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Tag Archives: Leadership

02 Apr

Scaling Through Leadership: Timeless Insights from General George Marshall

wdmoran executive leadership training, Leadership 0 0

Six key lessons that executives can use to help them scale their firm successfully.

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13 Feb

Hubris in Leadership: What MacArthur’s Mistakes Teach Us Today

wdmoran Leadership 0 0

Douglas MacArthur’s mistakes following his victory at Inchon offer timeless lessons for today’s leaders. MacArthur’s post-Inchon decisions, shaped by overconfidence and a disregard for collaboration, expose the dangers of unchecked ambition and the importance of strategic humility in navigating complex challenges. We can learn from these lessons and use them to build stronger, more adaptive organizations.

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Slowing Down: Why Does This Matter? (or Doesn’t?)
28 Oct

Slowing Down: Why Does This Matter? (or Doesn’t?)

wdmoran Leadership 0 0

Nearly 30 years ago, I was walking with my father. I was absolutely fuming. My wife and I had had an argument, and I was ranting – full of righteous indignation. After letting me go on for longer than most would have tolerated my carping, my father stopped and turned to me to ask two questions. First: “Are you through?” When I responded in the affirmative, he asked, “Why does this matter to you?” I remember thinking, “Haven’t you been paying attention?”  Instead, I simply said, “I’m right,” and so, by extension, I believed she was wrong. Again, my father demonstrated the patience that I loved in him. He replied that, even if I was right, why did the issue we were fighting about matter. He encouraged me not to answer the question. “Just think about it while we walk.” For the next few blocks, I stewed on the question. I will admit that, for the first block or so, my righteous indignation won, but then something shifted.  I started to think about the issue at the root of the initial argument. I have no recollection of what it was, but I do recall thinking that my father was on to something. The issue wasn’t nearly as important as I had made it. I had allowed my ego to produce an emotion-driven response to a relatively minor disagreement. No – this is not an article about marital harmony. My father’s question works in any relationship where conflict or contention plays a role. For most people, our work is fraught with conflicts and disagreements, and many times these situations turn unproductive because we allow ourselves to get sucked into arguments that don’t matter. Don’t get me wrong, there are many things that are worth fighting for and about. My point is that we typically waste our energy on the wrong things. We fail to recognize what matters.   There are so many layers to the question, “Why does this matter?” Some are obvious: Some are less obvious, but potentially more relevant in terms of our emotional response: These are just a few of the angles to consider when we begin digging into the original question. I do not believe anyone can or should run through a long list of questions to determine whether they should or should not take a stand when an issue emerges. Rather, I am advocating for a deliberate response versus an instinctive response. When we force ourselves to stop (or even slow down) to examine why something is bothering us and to discern why it matters, we take a critical step in derailing unhealthy and unproductive emotional responses. This slight pause gives us the opportunity to respond deliberately and powerfully. One situation may compel us to take an immediate and firm stance while another may lead us to ignore the issue, and others may elicit something in between these extremes.  Imagine a colleague with whom you have a healthy and slightly competitive relationship takes an action that benefits him but puts one of your projects in jeopardy. You learn about this in a large meeting with some important stakeholders, including your boss and the sponsor of the impacted project. Early in my career, my instinctive response would have been to get angry and go on the attack, creating a contentious situation and forcing a rash decision to resolve the issue. Instead, when we ask, “Why does this matter?” we may recognize that the best course of action is to take the issue offline and resolve it privately, or we may decide that immediate and decisive action is required. This moment of discernment is where the deeper questions listed above may come into play. We assess the urgency and the importance of a situation and act accordingly.  Depending on how we answer these questions, we may accept the short-term disappointment or frustration of our stakeholders to preserve an important relationship. Conversely, we may decide that the risk is too great to wait, so we may confront the issues immediately and directly. Regardless of the choice, the act of slowing down and responding deliberately increases the probability of achieving our desired outcome.  Those who know me well are likely to see in my example that the practice of asking why something matters is more of an aspiration than a habit. I am still too quick to go on the offensive when I feel threatened or slighted. However, I have come to learn that often the only thing being threatened is my ego. Developing this awareness has allowed me to take a response that is rooted in my core values rather than defensive reflex.

