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Head, Heart and Guts: How the World's Best Companies Develop Complete Leaders / Edition 1

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"We know that the importance of these three human qualities—head, heart, and guts—has been recognized by people before our own time. The idea is not new. The most obvious illustration of it comes from the movies. Almost everyone has seen The Wizard of Oz, one of the most popular films ever made. You will recall that the three main characters (besides Dorothy and her dog Toto) were the Scarecrow, the Tin Man, and the Cowardly Lion. The Scarecrow was searching for brains, the Tin Man for a heart, and the Lion for courage—or head, heart, and guts. Each recognized he was incomplete. Each was searching for the missing piece that would make him whole. Each had an underdeveloped capacity but either didn't know it or didn't know how to use what he had.

We find that many business leaders today are in the same situation as the Scarecrow, the Tin Man, and the Lion—searching for the key personal quality that will somehow make them successful or whole (and often investing significantly in 'wizards' who promise to do so). Quite often, what they need already exists within them but is unrecognized or undeveloped. We hope this book will help move you down the yellow brick road of leadership understanding."
—from the Introduction

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Editorial Reviews

From the Publisher
"balanced, progressive view of leadership." (CPO Agenda, September 2006)
Soundview Executive Book Summaries
According to leadership experts Dotlich, Cairo and Rhinesmith, a leader must be able to set strategy, develop solid relationships with others and take risks — essentially have head, heart and guts. This is the definition of a "whole" leader, as opposed to a "partial" leader who may be successful in the short run but will eventually lose. Head, Heart & Guts provides individuals and companies with a new model for leadership and how to successfully obtain it. Copyright © 2006 Soundview Executive Book Summaries
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Product Details

  • ISBN-13: 9780787964795
  • Publisher: Wiley
  • Publication date: 5/19/2006
  • Series: J-B US non-Franchise Leadership Series , #45
  • Edition description: New Edition
  • Edition number: 1
  • Pages: 240
  • Sales rank: 586,648
  • Product dimensions: 6.46 (w) x 9.11 (h) x 0.91 (d)

Meet the Author

David L. Dotlich is president of Mercer Delta Executive Learning Center (formerly CDR International). He is former executive vice president of Honeywell International.

Peter C. Cairo is head of executive programs and leadership strategy for Mercer Delta Executive Learning Center and former chairman of the Department of Counseling and Organizational Psychology at Columbia University.

Stephen H. Rhinesmith is a partner of Mercer Delta Executive Learning Center. He is former special ambassador to the Soviet Union and was president of Holland America Line.

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Table of Contents


Part One: The Case for Whole Leadership.

1. Whole Leadership Versus Partial Leadership.

2. Developing Leaders the Systemic, Integrated Way.

Part Two: Head Leadership.

3. Rethinking the Way We Do Things Around Here.

4. Reframing the Boundaries.

5. Getting Things Done.

6. Developing and Articulating a Point of View.

Part Three: Heart Leadership.

7. Balancing People Needs with Business Requirements: Touching All the Bases.

8. Delivering Integrated Solutions Through Trust.

9. Working with and Leading People from Diverse Cultures: Developing True Empathy.

10. Overcoming Personal Derailers in Working with Others.

Part Four: Guts Leadership.

11. Taking Risks with Little or No Data.

12. Balancing Risk and Reward.

13. Acting with Unyielding Integrity.

Part Five: Mature Leadership.

14. Developing Mature Leaders for the Twenty-First Century.


About the Authors.


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Customer Reviews

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( 2 )
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Sort by: Showing all of 2 Customer Reviews
  • Anonymous

    Posted August 8, 2007

    Compelling case for leaders with a soft side

    In this presentation of the potentially exciting topic of executive leadership, authors David L. Dotlich, Peter C. Cairo and Stephen H. Rhinesmith stress the nuances of theory, perhaps at the expense of showing additional, powerful human examples. Maybe that comes from the authors' perspectives as consultants who often must disassemble a topic to present it in their own way. While the book has a compelling basic theme ¿ developing leaders who become effective by learning to be compassionate and brave, as well as savvy ¿ that insight gets a bit mired in the presentation. The book offers worthwhile guidance, and supplies almost too many clipboard processes and checklists of symptoms, problems and techniques. We find the book's concept contemporary and intriguing. While its procedural guidance may be helpful, its wisdom resides in its discussions of mature leadership.

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  • Anonymous

    Posted August 11, 2006

    Developing a whole leadership style

    The authors show how traditional analytical leadership won't make you a successful leader in today's business environment. They demonstrate the difference between a 'head' versus a 'heart' leader, and make a case for the need to balance 'kindness' with 'analysis' while still retaining 'guts', and rethinking the way decisions are made and people are led. They provide clear-cut methods for identifying your default leadership style, then reframing and adjusting it, to provide a more successful balance between intellect, compassion, empathy, toughness, courage, and risk-taking, supported with the financial return to the business. I found it a logical, well supported read, which is funny when you think about the case for infusing compassion and guts into your leadership style. Still, I understood what the authors meant and buy into the need for this leadership style. A good read for leaders looking to expand their own leadership style - or others who want to make a case to leaders who should change their leadership style. Leaders who are already well-rounded would find this a review.

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