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Leadership Is an Art
In what has become a bible for the business world, the successful former CEO of Herman Miller, Inc., explores how executives and managers can learn the leadership skills that build a better, more profitable organization.
Leadership Is an Art has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers.
De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader
• Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential
• Take a role in developing, expressing, and defending civility and values
• Nurture new leaders and ensure the continuation of the corporate culture
Leadership Is an Art offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need.
Leadership Is an Art has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers.
De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader
• Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential
• Take a role in developing, expressing, and defending civility and values
• Nurture new leaders and ensure the continuation of the corporate culture
Leadership Is an Art offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need.
148 pages, Paperback
First published February 1, 1987
229 people are currently reading
4649 people want to read
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Displaying 1 - 30 of 182 reviews
July 11, 2022
man i just loved this book!!!!!!!!! i love reading 4th graders essays, the style of their writing is just INCREDIBLE!! like nothing is better. screw books written in styles like adults write, we need MORE authors who write like they still have to sit in a booster seat! not only was the elementary writing style like THE BEST, but the repetition of certain words made things really clear!!! i love reading a page that says “communication” nine times it just really makes me happy! i hate books that don’t have fun chapters titled things like “Pink Ice in the Urinal” like what’s the fun without them!! i feel truly like a high schooler reading things like that! i also adore quick stories that are meant as metaphors but then don’t actually line up with the lesson at all!! makes you appreciate and understand the lesson just that much more! overall a delightful book! i recommend it to anyone who likes falling asleep while reading (during the day, mind you) or likes reading for NOT fun! like, heck, why have fun while reading!!
(for those of you probably concerned with my mental stability at this point, yes i am ok, yes this review is pure sarcasm, and no, exclamation marks at the end of every sentence wasn’t necessary but i felt like it. 1/5 stars)
(for those of you probably concerned with my mental stability at this point, yes i am ok, yes this review is pure sarcasm, and no, exclamation marks at the end of every sentence wasn’t necessary but i felt like it. 1/5 stars)
January 4, 2012
This book came to me highly recommended and I really wanted to like it. A leadership book based on treating people like people? Sounds good.
Unfortunately, I found the meandering writing style frustrating and barely made it half way through. I would have preferred a clearer structure and more cleanly delineated concepts. Each chapter bled into another, circling around the same points. Really, it all does boil down to "be nice to other people" but really, who needs a book to tell you that?
Unfortunately, I found the meandering writing style frustrating and barely made it half way through. I would have preferred a clearer structure and more cleanly delineated concepts. Each chapter bled into another, circling around the same points. Really, it all does boil down to "be nice to other people" but really, who needs a book to tell you that?
November 6, 2011
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. "
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. "
January 7, 2022
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,
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:
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?
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?
October 17, 2017
A concise and well-supported treatise of leading in ways that empower employees (broad profit sharing to encourage a sense of ownership) and leading with humility, as a first-servant in the corporation. Much may seem like adages here, but there is much wisdom distilled from years in leadership at Zeeland, Michigan's Herman Miller.
April 8, 2024
another lowkey boring read for this boring class. apologies for being a hater but come on. I got nothing out of this book it was so pointless (respectfully of course). I did appreciate that it was not at all dense. super easy to read but I got nothing out of reading it so riddle me that I guess
April 5, 2023
Wow! Great Book. He was a visionary when it comes to leadership.
Hard to imagine how someone born in 1920s working in a manufacturing company recognizes some aspects of leadership that came more naturally in the digital era.
As someone who leads a software team and practices the agile mindset. I see a lot of similarities. You can almost take the book and the Agile Manifesto side by side and see how they match.
It's a very short book, some section might be repetitive, but it's good because it needs time to sink in. This is the kind of book that you need to pause and think at the end of each sentence.
Here are some quotes that really sticked with me:
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. That sums up the process of an Artful leader.
True leaders are sought after and cultivated. Leader don’t inflict pain, they bear pain. The measure of the leader is not the quality of the head, but tone of the body (shielding, absorbing, protecting).
Leadership is an Art. Something to be learn over time, not simply by reading books. It is more tribal then scientific. More a weaving of relationship then amassing of information.
Hard to imagine how someone born in 1920s working in a manufacturing company recognizes some aspects of leadership that came more naturally in the digital era.