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06 Sep

Can Failure Serve as an Effective Communication Tool?

wdmoran Uncategorized 0 0

By Sage Moran and Doug Moran “Mary” was amazingly talented. She was dedicated, smart, hard-working, savvy, and likable, and she had leveraged these assets to move up quickly. Success had bred success, and she was excited to take on her newest challenge. Her boss had asked her to take over a department that had been underperforming for the past eighteen months, and they were confident that she could turn it around. Mary quickly realized that things were worse than she had expected, and she was concerned that, for the first time in her career, she would fail. That scared her terribly. The problem was that her boss’s expectations, and those of other key corporate stakeholders, far exceeded her team’s capacity. While she was able to fix some of the problems and improve the team’s performance, most of the issues required more people and more money. Her boss had made it clear from the outset that neither was available. Mary had always taken pride in the jokes that she could stuff twenty pounds into a ten-pound bag. She was exceptional at living the adage of doing more with less, but now she was literally facing twice as much work as she had people to do it. She was deeply concerned. Mary and her team had spent weeks analyzing the work, investigating options, and challenging deadlines, but she kept coming to the same conclusion – she couldn’t get everything done in the time she was being given. With the facts in hand, she sat down to negotiate tradeoffs with her boss. While he was sympathetic, he declared the deadlines firm and reiterated that she wasn’t getting any more resources.  Confronted with these realities, Mary and her team developed a triage plan that optimized the team she had. She took the triage plan to her manager and other key stakeholders to ensure they understood the tradeoffs she was making. The most important thing she did was highlight those tasks she would not be doing. Mary had discussed her plans with several trusted colleagues and her mentor, who concurred with Mary’s assessment and plan. To Mary’s chagrin, her boss kept reminding her that all her projects were important and that missing any deadlines would be seen as a failure. He ended many meetings with some version of “failure is not an option.”   Despite the facts, Mary was expected to deliver, so she and her team hunkered down and did their best. Over the next six months, Mary was open and honest about their progress and equally clear about the missed deadlines, budget risks, and projects that she was not working on. Most of her key stakeholders were thrilled, but those whose projects were getting ignored began to rumble. They complained to Mary’s manager, who responded by calling her into his office to repeat his warnings about failure.  As the year came to an end, Mary and her team had delivered more than they had predicted, but she had failed to meet several critical deadlines. Mary was frustrated and scared. She knew that the results they achieved were outstanding and that the projects they delivered were far more valuable than those she had not; however, according to Mary’s boss, she had failed. Mary feared that she had done irreparable damage to her career. Fortunately, some of the complaints about her work had come to the CEO’s attention, and he decided to look into matters personally. What he found deeply troubled him. He quickly realized that Mary had presented a compelling case for more resources, which had been ignored. Worse than that, no one had the courage to push back on these shortsighted decisions. He was disappointed with Mary’s manager and the corporate executives who had failed to listen when Mary had presented a clear and compelling case. Mostly, he was angry with himself for allowing this type of culture to thrive in the company he founded. He moved quickly to address the underlying issues that had created this situation. He recognized Mary and her team for their achievements. He also asked her to lead a team to find the root causes of the thinking that had led to such poor decisions and destructive actions.  In the end, Mary’s failure led to real change. It provided a concrete, tangible demonstration of the impossibility of the demands she and her team faced. They exhausted all other methods of communication without substantial change, leaving them overburdened and overwhelmed. When their voices went unheard, action and results spoke volumes. The situation put her in a position that necessitated what we call “strategic failure.” It is the rigorous process of failing in a way that exposes challenges or problems that are being ignored. It is a risky strategy that should be used only as a last-ditch solution in unmanageable circumstances with poor communication and no feasible resolution. The risk of using “strategic failure” is evident in its name: It is a failure. It hinges on the contention that while putting forth our best effort, we are still likely to fail.  