At getAbstract, we summarize books* that help people understand the world and make it better. Whatever we select for our library has to excel in one or the other of these two core criteria:

To excel as a high performance leader, one must first think like a high performance leader. Mark Miller does a brilliant job of outlining the critical shift leaders must make if they want to move from playing small and simple to succeeding in large complex environments.”

What does it mean when someone says they're playing chess (Chess not checkers meaning)?

Thinking several moves ahead and visualizing different scenarios is a crucial skill in chess. By calculating potential moves and their consequences, players can anticipate their opponent’s responses and make strategic choices. The day of my victory finally came. I will never forget it. It was glorious! Dad probably thinks he made a mistake somewhere, but really it was just me outwitting him all along. Actually, I am not sure if I earned the victory or he allowed me to win for my confidence. More than likely it was the latter. I like to think it was because of my amazing skills that overpowered him mentally that I took home the victory, but he might have a different perspective on that. However, I still claim he was no match for my mind power to this day! This idea of high performance is really not something you ever fully realize. Once you think you’re finished, you’re finished. The competition is not sitting still. If you stop, or sometimes, all you have to do is slow down, the competition will blow right past you. High performance is a lifelong pursuit fueled by personal and organizational learning.

Effectively coordinating the movement of chess pieces is vital for success. Players strive to create harmonious synergy between their pieces, enabling them to support and protect one another while maintaining strategic flexibility. And, finally, begin an orchestrated effort to cascade and reinforce these messages throughout your organization. Perhaps this complexity finds its energy in the scope of your enterprise, or it may merely be a function of increased volume. These are great problems to have . . . if leaders can orchestrate an appropriate response. This saying encourages people to think beyond the immediate objectives and set a long-term vision. It also suggests that short-term goals should be planned and implemented carefully to ensure success in the long run. Superb. A helpful and/or enlightening book that is extremely well rounded, has many strengths and no shortcomings worth mentioning.

I can’t tell you how many times I’ve heard leaders say, “This is how I lead, people need to deal with it!” Although there is a truth that employees need to partially mold to the leader’s style, the same applies to the leader. The leader has to partially adapt their style to what fits their people as well. Just like any relationship needs give and take to make it work, leaders and team members need to work together in their relationship to achieve a successful balance. This balance is all about getting the right people in the right place on the team. Great leaders develop the ability to identify the right person for the tasks at hand. They become master chess players who are able to move people to the right places.