As someone who leads a software team and practices the agile mindset. I see a lot of similarities. You can almost take the book and the Agile Manifesto side by side and see how they match.
It's a very short book, some section might be repetitive, but it's good because it needs time to sink in. This is the kind of book that you need to pause and think at the end of each sentence.
Here are some quotes that really sticked with me:
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. That sums up the process of an Artful leader.
True leaders are sought after and cultivated. Leader don’t inflict pain, they bear pain. The measure of the leader is not the quality of the head, but tone of the body (shielding, absorbing, protecting).
Leadership is an Art. Something to be learn over time, not simply by reading books. It is more tribal then scientific. More a weaving of relationship then amassing of information.
November 12, 2018
I was about to pass this book along to a colleague after telling her that it was the best book on leadership I'd ever read, but I found I couldn't part with it before rereading it.
Turns out, while it is still the best book on leadership I've read, and I wish every leader ... .political, business, school ... would read it and apply the ethical and spiritual values it contains to their work ... it is more about business than I remembered and less about education applications ... which I must have made on my own.
This book is a classic, written by a very wise and kind leader who was CEO of Herman Miller for many years, and it contains ideas and ideals of leadership that anyone charged with leading others would do well to follow. I wish our current president would follow its precepts ... such as, treat others with respect, welcome opposing opinions, maintain as part of your value system a sense of caring and a sense of integrity.
I believe anyone assuming a position of leadership could insure her or his success by following the model DePree describes in this little gem.
Turns out, while it is still the best book on leadership I've read, and I wish every leader ... .political, business, school ... would read it and apply the ethical and spiritual values it contains to their work ... it is more about business than I remembered and less about education applications ... which I must have made on my own.
This book is a classic, written by a very wise and kind leader who was CEO of Herman Miller for many years, and it contains ideas and ideals of leadership that anyone charged with leading others would do well to follow. I wish our current president would follow its precepts ... such as, treat others with respect, welcome opposing opinions, maintain as part of your value system a sense of caring and a sense of integrity.
I believe anyone assuming a position of leadership could insure her or his success by following the model DePree describes in this little gem.
July 29, 2019
I read this book about 20 years ago. It became the foundation of the leader I hoped to become and hope I am now. I reread it today because I’m in the midst of a job change and wanted to see where I could approach this new opportunity as a better leader. I was both humbled and blessed to realized I have indeed applied most of these principals to my leadership style. Sure, I have a ways to go and new things to learn and develop. But this book was a good foundation 20 years ago and an excellent one today as well. The art of leadership does not change, it’s the individuals that must in order for success to happen. This book had as huge an impact on my career back then as it does now.
August 30, 2016
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.
May 3, 2020
I’m giving this 5 starts, yet I understand why others have not. This is a kind of leadership for the artist (hence the title!). This book is for the thinker more than than the doer, the philosopher more than the worker. Those looking for really practical things will struggle with De Pree’s eloquent, even poetic, approach to leadership. As a pastor, I find De Pree’s perspective on inclusive leadership to be very helpful.
June 23, 2017
Dozens upon dozens of quotable insights in the first 2/3 of this book.
A short, insightful and enjoyable read for anyone in a leadership capacity.
A short, insightful and enjoyable read for anyone in a leadership capacity.
January 11, 2024
A somewhat interesting 36-year-old book on business leadership by the now-deceased former CEO and son of the founder of office furniture company Herman Miller, Max De Pree (1924-2017). Incidentally Herman Miller was acquired by Knoll for $1.8 billion in 2021, so it would be interesting to see if the business and leadership pearls De Pree shares are still part of the current company's values and operations.
About 3/4 of this book are platitudes/generalizations, and about 1/4 is good leadership advice with some useful examples (i.e., how if an employee in a company feels like they can't call their own company's customer service line and be appropriately assisted, something is seriously wrong with how company culture, and probably indicates would-be customers aren't getting treated well either).
About 3/4 of this book are platitudes/generalizations, and about 1/4 is good leadership advice with some useful examples (i.e., how if an employee in a company feels like they can't call their own company's customer service line and be appropriately assisted, something is seriously wrong with how company culture, and probably indicates would-be customers aren't getting treated well either).
December 11, 2019
Phenomenal advice. Quick read.
