I recently finished reading Leadership is an Art by Max De Pree. As Max best puts it: "This book is about the art of leadership: liberating people to do what is required of them in the most effective and humane way possible. It is not a book of facts or history. Though I like to tell stories, the book is not filled with anecdotes. Since it deals more with ideas and beliefs and relationships, it has to do with the "why" of institutional and corporate life rather than the "how"..Those results, however, are only a way to measure our resourcefulness at a point in time, mile markets on a long road. Why we get those results is more important. That's what this book is about."

The book is covers various leadership topics such as communication, engagement, story telling etc. in a very concise and illustrated manner. Max adds a number of stories from his own experience at Herman Miller. This book forms a great leadership/management handbook, that should be kept at hand to server as a refresher and primer. As the author words it: "It will be worth a lot more to you if you finish it, if you have made it truly your own book."
Below are selected excerpts from the book that I found particularly insightful:

1- "Any concept of work rises from an understanding of the relationship between pitchers and catchers alike...The right to be needed...The right to be involved...The right to a covenantal relationships...The right to understand...The right to affect one's own destiny...The right to be accountable...The right to appeal...The right to make a commitment."

2- "Roving leaders are those indispensable people in our lives who are there when we need them...Roving leadership is an issue-oriented idea. Roving leadership is the expression of the ability of hierarchical leaders to permit others to share ownership of problems - in effect, to take possession of a situation."

3- "Just as any relationship requires honest and open communication to stay healthy, so the relationships within corporations improve when information is shared accurately and freely. The best way to communicate the basis of a corporation's or institution's common bonds and values is through behavior...What is good communication? What does it accomplish? It is a prerequisite for teaching and learning. It is the way people can bridge the gaps formed by a growing company, stay in touch, build trust, ask for help, monitor for performance, and share their vision. Communication clarifies the vision of participative ownership as a way of building relationships within and without the corporation."

4- "Good communication liberates us to do our jobs better. It is a simple as that. Good corporate communication allows us to respond to the demands placed on us and to carry out our responsibilities. This really means, too, that leaders can use communication to free the people they lead. To liberate people, communication must be based on logic, compassion, and sound reasoning."

5- "As a culture or a corporation grows older and more complex, the communications naturally and inevitably become more sophisticate and crucial. An increasingly large part that communication plays in expanding cultures is to pass along values to new members and reaffirm those values to old hands. A corporation's values are its life's blood. Without effective communication, actively practiced, without the art of scrutiny, those values will disappear in a sea of trivial memos and impertinent reports."

6- "Performance reviews, done well, are a good way of re-examining goals, realigning principles and practices, and gauging progress. Everyone should do this. Reviewing performance should be done in a timely way, with the direct involvement of the person whose performance is being reviewed. Both the people and the process should be directed toward reaching human potential."

7- "...While understanding is an essential part of organized activity, it just is not possible for everybody to know everything and understand everything. The following is essential: We must trust one another to be accountable for our own assignments. When that kind of trust is present, it is a beautifully liberating thing. "

De Pree admits that he is repetitive, defending this style as a way to present connections between his many leadership principles. The reader is able to walk away from a first read with a firm grasp on many of these principles--a plus, to be sure. Still, I found myself often zoning out in passages or skimming because he revisits core concepts so frequently.
Leadership is an Art inarguably offers insight on corporate leadership and leadership in a community, reminding us that leadership is inherently a people-management skill and that leaders should work tirelessly to allow subordinates to achieve their potential. This concept of leaders as liberators is a refreshing new look at leadership in comparison with the hierarchy we so regularly default to. This book is a worthy read if one has a couple hours to devote to this quaint little manual.

The beauty and grace of employees is cherished in this book.

Some good tips but the structure and writing style isn’t the best. Makes some great points about treating people like people, but a year later I’m writing this review and don’t remember many specific memorable takeaways I had from this one.

A much highlighted and flagged book.

This is more like a quick-read "intro" into some intentional practices, ideas like: realized potential, inclusive system, participative management, tribal storytelling, stewardship, ownership. While reading this book I couldn't help thinking of one of my previous bosses, who is also a published author on similar subjects of "belonging." I am looking forward to diving into his books very soon. This book also struck a flame of excitement to learn more, and take responsibility for my work on a even deeper level. Having a child has changed me - if I must go out and spend time away from her, I better damn well make it worth it.

This book was a mess. It lacks any overall structure or direction, leaving each page disconnected. Hidden inside are some good ideas about recognizing the humanity in people and treating them as whole persons. But I'm sure there are better books to read.

This is one of the most powerful books on leadership I've ever read. Written like a personal manifesto, former Herman Miller CEO Max De Pree talks about leadership in terms of intimacy, elegance, joy and grace. He talks about how at great organizations, it's not about what you do but who you want to become. The book is filled with many "aha" moments, and I know this will be one I'll go back to over and over again for years to come.

If you're in a leadership position, this is a must read. The book is short, flows smoothly, and presents the fundamental aspects of what it means to be a great leader. I really liked the style in which the book was written. The tone is calm, poetic and full of wisdom.

Max De Pree, was the former CEO and chairman of Herman Miller. He is also an author of a few books on leadership. De Pree joined his Herman Miller (his father's company) in 1947.

Herman Miller is a furniture (home and office) manufacturer located in Zeeland, Michigan. It is an American company founded in 1905. The company has been around for more than 100 years (113 years). One of its most notable furniture is the Eames game/lounge chair.

The book discusses what is Leadership and types of leadership. Participative leadership comes from the heart and based on personal philosophy. Everyone has the right and duty to influence decisions within an organization. With roving leadership, leaders take charge in varying ways in the company, it's an all-inclusive type of leading. Theory of fastball was presented that leaders are rational.
The concept of a contract (written agreement on paper) vs. covenant (written agreement of the heart) was discussed. De Pree shared some stories about his time at the company such as "the Millwright died" and "pink urinal." Two concepts discussed as related to leadership was intimacy and communication. Employees communicate through behavior - it is what helps to bridge gaps, keep people connected, on the same page with organization's vision, build trust, culture, affects performance, etc. Intimacy is based on beliefs, and that intimacy with one's work affects accountability and results in the work process. But, also that intimacy has enemies and thus doesn't come easy.

A book of Max's wisdom, gathered from decades of leadership in business, mixed with some of his Christian worldview peeking through.

Some very quotable, even poetic moments, but also some pretty pedantic parts, with long lists and extended prose that gets tiresome.

He emphasizes the value of persons, whatever level of the company, and collaborative leadership. Its more than just technique and recipes.

Herman Miller gets more than its share of accolades in the book. It is also a high-end company with upper-class values, which may not fit with some settings. I wonder if more "lessons learned" would have been equally instructive, even if risky for the owner to share.

I read this because it was in the shared library in my office (a university department of educational leadership). While there are a few solid points made, it is largely overly generic and not very insightful.

One of my favorite leadership books.