The power of Leading in Tough Times comes from using it as an operating manual for business leaders going through restructurings, transitions, downsizings, organizational changes (and which ones aren't). It's a robust compilation of best thinking on how to keep employees engaged while going through the turmoil of change. The beauty of it is that it isn't about using gimmicks, gadgets, or smoke and mirrors; it's all about challenging leaders to apply authentic, principled, high-value, practical approaches.

The authors (father and daughter) pitch some compelling hardballs to consider early on, "Suppose it's not your job to motivate - that you'll cease using your approval and possibility of advancement as a carrot for certain performance. All carrots will be banned, in fact. Suppose that people are naturally motivated to work toward a meaningful, common vision. When we fail to see motivated people, our questions would have to change from 'How do I motivate them?' to 'What is getting in the way of their motivation?' This changes the conversation considerably."

And that empowerment thing: "There is a lot of talk in organizations about empowerment. But that's mostly all we get - the talk. More times than not, empowerment is just another buzzword and has little to do with fundamental change in the division of power, profits, and authority. And yet, we know that if our organizations are to truly thrive during tough times, we absolutely must help people to feel powerful in a real way. Give people the control and influence necessary to do whatever it takes to get the job done. Increase their power by helping them build their skills and knowledge, and by making sure they have the resources they need to be successful. Make them creators of their own destiny."

I like those ideas.

Actually, every idea the authors offer makes sense, great sense, great common sense. In fact, that's why I rated it only a four instead of a five. It was so pragmatic I didn't discover any profound new insights that would pull the trigger on that five for me. But, I shouldn't expect that from a book written in a manual-mold. (Maybe the authors and publisher will get more delight knowing I bought a copy of the book for each one of my managers, my boss, and my boss' boss.)

This is a book that needs to be imbedded into the Philosophies, Strategies, and Ethics for Leaders section in every Company Operating Manual. It provides substantial coaching on how to energize and engage the workforce. And it guides leaders on ethics, vision, mindfulness, and effective communication. All advice intended for managing during change and tough times. In reality, it's great advice for always.