August 17, 2022
I actually liked this much more than I thought I would. I'm tired of leadership books with a Christian bent, but this dude seemed really human and open to diversity (though this was written in the 80s, who knows where he would land today). As an anti-capitalist, I was pretty turned off by his love of capitalism...until his explanations. Labor class as owners of the company and involved in the decision-making/management processes? Sounds pretty close to the masses owning the means of production to me.
Ultimately, there is stuff to enjoy in this book, about relationships, honesty, openness, and treating employees as whole people with rights, needs, and talents that they can bring to the table. Unfortunately, the writing is sophomoric, with topics jumping around inconsistently, an overwhelming Christian flavor, and no real information to act on, just thoughts on humanity and how workers can fit into the capitalistic framework of a corporation.
Ultimately, there is stuff to enjoy in this book, about relationships, honesty, openness, and treating employees as whole people with rights, needs, and talents that they can bring to the table. Unfortunately, the writing is sophomoric, with topics jumping around inconsistently, an overwhelming Christian flavor, and no real information to act on, just thoughts on humanity and how workers can fit into the capitalistic framework of a corporation.
November 11, 2024
Dr. Dub spoke often about this book. I see a lot of his leadership style throughout these pages & am encouraged to hear more of the heart behind it. Great read for leaders!
August 28, 2019
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.
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.
March 10, 2013
This book was mentioned by my pastor in a sermon. The author, former CEO of Hermann Miller, Max De Pree, describes it as a series of essays. Specifically as a "compendium of ideas about organizational leadership". Indeed, it is a book of ideas and not practices, as he claims.
Although I agree with many of his statements, the book's structure seemed random, without a clear direction. At times, the leadership related terminology used was not familiar (e.g roving leaders, giants) and seemed to be of the author's own making. Also, given the way it was written, it's hard to remember any "take aways". I'm thinking that a month from now I'll probably have forgotten that I read it!
Regardless of its flaws, here are a few of the thoughts that I liked:
-"The measure of leadership is not the quality of the head, but the tone of the body." p. 12
-Contrary opinions are an important source of vitality.
-Having a say differs from having a vote. p. 23
-Style is a consequence of what we believe; what's in our hearts. p. 24
-Leadership is a condition of indebtedness. p. 59
-Leaders are liable for what happens in the future rather than what is happening day to day. p. 102
-Today's performance from a leader succeeds or fails only in the months or years to come
-Leaders tell why rather than how. p. 120
He also speaks of the three key elements in the "art of working together" as how to: deal with change, deal with conflict, reach our full potential.
Beyond these isolated tidbits (which are generally not elaborated on in the writing), I see little value in the book for those reading in the leadership literature. Partially, this may be a function of it's age. We've learned a lot about leadership since 1989. But, it is also it's style. I found it to be weak in it's use of stories and examples. I also found myself not understanding the author's point, regularly. I often re-read paragraphs feeling that it was Confucius-like!
Although I agree with many of his statements, the book's structure seemed random, without a clear direction. At times, the leadership related terminology used was not familiar (e.g roving leaders, giants) and seemed to be of the author's own making. Also, given the way it was written, it's hard to remember any "take aways". I'm thinking that a month from now I'll probably have forgotten that I read it!
Regardless of its flaws, here are a few of the thoughts that I liked:
-"The measure of leadership is not the quality of the head, but the tone of the body." p. 12
-Contrary opinions are an important source of vitality.
-Having a say differs from having a vote. p. 23
-Style is a consequence of what we believe; what's in our hearts. p. 24
-Leadership is a condition of indebtedness. p. 59
-Leaders are liable for what happens in the future rather than what is happening day to day. p. 102
-Today's performance from a leader succeeds or fails only in the months or years to come
-Leaders tell why rather than how. p. 120
He also speaks of the three key elements in the "art of working together" as how to: deal with change, deal with conflict, reach our full potential.
Beyond these isolated tidbits (which are generally not elaborated on in the writing), I see little value in the book for those reading in the leadership literature. Partially, this may be a function of it's age. We've learned a lot about leadership since 1989. But, it is also it's style. I found it to be weak in it's use of stories and examples. I also found myself not understanding the author's point, regularly. I often re-read paragraphs feeling that it was Confucius-like!
