The Leader Architect: The Right People in the Right Places Doing the Right Stuff at the Right Time

Executive adviser Grew treats business-book readers to a mushy treatise on myth- making and its effect on leadership. People in the workplace hang on to various widespread myths, he observes, because they’re associated with powerful emotions—bosses care only about themselves, inputs are more important than outputs, metrics provide accountability—but these are the kinds of beliefs he says can ruin a business. Uncovering “your personal myths” as a businessperson will help one get past those constraints to success. In a perplexing, ill-explained leap, Grew goes on to reverse course and assert that myths are not necessarily bad, but can provide inspiration and vision. He also touches on directives to work in pairs rather than on teams, build up the “architecture” of one’s business, draw on the power of relationships, and find the right talent. His framework is never established, and spotty attempts at concrete advice are insufficient, so the final product feels insufficient and meandering. [em](Dec.) [/em]