When we have tried everything to communicate the impossibility of unattainable demands, there is really no choice in being unable to meet superhuman asks (without violating our boundaries*). There is authenticity in such scenarios. When we try in earnest and demonstrate the way our unheard concerns become a reality, our failures can affect positive change. When used well, “strategic failure” can lead to positive results like those described above.  If we aren’t careful and disciplined, though, using failure as a tool can go terribly wrong. When we make the active choice to fall short in a task, we may be practicing what psychologists call “weaponized incompetence.” This label refers to when an individual acts as if or pretends that they cannot do the task, usually in the hope that someone else will assume responsibility instead. The key to identifying this behavior in ourselves is recognizing the actual ability to complete the task or the easy accessibility to it, making any failure not an inevitability. As a result, this behavior can be manipulative or passive-aggressive. This behavior may also be called “skilled incompetence” when someone uses this tactic to obtain a specific result that offloads their own burden. As discussed above, communication is one of the most important ways to distinguish “strategic” failure from “weaponized (or skilled) incompetence.”  How well or poorly we communicate will often be the determining factor. We often find ourselves in situations where our workload exceeds our capacity, and we are forced to prioritize and make hard tradeoffs. These situations can be highly stressful in many ways. First, tasks do not simply disappear when left incomplete. The reality is that assignments must be done, and sometimes saying “no” – even in the forms of “I don’t have the capacity” or “I don’t know how” – doesn’t work. Our concerns may be ignored or rejected. In which case, we may have no choice but to perform more poorly than we would like. It is the moment of direct communication of limitations as well as our earnest consideration that distinguishes ethical failure from weaponized/skilled incompetence. This direct communication must be upfront and honest, establish clear expectations, and allow the person assigning the task to seek alternatives. When, despite our clear and explicit articulation of the risks and issues, we find ourselves in an untenable position, our communications will create accountability for adverse outcomes. To a large extent, communicating the risks associated with strategic failure comes down to saying “no.” Regardless of how well you say it, saying “no” is difficult and dangerous. It’s essential to recognize that structural, organizational, and cultural obstacles may inhibit this type of direct (seemingly contentious) communication. Some of us may be uncomfortable with setting boundaries and/or acknowledging limitations. Saying “no” requires confidence, boldness, and vulnerability. This is especially true because our accomplishments determine our career success and our (and potentially our family’s) well-being. It may feel easier to nonconfrontationally avoid difficult assignments, letting them fall to others to deal with. However, this type of passive behavior has its own risk. Portraying ourselves as inadequate or unqualified for an assignment or avoiding direct communication may create the perception we are guilty of weaponized/skilled incompetence. It is important that we remain aware of our own behavior to avoid potential missteps that could be (or perceived to be) weaponized/skilled incompetence. What questions should we ask to help us distinguish between strategic failure and weaponized incompetence in the workplace? Questions for Self-Analysis: The following set of questions builds off of the above for us to ask ourselves when considering the choice – or lack thereof – in a situation of overwhelm and potential failure.  Strategic failure can be a powerful and effective tool for effecting change and communicating difficult messages, but it can also be risky. These risks aren’t just limited to those who use it. It can also adversely affect others. In the coming weeks, we will explore further the adverse impact strategic failure can have on those who lack the power or influence to avoid the problems using it can create. *A Note on Boundaries: It is important that we consider and implement appropriate workplace boundaries when examining situations of failure. We should not have to repeatedly disrespect our own boundaries in order to meet expectations. The choice to avoid doing so does not reflect an active choice to fail, even if giving more and more to the workplace may make the impossible demands feel more achievable.

