Good Power: Leading Positive Change in Our Lives, Work, and World
Former IBM CEO Ginni Rometty shows how anyone can use influence for positive change, first in their own life, then at work, then in society, and why how you lead matters most.

Table of Content
1. Introduction
57 sec
Many people want to fix something at home, at work or in their community, and assume that without a title they lack the power to do it. In Good Power, Ginni Rometty, who rose from entry-level systems engineer to become IBM’s ninth CEO, argues that this gets things backward: important work always needs power, and anyone can choose to use it. She never liked the word herself, until writing the book showed her how often she had used it for her family, her clients and her company.
Her idea of good power is influence that drives positive change for yourself, your organization and the many instead of a privileged few. It spreads like ripples from a pebble dropped in a pond, from the power of me to the power of we to the power of us. At every ring, she argues, how you act may matter more than what you achieve. Each of her stories comes with a habit you can try this week.
2. Turn your worst moment into a floor
1 min 42 sec
A teenager overheard one sentence that tore her family apart and left them close to losing their home. Years later, that same memory became the thing that made every risk at work feel smaller.
3. Trade comfort for growth and prepare your way through
1 min 50 sec
Hard work is what most of us are told will carry us forward. Rometty found out early that it was not enough, and that the missing pieces were less comfortable than she expected.
4. Serve people's real needs before your own goals
1 min 49 sec
Delivering exactly what a client asks for sounds like good service. Rometty argues it is the minimum, and an insurance company’s problem shows what doing far more than the minimum can look like.
5. Win heads and hearts before you ask for effort
1 min 46 sec
Two companies of about 30,000 people each had to become one, and either side could have walked away the loser. Rometty’s approach began with an unusual admission about her own job.
6. Decide what must endure before you change anything
2 min 05 sec
When every new trend arrived at once, IBM faced pressure to chase all of them. A remark from a hotel chief and a lesson about owners and renters helped Rometty decide which ones to ignore.
7. Stay steady when crises arrive back to back
1 min 33 sec
Rometty’s best-known accessory turns out to carry a leadership lesson. Paired with a simple mental trick for stacked emergencies, it shows how a CEO kept one crisis from swallowing the next.
8. Hire for skills and widen who gets in
1 min 46 sec
IBM could not find the cybersecurity people it needed, even while millions were out of work. Rometty’s fix meant rewriting job ads, and the early reaction was not friendly.
9. Conclusion
1 min 12 sec
Good Power begins with a woman who disliked the word power and ends by asking her readers to want more of it. Many people told Rometty they had no wish for power, only for important work. Her reply is that important work needs power. What she adds is a standard for using it. Influence grows from the self, to the team, to society, and at every ring the manner counts. She closes the book with a handwritten letter, true to her habit of leaving handwritten notes, and its message is that your greatest legacy may lie in how you achieved things more than in what you achieved.
That standard can start small. Prepare more than the moment demands, so confidence has something solid under it. Before pushing for change, study the people it touches and tell them what you yourself have at risk. When pressure builds, decide what must endure before deciding what must change. And whenever you hold a gate, whether a job post, a promotion or a seat on a team, check whether it measures skill or only access.
A 16-year-old once learned exactly where the floor was. Everything after was about lifting other people above it.
About this book
What is this book about?
Many people want to work on things that matter but say they have no interest in power. Ginni Rometty, who rose from entry-level systems engineer to chief executive of IBM, argues that this is a contradiction. Important change needs power, so the real question is how to use it well. She calls the answer good power: influence that drives positive change for yourself, your organization and the many. In what she calls a memoir with purpose, Rometty traces how that influence widens like ripples in a pond. The power of me covers her childhood after her father abandoned the family and the habits that carried her through engineering school and early career. The power of we covers how she led others: being in service of clients, building belief during a merger of 60,000 people, deciding what had to change at IBM and what had to endure, stewarding technology responsibly and staying resilient through crises. The power of us covers her push to hire for skills instead of degrees. Readers get one practical habit at each stage, and a standard for judging their own leadership: how you do the work may be remembered longer than what you did.
Book Information
Who it's for
First-time team leaders
New managers and team leads who want to lead change without forcing it.
Career starters weighing risks
Early-career professionals, especially women, weighing a promotion or a risk that feels too big.
Hirers and career changers
Hiring managers and career switchers interested in skills-first hiring and jobs that need no degree.