May 12, 2012
The author, former CEO and chairman of the board of directors at furniture maker Herman Miller, shares his viewpoint on leadership. It’s an idealistic account of what companies can be when leaders are open and understanding. One of his main ideas is that leaders owe a great deal to the companies they lead: they need to provide a statement of values, space for employees to grow, a vision for present and future, momentum (“a debt to the future”), and effectiveness, among other things.
De Pree defines effectiveness as “doing the right thing” as opposed to just doing the thing right. He also sets a high premium on Roving Leadership (the ability of others to lead temporarily when their unique talents call for it), and participative management (encouraging others to have a say, fostering a culture of respect for diversity of talents, the importance of covenants – an understanding that work has value and meaning – as opposed to impersonal contracts). In sum, he rejects “the dry rules of business school” and pushes liberation over control, ritual and storytelling, trust over hierarchy, people over structures, civility over rules, and wisdom over manuals. It’s an impressive philosophy, and I’m astonished to see it so closely adhere to that of my current workplace (I was asked to read this for work). Knowing what the alternative could be makes me even more gratified and amazed that such places do exist.
De Pree defines effectiveness as “doing the right thing” as opposed to just doing the thing right. He also sets a high premium on Roving Leadership (the ability of others to lead temporarily when their unique talents call for it), and participative management (encouraging others to have a say, fostering a culture of respect for diversity of talents, the importance of covenants – an understanding that work has value and meaning – as opposed to impersonal contracts). In sum, he rejects “the dry rules of business school” and pushes liberation over control, ritual and storytelling, trust over hierarchy, people over structures, civility over rules, and wisdom over manuals. It’s an impressive philosophy, and I’m astonished to see it so closely adhere to that of my current workplace (I was asked to read this for work). Knowing what the alternative could be makes me even more gratified and amazed that such places do exist.
May 7, 2023
A quick read with many points to ponder. I was particularly drawn to Max de Pree’s idea of leading to completeness, where “completeness” isn’t just reaching your goal, but planning the growth of the organization after the success of reaching that goal. This growth, as told throughout the book, is a holistic growth. It has as much to do with profits and margins as it does with the growth of your employees and peers. His assertions of trust being the key to unlocking individual growth was encouraging to read, especially in the context of business, where, he adds, sometimes strictly relies on hierarchy instead of trust. (Trust the talent of everyone — high in the company to low — not just the words of those at your level or above.)
I didn’t know that this book was centered on business when I began. I expected the topic of leadership in this book to be more general. Regardless, I believe that almost all of the ideas presented in the book are applicable to community-organizing settings, which I’m more interested in than corporate settings.
An easy enough read that I’d recommend to anyone hoping to pick up a few good pointers on leadership of any kind.
I didn’t know that this book was centered on business when I began. I expected the topic of leadership in this book to be more general. Regardless, I believe that almost all of the ideas presented in the book are applicable to community-organizing settings, which I’m more interested in than corporate settings.
An easy enough read that I’d recommend to anyone hoping to pick up a few good pointers on leadership of any kind.
January 21, 2018
I read this book as a requirement for a class. This is not a book I would have read on my own. I'll start by saying that the book was a very easy read. The author used vocabulary that I could understand and stories that really engaged me in the reading. I did not think that a book on leadership could have sucked me in the way it did. I paid attention to every word.
As for the content itself, the author did an excellent job of expressing leadership as an art which has to be learned and crafted over the years. He backed every principle and point with an example from the company he ran and the examples made sense and did not feel like it was a stretch.
One of the most important things I learned early on in the book is that there is a difference between a manager and leader. The author lays out all of the qualities needed to be a leader with the examples to back them. I feel equipped to identify the qualities of leadership I possess and those I need to work on and how to sharpen those skills.
As for the content itself, the author did an excellent job of expressing leadership as an art which has to be learned and crafted over the years. He backed every principle and point with an example from the company he ran and the examples made sense and did not feel like it was a stretch.
One of the most important things I learned early on in the book is that there is a difference between a manager and leader. The author lays out all of the qualities needed to be a leader with the examples to back them. I feel equipped to identify the qualities of leadership I possess and those I need to work on and how to sharpen those skills.
April 19, 2022
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.
February 6, 2013
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.
