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14 min 37 sec
Available in:English

The Leadership Lab: Understanding Leadership in the 21st Century

Shows how leaders can make sound decisions amid information overload, impatience, anger and data risk. The method is to pair hard analysis with broader thinking and with close attention to how change affects real people.

Table of Content

Leaders facing fast change tend to grab the nearest numbers and decide quickly, and that reflex is often what goes wrong. In The Leadership Lab, communications agency CEO Chris Lewis and former White House economic adviser Pippa Malmgren argue that the flood of information, data and instant demands pushes people in charge toward narrow, hurried certainty. One finding from their own survey of leaders says a lot: the best ideas tended to arrive in the shower or on a walk, far from the desk.

The book’s case is that leading well today means pairing hard analysis with slower, broader thinking and close attention to the people your decisions touch. It takes the forces reshaping work, from rising anger to big data, and turns each into something a manager can do differently next week. Expect to learn when to stop reading and start asking, how to judge an economy through a junior colleague’s rent, and how to run a meeting where the quietest person finally speaks.

Staying constantly informed feels like the responsible thing for a leader to do. The authors argue it can produce the opposite: confident decisions that quietly miss the one detail that mattered most.

A group of highly analytical leaders was asked where their breakthroughs came from. In most cases, their best ideas arrived far from the desks where they did their work.

The global economy has lifted more people out of poverty than ever before. So why do so many employees feel worse off, and what happens to a manager who quotes the good news anyway?

A novel written two centuries ago turns out to describe a risk sitting inside your phone, your car and your fridge. The authors argue that managing it is now part of a leader’s job.

Instant delivery, instant payments and instant matches have changed what people expect from their bosses too. The authors argue that leaders now have to compete for attention while modeling the very patience everyone else has lost.

Air rage and assaults on hospital staff both climbed, while politicians can face hundreds of online threats a day. When that anger reaches your inbox or your team, calm alone will not fix it, and the authors explain what else is needed.

No coach would recruit great players and then bench half of them. The authors argue that many meetings do exactly that every week, and the cause is partly as simple as height and voice.

The Leadership Lab adds up to a warning about speed. Every force the authors describe, from the endless feed to instant delivery to online rage, rewards the leader who reacts fast and sounds sure. Their answer is a leader who slows down at the right moments: one who checks the human reality behind the figures, gives the wandering mind time to find connections, and treats the people in the room as the real measure of a decision.

That turns into small, specific habits. Before your next big call, step away from the inbox and write down the questions you have not yet asked. When good economic news arrives, ask how it lands on the lowest-paid person on your team. In meetings, give every person a turn, and outside them, give colleagues the chance to know each other before conflict arrives.

Data and technology will keep speeding up. The leaders worth following will be the ones who still look up from the screen and ask who the numbers are about.

About this book

What is this book about?

Leaders are supposed to have answers, yet the forces of this century keep pushing them to answer too fast. Endless information, instant convenience, rising public anger and enormous pools of personal data all reward the person who reacts quickly and sounds sure. Chris Lewis and Pippa Malmgren argue that this reflex is exactly where leadership goes wrong. Their case is that good leaders combine analytical, data-driven thinking with the slower, wider-ranging thinking that produces creative insight, and that they read every trend through its effect on individual lives. The book looks at the information flood, an economy whose growth figures hide real hardship, technology that can be turned against the people it serves, shrinking patience, widespread anger and the gender dynamics that keep half a team from being heard. For each pressure, readers get practical responses: when to stop consuming and start questioning, how to judge economic news from a junior colleague's point of view, how mindfulness, empathy and conflict resolution calm a tense team, and how to run meetings where every person gets a turn to speak.

Book Information

Rating:

Genre:

Management & Leadership

Topics:

Empathy, Future of Work, Geopolitics, Trust

Publisher:

Hachette

Language:

English

Narrator:

Ben

First published:

October 30, 2018

Pages:

296

Length:

14 min 37 sec

Get the book:

Amazon

Who it's for

  • Overloaded managers and leads

    Managers and team leads who feel buried in information and pressed to decide too fast.

  • Leaders questioning upbeat numbers

    Founders and executives whose upbeat numbers no longer match how their staff are living.

  • HR and learning leaders

    HR and learning leaders looking for practical ways to calm conflict and make meetings fairer.