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07 Jun

Turning Rigidity into Rigor Through a Growth Mindset

wdmoran Leadership 1 0

By Sage Moran A colleague once told me the definition of bureaucratic is “when the form is more important than what is written on it.” We’ve all experienced that type of officiousness when someone tells us that they would like to help, but because we failed to follow some silly rule or jump some inane hurdle, we are out of luck. Think of the movie Office Space when the protagonist gets chastised for failing to put a cover sheet on his TPS report. There is nothing more frustrating when we run into this type of rigidity. I don’t believe that anyone intends to be overly rigid. No one wakes up and says, “I think I will be a bureaucratic jerk today.”  Most people want to do a good job, which usually requires rigor and discipline. So, what causes us to slip from rigorous to rigid? When an individual has passion, dedication, personal investment, or experience in a particular situation, they may find themself standing a bit more firmly in their perspectives, especially if the stakes are high or time is limited. These attributes can be substantial strengths in tackling the tasks at hand, but firmness has the potential to be a limiting factor when it manifests as rigidity. Instead of rigidity, it may be more beneficial to practice rigor in order to maintain a growth mindset in navigating the challenges we confront. To do so, we must ask ourselves: How do we define rigidity and recognize it in ourselves in the workplace? Turning to a dictionary, “rigidity” and “rigor” are tied together, holding very similar definitions and appearing as synonyms not only for each other but for “firmness” as well. However, the socially established and agreed-upon understandings for workplace environments and academic institutions mark the terms as linked but distinctly counter to one another. As a whole, the difference comes down to a fixed mindset versus a growth mindset. In the fixed mindset, rigid attachment to one’s perspective often arises from fear or a need for control and leads to reduced growth and the repetition of old patterns. Holding tightly to particular ideas, rigid individuals may behave in ways that reflect stiffness or brittleness, resistance to change, and a need to be “right.” As a result, in approaching challenges, they may exhibit low imagination in identifying solutions or opting for those that present the lowest risk. Doing so reveals the way in which rigidity may be driven by fear, as the individual chooses the familiar or the comfortable to avoid real or perceived failure. They may become attached to and fixed on the options that provide the surest path to their personal success. Insecurity can lead to a high degree of focus on their individual performance as well as emotional reactivity should they feel inadequate or challenged. When an individual’s firmness becomes rigidity, they not only inhibit their personal growth and the growth of their organizations, but they also place themselves at great risk for burnout from the emotional toll and stress. However, an individual with strong feelings about a particular situation can avoid a fixed mindset by practicing growth through rigor. As opposed to fear- or control-driven rigidity, the driving factors in rigor are the individual’s and the workplace’s shared values. The key difference between being rigid and being rigorous is the individual’s commitment to firm practices (rigidity) or to firm values (rigor). When determining how to handle challenges, one who practices rigor welcomes different perspectives and conflicting opinions, reflecting open-mindedness, flexibility, and adaptation. The most important aspect to these individuals lies in their ability to find approaches that best align with the shared workplace values. Their mental flexibility highlights curiosity’s role in a growth mindset: the emphasis on newness and the possibility to facilitate progress. As a result, the individual must be able to accept that failure and conflict are both inevitable and potential opportunities for improvement. While those practicing rigor still try to avoid failure, fear of it does not define their behaviors or prevent them from taking risks to uphold shared values.  Analysis of Rigidity and Rigor: Three Perspectives Most individuals will, at points in their lives, experience both rigidity and rigor. It may be difficult for one to recognize their own rigidity or rigor without taking a step back for active reflection. In doing this self-analysis, it is most important to consider ongoing patterns and trends as well as changes that may benefit your current practice. Assessing Rigidity Rate yourself (High, Medium, or Low) on how frequently you notice the following behaviors in your life. The more these are a part of your normal routine, the more likely you may be experiencing rigid thinking or practices. __ Strong need to be “right”  __ Resistance to change, even when change may be necessary __ Desire to have total control __ Tendency to choose low-risk over high-risk options __ Comfortability in old, familiar patterns __ Difficulty brainstorming new ideas or resistance to the new ideas others bring forward __ Strong desire to avoid any and all possibility of failure __ Intense reaction to real or perceived failure __ High focus on own individual performance  __ Emotional reactivity in facing challenges (e.g., external, like shouting, or internal, lile negative self-talk) Assessing Rigor Rate yourself (High, Medium, or Low) on how frequently you notice the following behaviors in your life. Regular use of these behaviors is a good indication of a rigorous growth mindset.   __ Encourage as well as actively seek out different perspectives __ Belief that failure and conflict can provide opportunities for improvement __ Active attempt to approach challenge with an open mind __ Curious exploration of conflicting opinions __ Comfortability with not having desired control or the greatest degree of control  __ Emphasis on the team/group achievement over individual performance __ Comfortability with adaptation and change, especially in high-pressure situations __ Consideration of high-risk options as well as low-risk options __ Desire to seek out and brainstorm new ideas  __ Ability to take failure seriously without reactivity (more intellectual than emotional) Reflection Questions: How can one turn rigid thinking into rigorous thinking?  Being rigorous is hard and inherently risky, but true leadership requires us to avoid the temptation to rigidly follow rules. By knowing ourselves, being true to our values and beliefs (and those of the organizations we represent), and critically analyzing our behaviors using techniques like those described above, we can become the rigorous leaders our organizations need us to be while becoming the type of person people want to follow.  

