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Leading Matters: Lessons from My Journey
Download Ebook Leading Matters: Lessons from My Journey
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Review
"In this book, John Hennessy shares deep insights gained from a phenomenal career as an engineer, an entrepreneur, and the president of a world-class university. It's an indispensable guide for leaders at every level." (Bill Gates Bill & Melinda Gates Foundation)"Leading Matters is a gorgeous, inspirational, and essential handbook for the leaders we all hope to be. John Hennessy shares more than 90 life lessons in leadership -- lessons learned as an entrepreneur, professor, and president of one of the world's great universities. Ranging from artificial intelligence to the arts to the value of empathy, John's stories are a rare gift for the courageous, humble servant leader inside each of us. Now, more than ever, we need this book." (John Doerr author of Measure What Matters)"In Leading Matters, John Hennessy challenges each of us to consider how we can develop our own leadership style. His powerful insights―informed by his long and distinguished tenure as president of Stanford University―are about grounding leadership in empathy, courage, and service. This book is a guide for leading in good and tough times alike―and for helping raise the next generation of leaders." (Sheryl Sandberg COO of Facebook and Founder of LeanIn.Org and OptionB.Org)"John Hennessy was a transformational president for Stanford University. In this insightful book, he provides a "how to" guide that will benefit leaders from all walks of life. And it's a good read too -- with wonderful examples of how to marry vision and execution in the face of both challenges and opportunities on the road to change." (Condoleezza Rice Professor and Former Provost of Stanford University)"This book is just like its author: humble, empathetic, courageous and very smart. It tells leaders a hard truth: successful leadership isn't just about confidence or expertise. It also requires the harder-won qualities of humility and empathy. John came by these lessons honestly and is now generously sharing them with a new generation of leaders." (Sundar Pichai CEO of Google)"For me, John Hennessy is one of the great university presidents. Leading Matters is a must read. As an alumnus, I take great pride that my alma mater had such a leader at its helm. With this great book, he leads us still." (Vartan Gregorian, President Carnegie Corporation of New York)"John Hennessy is Silicon Valley's gold standard. In both business and academia, he is the true measure of enlightened leadership and rock-solid integrity, paving the way for and acting as inspiration to the new generation of entrepreneurs. It is a cause for celebration that he has finally put his wisdom and experiences into print." (John Chambers former CEO of Cisco)
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About the Author
John L. Hennessy is Chairman of the Board of Alphabet and Director of Knight-Hennessy Scholars, the largest fully endowed graduate-level scholarship program in the world. He serves on the Board of Directors for Cisco Systems and the Board of Trustees for the Gordon and Betty Moore Foundation. The tenth President of Stanford University, he is also a computer scientist who co-founded MIPS Computer Systems and Atheros Communications. Hennessy and David Patterson were awarded the ACM A.M. Turing Prize for 2017.
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Product details
Hardcover: 200 pages
Publisher: Stanford Business Books; 1 edition (September 4, 2018)
Language: English
ISBN-10: 1503608018
ISBN-13: 978-1503608016
Product Dimensions:
6 x 0.5 x 9 inches
Shipping Weight: 14.4 ounces (View shipping rates and policies)
Average Customer Review:
5.0 out of 5 stars
8 customer reviews
Amazon Best Sellers Rank:
#35,991 in Books (See Top 100 in Books)
A must, must read for all people in academics. I have had the good fortune to work at Stanford for much of John's tenure as President. I have seen him talk, and even had a lunch with him, when I was promoted to full professor. I can't over state how highly I have thought of him over the years. Many of the stories he relayed occurred during my time and it was so interesting to have the "inside baseball view". I highly respect what he has done during his career and what he has done for Stanford. His book gave me insight into how I can improve as a leader, as well as give a view of what leaders of academic centers handle.If you are in the business world, all of his lessons apply. His view on the essentials of being a great leader is spot on.The book is very easy to read, and I got through it on a short trip to give some talks.
Really well done easy read!
