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And You Call This F-ing Leadership?, by Steven H. Newhouse
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FedEx Freight's bungled $780 million acquisition of the assets of Watkins Motor Lines as related by Steven H. Newhouse, a company officer who lived through it, is a unique case study on leadership that chronicles the calamitous demise of the company that became FedEx National LTL. This narrative provides many pertinent examples of and valuable insights into leadership and relevant perspectives on the importance of valuing workplace cultures. Newhouse shares a poignant story of how not to lead in juxtaposition to the insights of a successful leader who understands the importance of valuing workplace cultures. What happened to the Watkins Motor Lines workforce once it became FedEx National LTL should never have happened, but it did due to a combination of inadequate leadership and a bad economy. This is the story of how a journey down a highway that began with high hopes and aspirations became littered with broken promises, countless disappointments and a final disastrous end: the demise of a 74-year-old highly successful and profitable nationwide trucking company that employed 10,000 employees and had over $1 billion in revenue the year it was acquired by FedEx. Steve Newhouse is a retired vice president and managing director of Human Resources from FedEx National LTL and FedEx Freight Corporation. After obtaining his BBA and MBA from Western Michigan University, he spent 43 years in Human Resources management with seven different corporations after serving as an Adjutant and Personnel Officer for an Air Defense Artillery Battalion in the US Army. He spent 24 of those years as a vice president of Human Resources at four different corporations. This case study will provide you with a meaningful perspective and deeper understanding of what it means to be an effective leader to your workforce and what it takes to become the leader for whom you yourself would want to work.
- Sales Rank: #858920 in Books
- Published on: 2014-02-04
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .41" w x 6.00" l, .55 pounds
- Binding: Paperback
- 182 pages
About the Author
Steven H. Newhouse is a retired vice president and managing director of Human Resources from FedEx National LTL and FedEx Freight Corporation. After obtaining his BBA and MBA from Western Michigan University, he spent 43 years in Human Resources management with seven different corporations after serving as an Adjutant and Personnel Officer for an Air Defense Artillery Battalion in the US Army. He spent 24 of those years as a vice president of Human Resources at four different corporations. During his career, Steve was a board member and board chair of CUE, Inc. an organization devoted to positive employee relations, San Antonio, TX; a board member and board chair of the North American Transportation Employee Relations Association, Washington, DC; a cofounder of "Freewheelers", an organization comprised of 20+ national trucking companies who meet regularly to discuss common Human Resources practices and industry workforce issues; a board member of the Blue Ridge Conference on Leadership, Auburn University, AL; a board member of the United Way of Central Florida, Lakeland, FL; and a board member and board chair of the American Red Cross, Polk County Chapter, Winter Haven, FL. Steve currently serves on the board of the Watercolor Society of North Carolina where he is responsible for long range planning for the society.
Most helpful customer reviews
10 of 12 people found the following review helpful.
Investor? Employee? Leader? You Need to Read This!
By Chris Nealis
If you’re an investor and you ever wondered why a supposedly “excellent acquisition” failed, you should read this book. It may give you some insight as to why and you’ll be incensed. If you are someone who’s ever been negatively affected by an acquisition or merger, this book lets you know some members of senior management grieved right along with you and you’ll be somewhat consoled. If you are, or aspire to be, an effective leader, you’ll either be motivated or warned. You can learn a great deal from this true story account of just how successful good leadership can be, and how miserably, and quickly, poor leadership can fail.
Steve Newhouse shares a brief and factual account of the successful, 75-year rise of a family-owned business into a billion-dollar, national company. Through specific examples and insightful quotes in this case-study format, he describes how positive leadership qualities and actions engender respect, loyalty, responsibility, hard work and can-do attitudes, resulting in success for owners, management and employees alike.
In an equally factual account, Newhouse then describes how all of these positive outcomes can be undermined and destroyed by an acquisition characterized by a lack of planning, poor communication, silo-based bias and, in this writer’s opinion, self-serving arrogance. When coupled with a declining economy, these poor leadership qualities resulted in a sad, costly and unnecessary failure for investors, the corporation, and employees.
6 of 7 people found the following review helpful.
A new level of helpful candor
By Alexander D. Lucia
Steve Newhouse has an unsurpassed passion and courage to tell what really happened when these two well known organizations combined their most important asset...their people . Even though the facts are related in a "no holds barred" kind of way the tone is not mean spirited.
You won't find many books this candid so be glad you found this one!
AL Lucia CSP
4 of 5 people found the following review helpful.
A telling report of a view from the inside
By Zeb E. Barnhardt Jr.
Oh, no! Another book about leadership, you say. What’s next? Well, this book should be “next” on your reading list!
You will not find chapters neatly categorized on typical leadership topics that will bore you to tears. The author is not searching for another way to help you invent the wheel. What you will find is a passionate personal account of the often troubling experience of a leader in HR as the company he helped manage went through unexplained, unanticipated, and seemingly unplanned transitions resulting from its acquisition by a major corporation that should have known better.
Some will read the book because they know the author or because they shared his experiences. Some will read the book because they are curious as to what he has to say. Some may read it because of the unusual title. I believe that all who read it will find it worthwhile to do so.
Steve Newhouse is an HR professional. He has his eyes on people, observing them for who they are as opposed to what they do, or may think they do. He has his ears attuned to what people around him say, and he listens. Now, he puts his pen to paper to share his observations of and experiences with questionable leadership. The book leaves the reader with the unanswered question of how different the impact of the merger on the lives of many employees might have been if stronger and more disciplined leadership had been present. The real tragedy is what did happen. Readers can learn from that.
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