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Testimonials

If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
I've invited Doug to speak several times at our university and will continued to enjoy doing so. Both students and faculty members love Doug's humility, his comfortable and highly interactive manner, and willingness to share both painful and successful experiences. He comes across as wise yet without a trace of arrogance. I think students almost instantly view him as the type of person they'd like to have as a mentor. I’m confident that those who apply the wisdom he shares will be introduced to new and practical ways of improving their leadership.
-Bob Kolodinsky

Ph.D., Director, Gilliam Center for Free Enterprise and Ethical Leadership and Professor, Management Department, College of Business, James Madison University
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
I've invited Doug to speak several times at our university and will continued to enjoy doing so. Both students and faculty members love Doug's humility, his comfortable and highly interactive manner, and willingness to share both painful and successful experiences. He comes across as wise yet without a trace of arrogance. I think students almost instantly view him as the type of person they'd like to have as a mentor. I’m confident that those who apply the wisdom he shares will be introduced to new and practical ways of improving their leadership.
-Bob Kolodinsky

Ph.D., Director, Gilliam Center for Free Enterprise and Ethical Leadership and Professor, Management Department, College of Business, James Madison University
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Bringing years of personal experience in leadership in Fortune 500 companies, Doug's presentation is based on his Book "If You Will Lead." Doug's program was much more than a “motivational” sales seminar. It was an inspirational and energizing session that provided us with the tools and insights to lead more powerfully and sell more effectively.
- Ivan Gomez

President, AAISP – DC
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug Moran’s opening keynote address to our annual conference set the tone for the entire event. It was my hope that we would have a speaker who would inspire and encourage our attendees to think and act more boldly about the topic of sustainable mobility, and Doug delivered exactly what we needed. Most importantly, he provided us with concrete leadership advice that we can use to drive positive change. His provocative and challenging words were repeated by many of our other presenters who integrated his leadership messages into their speeches and discussions.
– Sharon Lewinson

P.Eng., President ACT Canada
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug Moran looks at the practice of leadership from a unique perspective - through the lens of a literary classic. It’s a fascinating way for today’s managers to think about their own leadership brand.
- Steve Arneson, Ph.D.

President, Arneson Leadership Consulting

(Steve was named one of the country's Top 100 thought leaders on leadership in 2008, 2009 and 2010, and one of the Top 25 leadership coaches in America for 2008, 2009 and 2010 by Leadership Excellence magazine. )
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Although the problems we confront have changed, the fundamentals of leadership remain the same. Recognizing this enduring truth, Doug Moran has created a book that draws leadership lessons from some of history’s greatest figures. If You Will Lead surely will help readers become better leaders.
- George Allen

Former Governor and Senator, Commonwealth of Virginia
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Few people are born leaders. The rest of us need a guide to help us gain both the courage and competency to lead well. Doug Moran’s book provides a perfect blend of a thoughtful leadership framework and anecdotes from some of history’s greatest leaders to help make his points come to life. If You Will Lead is a great companion for any aspiring executive.
-John Scanlon

EVP and CFO, Intersections, Inc.
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
I was particularly impressed with the section of the book about Jim Mulligan and the role of leading with stamina. It is an outstanding representation of one of the toughest men to endure the Hanoi Hilton. His leadership kept us young guys going. This book captures the importance of leadership stamina.
- Cdr. Paul Galanti

(USN ret.), former POW
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
In IF YOU WILL LEAD, Doug Moran provides keen insights on leadership while drawing lessons from some of history’s great leaders. Moran has taken a complex and challenging subject and created lessons and a framework that can help leaders realize and leverage their strengths.
- Sanjiv Yajnik

President, Financial Services, Capital One
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
As I was reading If You Will Lead, I was reminded of Santayana’s famous quote, “Those who cannot remember the past are condemned to repeat it.” This book offers the opportunity to learn from some of history’s greatest leaders, so we can replicate their success. Moran's masterful framework translates these historical lessons into a concrete and practical guide for today's leaders.
- Larry Klane