About the Author
Ginni Rometty
Ginni Rometty joined IBM as a systems engineer in 1981 and went on to lead its global sales, marketing and strategy. In 2002 she helped negotiate IBM's purchase of the IT consulting business of PricewaterhouseCoopers. In January 2012 she became president and CEO, the first woman to run the company, and steered it toward analytics, cloud and cognitive computing before retiring at the end of 2020. She now sits on several boards and co-chairs OneTen, a coalition that aims to help one million Black Americans move into family-sustaining jobs by 2030.
Ratings & Reviews
Ratings at a glance
What people think
Listeners find this work a motivating manual for purposeful leadership, commending its high-quality storytelling and its definition of good power. They value the book's accessible style and ethical perspective, with one listener observing how the author’s enthusiasm shines through her writing. The narrative approach is highly regarded, with one listener portraying it as a vivid journey, and listeners respect the combination of personal and professional insights.
Top reviews
Rarely do I find a CEO memoir that actually touches my heart. The story about Rometty’s mother facing her father’s departure in the garage was so raw it stayed with me for days. It frames her entire career at IBM through a lens of resilience and determination that feels entirely earned. I loved the concept of 'Good Power'—the idea that we can lead with empathy without sacrificing our professional edge or results. Her passion for the 'skills-first' movement is palpable and gave me a new perspective on degree inflation in tech. Some might say it’s a bit IBM-centric, but when you spend forty years there, that’s your canvas for change. It’s an inspirational guide for anyone trying to navigate high-stakes environments with their integrity intact. Truly, this is a vivid journey through a life built on pure grit.
Show moreAfter hearing about Rometty’s 'skills-first' initiative, I knew I had to pick this up. This book provides a compelling argument for why we need to move past traditional degree requirements to create a truly inclusive economy. I was enraptured by her focus on social impact projects and how she managed to connect business goals with societal needs so seamlessly. It’s refreshing to see a leader who doesn't just talk about diversity but builds systems to facilitate it. The writing is incredibly polished, making even the complex parts of IBM’s evolution feel like a vivid journey. Her stories about finding balance amid chaos really resonated with my own struggles in leadership. If you want to see what 'stewardship' actually looks like in practice, this is the book to read. It's a masterclass in leading with purpose and heart.
Show moreThis isn't just another business book; it’s a blueprint for ethical transformation. I was struck by how Rometty weaves together her personal narrative with her professional philosophy to create something that feels both urgent and timeless. The way she describes the garage scene with her mother and siblings really grounded the entire story in a sense of real-world struggle. It’s not just about being a CEO; it’s about how anyone, from any background, can choose to use their influence to lift others up. Her passion for bridging the digital divide comes through on every page, making the technical sections feel like a moral mission. I found the book deeply readable and honestly quite moving in its portrayal of resilience. This is a must-read for anyone who believes that business can, and should, be a force for good in our messy world.
Show moreWow, the opening chapter about her mother and the garage really set the tone for this whole read. It immediately humanized a woman I only knew as a high-powered executive. Seeing the pure grit it took for her to navigate those early years makes her eventual success at IBM feel much more relatable and inspiring. The book does a fantastic job of defining what power should actually look like in the 21st century—collaborative, inclusive, and purpose-driven. I was particularly impressed by the section on how technology can either widen or close the wealth gap depending on how it's deployed. It’s a vivid journey that feels very relevant to the social and economic challenges we are facing today. Highly recommended for anyone who wants to lead with both their head and their heart, regardless of their current industry.
Show moreGinni Rometty’s 'Good Power' is a fascinating look at the intersection of empathy and executive leadership. Truth is, many business books feel like a list of sanitized successes, and while Rometty does highlight her achievements, she connects them to a larger moral purpose. The way she describes the digital divide and our collective responsibility to bridge it felt urgent and necessary for today's climate. I appreciated her self-awareness regarding her privilege later in life, even coming from such a humble, difficult background. However, I did find myself wanting more specific, actionable steps for the average manager who isn't running a global tech giant. The concepts are great, but sometimes they hover in the realm of abstract principles rather than daily tactics. Still, it’s a well-written account that advocates for an ethical approach to power that we desperately need more of right now.
