The best part of this detailed look at leadership in the workplace is its focus on respect of individuals and acknowledgement of the power of teams. Viewing leaders as ones who “enable others to act not by hoarding the power they have but by giving it away,” is critical to the book’s thrust, resulting in advice on how to reward individuals and teams and not only encouraging but actually empowering people to “become heroes.” The authors even conclude that love should be a guiding principle (though this is in part warped by their inclusion of love of product).What the authors don’t love, however, is wisdom. “How to” advice often encourages leaders to appeal to people’s hopes, dreams, and future visions, while apparently not needing to appeal to the reality of the way the world actually works. Consequently, it’s not surprising than, that that they conclude that because their vast survey showed that leaders don’t want to keep things unchanged, effective leaders must therefore pioneer new things. Apparently, historical leaders who fought against “innovators” (who we now exalt as “early adopters”) were wrong-headed anomalies. C.S. Lewis is apt here: “The real job of every moral teacher [which is really what a leader is] is to keep on bringing us back, time after time, to the old simple principles which we are all so anxious not to see; like bringing a horse back and back to the fence it has refused to jump or bringing a child back and back to the bit in its lesson that it wants to shirk.” Constantly seeking to innovate and improve as the authors suggest, will only lead to a “dynamic workplace” where organizations that are “stable, orderly, and run like clockwork” are replaced by ones where employees are on shifting ground where they can’t consistently rely on an organizational structure that is permanent enough to ensure they will always be protected.