Generosity Factor ; Discover the Joy of Giving Your Time, Talent, and Treasure

Generosity Factor ; Discover the Joy of Giving Your Time, Talent, and Treasure. (c) 2002 Zondervan, Grand Rapids, Mich. price 29.95. pp.124.
Ken Blanchard-coauthor of The One Minute Mannager.
S.Truett Cathy-founder of Chich-Fil-A
Book available at Leadership Centre, 1-800-804-0777

Introduction.
This book is written as a visionary parable involving characters that represent common attitudes toward being generous.
Chapter One.
We are introduced to a young broker who has done very well in business yet does not feel completely fulfilled. His own words about this dilemma are, "I wonder why I feel so insignificant".p.17.
Chapter Two.
We meet the broker’s limousine driver who really has his life together even though he is lacking a lot of material things that are usually thought of as a prerequsite to ‘the good life’."He often wonders how anyone can live life any other way,"p.21 than he does.
Chapter Three.
We meet the second key character of the parable, a successful executive whose background and experiences did not keep him from ‘making it’. He is known for his generosity and because of this he is interviewed by a reporter of a popular newspaper. The broker is very impressed with the article.
Chapter Four.
As part of a business trip the broker is going to spend a day with the executive to check out his practice of generosity.
Chapter Six.
The broker is introduced to an "open door" environment of employer/employee relationship.
Chapter Seven.
The executive explains to the broker his interpretation of the generosity factor. It involves the giving of "Time, Talent,Treasure, and Touch".p.42.
Chapter Eight.
The executive takes the broker to a place of business where he is involved in giving out a number of scholarships to young employees whose work has qualified them for this generosity.
Chapter Nine.
"Generosity isn’t about doing the minimum, (but) something extra."p.51. The executive demonstrates the giving of time as he goes to a foster home and spends some time with some preschoolers.
Chapter Ten.
The executive talks about "held values and operational values".p.60. They visit a camp/school where young people are taught good values. This camp is underwritten by the executive. The broker is learning much about values.
Chapter Eleven.
The broker is taken home by the executive where he meets his wife. He finds out about three important concepts of life, "Master, Mission, and Mate". p.72.
Chapter Twelve.
The broker makes a list of his own blessings
Chapter Thirteen.
As the executive and the broker shareand compare their lists of blessings, one talks about what he owns and the other about what he has received (from God). The broker goes to church with the executive and enjoys lunch in the home of the executive.
Chapter Fourteen.
When the broker gets back to New York he ends up going to the funeral of his chauffer’s wife.
Chapter Fifteen.
He discovers that the person who frequentede the area around his office building as a bag lady was really a wealthy person trying to encourage the needy.
Chapter Sixteen.
The broker and the reporter meet again and compare notes about what has happened and what has been learned.It is a matter of the heart. "You will know..(significance).. by the depth of your changed heart."p.108.
Chapter Seventeen.
In this chapter the apllication of the parable is made. It is possible to discover the joy of giving your time, talent, treasure and touch.
Comment. HD
This is a very simple story about some very significant truth. The integrity of the authors brings an element of classic to the story. A delightful little book to be treasured.


