I never forget how much that appears under my name alone owes its existence to the many people who provide the examples, ideas, challenges, colleagueship, encouragement, and friendship that make what I do so enjoyable and, indeed, possible. This holds particularly true for this book.
Stanford’s Graduate School of Business furnishes much more than a salary and research support. It tolerates all of my many idiosyncrasies and affords me probably the only job from which I would not have been fired. I never for a minute take my work environment for granted. I deeply appreciate and acknowledge the opportunity to be at Stanford, surrounded by such remarkably amazing colleagues and students.
This book was inspired in part by my interactions with Rajiv Pant. It was Rajiv who first used the phrase “feel-good leadership literature.” It was Rajiv who provided some of the stories and examples incorporated in this book. But mostly it was Rajiv Pant who helped me see how much damage was occurring because of the current incarnation of the leadership industry. Rajiv’s support and friendship mean a great deal, not only for this book but in my life.
Hearty thanks go to Robert Gandossy not only for reading an early version of the manuscript and providing lots of moral support, but also for sending me numerous e-mails with attachments containing relevant material. Bob helped me understand the importance of this project and why I had to see it through. I have known Bob for decades, and my admiration for him only grows.
Plentiful thanks also to Rich Moran. Rich also read an early version of the manuscript and offered his invariably wise and helpful counsel on how to make the book better, more readable, and more marketable. Kathryn Clubb, another longtime friend, adviser, and consultant extraordinaire, provided encouragement concerning how it was “about time” that someone took on this topic. And this book in many ways began—at the time I wasn’t even conscious of it—on long walks along Sawyer Camp Trail in San Mateo County with the incomparable Peter Sims. Regardless of whether we agreed or disagreed or were somewhere in the middle, the discussions with Pete have shaped my thinking in profound ways.
My interactions with the amazing Bob Sutton shaped not only my thinking but even the questions I began to ask. Watching Bob, and learning from him, has been an important part of my journey and was instrumental to the development of this manuscript. Bob is an amazingly wonderful friend. I hope to continue learning from him and debating ideas for many years to come.
There are so many generous and wonderful people who have shared their research, stories, and insights and provided advice on everything from titles to marketing—and in so doing, provided a big impetus for me to take on this topic, as well as helping me with their perspectives on the issues addressed. Big thanks go to Roderick Kramer, Beth Benjamin, Charlie Bresler, Bruce Cozadd, Fabrizio Ferraro, Gary Loveman, Christine Hung, Mary Ellen Player, Marcelo Noll Barboza, Jose Salibi Neto, Sutha Kamal, Seema Kumar, Yohei Iwasaki, Alex Tauber, Ivy Millman, Howard Behar, Chip Conley, George Zimmer, Peter Fabian, Jean Lipman-Blumen, Rudy Crew, and Christine Whiteman Janhunen, and the many others I have almost certainly inadvertently forgotten to mention.
If I had a dollar for every minute I have debated and discussed leadership generally and the ideas in this book more specifically with Charles O’Reilly, I would be wealthy. But come to think of it, I am already wealthy beyond compare from my friendship with O’Reilly. Charles provided not only leads on relevant literature and, of course, his own research, but encouragement and support that is valuable beyond measure or even comprehension. I have known Charles O’Reilly now for more than forty years, and knowing him and having the benefit of his wisdom and support is something I treasure every day.
Great thanks go to my amazing agents. Don Lamm is a dear friend I have known for fifteen years, since we met at the Center for Advanced Study in the Behavioral Sciences. Truth be told, I don’t think Don wanted me to do this particular book in this particular way—although he now vigorously disputes this fact. Regardless of his original view, like the great person and true friend he is, he read an early draft, and throughout the book preparation process he supplied detailed comments and his inestimable wisdom about content and the publishing process, along with unwavering support. Christy Fletcher of the Fletcher Agency has been a great and enthusiastic advocate for this project, a confidante, and an adviser who employed her truly remarkable skills to find this book the best possible home—and then to find the book yet another home when my first editor was laid off and the company’s business book publishing operation closed. Working with Hollis and Don is a privilege—they are the best.
A very special thanks to my editor, Hollis Heimbouch. I have known Hollis since her days at Harvard Business School Press. Hollis was the boss of the editor on my last book on power. When Leadership BS needed a new publisher on short notice, she did not use our panic against us but instead held to her original offer and graciously stepped in to bring the manuscript to life. But even more important than publishing the book, Hollis understood and supported what I was trying to do in a deep and profound way. Throughout the publication process, she has offered such fantastically helpful and constructive developmental advice.
And then, of course, there is Kathleen. Her most common remark on the fact that we have been together now for more than twenty-nine years is “I can’t believe it.” Neither can I. Sometimes you hit the jackpot. And then sometimes you hit the jackpot more frequently—by the time this book comes out, much more than 10,585 times (for those who are curious, that’s 29 years times the 365 days in each year). In ways that only she and I know, I literally owe her my life. Kathleen has been, is, and always will be the center of my world.