangled Empathy puts forward the case that for upgrading our relationship with animals to one of responding to the “needs’ interests, desires, vulnerabilities, hopes, and unique perspectives” based on the context of their situation rather than focusing on animal “rights.”

What does context have to do with this subject? Gruen uses the example of man and his children entering a subway car where upon the man sits down and closes his eyes while the children proceed to become extremely disruptive. When eventually someone suggests to the man that he do something about the behavior of the children the man agrees, apologizes, and states that his wife had just died and they don’t seem to know how to deal with it anymore than he does.

Essentially, Entangled Empathy is a rallying cry to abandon ridged ethical principles when dealing with animals and move to a more empathic model. To do this we have to recognize that we already have complex relationships with animals and when it comes to their welfare a one size fits all solution can actually be harmful.

There is a lot of merit to what Gruen is talking about in Entangled Empathy; however, the execution leaves a little be desired. There are some rally quite interesting models used to prove ethical points (such as the man and the children on the subway); however these are not expanded upon with any great new insights. Rather they are broken down to component parts and never put back together again.

Gruen does use a couple of examples from her own life, and work, but they are never fully explored in any meaningful fashion. Anyone who reads the book and expects to finish with a set of tools to better handle animal welfare based on entangled empathy is going to be sorely disappointed.

While certainly interesting, and it gives some food for thought, there is little in the way of answers here which makes Entangled Empathy much more that a statement of principles bordering on “we can do better.”

Notes on Startups, or how to build the future – with Blake Masters.


(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

Some will know Peter Thiel (pronounced teal) as one of the founders of PayPal, or maybe even as an Silicon Valley investor. However, it is much more likely that you recognize his name from his brief portrayal in the movie: “The Social Network.” Wherever you know is name from, even if it is from my blog, he is a man worth listening to. Blake Masters certainly thought so when he attended a series of lectures that Theil gave at Stanford and took more copious notes than anyone else. These notes started to circulate to a much wider audience than the student body and so a book project was born.

Zero to One is a reference to the ability of a technology company to go from nothing to something and thereby change the world. Interestingly, Theil defines a technology company as any company with new ideas – doing more with less. This generally means software startups in the mold of Google, Apple, and Facebook, but he is at pains to stress it does not have to be.

Zero to One is interesting because the ideas it contains about business are quite contrarian to what we believe as outsiders about startups and Silicon Valley (and I’m sure to a number insiders as well). We have all been brought up to believe that competition is a good thing; however, Theil makes a convincing case for competition as a destructive force. “Monopoly is the condition of every successful business” and “Every business is successful to exactly to the extent that it does something that others cannot.”

He is on less firm ground when he tries to apply his startup thinking to the wider geo-political world. Although he is undoubtedly on to something with defining groups of people as “indefinite optimists” “indefinite pessimists” “definite optimists” and “definite pessimists” – particularly as it relates to politicians, and finance – it is hard to buy this as it relates to entire continents.

It is interesting to note that a lot of the ideas contained in Zero to One are self evident but are so against standard business thinking (it is a brave man who says Malcolm Gladwell needs to rethink his ideas) that they have the favor of heresy. Why should you expect any business to succeed without a plan? A business that cannot provide a ten fold improvement in technology over its competitors is doomed to competition death. Don’t disrupt – avoid competition. The history of progress is one of monopolistic innovation.

What helps sell these heresies is how Theil relates these to the high tech modern fables that we have all grown to know, but not understand: Google vs. Microsoft. Microsoft vs. the United States Government. The rise of Facebook. And the reemergence of Apple.

One thing that explains a lot of the success of the Silicon Valley startup is the focus and vision of founders. However, as Theil points out this comes with its own drawbacks and potential pitfalls – particularly as you try to apply his thinking to general business environments.

