The unfortunate end result is that more workers are ascending to the middle layer without the skills or training necessary to deal with, let alone lead, other human beings. First-time managers are being elevated to that role with undeveloped competencies around motivating, empathizing with, and collaborating with people—identifying and extracting the best from them. Collectively, “middle management” is getting even worse in such areas, and it hasn’t been very good, to begin with! The Promises of Giants is a challenge to anyone who aspires to make a difference in their environment. Over 14 promises, it seamlessly intertwines personal anecdotes and workplace and social observation with the latest research, to provide practical, proven tips and strategies to empower you to maximise your own potential and inspire others. It is not a self-help book. It is a how-to guide for winning, rooted in the belief that the most unlikely of people, in the most improbable of circumstances, can become extraordinary. THIS IS ONE OF THE MOST POWERFUL BOOKS EVER WRITTEN ABOUT LEADERSHIP. Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast WorkLife This is how it works on high-performing teams, where the job description is only the start of what one is permitted to be. […] It is past time that we reverse this trend toward the dehumanization of our workforce and start tapping into the unique talent that is right under our noses. To do this—to recognize the potential that lurks beyond job description—requires that we see every person as an individual and act in ways that are tailored to their individual needs. It requires that we take the emotional labor of work every bit as seriously as the technical labor.

But what we are seeing in many organizations is a change in the shape of its workforce. What once was a triangle (▲) is now something of a flat-bottomed rhombus (⬟). The modern world has nibbled away at the base; information processing and basic tasks no longer require contributions from members of the bottom layer. Robotics, artificial intelligence, automation, offshoring, descriptive and predictive analytics—they’ve all taken a bite and, as a result, fewer actual humans are needed in that bottom layer. Join John Amaechi OBE as he shares insights from his new leadership book ‘The Promises of Giants’ on what it takes to develop as a leader in an increasingly complex and challenging world. John takes us through his own experiences as a ‘giant’ and brings this to play in a thought provoking and stimulating call for leaders to step up to the responsibility of their roles. For example, have you taken the time to unearth all the hidden assets and liabilities that will affect the outcome? And how much thought have you given to the people and the spaces you’re working in? Success isn’t just about personal achievement, after all. It’s about creating environments that foster the potential in everyone. This is one of the most powerful books ever written about leadership.” Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast WorkLife Throughout this text, I refer to “leaders.” But leadership is not the exclusive domain of people managers or high-level executives. Leadership can be demonstrated from any level of any organization. It’s accessible to anyone who is willing to invest effort and emotional energy. Anyone who is willing to take a proactive role in maximizing their influence and shaping the world around them. Because on their own, the promises of leadership are neither profound nor difficult to grasp. They ask for nothing that exceeds your capability. But they are promises that have an enormous impact when kept by giants. And a devastating impact when broken.First, why is inclusion important - because without true inclusion, minorities spend most of their time and energy in not being themselves, pretending to be someone else, for e.g. hiding an accent that is associated with an unpopular location, worrying about not being accepted, or being bullied as compared to giving their best to the job and to the organization. Without true inclusion, organizations lose a lot of productive contributions. That creates an interesting problem for the middle layer. Because when you had a larger base, you had a vast pool of people developing skills that would make them attractive candidates for the middle layer. You could afford for some natural attrition and still be left with a strong selection of experienced talent to ascend into management roles. But now that pool is getting smaller, and there’s less room for attrition. It becomes more challenging to find people who are truly prepared for the middle-layer jobs. People who have had time to not only master basic tasks and skills but also develop intellectual and emotional intelligence around their workplace and industry.

But there are factors that work against us and make it difficult to fulfil this promise. I have already mentioned the stultifying effect of bureaucratic processes and policies that numb the mind and are often unnecessary. Further, though, as we become more skilled in the technical demands of our work and more familiar with the routines of our workplaces, there is a natural tendency toward desensitization. It becomes easier to put on blinders and operate on autopilot when carrying out responsibilities that have become habitual. Add to this toxic stew the cult of busy, which mandates that all serious professionals look and sound like they have no time to breathe, and you have a recipe for disaster. Giants will always set the tone, but giants should never dominate. In most workplaces, it is the preferred style of named leaders that shapes the dynamic of their relationships with direct reports and the broader workforce. In the Promise model, leaders must tailor their style during every interaction—planned or spontaneous—to engage that specific individual in that specific space and time. John Amaechi well understands the responsibilities and potential that come with being a giant. The Promises of Giants is the product of a lifetime spent observing and studying effective leadership - from accompanying his mother's visits to her dying patients to competing at the highest levels of professional sport, through two decades of management consulting with multinational corporations. These experiences have shown that everyone has the ability to act decisively to influence the world in a positive way. Everyone is a giant to someone.We cannot lose sight of humanity and individualism. We must promise to see more in our people than just what is outlined in their job descriptions. Organizational culture depends upon it. Realizing the full potential of our people depends upon it. And, ultimately, winning depends upon it. Amaechi is a towering force for good with a rare ability to defuse the most pungent provocations. -- James O'Brien, broadcaster & writer Some sections will be a bit uncomfortable to read. We all have our biases. We have been conditioned by our culture. We need to have the courage to question our long-held assumptions. THIS IS ONE OF THE MOST POWERFUL BOOKS EVER WRITTEN ABOUT LEADERSHIP.” Adam Grant, #1 New York Times bestselling author of THINK AGAIN and host of the TED podcast WorkLife

The Promises of Giants is, as its title suggests, a collection of promises. Some are made to the people you work with most intimately, and others are made to your workplace as a whole. But we start with the promises that you make to yourself alone.

But Amaechi is a giant in another, more significant sense. After retiring from professional basketball, he became a psychologist. He wanted to explore and share two life-changing abilities that he’d discovered on his journey to success – both on and off the basketball court: the first was that he had the power to tap into his own potential. In fact, everyone does. No matter who you are, what you do, or where you sit in your workplace’s organizational chart, you’re like Amaechi: a giant. Whether you realize it or not.

Unlike many leadership books, it was written with the understanding that all of us, regardless of our titles, wield influence and have the ability to lead. It is "rooted in the belief that the most unlikely of people, in the most improbable of circumstances, can become extraordinary." Amaechi suggests fourteen promises we should all make in that effort, promises that honor others' humanity and inherent dignity, and help us take greater care in how we exercise our influence so it is deliberately productive and positive rather than unintentionally harmful to individuals around us and the organizations of human beings we work with. You can’t be a “conditional” giant. It would be brilliant if you could, because being a giant has obvious advantages. The appearance of having power alone feels pretty great for most people. The fact that this appearance is often accompanied by higher salaries, prestigious titles, and increased resources? All the better.It will feel risky and at times even frightening, but the potential rewards are immense and there for the taking. If we can approach life with the courage and enthusiasm of that eager child who is unashamed of their dreams, we lift the ceiling on creativity, innovation, accountability, compassion, and resiliency. A recommended book for leaders looking to upgrade themselves them from leading topics and teams to taking ownership of setting up the mindset, behavior and culture of organizations. Technical labor is usually predictable and well defined and the focus of our daily efforts. It encompasses the nuts and bolts of what it takes to “get the job done.” Basic skills, knowledge, and cognitive capabilities can be acquired through technical labor alone, as well as a fundamental awareness around processes and procedures, business strategy, and human resource management.