Basic Black The Essential Guide for Getting Ahead at Work (and in Life) Cathie Black - President of Heart Magazines and Chancellor (appointee) of New York City Public Schools 2007 Crown Business: New York, NY Summary by Douglas W. Green, EdD DGreen@STNY.RR.Com 1
Who Is Cathie Black? Cathie manages the financial performance and development of many well known magazines, including Cosmopolitan, Esquire, Good Housekeeping, Harper s Bazaar, and O. In 1979 she was the first woman publisher of a weekly consumer magazine, New York, and she is credited for the success of USA Today. She was recently appointed by Mayor Bloomberg to replace Joel Klein as the Chancellor of New York City s public schools. Although the book is aimed at women, it serves as a guide for anyone seeking professional accomplishment and personal contentment. 2
What s All The Fuss? Although her predecessor as chancellor also had no professional education experience, this has not stopped detractors. In her defense, she will have a number of career educators as deputies, and did spend 16+ years attending school. If you believe good management and a focus on results are important, you might find her to be a strong pick. The city avoided a long search process and lame duck period. The New York Times criticized this book as being full of platitudes. Let me know if you find a leadership book that isn t. 3
What I Left Out This summary focuses on the key points that Cathie feels are important for leaders in all walks of life. Each point is surrounded buy captivating stories from her own career that serve to make and reinforce the points. Read my summary to review the points and buy this book so you can read the stories. Each chapter also features an interesting and useful case study section. 4
One - Drive Drive is the act of moving forward on your own initiative. It is one of the most important traits to have if you want to succeed in work and in life. Be prepared and be willing to ask others. Don t worry about sounding ignorant. By being well prepared you can believe in yourself as you know you went the extra mile. Avoid assumptions. Try to not surprise people, anticipate their needs, and make others look good. 5
Two - Risk Risks are necessary, but they must be calculated, not reckless. When you are in whitewater, wear a helmet and take a guide. As Wayne Gretzky once said, you miss 100% of the shots you never take. Taking risks brings change, which invites resistance from others. You need to have the end result of your risk clearly in mind. You need to know the rules so you know when you are breaking them. (Doug: Leaders in education need the courage to break rules when it benefits children.) When things don t work, reframe the debate and try again. 6
Three - People Treat people they way they want to be treated, not the way you want to be treated. To do this you need to know your people. Look for mentors and trust in their experience. Be a mentor yourself. When conflicts arise, always treat them as if they are not personal. Viewing conflict as professional avoids overreaction and defuses conflicts that do exit. The high road is the only road. If you choose to carry a grudge, the only person you hurt is yourself. Be generous with praise, and careful with criticism. 7
Four - Fear Learning how to deal with fear is one of the most empowering skills you can develop. You can learn to neutralize harmful aspects and use it for your benefit. No one can make you inferior without your consent. When you sense fear, keep your brain working. Break fear into manageable parts. Look for small gains rather than trying to solve big problems all at once. Acknowledge legitimate criticism and look for opportunities to improve. Is the critique coming from someone who knows something you don t? Defend yourself if you have ground to stand on. You can also use as a motivator. 8
Five - Power Power is something you can develop, no matter your position. Start by keeping your eye on the big picture as you develop an understanding of what you can and cannot control. Strive for efficiency. You don t have to work crazy hours. Think hard prior to picking any battle. Information is power. Control as much as you can. Know your strengths and leverage them. Compensate for weaknesses. Don t get caught up in the power your position gives you least you lose perspective and don t visibly flex your power. When things don t go your way, know when to let go. Take the initiative to improve things and make yourself valuable. 9
Six - Passion You need to know yourself and be who you are in whatever you do. (Take the Myers-Briggs Type Indicator.) Look for what excites you in life. All jobs involve things you would rather not do, but you need to enjoy what you are doing on its most basic level. You should also figure our what you don t want and avoid it. Sometimes you have to do things you would rather avoid for strategic (long-term) reasons. Think in terms of a carefully thought out detour. 10
Seven - Attitude You need to have healthy expectations for yourself and value yourself accordingly. Women are more likely to be good at what they do without knowing it. Conduct yourself in a way that commands respect and don t worry if people like you or not. You can be strong without being obnoxious. Be straight forward when dealing with problems and save humor for lighter topics. Don t get a chip on your shoulder about someone else s behavior. It will weigh you down and not solve the problem. 11
Eight - Leadership Black recommends management by empathy. Keep in mind the feelings and needs of your team, which you get by being the best listener you can be. It may be the most important skill. Know when not to lead. If you try to do it all on your own you re certain to fail. Let people achieve important goals on their own. Focus on solutions not problems. Be loyal to your employees and do what is ethical. Take responsibility rather than shifting blame. There is no one way to succeed. Recognize and use your unique skills, work hard, and work smart. Try to compartmentalize your work and your life beyond work, and give back to the community. 12