March 6, 2013
I think Max has some great concepts, but they get lost in the confusing writing style. I think taken together, his ideas illustrate the values of a successful leader, but my fear is because of his incoherent writing style, people read this like a horoscope - they find the things that validate their own leadership style but skim over the rest of the very important characteristics of great leadership (partially because the concepts aren't clearly laid out).
February 24, 2022
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.
Still, the lessons on leadership are beyond reproach, it's a quick read, and so it is worth picking up.
August 30, 2017
As the author said, it's less of a book and more of a collection of thoughts. Overall it was an easy listen. I can appreciate the focus on the idea of a leaders job being to support and build their team. This means talking to them, and putting them in positions to be successful.
It's pretty short overall (maybe like 4 hours or something) so not a big commitment. Good ROI.
It's pretty short overall (maybe like 4 hours or something) so not a big commitment. Good ROI.
July 15, 2020
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.
The 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.
The 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.
DePree 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).
The 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.
The 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.
DePree 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).
August 22, 2024
"Leadership is an Art" by Max De Pree, chairperson of Herman Miller is not just a mere book but a great scripture like a Bible for a Leader.
This Bible can make an ordinary man into a great Leader and on the other hand, can act as a reference guide for the existing Leaders to succeed at all levels.
What I liked in this book is that it gives you a brief that a Leader should not look at his growth but try to share the vision where the others see growth for themselves but that does not mean that the leader should abstain himself from the growth. If the leader is growing then he should ensure that the environment for others is also good, and a happy workplace where there is room for open communication. The employees at any level in the hierarchy or whoever working by the side of the leader should not feel like they are giving their time and that suffices the requirement of the Leader. Leaders should look into this because if employees think that they are giving Time but "not involvement" then it is a red flag indicator, that the bus is not going in the right direction because the environment is "not participative" for the employees and the relationship is contractual "not covenantal". Leaders are just not at the hierarchical levels, there are some other sorts of Leaders in spirits, you can call them the "Roving Leaders" if the environment created by the Business is participative for all employees and ensures ample space. Roving Leaders come from nowhere and lead the entire business, solve problems, plug holes, speak openly, don't even shy away from sharing ideas, and concerns, have a unique perspective, highly envision the future, and wade the sinking ship through the troubled waters but their life span into the business is not long.
I would recommend reading Chapters 2, 3, 4, and 5 as the light pole for aspiring leaders. The last three chapters are for the existing leaders. Though the Bible can be read completely as many times.
However, I am rating the book 4 out of 5 because there's one statement in one of the chapters that contradicts the entire textbook that the 'employee is indebted to the employer for his financial health and wealth' and it contradicts Max's version in the other chapter of the same book that employee is also a kind of owner of the organization as like the investor who invests cash into the business because the employee invests his life into the business to grow. So the employer and the employee are in some sort of give-and-take relationship in equity.
I found this one statement contradicting the entire meaning of this valuable book.
And also, the book does not throw light on how to sustain the Roving Leaders in the business. Hence, I am deducting 1 point out of 5.
This Bible can make an ordinary man into a great Leader and on the other hand, can act as a reference guide for the existing Leaders to succeed at all levels.
What I liked in this book is that it gives you a brief that a Leader should not look at his growth but try to share the vision where the others see growth for themselves but that does not mean that the leader should abstain himself from the growth. If the leader is growing then he should ensure that the environment for others is also good, and a happy workplace where there is room for open communication. The employees at any level in the hierarchy or whoever working by the side of the leader should not feel like they are giving their time and that suffices the requirement of the Leader. Leaders should look into this because if employees think that they are giving Time but "not involvement" then it is a red flag indicator, that the bus is not going in the right direction because the environment is "not participative" for the employees and the relationship is contractual "not covenantal". Leaders are just not at the hierarchical levels, there are some other sorts of Leaders in spirits, you can call them the "Roving Leaders" if the environment created by the Business is participative for all employees and ensures ample space. Roving Leaders come from nowhere and lead the entire business, solve problems, plug holes, speak openly, don't even shy away from sharing ideas, and concerns, have a unique perspective, highly envision the future, and wade the sinking ship through the troubled waters but their life span into the business is not long.