I’m a big fan of John Hennessy. I knew him while I studied at Stanford, and as he led the university. I’m grateful for the support he gave me, and for the inspiration I felt watching him striving towards excellence. I’ll conclude by reinforcing his message in one word: “Innovate!â€
Having seen up close for the past twenty years the impact that John Hennessy has had on Stanford and its environs, I can say that this book is the CliffsNotes version of it. Anyone looking to impart lasting and positive change to an organization should spend the few hours necessary to absorb this book.
superb read with wonderful insights as only Hennessy could provide
This is a encouraged story from a man who started out with a very different dream but for whom the journey has been both challenging and immensely rewarding.
As I began to read this thoughtful and thought-provoking book, I was again reminded of the fact that most high-impact leaders view the life they have lived as a "journey" and that is certainly true of John Hennessy. He was a highly respected president at Stanford (2000-2015) who now continues his commitment to knowledge leadership by serving as Alphabet's chairman of the board as well as director of the Knight-Hennessy Scholars Program for International Students at Stanford University.Why did he write Leading Matters? "I wrote this book partly to share my discoveries with you, and with the coming generations of Knight-Hennessy Scholars, including those who arrive after I've gone. First though, I wrote this book for myself, to organize my own (sometimes painfully) acquired wisdom about leadership, and to take another look at key events from my career from a different, more removed perspective. Most of all, I wrote it to begin a conversation about the changing nature of leadership in the 21st century -- a conversation that will, in some way, help inform the curriculum of the Knight-Hennessy Scholars Program."He has served in a number of leadership positions and shares in his latest book several of the lessons he has learned thus far. His insights have been formulated within ten concepts:1. Humility2. Authenticity and Trust3. Leadership as Service4. Empathy5. Courage6. Collaboration and Teamwork7. Innovation8. Intellectual Curiosity9. Storytelling10. LegacyNone is a head-snapper. All are basic but admirable and clearly relevant. Those who aspire to become a high-impact leader would be well-advised to rate themselves (perhaps on a 0-10 or 1-10 scale, with 10 being "Outstanding") and focus on how to improve attributes self-rated no better than a 5. Here's another exercise to consider: Come up with your own list of ten and rate yourself, using the same scale.I hope this book is required reading for those selected to participate in the Knight-Hennessy Scholars Program for International Students at Stanford University. Perhaps they will be asked to rate themselves according to Hennessy's ten attributes and/or asked to formulate their own list for a self-assessment. The fact remains, all organizations need high-impact leadership at all levels and in all areas of the given enterprise. I commend John Hennessy on this book and on the journey that guided and informed its creation.Perhaps in a few years he will write another, this time sharing what he has learned from his interaction with the Knight-Hennessy Scholars. There is also so much for them and others to learn from him. Meanwhile, his journey continues. In this context,I am again reminded of the conclusion of Albert Lord Tennyson's poem, Ulysses:"Push off, and sitting well in order smiteThe sounding furrows; for my purpose holdsTo sail beyond the sunset, and the bathsOf all the western stars, until I die.It may be that the gulfs will wash us down:It may be we shall touch the Happy Isles,And see the great Achilles, whom we knew.Tho' much is taken, much abides; and tho'We are not now that strength which in old daysMoved earth and heaven, that which we are, we are;One equal temper of heroic hearts,Made weak by time and fate, but strong in willTo strive, to seek, to find, and not to yield."