Show moreFinally finished this, and I'm left with a lot to chew on regarding my own career path. Personally, I found the early sections about her grit and determination during her upbringing to be the most engaging parts of the memoir. She avoids the typical 'hustle culture' cliches and instead focuses on how her past shaped her views on using power for good. The discussion on navigating resistance within a behemoth organization like IBM was particularly insightful for anyone working in a legacy company. My only real gripe is that it runs a little long in the middle, and some of the chapters felt a bit repetitive in their message. To be fair, her dedication to the 'Good Power' framework is admirable, even if it feels a bit idealistic at times. It’s a solid read for anyone looking to lead with a conscience.
Show moreAs someone who has worked in tech for two decades, I found the discussion of IBM's evolution quite nostalgic. Ginni Rometty offers a unique perspective on what it takes to steer a massive ship through stormy waters while maintaining a sense of social responsibility. Her focus on 'skills-first' hiring is probably the most practical takeaway for modern HR departments and hiring managers. I appreciated her candor about the difficulties of changing a corporate culture that is set in its ways. While some chapters felt a bit like a sales pitch for IBM’s AI capabilities, her underlying message about 'Good Power' remained consistent throughout. It’s a compelling read, even if it’s a bit light on the specific 'how-to' for lower-level management. Overall, it’s a great memoir with a very strong moral compass that many leaders could learn from.
Show moreWhile I respect the author’s massive career at IBM, this book felt a bit too much like a corporate victory lap for my taste. Look, her personal story of overcoming a traumatic childhood is undeniably powerful and serves as a great hook for the first few chapters. But once the narrative shifts into the weeds of IBM’s restructuring and the move toward AI, it loses its relatability for the general reader. I was hoping for more 'how-to' on using power in small ways, but instead, I got a lot of high-level strategy that only applies to C-suite executives. The prose is clear and professional, yet it often feels like it's been through a heavy legal or PR filter. It’s a decent read if you’re interested in corporate history, but it didn't quite deliver the personal transformation guide I was expecting.
Show moreTo be fair, the writing style is vivid and the journey is impressive, but it could have been trimmed down significantly. Frankly, I felt like I was reading an internal IBM newsletter for about forty percent of the book. Ginni Rometty is clearly a brilliant mind, and her message about using power for positive transformation is one that every modern leader should hear. However, the book often gets bogged down in the minute details of corporate shifts that don't translate well to those outside of the tech industry. I did love the quotes she included about creating your own balance and finding comfort in your own skin during chaos. Those moments of personal reflection were the highlights for me. I just wish the whole book had maintained that level of intimacy instead of drifting into high-level business jargon that felt alienating.
Show moreNot what I expected from someone talking about 'good' power. I picked this up hoping for an ethical guide, but I found the discussion of her involvement with FOSTA and SESTA very troubling. These pieces of legislation were opposed by those they supposedly protected, yet Rometty presents her advocacy as a simple win for social good. This lack of critical examination regarding the side effects of her power made the rest of the book feel quite white-washed. While her rise to the top of IBM is impressive, much of the narrative feels like a curated list of successes without a deep dive into genuine failures or missteps. The writing is professional, but the content felt detached from the realities of the marginalized communities she claims to want to help. I just couldn't find enough to identify with here to justify the time spent reading.
Show moreQuestions about this book
What is the main idea of Good Power by Ginni Rometty?
Rometty argues that power is needed for any important change and that anyone can choose to use it well. Good power is influence that drives positive change for yourself, your organization and the many. It widens over a life from the power of me, to the power of we, to the power of us, and at each stage how you act may matter more than what you achieve.
What does being in service of others mean in Good Power?
Rometty separates serving someone, which means delivering what you owe them, from being in service of them. The second means putting their needs ahead of your own, going beyond what is required and trusting your goals will be met. Her team showed it at Allstate by researching trends across the whole insurance industry before anyone had asked.
What is SkillsFirst and the new-collar idea?
Rometty coined new-collar for jobs that are neither manual labor nor management and need no four-year degree. Under SkillsFirst, IBM removed college degrees from job postings and listed specific skills instead. After early criticism, the company filled roles faster with no loss in performance, and other employers followed. She wants skills first treated as a culture, with employers building talent as well as buying it.
How can I apply Good Power in my own work?
Start with Rometty’s habits. Prepare thoroughly so knowledge becomes confidence. Do your hardest, most important task first each morning. When leading change, co-create a new way with both sides and say what you yourself have at risk. Decide what must endure before changing anything. In a crisis, plan the first problem, set it aside, then turn to the next.
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