Leadocracy
Hiring More Great Leaders (Like You) into Government
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3.0 • 2개의 평가
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- US$9.99
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- US$9.99
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Leadership expert Geoff Smart wrote off government as hopeless. He saw what you see. Governments are failing. Everywhere. But something happened that sparked a year-long journey of discovery. And changed his perspective forever.
Geoff went behind the scenes and listened to great leaders who went into government at the national, state, and local levels. Many of them came from the private sector. And when you learn what he learned, you’ll have newfound hope for what government can become.
Yes, government is on the wrong path, one defined by increasing bureaucracy and dysfunction. But there is a better path: leadocracy. This path is based on the idea that a government is only as good as those who serve in it. If we answer questions about what defines great leaders and how to break down the obstacles that make them avoid government, we will set ourselves on the path to leadocracy.
A provocative manifesto in the spirit of Thomas Paine’s Common Sense, Leadocracy could be one of the most talked about publications of the 2012 election year—and beyond.
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In his latest, motivational speaker Smart (Who: The A Method for Hiring) promotes "leadocracy," which he defines as "government by society's greatest leaders." To make this happen, Smart offers his "A" Method, or the three As: analyzing goals, allocating resources, and aligning personnel. "Holding on to a corporate job that has become routine does not offer many chances to experience flow," Smart observes lamely of the complex psychological concept. The energy of "flow" comes, he promises, "when a leader is in the process of applying the 3 As of Leadership" to government and "sees the excitement on the faces of key constituents." Banal discussion questions such as "Are great leaders born or made?" conclude each chapter. Though Smart promises to guide his readers to creative control of bureaucracies, the results are incoherent. Smart floats his Leaders Initiative, a not-for-profit organization, and offers a hokey Leadocracy Pledge promising that the signer "will complete a full-time, two-year leadership role in government by my sixtieth birthday." Those dreaming of government jobs might find some inspiration, but would-be government leaders who face iron bureaucracies and complex regulatory procedures will need less fuzzy talk and a more detailed blueprint. While Smart wears the mantle of his teacher Peter F. Drucker, an expert on modern corporations, his system will captivate few Drucker fans.