‘Leading Matters - Lessons from my journey’ by John L. Hennessy, the 10th president of Stanford University, current chairman of Alphabet, and recipient of Turing Award, among others.What drew me to the book was the foreword by Walter Isaacson - I have enjoyed reading the autobiographies of “Steve Jobs†and “Henry Kissingerâ€, though Henry Kissinger seems so far back into history that few people might be interested about him in the current day and age and consequently and rightfully so, that is not in the mentioned books as authored by Walter Isaacson.As chapters, the author provides a list of values or traits that he hold in high regard, and then draws from his life’s experiences to bring out that leadership trait, or where that trait has played an important role in shaping his leadership style.Chapter 1 - HumilityIt appears that the author hold this trait in high regard. I do too. But is this a valuable trait that helps ‘leaders’ in their career?The author had to search for four generations ago to find humble beginning in his ancestry. His grand father was a college graduate and was the vice president of a bank. He acknowledges that he had a privileged background.Being in charge of billions of dollars in endowments, thousands of staff members and tens of thousands of students, the author rightfully acknowledged the heady feeling of the position. Even though the volunteers handled the small individual donations, the book makes amply clear that the real big multi-million dollar donations were achieved by shaking hands and looking into the eyes of the head of the institution.Coming to the section of humility versus career ambition. The author states “my ambition is to make a difference and benefit the institution!†I had to drop the book, open the dictionary to read up the meaning of ambition again. Yes, in some loose sense of the term, ‘ambition’ can be applied to something that is focused innately not on oneself. This made me pause about the usefulness of reading the book any further, and it was several days before I could get myself to pick up the book again. I realized, that at the pinnacle of career, the amorphous guiding principle of doing good that we all live by ‘becomes’ the innate driving force as ambition.At the end of the first chapter, the author does acknowledge that by nature he found it hard to be humble and had to make a conscious effort to achieve it.Chapter 2 - Authenticity and TrustAuthenticity and Trust was a great chapter. I realized that I had read this chapter earlier, but I was so consumed by my preoccupation to his chapter on Humility that I found meaning only after I read this chapter a second time. It probably would have been a great first chapter too, even if the chapter heading ‘Authenticity’ might not resonate with readers as the seemingly benign ‘Humility’.The author makes a point about telling children - don’t lie, don’t cheat.., and it being much harder to stay authentic and truthful in adult life, what with the incessant demands to portray positive end results.‘Endeavor to become’ gave a very good distinction between being ‘real’, which maps to more basal animal instincts, and being ‘authentic’, which has ‘conscious choice’ of deciphering what is right and wrong embedded in it before an action is taken, and is far superior for us to follow as human beings.Socrates writing - ’The way to good reputation is to endeavor to be what you desire to appear.’ is a fantastic reference. I have heard people twist it to some negative connotation - ‘Fake it till you make it.’The author ask an absolutely great question - “We like to think that we would stand up against wrongdoing at great personal risk, or we would leave a fortune on the table out of honor or we would choose to be shunned by society before we would contradict our principles, but would we?†Being authentic and truthful can be difficult - this resonated with me in a big way.The author make a good point about ambitious growth in corporate world happening today by undermining peers. The author also talks about people getting near the top by being ruthless, and then, suddenly turns around and say that the CEOs are generally all honest and honorable otherwise the board would not let there there. It would be naive to say and believe that the CEOs have not got there by being ruthless themselves and stepping over and undermining a few peers along the way. They may not be destructive, or may sincerely have the best interest of the organization at heart, but it does not make them a poster child of humility and fairness.Chapter 3 - Leadership as serviceThis was an absolutely delightful chapter. This starts with a great quote from Nelson Mandela. Lead from behind. Jump in to take the heat. I learned a few additional things along the way. I knew the story behind Stanford’s origin, but did not know that it was actually names Leland Stanford Jr. University. Also that Stanford Sr. was a Governor and Senator, and Jane Stanford toiled ten years to make Stanford a success. Service to the people seems to have been a guiding principle for Jim Gibbon during his Stanford presidency, and he seems to have handled the baton successfully over to the author.The last few paragraphs almost had me in tears.Chapter 4 - EmpathyAnother great chapter. Most leaders seem to be fixated on being dispassionate and driven by reason, and not make any decisions based on empathy. This chapter shows how to balance reason with empathy. I did not know, and I suspect most people don’t know either that Stanford employs 'need-blindness' in their admission process. I suspect that the large majority of