The Exceptional Manager
Authors: Rick Delbridge, Lynda Gratton andGerry Johnson
Publisher: Oxford University Press
With such a colourful cover, one would expect a book crowded with bright pictures and laced with metaphor - not so. At first I was disappointed: its 264 pages are filled with text, and the occasional black and white illustration, so I wasn't really looking forward to reading it. But, like the cover, it does paint pictures and has great stories (specific and relevant case studies) and powerful examples.
The first couple of chapters set the scene, and I found them very useful. I would go as far as to say that even just reading parts one and two is beneficial. The authors get you thinking outside of the organisation, and consider the wider economic contexts in which businesses can thrive.
Each of the chapters are in themselves an essay, and although some may be more relevant than others, depending on the reader's preference, all help to build the picture that managers don't work in isolation. The exceptional ones, at whatever level, can choose to make a difference to their sphere of influence. Those that do are more likely to have a positive impact on the organisation's success. The only real downside is that the book never really sets out a clear way of doing this.
I think those involved in transformation leadership and organisational change will find it valuable. The Exceptional Manager shows that managers at all levels within a business can make a significant difference to the success of the organisation.
Useful? 4 out of 5
Well-written? 4 out of 5
Practical? 3 out of 5
Inspirational? 3 out of 5
Value for money? 3 out of 5
Overall 3 out of 5
Reviewed by Richard Moss, training consultant and coach/mentor
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