Necessary Endings: The Employees, Businesses, and Relationships That All of Us Have to Give Up in Order to Move Forward By Henry Cloud

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Rating: 8.9 (4450 reviews)
Author: Henry Cloud

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“If you’re hesitant to pull the trigger when things obviously aren't working out, Henry Cloud’s Necessary Endings may be the most important book you read all year.” —Dave Ramsey, New York Times bestselling author of The Total Money Makeover“Cloud is a wise, experienced, and compassionate guide through [life’s] turbulent passages.” —Bob Buford, bestelling author of Halftime and Finishing Well; founder of the Leadership Network Henry Cloud, the bestselling author of Integrity and The One-Life Solution, offers this mindset-altering method for proactively correcting the bad and the broken in our businesses and our lives. Cloud challenges readers to achieve the personal and professional growth they both desire and deserve—and gives crucial insight on how to make those tough decisions that are standing in the way of a more successful business and, ultimately, a better life.

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We have a finite amount of energy, time and money available. What is spent on the wrong things cannot be spent on the right ones.Gardeners get this: They understand the need to remove diseased, overmature, or unwanted portions from the rose bush. They know that pruning encourages denser growth and more profuse flowering by concentrating the plant's energy on continued flower production.Part of the lifecycle of plants is the need for pruning. Part of the lifecycle of people and organizations is the need for pruning. Pruning applies to big issues like ending relationships with people and projects, and small ones like scrapping parts of the Monday morning meeting agenda that no longer add value. More important issues cannot be added to the time tight agenda unless other items are removed.Clouds’ book, Necessary Endings, is a guide to ending relationships that are no longer working, investments that are not performing, so we can use the finite amounts of time, energy and money that we have for what can work. To do that effectively we need to be clear what we are dealing with so we do not end what we should persevere with and not persevere with what we should end.A useful rule of thumb is his distinction between “hoping” and “wishing.” Hoping is when the expectation of an improvement in staff productivity or an investment returns is based on sound evidence or reasoning. In contrast, wishing is the baseless expectation of improvement of the situation.Jack Welch was a legendary pruner. He pruned any companies that were not number one or number two in their industries or on their way to becoming number one or number two. He instructed his managers to spoil the top 20% of their staff, take care for “solid” 70% and fire the bottom 10%. Both the business and the staff were stronger for this as evidenced by GE’s spectacular results during his twenty year tenure as Chairman and CEO.Cost cutting should not be confused with pruning. Pruning is strategic, cost cutting often results in fewer people required to do more with less, hardly a clever strategic move.Cloud, a clinical psychologist, explores the many emotional traps that prevent us from ending what is necessary. They range from the mistaken belief that “winners don’t quit and quitters don’t win” to the feeling that “we may be in hell, but at least we know every street.” Even when there is no longer any reason to believe that the project, employee, relationship or partnership will ever come right people decline to effect the necessary ending. This feels preferable to being labeled the “bad guy” by oneself or others.There are books for gardeners on how to prune the roses. Executed competently, you get great blooms and done purely or not at all, you will have ungainly, leggy growth with bare branches at the base. Necessary Endings is probably the business equivalent.The good times can not start until the bad times end.Readability Light --+-- SeriousInsights High -+--- LowPractical High +---- Low Ian Mann of Gateways consults internationally on leadership and strategy

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