This book is poorly written, offers no insights and generally does nothing more than report the resume of the individuals profiled. In short it offers worthless pablum!!!!!

David Heenan's, Double Lives, profiles 10 individuals who excel in their vocations as well as in their avocations (sometimes more than 1). Sally Ride (NASA), Norio Ohga (Sony), Larry Small (Smithsonian) are a few who's stories are told. Heenan does a nice job of analyzing the "20 Keys" for living a double life. His last chapter will inspire you to wake up and live one too!

Warren G. Bennis is distinguished professor of business administration at the University of Southern California in Los Angeles, Robert J. Thomas is an associate partner and senior fellow with the Accenture Institute for Strategic Change. This article was published in the September 2002 issue of Harvard Business Review.

Why are some people natural leaders, while others fail time and time again? It is a timeless question without a simple answer. Based on interviews with more than 40 top leaders, the authors conclude that one of the most reliable indicators "is an individual's ability to find meaning in negative events and to learn from even the most trying circumstances." The authors term these intense, often traumatic, always unplanned experiences that shape leaders as 'crucibles', "after the vessels medieval alchemists used in their attempts to turn base metals into gold." These leadership crucibles can take different shapes and forms. One of the most common types of crucibles involves the experience of prejudice. And some of the harshest crucible experiences illuminate a hidden and suppressed area of the soul (for instance, episodes of illness or violence). But, luckily, not all crucible experiences are traumatic. They can involve a positive, if deeply challenging, experience such as having a demanding boss or mentor. So, how do leaders cope and learn from these difficult situations? Bennis and Thomas believe that great leaders possess four essential skills: (1) The ability to engage others in shared meaning; (2) A distinctive and compelling voice; (3) A sense of integrity (including a strong set of values); and (4) "Adaptive capacity". They see this fourth skill as by far most critical skill. "This is, in essence, applied creativity - an almost magical ability to transcend adversity, with all its attendants stresses, and to emerge stronger than before." This "adaptive capacity", in turn, is composed of two primary qualities: the ability to grasp context and hardiness. The article is complemented with some, almost mythical, leadership examples. In addition, there is an introduction to the authors' book "Geeks and Geezers" (2002).

Interesting article on leadership which is in line with the latest thinking and research into emotional intelligence. The authors use some interesting examples, but they fall short on their explanation of the four essential skills of leadership. The 'crucibles' mentioned in this article remind me of Joseph Badaracco's 'Definining Moments' (1997). I believe that readers are better off with Warren Bennis' masterpiece 'On Becoming a Leader' (1994) or Daniel Goleman's 'Primal Leadership'(2001). The article is written in simple business US-English.

I am mystified why Peter Drucker would lend his endorsement to this book. I'm only 70 pages into it, but have elected to write my first book review because I DISLIKE this book!

So far, I have read chapter after chapter of ranting about why the golden of age of America began in 1962 and ended in 1963. Television, fast food, yuppies, and above all, rock and roll, have conspired to corrupt America and with it, ostensibly, the world.

What a crock! How about getting on with life!

I agree with Bennis' premise that there is an "Unconscious Conspiracy" which sucks the life and creativity out of would be modern leaders. However, I was extremely disappointed in the chaotic prose and exclusive stabs at politically conservative leaders. For example, he highlighted Ralph Nader as an example of a good modern leader.

Throughout the book, I had trouble figuring out what Bennis was trying to convey. I don't normally hate a book, having loved so many before. But I hate this one. Stick to Dilbert, it's more apropo.

Warren Bennis has a talent for being able to see and articulate the "big picture" problems that are plaguing the majority of organizations today. He uses many, many examples to show cause and effect relationships between poor leadership and organizational health. He is an outspoken fan of creativity, vision, trust and momentum within the work force and exegetic in his treatment of corporations, colleges, the military, Non-Profits, etc.- He is blunt about greed, reactionism and hubris while presenting an exciting picture of our Country and it's potential when leaders (not managers) are allowed to instill hope in the people who do the work.

I am buying a copy for each of my employees!!