Jeffrey Hull - Flex: The Art and Science of Leadership in a Changing World
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For the first time, leadership expert Jeffrey Hull shares the secrets, strategies, and science underlying his, and his clients, successes. Interweaving real-life stories with practical tips and the latest evidence-based research, he equips readers with the insights they need to thrive in todays world.
We are in the age of the postheroic leader. Once, to move up the corporate ladder and succeed at the top, you simply had to set goals, motivate the troops, delegate to underlings, and groom a successor--probably one who looked and behaved just like you. But this white knight has become an anachronism. Whether a person is twenty-five or fifty, if theyre leading a team now, chances are that theyre managing a kaleidoscope of people from a variety of cultures, across a range of ages, all of whom are wired together 24/7. These changing demographics and structures have led to a seismic shift in terms of the tools needed to successfully manage and grow within a company: charisma and strategic thinking abilities now matter less than qualities such as vulnerability and relatability.
Based on his popular classes with Harvard Medical School physicians and New York University business students, Hull has identified the six key elements that leaders in this new workplace need to succeed, known as F.I.E.R.C.E.: Flexibility, Intentionality, Emotional Intelligence, Realness, Collaboration, and Engagement. From start-ups to universities to Fortune 500 companies, hes been able to help leaders across the board develop the skill sets that have advanced their careers and won them accolades.
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Praise for Flex
A must-read for anyone interested in navigating the complexities of leading today. Jeff invites you into his world as a seasoned executive coach, sharing his and his clients journeys as they learn to flex their leadership to thrive personally and professionally. This is the go-to guide for anyone wanting to dig in and lead smart.
Tracy Duberman, PhD, president of the Leadership Development Group; author of From Competition to Collaboration
Not just another typical leadership book. Jeffs thought-provoking storytelling has the ability to entertain us while providing profound insights into the complexity of todays leadership landscape. I was immersed from beginning to end.
Scott Crum, chief human resources officer, MSCI
Whats the next-best thing if you dont have an executive coach to guide your development? Dive into Flex by gifted executive coach Jeff Hull. The book delivers an engaging collection of coaching stories wrapped in succinct, profound principles for leading in the wildly unpredictable world we work in today.
Margaret Moore, cofounder, Institute of Coaching; founder & CEO, Wellcoaches Corporation
Flex is a jewel! Jeff addresses contemporary challenges leaders face and lays out a clear path forward as workplace dynamics get more and more complex. His vision: a more authentic, collaborative, and fluid organization. Spot on.
Marcela Manubens, global vice president, Integrated Social Sustainability, Unilever
Jeff is a pioneer in the evolutionary work of developing leaders. Flex is a thoughtful road map filled with ideas and practices for leaders and coaches to cultivate the kind of leadership needed to thrive in the years to come.
Eric Kaufmann, founder and president, Sagatica; bestselling author of Four Virtues of a Leader
Brilliant! A must-read for millennials, CEOs, entrepreneursliterally any up-and-coming leader who needs to know how to take their leadership to the next level.
Carol Kauffman, PhD, ABPP; assistant professor, Harvard Medical School; founder/executive director of Institute of Coaching
Superb! Jeff Hull has gifted us with the rare combination of lucid illustrative stories woven with the latest science, so that both sides of our brains can be well nourished. An easily absorbable read for anyone from students to managers to C-suite executives.
Nina Simons, cofounder, Bioneers; author of Nature, Culture and the Sacred: A Woman Listens for Leadership
If it feels like everything you know about leadership is being challenged, well, it is! In his book, Flex, Jeff skillfully addresses this brave new world by articulating a leadership approach that is inclusive at its core. Teeming with practical advice, tools, and stories... I predict it will become a classic resource for leaders everywhere.
Jennifer Brown, CEO, Jennifer Brown Consulting; author, How to Be an Inclusive Leader: Your Role in Building Cultures of Belonging Where Everyone Can Thrive
Jeff Hulls Flex is as practical as it is wise. Hull draws on his many years of experience as a successful coach in health care and other industries to develop a compelling framework that new and experienced leaders can put to immediate use to improve their practice.
Amy Edmondson, professor, Harvard Business School; author, The Fearless Organization
Rather than advocating for a one-size-fits-all approach, Flex emphasizes introspection and adjustment. For any leader willing to take the journey to enhance their performance, Jeff has provided a compass to find true north.
Jeanine Wiener-Kronish, MD, Chair, Anesthesia, Mass. General Hospital; professor, Harvard Medical School
An imprint of Penguin Random House LLC
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Copyright 2019 by Jeffrey Hull
Penguin supports copyright. Copyright fuels creativity, encourages diverse voices, promotes free speech, and creates a vibrant culture. Thank you for buying an authorized edition of this book and for complying with copyright laws by not reproducing, scanning, or distributing any part of it in any form without permission. You are supporting writers and allowing Penguin to continue to publish books for every reader.
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Library of Congress Cataloging-in-Publication Data
Names: Hull, Jeffrey W., author.
Title: Flex : the art and science of leadership in a changing world / Jeffrey Hull.
Description: New York : TarcherPerigee, 2019. | Includes bibliographical references and index.
Identifiers: LCCN 2018057939| ISBN 9780143133094 (hardback) | ISBN 9780525504870 (ebook)
Subjects: LCSH: Leadership. | Management. | Motivation (Psychology). | BISAC: BUSINESS & ECONOMICS / Leadership. | BUSINESS & ECONOMICS / Motivational. | BUSINESS & ECONOMICS / Management.
Classification: LCC HD57.7 .H845 2019 | DDC 658.4/092dc23
LC record available at https://lccn.loc.gov/2018057939
p. cm.
This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. If you require legal advice or other expert assistance, you should seek the services of a competent professional.
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The weather was nearly perfect. The view of San Francisco from the air must have been stunningand excitingfor the seventy students who were traveling from Seoul to attend a music exchange program. But in the final moments, everyone on that Boeing 777 sensed something was amiss. As survivors recounted later, the ground outside their windows looked close enough to walk right out onto the seawall below. At exactly 11:28 A.M. on the morning of July 6, 2013, Asiana Airlines flight 214 crashed into the wall that separates San Francisco Bay from the runway. Miraculously, all but three of the passengers survived, but there were hundreds of serious injuries.
In the aftermath of the first deadly crash in the United States in five yearsand the first for a 777the three pilots struggled to get their stories straight.
Even in the best of conditions, the roles of the flight crew can vary greatly depending upon seniority, the choice of seat, and who is designated the pilot in command. Yet there is one thing that they had trained for: When you see something thats not right, you speak upeven if it means contradicting a senior officer, or the pilot manning the controls. The fact that they were fast approaching the wall before they had cleared the runway was evident within the cockpit and even from miles awaythe disastrous landing was caught on video by bystanders from across the bay. The pilot at the controls said later that he was uncomfortable with making a visual approach; as the automatic pilot controls malfunctioned, he had to look out the window, gauge the timing, speed, and elevation, and land the plane the old-fashioned way. But neither of the ancillary pilots spoke up at the time, even though one of them, a seasoned veteran with thousands of hours of flight time on large jets, noticed that they were coming in too fast and low for a good landing. When the third pilot shouted out Go round, meaning do not land and take the plane around to try again, they were only four seconds from impact. Too little, too late. Why did no one speak up earlier?
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