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About the Author

Chris Lewis

Chris Lewis founded LEWIS, a marketing and communications agency, and serves as its CEO. He is also a published journalist and a media trainer who has worked with senior politicians, celebrities and business people. Pippa Malmgren has been an economic adviser in the White House and to the British Cabinet, led strategy at several of the largest global banks and advised tech start-ups. She studies where geopolitics, technology, security and markets meet, speaks to business audiences worldwide, and coined terms such as shrinkflation and heartware.

Ratings & Reviews

Ratings at a glance

3.7

Overall score based on 31 ratings.

What people think

Listeners find *The Leadership Lab* to be a stimulating guide that successfully navigates the difficulties of managing in a high-speed, technology-driven environment. While perspectives differ on the book’s habit of posing deep inquiries over delivering definitive solutions, listeners value its focus on lateral thinking and cultivating a "whole-brain" organizational culture. Additionally, they appreciate the commentary on gender balance and strategic framing, with one listener pointing out the book's striking observation that patience is one of the "great unnoticed casualties" of the modern era. The text is also commended for debunking obsolete management theories and urging leaders to emphasize emotional intelligence alongside situational awareness.

Top reviews

Natnicha

Wow. This book hit me exactly where I am in my career right now, especially the sections on 'whole-brain' thinking. Lewis and Malmgren argue that our modern reliance on cold, analytical data is actually blinding us to the bigger picture. It’s a refreshing take that prioritizes creativity and situational awareness over the usual corporate metrics. While it doesn't offer a simple checklist for success, the questions it asks are vital for anyone trying to navigate the 21st-century's chaotic shifts. I loved the deep dive into how technology influences our social relationships and our sense of time. If you’re tired of 19th-century mindsets in your 21st-century office, this is essential reading. It encourages leaders to prioritize emotional intelligence and leading with values, which is exactly what we need right now.

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Apichat

The chapter on gender balance and masculine/feminine framing was a total revelation for me. It’s not just about diversity quotas; it’s about balancing strategy, operations, and organizational psychology in a way that most 'bro-culture' tech startups completely ignore. Lewis and Malmgren argue for a necessary shift in how we frame power and thinking. The book is incredibly thought-provoking and pushed me to revisit how I interact with my team. It’s a 5-star resource for anyone who feels like the old rulebook no longer applies. The emphasis on 'tech for good' and the idea that culture eats strategy is exactly what the leadership industry needs right now. I'll definitely be revisiting the Kythera model tensions one by one.

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Fon

Ever wonder why your boss seems stuck in the 1800s? The authors address this disconnect head-on, explaining how modern leadership requires a total evolution of the mind to keep up with the fourth industrial revolution. I was particularly drawn to the Kythera model and the eight tensions; it’s a clever heuristic that helps map out the light and dark sides of rapid change. Truth is, we are living through a technological upheaval and most of us are fundamentally unprepared. The book does lean heavily into anecdotes in the data section, which might annoy those looking for hard, left-brained analysis. Still, the insights on mental discipline and values-led leadership are top-tier. It makes you think deeply about your own 'thinking culture' and how you join the dots.

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Amy

Picked this up because I wanted to understand how technology is eroding our collective patience. The authors’ observation that patience is one of the 'great unnoticed casualties' of the 21st century resonated with me on a personal level. In a world of instant gratification and constant connectivity, mental discipline becomes a competitive advantage for any leader. The book challenges the linear thinking that failed us in the past and encourages a more lateral, imaginative approach to problem-solving. I found the sections on geopolitical influences quite dense, though they are necessary for a 'whole-brain' understanding of the world. It’s a solid blueprint for future entrepreneurs who want to lead with sensitivity and intelligence while navigating a technology-saturated world.

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Malee

As someone who's spent years in tech startups, I really appreciated the focus on lateral thinking and building a 'whole-brain' organizational culture. The book is a stark reminder that we can’t just extrapolate the past to predict the future—that’s how we get blindsided by the next 9/11-style event. The authors highlight the importance of surrounding yourself with people more intelligent than you, which is a lesson many egos in the C-suite desperately need to hear. There’s a lot of food for thought regarding how technology affects our relationships and mental discipline. My only gripe is that the pacing can be a bit uneven in the middle chapters when they dive into data overload. Overall, it’s a vital read for the modern era.

