There is a sub-genre of business and leadership books which I call ‘business fiction.’ Books like Who Moved My Cheese?, The One-Minute Manager, The Five Disfunctions of a Team each use a thinly-veiled narrative as a parable to impart managerial advice. The goal is to present the books contents in an engaging, storied manner. Some of these books are better than others, but because their purpose is solely didactic, they all tend to break the first law of good fiction: show don’t tell. The result may be sound business advice, but it will never win a Pulitzer.
Remarkable: Maximizing Results Through Value Creation by Randy Ross and David Salyers is a business fiction. It tells much more than it shows. The central character, Dusty Harts, is not happy at work. He is an executive at a call center company which despite doing well on all the metrics, has a disengaged workforce. He takes his 1968 Ford Thunderbird into a Classic Car Care repair shop owned by Fred Walters. Dusty discovers that Fred is a Harvard MBA and a successful business man himself and begins to pick his brain about the ‘clutch’ situation at work–a moment which will determine how much people will engage. The rest of the the ‘narrative’ is mostly Fred and Dusty sitting in coffee shops and writing equations and diagrams on napkins about how to move a work force for egocentric value extraction to a we-centered value creation. This helps Dusty lead his company to become more engaged (and therefore more profitable), improves Dusty’s family life and makes him feel more fulfilled. Everyone lives happily ever after and in the closing chapter, [spoiler] Dusty is now the sage imparting wisdom to a young executive at his own Classic Car Care location.
This is thin fiction. The characters do not live and breath, they are mere mouthpieces for the principles which Ross and Saylers desire to impart. But hey, that is my standing critique of the whole genre. What of the principles themselves? For the most part I think the advice imparted is sound. There are four maxims of value creation: (1) We are designed to create value in life, (2) Authentic positivity is the byproduct of creating true value, (3) to continuously create value, leverage your passion and strengths to solve problems and (4) ownership empowers people to take responsibility for creating value (181). Ross and Saylers approach also advocates bringing value to every endeavor by making relational deposits in people rather than seeking simply to ‘extract value’ and getting what we can out of people. They make a good case for reflective and thoughtful leadership (thinking about the whys and making the ‘superior decision’) instead of reactive leadership and business as usual. There are lots of concepts and ideas worth underlining.
So I can suggest this book to leaders of companies and organizations. Not because it is riveting fiction, but because it may spark your thinking about the character of your leadership, and because the book is markable. You can mark it up. Maybe more than once. It is re-markable. I give this book three stars
Note: I received this book from Baker Books in exchange for my honest review.