Samuel Chand is a prolific writer on leadership, yet I had somehow failed to read any of his books until now. In Bigger, Faster Leadership: Lessons from the Building of the Panama Canal, Chand uses the herculean effort of building the Panama Canal as a gold mine of leadership nuggets.
The fundamental concern Chand addresses is how organizations can grow bigger and faster. He concludes: “. . . I realized more passion isn’t the answer, and bigger dreams aren’t always the solution. Every leader is asking two questions: How can we grow? And How can we grow faster? The only way organizations can grow bigger and move faster is by accelerating the excellence of their systems and structures” (xvii). Chand notes that organizations will not get different results unless they adjust the structure and processes assigned to getting those results. He repeatedly notes, “The size and speed of an organization are controlled by its systems and structures” (xxi).
When working with organizations, Chand always begins “by asking about the compelling need the organization is designed to meet” (xix). He adds, “Vision isn’t born in a vacuum. A leader’s vision is the result of being gripped by a palpable need” (4). Regarding an organization’s culture, he claims, “An organization’s culture—ranging from inspiring to stagnant to toxic—is created moment by moment and conversation by conversation in messages that communicate meaning and value” (12).
When setbacks occur, as they inevitably will, Chand counsels to “speak the truth without any spin” (27). Better to meet the problem head on. He continues, “Momentum exaggerates our intelligence, and it hides our weaknesses” (29).
Regarding the organization’s staff, Chand suggests, “When leaders look at the people around them, they need to decide who to retain, who to reassign, and who to release” (43). Chand suggests many positive ways to strengthen an organization, but he is clear that some people might not be a good fit. He suggests, “. . . if someone on your team resigns or threatens to resign, accept it!” (124). I would add that I have always maintained this policy. When staff threaten resignation, their behavior displays disfunction and, if allowed, will continue to do so with greater frequency. As a rule, I never decline a resignation when it is used as a protest or as leverage.
Chand describes several positive ways to bring out the best in people. When entering a meeting, he said he often begins by saying, “I have an idea. I think it’s a good idea, but it’s far from a great idea. I need your help to expand it, shape it up, and make sense of it. Will you help me?” (68). In terms of strengths and gift inventories, he notes, “The inventories are snapshots, not movies of our lives” (82). I concur with that assertion. People grow. They change. A ten-year-old inventory should be way out of date! Chand also states that “the right people won’t be satisfied with today” (85). Chand’s motto is, “If you don’t grow, you’ve gotta go” (126).
Throughout the book, Chand highlights leaders’ crucial responsibility to bring out the best in their team. He suggests, “People quit their bosses, not their jobs” (130). He also states, “Mediocre leaders gather people around them who are mirrors” (137). They don’t enlist people who challenge them and strive for more. Interestingly, Chand observes that seven out of 10 churches invest in staff development, but only 19% invest in developing leaders in the church (172). He suggests that of all the metrics measuring a church’s health, the number of volunteers is the most important (173).
I found this book interesting. I did not know much of the history of the Panama Canal, so the historical tidbits weaved into the text was a nice bonus. At times the connection between the Panama Canal and leadership seemed forced. But overall Chand brought forth many relevant truths.
Chand drew several interesting observations from his extensive leadership and consulting experience, and his discussion contains some great nuggets of wisdom. I enjoyed his writing and would like to read more of his material in the future. I can certainly see how this book would be a good resource for any leader who is attempting to produce change in an organization.
Rating: 3
