Author: David Evans
Anthony Tjan ("Good People") asserts that the only leadership decision that really matters is good people; something which is hard to disagree with. It charts the lessons learned by Tjan during his 20 plus years in business, with almost 100 interviews conducted to dig deeper into what 'good people' constitutes and how goodness can be defined, identified and developed.
According to the author, goodness is about people's humanity, their values, the qualities inherent in their character and other intangible traits. In arriving at this definition, Tjan holds great store by the power of personal networks and the existence within them of effective mentors. Mentoring is a topic that runs like a golden thread through the book, and I think this provides a significant clue about the whole essence of 'being good'.
In an early signpost, Tjan talks about one of his most influential mentors who defined success as our 'capacity to make other people become more successful in life and leave the world a better place'. This is quickly backed up with Tjan's Good People Mantra 'put people first, seek always to improve oneself, be led by your values, base yourself in realism and practise goodness whenever you can'.
The author's general definition of good people is;
Those committed to continuously cultivating the values that help them and others become the fullest possible versions of who they are.
He supports this with a Goodness Pyramid that clearly draws on the work of Abraham Maslow: at the base is Truth, followed by Compassion and Wholeness. Each element of the pyramid contains something about mindset, practice and action.
Which is all well and good - however, whose version of the Truth will sit at the base of the pyramid?
Tjan asserts that truth comprises the values of humility, self-awareness and integrity; and this is fine, except that truth might well be a somewhat culturally-nuanced construct with a range of possible interpretations based on one's upbringing and beliefs, as well as other personal influences.
What struck me most about the book was its capacity to challenge. It asks some very fundamental questions about our beliefs and values, in a way that is simple and slightly unnerving. I have reflected on some of these questions and am struggling to give fully-formed and meaningful answers. The questions are:
- What did you especially love doing when you were a child (before the world told you what you should or should not like to do)? Describe a moment when you experienced this love and how it made you feel.
- Tell me about two of your most challenging life experiences: how have they shaped you?
- What do you enjoy doing in your life that makes you feel the happiest?
- When, and in what context, have you encountered goodness?
- Who has most fundamentally shaped who you are in life and at work?
- What was the greatest characteristic you inherited from your mother?
Find out more about how Primeast services can support you and your organisation to achieve greater success here: Leader & Leadership Development
To speak to a member of the team about how we can help you with your learning and development please contact us on +44 (0) 1423 531083 or +1 609 642 8821 or email us directly via firstname.lastname@example.org.
How to Communicate as a Leader: Step 1
To learn how to communicate effectively as a leader, you must first learn about yourself. What are the tools and techniques used to do this?
When Conversations Get Tough
Tough conversations matter. The challenge is how to prepare for them and how to ensure you're in the right frame of mind to navigate towards a successful outcome. Russell Evans provides 7 top tips for turning tough conversations into positive opportunities.
Russell Evans speaks to the Leaders Council
This week, Russell Evans was interviewed by Scott Challinor for the Leaders Council podcast, sharing his experience as a leader, facilitator and leadership coach. Read and listen to the episode in full.