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Chanpen

Finally got around to reading Lewis and Malmgren's work, and the emphasis on imagination over linear extrapolation is incredibly timely. They use the response to historical crises as a powerful example of how we often fail to see what’s coming because we’re too focused on reductive thinking. This book is a deep dive into the 21st-century mindset, forcing you to join the dots between politics, tech, and human psychology. I especially liked the discussion on situational awareness and the role leaders play in the political arena. It’s a challenging read that asks you to be an active participant in change rather than just a passive observer. It definitely made me rethink my approach to information consumption and how I lead my organization.

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Pla

In my experience, leadership books often feel like recycled platitudes, but this one actually challenges the existing power structures. The idea that political leaders are now emerging from business and show business is a fascinating observation that changes how we view modern career paths. The authors push for a type of leadership that is both inclusive and highly informed about global trends. While some of the sections on tech currencies felt a bit like a detour, the core message about leading with values and emotional intelligence is strong. It’s an inspiring text that encourages the next generation to build with intelligence and sensitivity to the world around them. A very solid 4-star effort for its breadth of vision and willingness to tackle difficult questions.

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Chanida

The Leadership Lab is more of a philosophical inquiry than a step-by-step manual. While the authors do an excellent job identifying the massive information overload we face, they seem more interested in provoking debate than giving straight answers. Frankly, I felt a bit lost regarding who the intended audience was—is this for a CEO, a policy maker, or a local politician? The discussion on tech currencies like Bitcoin was interesting but felt slightly detached from the core leadership themes. It's a well-researched piece, and the thoughts it provokes are certainly worth considering. However, the lack of a clear 'how-to' guide might frustrate readers who want immediate application. It's worth a read for the perspective shift alone, even if it leaves you with more questions than you started with.

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Anchalee

To be fair, the authors clearly know their stuff when it comes to the geopolitical landscape and economic policy. The book covers everything from government influences to the social impact of the internet. However, I found the tech and data sections to be a bit cluttered with too many anecdotes that didn't always land. I would have preferred more specific analysis of industries that are currently failing to adapt. The writing style is engaging, but it often circles back to the same themes of change without moving toward a concrete resolution. It’s a 3-star read for me because while the 'aha' moments are definitely there, they are sometimes buried under generalities. It serves better as a conversation starter for a management team than as a definitive guide.

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Tariq

I found this book incredibly frustrating because it raises massive, complex questions but stops short of providing actionable solutions. Look, I understand that the world is changing and that leaders need to be more 'lateral,' but after 200 pages, I still don't have a clear path forward. The authors catalog the shortfalls of current leadership brilliantly, yet they offer very little in terms of practical tools for the average manager. The focus on Bitcoin as a counter to inflation felt out of place and a bit distracting from the main thesis. If you enjoy academic debates and high-level theory, you might like this, but if you want a practical leadership guide, look elsewhere. It's too abstract for my taste and lacks a cohesive target audience.

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Questions about this book

Chris Lewis and Pippa Malmgren argue that rapid change pushes leaders toward quick, narrow and overconfident decisions. Information overload, instant convenience, widespread anger and huge pools of data all reward speed. Their answer is a leader who combines analytical thinking with slower, broader, creative thinking, steps back from the flow of information to ask questions, and pays close attention to how economic and technological shifts affect individual people.

In the book, left-brain thinking is logical, fast and data-driven, narrowing problems to precise answers. Right-brain thinking handles qualitative factors like emotion, explores widely and looks for connections, mostly when we are not paying attention. A survey of analytical leaders found most of their best ideas came away from work, in the shower, in conversation or on walks. The authors say good leaders use both modes.

The authors recommend three skills. Mindfulness builds resilience and, citing Daniel Goleman, stronger emotional intelligence. Empathy helps leaders understand others’ perspectives, emotions and needs. Conflict resolution tackles the causes: stay neutral, talk with every party to find the root of the problem, and negotiate a way to meet everyone’s needs. They also suggest helping team members get to know one another, so tensions arise less often.

The authors note that height and louder voices give men more space in meetings, while women’s ideas are more often ignored. Instead of following the loudest voices, give each person a turn to speak. Another option is to let people come up with ideas silently, then have each present theirs for discussion. Leaders can also introduce training that builds confidence, which brings more skills and thinking styles into the team.

It suits managers, team leads and executives who feel pressure to decide quickly in a flood of information, and who sense that headline numbers no longer match their staff’s reality. It also helps people responsible for team culture, since it covers communication for impatient audiences, patience with new hires, handling anger and conflict, responsible use of data, and giving every team member a fair chance to be heard.

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The Leadership Lab

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