William A. Cohen (1) (1937–)

Like most in the genre, this book on leadership has a few attributes to recommend it, but many others not worth the time. We'll start with the latter:

First, the title. Sigh...why are almost ALL books in the genre so focused on heroes and being a leader in order to be larger than life? There are eight billion people in the world requiring countless leaders of all types at all levels. Why must practicing the skill be about "becoming a hero"? Furthermore, the author's "8 Universal Laws" are less "heroic" in definition (e.g., "exhibiting courage and daring or supremely noble or self-sacrificing") than they are just good practices of those who would lead well. I suspect there were some marketing people involved in the title that led to unnecessary overreach.

Second, the laws: (Maintain absolute integrity; know your stuff; declare your expectations; show uncommon commitment; expect positive results; take care of your people; put duty before self; and get out front). These are good principles and significant skills any leader would want to practice. But "universal laws"? One can think of several other crucial leadership skills (e.g., self-sacrifice, clear communication, a leader develops other leaders). These are not "universal"? Or "laws". But I suppose "8 Crucial Principles of Leadership" doesn't sell as well as "universal laws" (one of the problems of the genre).

Third, the methodology. The author declares the "8 universal laws" to be a product of long study and research, then illustrates them by a string of vignettes and stories from military and business environments. In addition, he adds three or four "how to" steps under each law, again just declared and illustrated by story. There is noting particularly wrong with story as a means to illustrate points--it's an important skill for a writer--but the book read more as a "here's 8 universal laws and I'll tell a lot of stories to illustrate them" than a real analytical study of leadership. Kouzes and Posner's "The Leadership Challenge" is a much better methodological look at the subject.

Fourth, unfortunately for the author, some of his illustrations have not aged well. His first, and important, universal law is "Maintain absolute integrity." Later in the book, he illustrates the laws of declaring expectations and expecting positive results in the life and work of Ken Lay, the CEO of Enron. Mr. Lay may have been expert at setting expectations, but the positive results that built his multi-billion dollar company were built on lie upon lie that destroyed both Enron and Arthur Anderson, their major accounting firm.

Finally, the author has an odd habit of telling a great story within a section of a chapter, often under a specific subtitle, then concluding that section with a quote from a completely different person and subject. As an illustration, under the law of "getting out front," the author takes two and a half pages to tell the story of Peter Ueberroth's leadership of the Los Angeles Summer Olympics, then ends that story with a quote from an A-1 combat pilot, Brigadier General Dunwoody, who said, "When it's time to produce, be right there. Talk to your people and personally brief the troops. Don't delegate leadership that demands a leader. If you want to succeed, be everywhere." I'll leave the wisdom of that quote (be everywhere?) for other media, but use it here simply to make the point: it has nothing to do with Peter Ueberroth and the Olympics and belongs somewhere else in the book.

Against those significant weaknesses, the book, because it is a collection of vignettes to prove a particular view of leadership, has a deep wealth of stories that are useful in illustrating many truths, even beyond the author's intentions. It's a good reason to keep the book because I have it, but not, in my view, a good enough reason to buy it.… (mais)

William A. Cohen did a fantastic job compiling the wisdom Peter Drucker (1909-2005) has shared in his many books on the field on marketing. Though Drucker himself didn’t write even one book specifcally on marketing, he has several provoking ideas, that even in 2013 may redefine this concept. Drucker’s claim that marketing and innovation, not finance, production or other function are the core of each business and the two real drivers for continuity of the enterprise. Drucker’s current client focus is fundamental in marketing, very different from popular association with promotion, only one of the four well-known p’s in the “marketing mix”. Drucker discusses whether these are strategic, tactical or operational variables. And Drucker shows how interrelated marketing and leadership principles are.
Cohen, a former student at Drucker’s college, serves all these lessons in 5 themes: The Ascendancy of Marketing, Innovation and Entrepreneurship, Drucker’s Marketing Strategy, New Product and Service Introduction and Drucker’s Unique Marketing Insights. By doing so, several principles and examples from real business are repeated in one or more other themes. For Drucker, (short term) profitability should not be the main focus of a business, the customer and the market should be. I agree, Drucker on Marketing is an essential read for both current marketing professionals and fans of Peter Drucker.… (mais)