Scaling Leadership

Praise for Scaling LEADERSHIPPixar is a creative company that has made it a priority to constantly re-examine itself, but even in a company like ours, certain leadership impediments can become impossible to see, and detrimental calcification can set in. As a consultant to me, Bill Adams has been an astonishingly quick study who was able to identify leadership issues and put me on a constructive path to remedy them. Bill's ability to see complex problems and help me generate gettable, actionable solutions has been both remarkable and pivotal in allowing us to bring a fresh leadership reset to a company in its 30th year. Bill and his partner Bob have captured the essence of the wisdom and the tools they bring to helping leaders in Scaling Leadership. I cannot recommend the book strongly enough-especially if you think you don't need it!-Jim Morris, President, Pixar Animation StudiosThe Leadership Circle lens is a gift that keeps on giving! Its enormous database has long provided unrivalled quantitative power. Now, in Scaling Leadership, Anderson and Adams open up the corresponding qualitative treasure-trove to further illuminate the paths to truly transformative leadership. A must-read for all leaders, and those who help them!-Robert Kegan and Lisa Lahey, Harvard University faculty and co-authors ofImmunity to Change and An Everyone CultureThe future of capitalism is conscious capitalism. A conscious business can only emerge through conscious leadership at scale. Anderson and Adams, in Scaling Leadership, clearly and practically show you how to become a more conscious and effective leader, how to replicate that in your teams, and how to scale conscious leadership throughout the organization. Read this book and put it into practice!-John Mackey, Co-founder and CEO, Whole Foods Market, Co-founder, Conscious Capitalism Inc.Scaling Leadership is an excellent read-really on the mark. I am enthused to endorse. It hits any number of themes that are essential to leading well. I will call out two that resonate strongly with my experience. First, we lead people, not balance sheets or machines. In the end, our ability to call forth discretionary energy is what distinguishes us as leaders, and the ability to do that is learnable. This book will challenge you to do just that and will show you how. Second, as I transitioned into the President and later the CEO role, I needed to rethink my role and understand where my leverage came from. The migration was from what had gotten me there-business/financial acumen, strategic skill, problem solving, focus, etc.-to a far greater focus on understanding how to create a highly engaged culture tied to purpose/aspiration and cultivate leaders who could do the same. The prior skills are really important (I still use them routinely) but would have been limiting if I hadn't augmented them with new skills. The emphasis this book places on these themes-and the way the authors develop the case-makes great sense. I strongly recommend this book to anyone in (or aspiring to) a senior position of leadership.-Gerry Anderson, Chairman and CEO, DTE Energy