I have a problem with books being called the Bible of whatever. Leadership is an Art is definitely the almost Bible of corporate leadership. Short, makes sense, to the point, well thought out and can be applied on Monday morning.

The title of this unusual book announces the very nature of the resource. In the introduction, the author notes that “you can read this book quickly, but I hope you cannot finish it quickly” (pages 4-5). The chapter titles are intriguing, including “The Millwright Died”, “Roving Leadership”, and “Pink Ice in the Urinals.” The leadership topics covered are frequently introduced with short stories as the author uses his experiences at Herman Miller, Inc. to make the case for the artful and elegant leader.

tThe book is written in a conversational tone and DePree seems at times to ramble a bit as he addresses his theories on the effective leader. Even so, there are many insights provided in this short work. The importance of each employee’s contributions is emphasized as he speaks of the areas where the effective leader “owes” the company and staff. As important as assets are to the health and growth of the organization, the obligations of the leader go well beyond the company’s balance sheet. The chapter titled “What Is Leadership?” identifies critical areas beyond the traditional measures where the leader should play a critical role. These obligations are as diverse as value systems, succession, encouraging contrary opinions, and a developing covenants with the members. The concept of covenant is stressed throughout the book, distinguishing it from contractual relationships which simply manage the quid pro quo of working together, removing the intimate relationship that is necessary for growth (58). The latter approach to organizational relationships, according to DePree, is a significant contributor to the problem of capitalism, as it tends to promote hierarchy at all costs and discourages true inclusiveness.

tThe author presents his perspective on leadership as a direct application of his faith and view of each individual who is created in the image of God. As such, all have value and worthwhile perspectives. Vulnerability on the part of the leader is simply an awareness of the fact that no single person can have all of the answers. The chapter on “Giant Tales” provides specific examples of the unique contributions that emerge when an organization functions in an inclusive manner. Ownership is in a sense the possession of all (Herman Miller is employee owned) and open and frequent communication is a necessary function of the effective organization.

tDePree closes this highly insightful book with a collection of guidelines for considering performance reviews, interviewing vice-president candidates, as well as final suggestions for the elegant leader. The depth of information for the artful leader contained in this small book should, as the author suggests in the introduction, require reading slowly. Leaders should “be committed to a corporate concept of persons, the diversity of human gifts, covenantal relationships, lavish communications, include everyone, and belief that leadership is a condition of indebtedness” (72).

James O'Toole calls Leadership Is An Art "the best book ever written on the subject of business leadership." That is high praise. Read this book. I think you will find yourself in the chorus of voices lauding De Pree and what he has to say about leadership; a choir that includes Peter Drucker, Tom Peters, Sam Walton and many more.

All of us have books that we could say are "in me." Ordering Your Private World is one of those books that has shaped my life. Max De Pree's Leadership Is An Art is another. De Pree's insights have seeped into the recesses of my mind and show up in my day-to-day leadership.

The New York Times Book Review declared, "His opus is as worthy as Scripture." And while neither Max nor I would give it that praise, it is a book worthy of attention, reflection, and implementation. De Pree said,

Authentic leaders see it as part of their calling to guide a group or organization in designing the kind of community they intend to become (xii).

Max De Pree knows a thing or two about design; it is the hallmark of Herman Miller. The company has a storied history of finding, empowering, and collaborating with great designers to produce furnishings that improve life. De Pree helps leaders assess their understanding of design when it comes to life and leadership.

About the author:
Max De Pree (1924 - 2017) was CEO of Herman Miller, a furniture company know for innovative design and a perennial Fortune 500 powerhouse. A vibrant follower of Jesus, Max practiced, reflected, and wrote about great leadership.

De Pree was concerned about people. He was concerned about business. But perhaps he was most concerned with connecting practice to belief. And his reflections in Leadership Is An Art enable leaders to evaluate their own "design" with a view to improving their organizations, improvements that impact people and profits.

De Pree's own impact is seen in his books that still garner attention (Leadership Jazz, Leading Without Power, Called To Serve, and Dear Zoe) and felt through the leadership institute that bears his name (Fuller De Pree Center).

My recommendation:
Read it. Reflect on it. Act on it. Share it. Repeat.

De Pree's Leadership Insights:

1. The Art of Leadership: "Liberating people to do what is required of them in the most effective and humane way possible" (1).

2. On leaders as readers: "In some sense, every reader 'finishes' every book according to his or her experiences and needs and beliefs and potential. That is the way you can really own a book. Buying books is easy; owning them is not" (3).

3. The concept of persons: Max De Pree, like his father before him (D.J. De Pree) saw a poem (poema) behind every face. Take two minutes and watch, >"The Millright Poet". That story explains the transforming impact and why De Pree writes, "It is fundamental that leaders endorse a concept of persons. This begins with an understanding of the diversity of people's gifts and talents and skills" (9).

4. De Pree's Leadership Maxims & quotes:

"The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor" (11).

On leaders and pain:"Leaders don't inflict pain; they bear pain" (11).