I would recommend reading Chapters 2, 3, 4, and 5 as the light pole for aspiring leaders. The last three chapters are for the existing leaders. Though the Bible can be read completely as many times.
However, I am rating the book 4 out of 5 because there's one statement in one of the chapters that contradicts the entire textbook that the 'employee is indebted to the employer for his financial health and wealth' and it contradicts Max's version in the other chapter of the same book that employee is also a kind of owner of the organization as like the investor who invests cash into the business because the employee invests his life into the business to grow. So the employer and the employee are in some sort of give-and-take relationship in equity.
I found this one statement contradicting the entire meaning of this valuable book.
And also, the book does not throw light on how to sustain the Roving Leaders in the business. Hence, I am deducting 1 point out of 5.
August 5, 2017
Leadership is an art is a masterpiece. Max the Pree, the CEO and son of furniture company Herman Miller, shares the learnings of leading a fast growing company, dealing with crisis, and becoming an inclusive corporation in the late 80s. Long after the book has been published the furniture company is being one of the most respected companies in the world.
Time magazines reviewed this book as a valuable lesson in grace, style, and the elements of success. I could not agree more. It’s one of those books that helps to understand how to be more effective, more elegant, more clear and convincing in taking decisions, developing corporate culture, building management skills and stimulating staff potential for the long run.
I would put this book very close to High Output Management from Andy Groove, because it touches a lot of corporate development, management aspects, and people issues with a lot of thought! Both books are must-reads for the business professionals in terms of how to develop successful business philosophies.
In the end here is one quote from the book that worths reflecting on: “In the end, it is important to remember that we cannot become what we need to be, by remaining what we are.”
Enjoy!
Time magazines reviewed this book as a valuable lesson in grace, style, and the elements of success. I could not agree more. It’s one of those books that helps to understand how to be more effective, more elegant, more clear and convincing in taking decisions, developing corporate culture, building management skills and stimulating staff potential for the long run.
I would put this book very close to High Output Management from Andy Groove, because it touches a lot of corporate development, management aspects, and people issues with a lot of thought! Both books are must-reads for the business professionals in terms of how to develop successful business philosophies.
In the end here is one quote from the book that worths reflecting on: “In the end, it is important to remember that we cannot become what we need to be, by remaining what we are.”
Enjoy!
August 21, 2022
While the intention behind this short book is admirable, and DePree's leadership style likely worthy of commendation and emulation, it's hard to know exactly where to put some of his pronouncements. There isn't a lot of depth given to the examples and principles, but there's quite a lot of repetition.
I would have liked him to delve deeper into counter-examples: for instance, his disdain of "pink ice" to use at urinals at an exhibition. Taken in isolation, sure, his point stands that this is frivolous, but... is it? I mean, if it's advertising with the logo, why not? It could be an area others have ignored, maybe Herman Miller is already using every other possible avenue for brand building/recognition, etc.
Without the full context, we have to trust DePree that this is a "tip of the iceberg" type of thought that reveals budding corporate entropy and irrelevance underneath. Has he earned that trust within the context of this book? It is difficult to say, and that's why it's difficult to take some of these lessons as profound or self-evident.
As with describing any "art," there is a decent amount of high-minded piffle. *Because* leadership is an "art," should we just accept that this will always be the case? I thought business leadership was supposed to be about logic, perseverance, and the bottom line. So while I appreciate his softer take on the genre, I remain unconvinced by his mostly-superficial examples.
I would have liked him to delve deeper into counter-examples: for instance, his disdain of "pink ice" to use at urinals at an exhibition. Taken in isolation, sure, his point stands that this is frivolous, but... is it? I mean, if it's advertising with the logo, why not? It could be an area others have ignored, maybe Herman Miller is already using every other possible avenue for brand building/recognition, etc.
Without the full context, we have to trust DePree that this is a "tip of the iceberg" type of thought that reveals budding corporate entropy and irrelevance underneath. Has he earned that trust within the context of this book? It is difficult to say, and that's why it's difficult to take some of these lessons as profound or self-evident.
As with describing any "art," there is a decent amount of high-minded piffle. *Because* leadership is an "art," should we just accept that this will always be the case? I thought business leadership was supposed to be about logic, perseverance, and the bottom line. So while I appreciate his softer take on the genre, I remain unconvinced by his mostly-superficial examples.
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