A Bias for Action

About the Authors

Heike Bruch is a distinguished professor of leadership at the University of St. Gallen in Switzerland. Her research focuses on leadership dynamics, organizational behavior, and the psychology of motivation. Bruch has published numerous works on how leaders can cultivate a productive work environment and harness their inner strengths to lead effectively.

Sumantra Ghoshal, a renowned professor of strategic and international management at London Business School, was a prolific author and thinker in the field of management. His work often centered around the dynamics of global business, the role of leadership, and organizational transformation. Ghoshal co-authored several influential books and was celebrated for his deep insights into corporate strategy and behavior. Sadly, he passed away in 2004, leaving behind a legacy of groundbreaking work in management theory.

Main Idea

"A Bias for Action" delves into the critical role that willpower plays in the success of managers. The authors argue that most managers mistake mere activity for true accomplishment and that the distinction lies in the purposeful action driven by energy and focus. Through extensive research and case studies from companies like BP, Sony, and GE, the book explores how managers can transform their work habits, develop a strong willpower, and inspire others to act decisively. The central thesis is that purposeful managers—those who combine high energy with high focus—are the ones who truly make a difference in their organizations.

Table of Contents

• Management is the Art of Doing and Getting Done
• Distinguishing Purposeful Action from Active Nonaction
• Marshaling Energy and Developing Focus
• Moving Beyond Motivation to Willpower
• Crossing the Rubicon
• Overcoming the Three Traps of Nonaction
• Developing Purposeful Managers: The Organization's Responsibility
• Unleashing Organizational Energy for Collective Action
• Freeing Your People to Act: A Mandate for Leaders

Management is the Art of Doing and Getting Done

The authors begin by illustrating a common scenario in modern corporate life: the perpetually busy manager. They recount the story of Laura McCormick, a manager at Delta Technologies, who found herself caught in a whirlwind of activities—meetings, emails, and phone calls—yet felt increasingly ineffective. This narrative sets the stage for a key argument in the book: most managers equate busyness with productivity, yet they often miss addressing the most crucial issues. Bruch and Ghoshal introduce the concept of "active nonaction," where managers engage in activity without achieving meaningful outcomes.

"Most managers spend their time making the inevitable happen instead of putting their energy into the exceptional things that create a company's future." - Bruch & Ghoshal

The book emphasizes that true management is not about merely staying busy but about doing the right things. This means focusing on tasks that are strategically important and that align with the long-term goals of the organization. The authors argue that purposeful action requires a clear understanding of priorities and a deliberate choice to focus on what truly matters.

Distinguishing Purposeful Action from Active Nonaction

In this section, Bruch and Ghoshal introduce a framework for understanding different types of managerial behavior based on two dimensions: energy and focus. They classify managers into four categories: