I haven’t written a book review for over thirty years, most likely since primary school. So what’s making me write one now? The simple answer is the excellent and valuable content of the fantastic book, “Originals” by Adam Grant.
I’d never heard of Originals until a friend on Facebook recommended it. I don’t know why, but I took a punt and added it to my list of business reading. I wasn’t disappointed.
If you’ve not come across the book, Originals is described as, “A manifesto for originality and a guide to championing new ideas that challenge the status quo.” As the description on Amazon puts it:
“Adam Grant shows how to improve the world by championing novel ideas and values that go against the grain, battling conformity, and bucking outdated traditions. Using surprising studies and stories spanning business, politics, sports, and entertainment, Grant explores how to recognize a good idea, speak up without getting silenced, build a coalition of allies, choose the right time to act, and manage fear and doubt. Parents will learn how to nurture originality in children, and leaders will discover how to fight groupthink to build cultures that welcome dissent.”
The book was a joy to read as Grant not only informed but entertained. What really hit home for me was how strikingly relevant and helpful some of his points were to leaders and managers of volunteers, especially in our essential work of influencing others – volunteers, colleagues, bosses, funders, policy makers etc..
One of Grant’s points from Originals inspired me to write my July 2017 piece for the UK’s Third Sector magazine. Described by infrastructure body NAVCA as the article they never thought I’d write, “Three reasons why involving volunteers might not be a good idea” takes Grant’s concept of selling an idea by emphasising it’s weaknesses and applies it to volunteer leadership management. Take a look and let me know what you think by leaving a comment on the Third sector site.
Some of Grant’s observations help shine a light on contradictions in our field. For example, studies of Volunteer Managers often illustrate that we are happy wth our roles yet frustrated at the (lack of) support we get. Grant notes the work of John Jost, commenting that “People who suffer the most from a given state of affairs are paradoxically the least likely to question, challenge, reject or change it”. He goes on to explain why, giving a useful thoughts as to why, despite the frustration many Volunteer Managers feel, they may not seek to change the status quo.
Other points from the book could be applied to: volunteer recognition (affirmation of character, p168); volunteer induction (entry interviews rather than exit interviews, p 204); motivating others; challenging groupthink; improving brainstorming & ideas generation; and both understanding and working with or against organisational culture. Helpfully, Grant provides a list of actions individuals and leaders can take to apply the principles to their lives and work.
I’ve always liked reading books outside of the usual volunteer management literature and seeking insights to apply back to our field. Adam Grant’s book Originals has been one of the richest sources of these in a long time and is a text I will keep referring back to again and again. Highly recommended.