CEO, Korea Exchange Bank
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug Moran’s humane and insightful study reminds us of some of the timeless qualities great leaders need. And even if leaders sometimes have to “govern in prose”, drawing inspiration from poetry is a fine idea.
- Stefan Stern

formerly management columnist at the FT, now Visiting Professor at the Cass Business School, London, and director of strategy at Edelman in the UK
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug Moran did a great job of tying essential leadership attributes to great, recognizable leaders. The attributes chosen are essential traits of good leadership and very well organized.
- /s/ Vice Admiral Ed Clexton, USN (Ret)

former Commanding Officer, USS Dwight D. Eisenhower, CVN-69, and recipient of the John Paul Jones 'Inspirational Leadership Award' from the Navy League of the US.
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
This is an engaging primer for anyone committed to becoming a leader at work or in life. Using compelling examples, Doug Moran has provided a valuable series of leadership lessons that are relevant and useful to all of us. This book will make a difference to you and to all who look to you for leadership.
- R. Jack Weber

Professor Emeritus, Darden Graduate School of Business, University of Virginia
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug Moran’s book will motivate leaders at all level to strengthen key leadership traits of character, authenticity, integrity and self-efficacy. You will learn tangible leadership techniques and walk along side some of history’s best known figures from Lincoln to Mandela, making this a truly inspirational book.
- Wendy S. Swire

Co-author Anytime Coaching: Unleashing Employee Performance Adjunct Professor, Johns Hopkins Carey Graduate School of Business
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
I highly add my name of recommendation to the book by Doug Moran entitled If You Will Lead. "One of the great needs in our country and in our world is the need for capable and inspiring leadership. There is, in my judgment, an absence of good leadership as we hear each day of the incessant wrangling among elected officials. We certainly need some new leaders to come forward. This book gives the reader a sense of the qualities of leadership which are so needed today. Leadership is an innate quality. It certainly can be acquired, as long as we have examples which this book gives to emulate." "In my judgment this book is most worthwhile and sorely needed in our world today.
- Walter F. Sullivan

Bishop Emeritus of Richmond
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
This is an engaging primer for anyone committed to becoming a leader at work or in life. Using compelling examples, Doug Moran has provided a valuable series of leadership lessons that are relevant and useful to all of us. This book will make a difference to you and to all who look to you for leadership.
- R. Jack Weber

Professor Emeritus, Darden Graduate School of Business, University of Virginia.
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
I was introduced to “IF” at a young age by my mom, and it is a poem that I keep in my mind at all times as I try to do my job to the very best of my ability here at Butler. Many of the positive lessons in the poem have been very applicable for me. It’s a terrific poem to study for those that aspire to be in a position of leadership.
-Brad Steven

Head Coach, Butler University Men’s Basketball Team
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
“If You will Lead” brings real insight into the qualities needed for successful leadership. This book is exceptionally well written and provides a true guideline into all aspects that challenge true leadership. Inspiring balanced and well thought out it is a major contribution for those who would lead in our fast changing society.
- Jim Mulligan
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
At a time when leadership in the world is at such a low ebb – “If You Will Lead” will make a tremendous contribution to the upcoming generation!
- Louise Mulligan
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
After 26 years on Wall Street, the last 20 of them leading people, I am more aware than ever of the need to level-set your actions and philosophies and always be adjusting to the fast-paced world we live in where change is the only constant. Doug Moran has proven himself to be a forward-thinking leader and insightful assessor of practical practices in an increasingly complex and competitive business environment, having demonstrated a track record of creative and strategic thinking along with successful tactical execution in both the public and private sectors across multiple leadership roles. As one fights off the temptation to become jaded and dismissive of those offering the latest recipe for leadership success, Doug has proven to be one of the few people whose opinions I seek out proactively, knowing that I can count on candid feedback, spirited debate and a collaborative partner when dealing with issues important to me both personally and professionally. If You Will Lead is an important addition to any leader’s short list of practical business reading and will make an immediate positive impact on how one ties effective leadership principles to the future success of their organization.
- Chris Dupuy

Managing Director, Merrill Lynch Wealth Management
If You Will Lead - Enduring Wisdom for Those Who Choose to Lead
Doug's book on leadership is a standout. Based on Kipling's poem, "If," the book is thoughtful and comprehensive, pragmatic and inspiring, and grounded in self awareness, which is the fundamental requirement for leadership excellence. This book, with its well-drawn examples of leadership attributes, is in itself a courageous act of leadership. Serious leaders interested in transformation for themselves or their organizations ought to savor it, journal with it, and refer to it often as a way to calibrate, contribute, and create results that matter.
- Christine Wahl, MCC

Author of Be Your Own Coach, and On Becoming a Leadership Coach, and creator of the Georgetown University Leadership Coaching Program



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