Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People Paperback – November 29, 2016

Leading the Unleadable is one of the most insightful and creative books on leadership, I have ever read.Alan’s theme – his three-fold personal mental model, if you will – is a must for every leader, no matter their station in their given organization.He asserts and rightfully so, to treat yourself as a business of one person who is choosing to provide services to your employer in exchange for the company’s choice to pay you.In running this business of “me”, he offers three significant mindset shifts.1. Provide great return on investment to my employer.For me to be successful, my employer must be successful. Instead of simply “get stuff done” I must instead “have great positive impact on the business.”2. Improve me. Any business must be focused on the now and on the future. My new mindset changed to think of every investment in time I made as having to be beneficial to my employer but also to myself.3. Seek opportunities to dramatically improve your business. With the mindset shift, you will be thinking about the overall business and where you can provide the most impact. You will be pitching new ideas and initiatives that further the business of you, and the business that you own or are employed by.Having coached over 500 CEOs and senior executives, I can tell you this mindset is pure gold. The entire book is a gem. Every page is loaded with unusual but pertinent insights. Read it, and then read it again. You will not be sorry.

This is my first book on leadership, so I didn't know what to expect from it. Furthermore, what I was looking for were actually practical examples of how to deal with difficult people, and not as much about leadership.The book had that, but the focus seemed to be more on "leading" then on "the unleadable".I however don't feel like punishing the book with a lower score because of the slight mismatch between the title and the content. It was a good book, I din't want to get pedantic about it.Just be careful about your expectations.Bonus! I received an extra chapter from "Talking to crazy" at the end. That book really seems like it's about handling difficult people, so I might check that out.I don't have too much to say about this book, even though I took maybe hundreds of notes (on kindle). It's all just reasonable good advice...stuff you'd probably find in a lot of places. I found the BS level to be quite low, so the author seems to really talk from experience, and not after imagining how straw-people work and drawing on flipcharts.It's a short read, I recommend it for people who chose to/ended up leading others, people who have bosses and want to understand what pressures their bosses face, and people who are easily annoyed by others :pAlso further recommendation on how to deal with difficult people or people who don't know how to express themselves: "How to argue: powerfully, persuasively, politely" (...or something like thst). That helps in ending arguments very fast and very constructively.

I first became familiar with this book when working with one of my friends who manages a small team. She gets frustrated with her staff often and I initially bought "Leading the Unleadable" as a joke based on the title. The explanation is, I'm more of an optimist and too often setup myself for failure when working with others and their current competencies, and she is a classic pessimist. I ended up buying a copy for myself and we both read the book together. We both learned a lot, and while I can't say we're not still dealing with the same issues, I can say our perspectives have continued to evolve and we have found new strategies around leadership and even self-management.The most helpful aspects of the book for me were the interesting anecdotes and tie-ins to project management. The title might indicate a harsh perspective, but Alan really turns it around and reveals the importance of one's own perspective and effectiveness.

Didn't really focus on examples of leading, managing, transforming difficult people as I would have expected. Solid book on leadership revolving around "when you point your finger four others point back at you". Just not what the title suggested in my opinion.

I recommend Leading the Unleadable to anyone looking to become an exceptional leader. Alan provides practical methodologies for dealing with trouble, taking accountability, setting expectations of excellence, hitting your sweet spot, prioritizing the work that matters, and improving your ability to improve. I believe every business should make this book required reading.

I've been working in industry and academia for 20 years. Before LEADING THE UNLEADABLE the best books I'd found on manaing knowledge workers were PEOPLEWARE by DeMarco and Lister and SWITCH by Heath and Heath. This book is now a third cornerstone resource. Amazed at the thought, insight, experience, and thoroughness of the book.

This books gives a really good layout on how to approach management, especially for new managers. Willett does go over how to deal with difficult people, but does not spend as much time as the title suggest. Managing difficult people is only a portion of a manager's job. This book gives a broader view of management and leadership.

Alan has written an excellent book. I am sure that all of us recognize the archetypes of difficult employees. Alan gives sound advice and examples for how to deal with these people in the most positive and productive fashion. It is a quick read, but worth having on the shelf to refer back to once you inevitably meet your next Diva, Cynic or Maverick.

As a senior manager, I wish I’ve had read this book 20 years ago! Lots of content presented in a very efficient manner.

The title is rather misleading - the book.doesn't speak about leading difficult people. Very generic text, not really "usable" in the real world.

Good book, good read and good ideas. I think something is missing.

Good book for building Leaders in the team!

I've had the pleasure of working with Alan, and eagerly looked forward to reading this book. The first thing I would say is that I didn't think this book was aimed at me and that perhaps you might think the same. But this book isn't just about leading: it's an insight into what it means to be a leader. Despite their being general cultural differences in how companies are run, Alan has taken his own advice to heart and what you will find in here is advice that works for everyone; you won't find yourself thinking "sounds great for the US, but wouldn't work here." Instead you will find practical, useful examples of the kind of problems I am sure you come across every day in business - whatever you do and wherever you sit in the structure. Beyond that, it exposes the philosophy that will help you implement the solutions to those problems.Reading it has helped me in two ways: 1) as someone with influence but not power, it has helped me understand those around me better, and 2) it extends the toolbox of advice I can offer to both the leaders and other team members that I work with. That being said, having led in the past I wish I'd had this book handy; and if I lead again, this will be in my top drawer.