prospective students don’t even apply due to the perceived cost of education at Stanford.The chapter also shows how to balance personal empathy versus institutional empathy. It also makes a good case for ‘health and family comes first.’It also talks about how AI and ML are going to get rid of empathy in decision making.There are some interesting tidbits about a student saving the milk carton from lunch, attempts to save premature babies, and Dr. Sara Josephine Baker’s fight for the poor.Chapter 5 - CourageThis chapter was a riveting read, and the only times I had to digress was to read up on references to stories that I was not completely familiar with.This chapter walks the reader through the timelines of 9/11 and the recession of 2008, the cost to the endowment and the internal struggles in responding and dealing with them as a leader. It is interesting to note that the author has had to respond (or at least be part of the debate) on biology and ability, twice, once in academia and once in the corporate world.Chapter 6 - Collaboration and TeamworkThis chapter provides a good perspective of assembling, working together and then dismantling teams. Against the backdrop of the stories associated with Collaboration and Teamwork, this brings out the Trust aspect of leadership more than what Chapter 2 did. Trust in the team leader, his mutual trust with the provost, and the trust in Mr. A, the external real estate developer were all good examples. The whole process, culminating in team dinners and recognition showed what should be followed in the current fast paced environment, where the human aspect of it is all but ignored. Also, the example of a failure in collaboration, for a layman, does not really seem to be a failure; it showed real teamwork in listening to his stakeholders concerns and deferring an activity for a more opportune time. Of course, the reasoning for deferral with an inauthentic face saving justification might seem like a failure for men of integrity, but in the end, the decisions were right.Chapter 7 - InnovationThis chapter makes crucial distinction between innovation in academia and in the industry. Academia can really allow innovation to be driven by curiosity and serendipity. They can have a longer time horizon and be more risk-taking. On the other hand, the industry has very little patience, but also wants innovation. In the industry, the question is “what have you innovated today?†Can I make money out of it this quarter?The chapter has notable mention of Steve Jobs as one of the greatest innovators of our time. Also, the fact that it took almost another 10 years after Steve Jobs return to Apple for a real, tangible innovation in terms of iPhone to bear lasting fruit. Google has instilled an innovation culture by allowing every employee to devote 20% of their time to creative pursuits.Innovation drives Start-Ups, not the other way around. The chapter also talks about the challenges in universities to innovate, make them available to the public and also to benefit from them in some way. It was interesting to note that a growing number of universities provide VC funding, set up entrepreneurial incubators with a hope that some of them make it big.The book outlines Stanford’s own approach to balance innovation, and the struggles to pinpoint real innovative outcomes. It is easier to talk about a product based innovation, rather than highlight an amorphous, process based innovation that has had a lasting impression over long periods of time.Chapter 8 - Intellectual CuriosityIntellectual Curiosity talks about why life-long learning is important and how we can learn from our mistakes and others’ mistakes. There are also some anecdotes into the author’s personal life.At the top, you stand alone. You find respite in having meaningful intellectual conversations with presidents of yore. Lincoln is the author’s role model here. Who can go wrong the 16th president?There are a few good lines about not ceding too much of your innovation to the investors, and always retaining decision making control. Google founders were smart enough to do that.Chapter 9 - StorytellingEven though Walter Isaacson seems surprised in the foreword to the book that the author considers storytelling as one of the leadership traits, I was delighted to see this chapter. I believe great leaders are also great story tellers. This book has kept me riveted, and has led me to explore additional stories, and it resonates with me.The company that tells the richest and most believable story - backed up by a business plan that is itself a story - procures the funding to make that dream come true.The author excels at story telling. He talks about the evolution of the Rhode scholarship program, and a desire to set up something similar on the west coast that would be inclusive in nature, leading up to Knight-Hennessy scholarship program in association with Nike founder.Have you heard the story of “The chicken is involved, the pig is committed!†? Be the pig, and go all in, even to the point of being slaughtered.Chapter 10 - LegacyBe authentic. Be ethical. Be moral. Follow the path of making meaningful contributions. Let legacy take care of itself. Go out on a high note, instead of fading away.I hope Knight-Hennessy scholarship program provides the legacy over the next 100 years to the contribution of the 10th president of Stanford to humanity, and that of Nike founder.A note for further reading - Doris Kearns Goodwin's new book on Leadership, especially the Lincoln chapters. Or David Herbert Donald's landmark biography.
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