“…(the) strange way that new technology companies often resemble feudal monarchies rather than organizations that are supposedly more modern. A unique founder can make authoritative decisions. Inspire strong personal loyalty. And plan ahead for decades. Paradoxically, impersonal bureaucracies staffed by trained professionals can last longer than any lifetime but usually act on short time horizons.”

The cult of personality can come at a cost for both the founder and the companies they have created. Founders are important not because they are the only ones who’s work and add value but because they can bring out the best work in other people. Adulation of a founder has to be tempered by the fact that it can turn into demonization and notoriety at any point. Theil indeed makes a striking comparison between founders and the worshiping of scapegoats and sacrifices of ancient peoples.

Zero to One is that most rare of things, a business book that actually contains new and interesting ideas about companies and markets that you felt you already knew about. It also has some stark lessons for those who seek to emulate the success of the startup model, without understanding what makes it successful in the first place. Hint: it is not the perks!

This is less a manual for the modern startup, and more a cautionary tale about borrowing ideas without understanding context. Whatever you take from it, it is certainly a book worth reading and Theil is a thinker we should hear more from outside of Silicon Valley.

(Clicking on the image above will take you to Amazon where a tiny percentage goes to help fund my book buying habit.)

 

If you live in Las Vegas…Check!

Have an interest in management and business issues… Check!

And know a number of people in the Downtown / Zappos / entrepreneur community… Check!

Then you can’t help but have heard of Holacracy.

Normally the tones of conversations about Holacracy, and in particular of Zappos’s ’embrace it or leave’ offer to their staff, mix wonder and an unbelieving shake of the head normally reserved for parents of teenagers. This new book by Brian J. Robertson aims to change all that.

The funny thing is that it actually does a pretty good job.

The first real hint that there is more here than just a new business book, is in that the author has been involved in Lean software development and it is almost a throwaway comment- which is unfortunate. Lean is becoming a highly respected way of changing how companies work (please see my review of Lean Hospitals for a better explanation) and there are some interesting commonalities that someone, better versed in both than myself, needs to explore.

At its core, Holacracy is the deconstruction of work into roles, accountabilities, domains, and polices and giving employees the freedom, and the structure, to make modifications when “tensions” arise without the formal structure of supervisors and management. Interestingly, a lot of the housekeeping of Holacracy is in preserving the integrity of the process rather than the comfort of the employees. “It is difficult to hide from empowerment when the organizational process around you continually shines a light on your hiding place.”

Of course, if you are looking for things to turn you off such as parody worthy jargon; “In Tactical Meetings circle members use a fast-paced forum to deal with their ongoing operations, synchronize team members, and triage any difficulties that are preventing progress.” then you will find it. However, it is worth embracing one of the key conceits of the author when describing the adoption or even understanding of a system such as Holacracy: The rules of any game fade into the background when everyone knows what they are doing and how they should do it. It is only when someone breaks the rules, or does not know them well enough, that the rules come into sharp relief.

For those of us who are constantly looking to upgrade our management tool box, there is a lot you will recognize from other areas and other ideas what are worth re-purposing if a complete adoption of Holacracy is never even on your mind. The structured checkins at the beginning of meetings, for example, I am already planning on adopting along with the book’s strategy definition.

Of course, a book of this length (it is a short 200 pages that I read in a morning) can be nothing more than a appetizer or introduction to the world of Holacracy. I would have liked to have seen a few more diagrams and a decent FAQ section: The idea that the CEO of a company unadopt Holacracy at any time but is not above the rules is great to know; but would have been nicer to hear on page 10 rather than page 152!

My main criticism of the book, however, is in the field of Human Resources. What does the disciplinary process look like in a Holacracy? What does termination look like? How does that jive with legal and privacy issues? There is mention of compensation models, but these are brief and experimental at best.

There is something really interesting going on here with Holacracy and it deserves a more positive press that it currently seems to be receiving; hopefully this book will help change that.

But it is not a panacea – at least not yet.

But is is worth your time to find out why!

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