Work Worth Doing – Book Review

Today I’m talking about the wonderful WORK WORTH DOING by Chet Morjaria. I love sharing my favourite books for leaders and this should definitely be on your reading list.

Get a signed copy here, with FREE P&P to anywhere in the world…

…and watch my full review here.

Work Worth Doing is mostly aimed at small business owners and entrepreneurs. But it has LOADS of lessons for leaders because… you can look at your team like a small business. You’re a group of people trying to serve your customers well – whether those customers are people who actually buy things from you, or people your team serves elsewhere in your organisation or company.

And there are TWO REASONS every leader should buy this book.

First, it gives you powerful insights into what VISION and VALUES are, and actionable steps to create them with your team.

Creating vision statements that work, is hard work. So is creating values that go beyond being just platitudes. Chet’s book will have you building your vision and values together, so they work together to drive powerful impact in your team.

Second, and much more personally, this book gives you the tools you need to reflect on your own vision and values. To assess whether a role you’re thinking about applying for, or the role you’re currently in, is right for you. This book will give you the tools you need to align your value with your values, and make sure you’re doing work worth doing.

It’s definitely a book worth reading!

Get your copy here:


What IS leadership? Part 3… NOT management!

What is Leadership? Well. It’s NOT management. But the difference between leadership and management is a tricky subject. So I made a video about it!

For me… Management is about making sure that the stuff that needs to get done actually gets done, gets done right, and gets done on time.

As a manager you probably have a policy and process framework to follow, or a company handbook or rulebook, and it’s your job to ensure compliance with that framework.

For most new leaders, in that first management role, you HAVE to be a manager. You have to make sure the stuff gets done. So I don’t believe in the line that you shouldn’t be a manager, you should be a leader.

But I DO believe you should be a leader AS WELL as being a manager.

And in this way of thinking Leadership is about two things.

First… Leadership is what happens when the rulebook breaks down. When a situation arises that no-one’s thought of, and there isn’t a policy for it… Figuring out what to do in that situation is what leaders do. (Usually the answer is simply… Use your best judgement to work out what the RIGHT THING TO DO is!)

Second… On top of doing all the things you need to do to keep the lights on… Leadership is about finding problems to fix, or opportunities to take advantage of.

It’s about finding new ways to do things that make life better for your team or your customers.

In other words…

If management is about ensuring compliance with the rulebook, leadership is about ensuring that you and the team make PROGRESS.

Because look… You don’t want to be in the job interview for your NEXT leadership role and say: For the last two years I’ve made sure company policies were followed and deadlines were met. That doesn’t show much leadership, does it? It shows good management for sure. But leadership? No.

You want to say: We found a new way to do this that improved customer satisfaction, or turnaround time.

So ask yourself… What’s the problem we should be fixing? What’s the opportunity we should be facing? Do this intentionally, with a system, and you’ll be building real leadership impact.

And if you want a systematic way to do this… Check out my FREE Jetstart Workshop, for a simple three step process to actually find a “leadership impact project” by following this framework.


What IS leadership? Part 2… John Adair

John Adair was a proper academic thinker on leadership. He put forward his “Action Centred Leadership” model in the 70s. But it is still completely valid today.

His idea was that leadership comes down to the ACTIONS you take across three intersecting domains. Achieving the TASKS. Building the TEAM. And supporting the INDIVIDUALS.

In other words, you have to get the job done, but you have to take care of the people too. I talk about it all here…

John Adair suggests that leaders must balance their actions in three domains.

  • Actions that support the completion of the tasks the team is responsible for.
  • Actions that build the team.
  • Actions that support, and grow, the individuals you work with.

Leaders need to take ACTION in ALL THREE of these domains.

And new leaders can often get the balance wrong. Either focussing too heavily on the tasks, and not enough time on the people. Or spending too much time building relationships and looking after people, at the expense of actually getting the job done.

By the way… In my last video, I suggested that leadership is about: understanding what’s going on, figuring out what needs to happen, and working with people to make it happen.

This can sound very “task” focussed. But it doesn’t have to be.

Sometimes “what’s going on” is that the team is really stretched and stressed. Or morale is really low. Or ONE person has had a serious problem. And the “what needs to happen” is action to deal with those situations.

So… Where are you right now? Balanced across all three? Or not spending enough time in one or two areas?

If you’re not balancing “tasks” and “people” effectively, your leadership is lopsided. Try to straighten yourself up!