Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead [ペーパーバック]

Belasco and Stayer begin with discussing the need to change the readers leadership paradigm, "Out with the Old, In with the New". They analogize the old leadership style to a herd of Buffalo, with the leader as the head Buffalo and the followers as the herd. The comparison to the Buffalo herd is that they will not act independently without the guidance of the leading Buffalo, therefor the followers will stand idle and be slaughtered if the chief buffalo is killed first. The new and recommended leadership paradigm is analogized to a flock of geese, which has many leaders flying together in a "V" formation, all knowing where each other is going and endorsing the flock. The authors press onward with the "systematic method I developed for transforming buffalo into geese", the Leading the Journey (LTJ) leadership system. The system is based on the following principles:

Transfer ownership

Create the environment for ownership where each person wants to be responsible

Coach the development of personal capabilities

Learn faster and encourage others to do the same

The route the authors first take is a self-analysis of the culture derived from the leader actions, interactions and personal leadership s! tyle. "What am I doing or not doing, as a leader, that prevents them from assuming responsibility and performing at the new level?" Dr. Belasco and Mr. Stayer believe that all people will rise to the challenge, when it is their challenge. In transferring ownership, the authors present that "I am the Problem" in accepting the followers' responsibilities, similar to the Harvard Business Review article "Who's got the Monkey".

Intellectual capitalism is the term they define as the new order of business. The authors rarely use the term culture, yet they clearly describe that leaders must paint a clear picture of great performance for the organization and each individual. Leaders, through discussion, must focus individuals on the few factors that create great performance. In this environment, leaders must align organizational systems and structures to send a clear message as to what is necessary for this great performance to occur. Tapping into followers "Intellectual Capitalism" is great performance for the leader.

"Coaches help people see beyond where they are now." As a coach you help people raise their expectations, to constantly raise the bar towards great performance.

The authors address learning only as a display of experiences, and are negligent on providing any concrete methods such as continuing education or trade group forums.

This leads me to where I believe this book lets you down. While Dr. Belasco talked about his passion for research, however the book provides no theory based, research backed model of leadership. Most of the presentations are reflections of personal experiences by the authors as they relate to their own businesses or consulting jobs they have rendered. The substance of the book tangents off to some very good sales techniques, but does not contribute to supporting their "Lead the Journey" model. At one point in the book, they list seven pages of job classification for Johnsonville's sausage factory, while trying to parallel how the proper compensation syste! m sets the tone for goal orientation and alignment to great performance.

On the positive note, Flight of the Buffalo does attain some very insightful issues that relate to organizational culture. The authors discuss that "Actions must reflect the vision. I learned that the leader must live the vision, or no one else will." "Everything must contribute to creating the picture." "People wanted to see if I really did walk my customer-orientated talk."

To summarize the authors intended direction in the statement: "More than a thousand people work in my company, none of whom I control, but all of whom I have influence on through my leadership as set by the cultural orientation which I set as the Lead goose."

Too many personal reflections, lack of focus towards the topic, and no supportive documentation, dilute a good book with a good topic: Organizational culture.

Although the book discusses many important aspects of leadership and developing a culture in which employees do lead, the book lacks in two areas. First, many of the concepts presented in the book were repeated numerous times. As I read the book I felt like I had already read that page. Secondly, the book does not do justice to the concept of letting employees lead. It does discuss at detail how the leader's mentality has to change to effectively lead an organization where the employees lead, but it does not discuss when this is appropriate. The book is subtitled "Soaring to Excellence, Learning to Let Employees Lead," and it may have been the author's intent not to discuss the ramifications of this change on the employees, but instead focus on the real problem, the leadership, for which the author does an excellent job at detailing. After reading the book I am left with many questions: Does every company need to change to a flock of geese to remain competitive, or are there situations where the lead buffalo is a necessity to running the business? What if employees do not want to take on the responsibilities of leading the organization? Are there changes within the employee reward system to effectively deal with this change in the organization? How do we as leaders handle resistance to this new system? The book only brings us half way in our understanding of how to let employees lead.