When Bob Lutz retired from General Motors in 2010, after an
unparalleled forty-seven-year career in the auto industry, he was
one of the most respected leaders in American business. He had
survived all kinds of managers over those decades: tough and timid,
analytical and irrational, charismatic and antisocial, and some who
seemed to shift frequently among all those traits. His experiences
made him an expert on leadership, every bit as much as he was an
expert on cars and trucks.
Now Lutz is revealing the leaders--good, bad, and ugly--who made
the strongest impression on him throughout his career. "Icons and
Idiots" is a collection of shocking and often hilarious true
stories and the lessons Lutz drew from them. From enduring the
sadism of a Marine Corps drill instructor, to working with a
washed-up alcoholic, to taking over the reins from a convicted
felon, he reflects on the complexities of all-too-human leaders. No
textbook or business school course can fully capture their
idiosyncrasies, foibles and weaknesses - which can make or break
companies in the real world.
Lutz shows that we can learn just as much from the most stubborn,
stupid, and corrupt leaders as we can from the inspiring geniuses.
He offers fascinating profiles of icons and idiots such as...
Eberhard von Kuenheim. The famed CEO of BMW was an
aristocrat-cum-street fighter who ruled with secrecy, fear, and
deft maneuvering.Harold A. "Red" Poling A Ford CEO and the ultimate
bean counter. If it couldn't be quantified, he didn't want to know
about it.Lee Iacocca The legendary Chrysler CEO appeared to be
brillant and bold, but was often vulnerable and insecure behind the
scenes.G. Richard "Rick" Wagoner The perfect peacetime CEO whose
superior intelligence couldn't save GM from steep decline and a
government bailout. As Lutz writes:
"We'll examine bosses who were profane, insensitive, totally
politically incorrect, and who "appropriated" insignificant items
from hotels or the company. We'll visit the mind of a leader who
did little but sit in his office. We'll look at another boss who
could analyze a highly complex profit-and-loss statement or a
balance sheet at a glance, yet who, at times, failed to grasp the
simplest financial mechanisms--how things actually worked in
practice to "create" the numbers in the real world."
The result is a powerful and entertaining guide for any aspiring
leader.
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