GEEKS and GEEZERS: How Era, Values, and Defining Moments Shape Leaders.
Warren Bennis- professor and founding chairman of LeadershipInstitute at U.S.C. (c) 2002 Harvard Business School Press. Boston , Mass. price 42.95 pp. 224.
Robert J. Thomas-Associate Partner and Senior Fellow with the Accentute Institute for Strategic Change.
Book available at Leadership Centre 1-800-804-0777
Chapter One- Leading and Learning for a Lifetime.
This book is the result of an all inclusive focus on leaders who are geeks (under 35) and geezers (over 70). Over forty of them were interviewed and asked the same questions. See Appendix B.pp.199-201. Their ages ranged from 21 to 93. All of these leaders were successful "because of their ability to identify, sustain, and inspire other talented people.."p10. Eras are given more priority than generations. e.g. Digital is the era of the geeks, analog the era of the geezers. What leaders had in common were ‘crucible’ experiences that defined them. Sometimes crucibles were experiences involving tragedy. e.g. W.W.II. Leaders blossom in difficulties. The have "adaptive capacity". p.18
Chapter Two. Geezers- The Era of Limits.
Geezers came of age from 1945-1954, the age of limits. Life during this era was characterized by the cold war, post war economic growth, the American Dream, etc. It was represented by the Game of Life. The personal experience of a small number of geezers is related in their journey of success. Commitment and achievement were important. Education was important. Geezers were and are avid readers. Careers were often a higher priority than family. It was an era of heroic leaders.
Chapter Three. Geeks- The Era of Options.
This era encompasses the years from 1991-2000. There was a much different attitude towards politics, one of entertainment. The ‘key themes’ of the geeks were different. They had "grander and more ambitious aspirations than geezers did at the same age". p.58. Geeks were motivated by goals impacting their world and contributing to their community. They tended to have better self-images and moved into wealth more quickly. Geeks expect to have many careers, up to nine in their lifetime. Speed is very important. They learn to do by doing. "Twenty years of experience in two years."p.64. They may not be active readers but they are active thinkers. Balance in their lives was of great importance. Women in the workplace added to the priority of balance. Families and stress demand more balance. They are not into heroes because there is too much information available for a genuine hero to exist. The list of concerns that Geeks and Geezers dealt with reflect contrast not commonality.
Chapter Four. Crucibles of Leadership
"Great expectations are evidence of great respect."p.90. This is a key in mentoring. Leadership is not determined by individual factors, i.e. the hand you are dealt. "To the extent that any single quality determines success, that quality is adaptive capacity." p.91. e.g.Hanoi Hilton. Crucibles are transforming experiences. They are lonely journeys. Most crucibles for leaders are chosen. They are places of meaningful experience. The stakes are high. Leaders find meaning and strength in adversity. It is in the crucible that failure becomes an opportunity for learning.
Chapter Five. The Alchemy of Leadership.
Besides adaptive capacity, there are three other leadership competencies that contribute to effective leaders. They are "the ability to engage others in shared meaning, a distinctive and compelling voice, and a sense of integrity (including a strong set of values)."p.121. New York mayor Rudolph Giuliani and president Bush are cited as examples of those who became great (leaders) because of great necessities. i.e. 9-11. Much can be learned from failed leadership. The trend is for more frequent change of C.E.O.s because of greater demands and more stringent accountability. A brief look is taken at several leaders who failed. Shared meaning is an important element of effective leadership. "People prefer to give allegiance to leaders of integrity."p.142. The elements of integrity are "ambition, competence, and moral compass". p.145. These must be kept in balance. Neoteny in geezers is addressed. Neoteny is, among other things, "the retention of youthful characteristics in adulthood, an evolutionary engine". p.151. Included in neoteny is the capacity to "recruit protectors and nurturers".p.152. Leaders demonstrate this through mentoring. Charisma is also a part of neoteny. Old age is a predictable crucible and it will require a huge dose of neoteny to make the best of it.
Chapter Six. A Passion for the Promises of Life.
Geeks and geezers are outstanding mentors because of continuous learning. A number of "era based differences"p.158, are discussed that were observed in geeks and geezers when they were between the ages 25-30. Geezers were focused on security while geeks were into imagination and adventure. For geezers balancing work and their private lives was not a major concern. For geeks it was an obsession. There was real contrast in their lists of heroes. They had some things in common. Both were risk takers. Both talked about the defining moments of crucible experiences. In these experiences they learned how to learn. There are not many outstanding leaders in present day America. Some suggestions are made address this challenge. National service is a key in this challenge. What is needed are environments where opportunities exist for the development of leaders. i.e.crucibles of service. Organizations have to be commited to leadership training in the workplace. According to a study at the University of Pennsylvania "10 percent of revenues spent on capital improvements boost productivity 3.9 percent. A similar investment in development of human capital pushes productivity up 8.5 percent". p.171. The chapter closes with some considerations for the individual that continues to develop and function as a leader. Part of a quote from Edith Wharton expresses some wisdom for all leaders (and non leaders). "Be unafraid of change, insatiable in intellectual curiosity, interested in big things, and happy in small things".
Appendix A is made up of short biographies of all the geeks and geezers that were interviewed in order for this book to be written.
Comment hd.
This book is a study of leadership in action. It singles out three primary influences on prominent leaders, era, values, and defining moments, and evaluates them. Most books I have read on leadership have a strong God factor in them and this book doesn’t have that. It is interesting to observe common principles even though authors come at the topic from different philosophical viewpoints. I found the book had added interest for me because I had seen an interview between Warren Bennis and Bill Hybels. This is a very good resource on the general topic of leadership.