Head, Heart & Guts

About the Authors

David L. Dotlich is the president of the Mercer Delta Executive Learning Center and a partner at Mercer Delta Consulting. With extensive experience in executive coaching and leadership development, Dotlich has guided numerous leaders to reach their full potential.

Peter C. Cairo is a partner at Mercer Delta Consulting and former chairman of the Department of Counseling and Organizational Psychology at Columbia University. His expertise lies in organizational psychology, making him an invaluable resource for companies seeking to develop their leadership capabilities.

Stephen H. Rhinesmith is also a partner at Mercer Delta Consulting and former president of Holland America Line. Rhinesmith's experience in leading large organizations provides practical insights into the complexities of leadership in today’s global business environment.

Main Idea

"Head, Heart & Guts: How the World's Best Companies Develop Complete Leaders" argues that in today's complex and unpredictable business environment, leaders must go beyond traditional, one-dimensional approaches. Instead, they need to integrate their intellectual capabilities (head), emotional intelligence (heart), and courageous decision-making (guts). This holistic approach to leadership development ensures that leaders are equipped to handle the multifaceted challenges of modern business.

The authors emphasize that traditional leadership development often focuses too heavily on intellectual capabilities, neglecting the importance of emotional intelligence and courage. They illustrate their points with examples from leaders such as Rudy Giuliani, who demonstrated a remarkable combination of head, heart, and guts during his tenure as the Mayor of New York City, particularly in the aftermath of 9/11.

Table of Contents

• Introduction
• Whole Leadership Versus Partial Leadership
• Drivers of the Change to Whole Leadership
• Leader Qualities
• Anatomy of a Whole Leader
• Developing Leaders the Systemic, Integrated Way
• Rethinking the Way We Do Things Around Here
• Reframing the Boundaries
• Getting Things Done
• Balancing People Needs with Business Requirements
• Delivering Integrated Solutions Through Trust
• Overcoming Personal Derailers in Working with Others
• Taking Risks with Little or No Data
• Balancing Risk and Reward
• Acting with Unyielding Integrity
• Developing Mature Leaders for the 21st Century

Whole Leadership Versus Partial Leadership

In the book, the authors argue that traditional leadership approaches focus excessively on intellectual capabilities, leading to the development of "partial leaders." These leaders are unable to navigate the complexities of modern business effectively. Instead, a holistic approach is required, integrating head, heart, and guts.

Partial leaders, those who rely solely on analytical skills, may struggle in environments that demand emotional intelligence and courage. The authors illustrate this by discussing leaders who have failed due to their one-dimensional approaches, such as those who lacked empathy or the willingness to take risks.

Drivers of the Change to Whole Leadership

Several factors drive the need for whole leadership. These include global interdependence, increased complexity of execution, growth, need for innovation, and rising expectations from employees.