On simplicity vs complexity: "I would not give a fig for the simplicity this side of complexity, but I would give my life for the simplicity on the other side of complexity" (Justice Oliver Wendell Holmes, 22).

"We do not grow by knowing all the answers, but rather by living with the questions" (58).

"Giants see opportunity where others see trouble" (73).

On integrity: Integrity is "A fine sense of one's obligations." De Pree believes this is also the way to look at quality.

"Profit like breathing, is indispensable" (87).

On organizational entropy: One of the most important things leaders need to learn is to recognize the signals of impending deterioration" (111; See his list. It's good).

Facilities should talk (124-5).

"The only kind of leadership worth following is based on vision (133).

"Hierarchy and equality are not mutually exclusive" (145).

Leadership is . . ."A leader can tell the difference between living edges and dying ones" (21).

5. Leadership Development: Effectiveness is a by-product of enabling others to reach their potential -- both personally and within the corporation or institution (20). In a similar vein as Jim Collins' bus analogy, De Pree says, "Leaders choose a person, not a position" (20).

6. Values vs style: Values matter more than style. "As practice is to policy, so style is to belief. Style is merely a consequence of what we believe, of what is in our hearts" (27). Leaders help establish company values.

7. On job intimacy: When workers are so familiar with a job they teach not only the skill, the mechanics, but also the art of the job as well. De Pree says, "Intimacy is the experience of ownership" (55). How to nurture intimacy? Ask these questions: (1) How does the company connect with its history? (2) What business is it in? (3) Who are the people and what are their relationships with one another? (4) How does the company deal with change and conflict? (5) What is their vision of the future? Where are they going? What do they want to become?

8. Leaders and communication: "Interdependence requires lavish communication" (67). Every company, every institution needs tribal story-tellers.

9. The Scanlon Plan: Dr. Carl F. Frost introduced this concept, which engenders participative management (xv, 88, 97). Workers who suggest ways to improve the business are cut into the gains that result from their collaborative efforts.

10. On performance reviews: See pages 117ff for a helpful process overview and excellent questions to use in giving performance reviews. Examples: (1) Please describe for me what you think your role at Herman Miller can be as one of the 'corporate storytellers' who play an active role in the transmission of the corporate culture. What do you think this corporate culture is?" (2) Does Herman Miller need you? Do you need Herman Miller? (3) What have you abandoned?

I'm not really a huge fan of leadership books, I'm more of a history/theology nerd, but I know reading books like this can be helpful from time to time. This book is brief, to the point and filled with lots of great insights. DePree was the CEO of a large company and has a lot of wisdom to share. Further, he is a Christian which is either a bonus for you or maybe a negative, depending what you think of Christianity. This is not a "Christian" book though as the ideas can apply in any leadership capacity, from church to business.

Leadership is an Art is a quick and easy read. I would say that the value is well worth the time spent reading, so it’s an efficient take on leadership, especially if you’re limited on time. There were very compelling ideas, like the difference between contractual and covenantal agreement, that seemed more novel, so I appreciated those ideas in the book. It definitely reads “old school,” but I still think there’s benefit to the modern reader and leader.

The only reason this book gets a star knocked off is because the book doesn't indicate anywhere on it that it is written specifically with business leaders in mind. That said, the majority of the thoughts in the book can be readily adapted to other situations, though the longer the book goes on, the more it ends up in a thoroughly-business space.

Still, the lessons on leadership are beyond reproach, it's a quick read, and so it is worth picking up.

Out of all the books on leadership, this is one of the better ones. It is not a step by step instruction manual. It is an engaging exploration of the philosophy of leadership. Anyone who is interesting in a management position, or is in such a position, should find this book worth reading.

Like so many other books on humanizing work, here again still seems to be this divide between an executive (leadership) team and the rest of the organization. I wonder if this is necessary? Is it because the industry was manufacturing and not knowledge based? I don't know. On a mission to find out.

Some good ideas in here and certainly heading in the right direction for humanizing work.

Even though this book has been in circulation for several years, this is my first pass through it. My goal for reading Leadership is an Art is to become more familiar with content within a presentation that I will be delivering for a Boy Scouts of America adult leadership training course. While not a difficult read, the content forced much reflection and introspection. I needed time between one or two chapters to allow the sentiments seep into my DNA. I will keep this as a reference in my professional library for years to come.

I somewhat struggle with this book. My early work experience was with businesses that were very "dictatorial" and because they were successful businesses (i.e. had been in business 10+ years and no signs of closing in the next 5), I concluded that this was a successful management structure. This book goes against those tenets and shows evidence that the books philosophy works. I am not saying it is wrong, or that one way is better than the other. It just went against the grain of what I know/believe. Unfortunately, only three of the chapters really spoke to me, but again, they covered topics I already agreed with and only affirmed the success of those items. Personally, I would have to see this idea in practice before I think the book would be more meaningful to me.

Surprisingly relevant

Though written in 2004, I was stunned at how much of the content was still relevant. His emphasis on diversity, collaboration, generosity and communication are more important than ever. A quick but important read.

honestly pretty useful, a bit cult-y but understandable and applicable to other parts in life other than just business