Penguins and Peacocks Lessons on Leadership

A Peacock in the Land of Penguins: Book Report

Section 1: Summary

A Peacock in the Land of Penguins is a unique take on leadership in the workplace: it uses a fable to introduce the concept that there are two types of workers in general—peacocks and penguins. From there it goes on to offer advice, ideas, examples and resources for both types of workers in an organization. This book helps workers identify whether they are a “peacock”—i.e., someone who relishes being different, creative and unique at work (where conformity is typically expected)—or a “penguin” (someone who does not mind at all fitting in with an organization and being like others). The book offers tips for peacocks, such as “be realistic about the world of work” (Hateley 116), which means know that there are going to be places where penguins are in the majority but that you may be on the lookout for organizations that want workers like you—so don’t despair. The book also takes a positive view of penguins (conformists) and shows that peacocks (individualists) can learn from penguins. It also points out that there is always a little bit of penguin in everyone. At the same time, the book gives tips to penguins who would like to develop more individualistic traits as well as tips for penguins who would like to change their organization. Because a conformist is not likely to be one to implement a change management strategy, the book provides useful advice on how to be more like a penguin in certain situations. Finally, the book shows why it is important to cultivate and “feed” penguins as they are important to any organization as they “provide creativity and new thinking” which is where innovative breakthroughs in industries ultimately come from (Hateley 132).

Section 2: Lessons Learned

One of the main ways that this book taught me to be a better leader was first and foremost to know yourself. If you are more individualistic, be aware of the good points and bad points of this personality type and how others might perceive you. If you are more oriented towards trying to fit in and conform to the status quo, know that this also has good points and bad points too. The important thing about leading is to know what kind of personality you have and how this can impact your influence and those around you. For example, an leader who is more of a conformist will never be able to implement an innovative change in the workplace; in order for such a leader to succeed, he or she will have to become more like a penguin and embrace his or her creative side before trying to get others to do the same.

Another lesson about leadership that I learned was that it is better to be cautious than to throw caution to the wind. A leader can be bold and innovative (a true peacock) but he should also be careful (like a penguin) when it comes to pursuing new ideas. For example, if a leader wants to pursue every new and creative impulse that comes along, he will soon lose all followers because an organization needs stability and continuity in the long-run.

A third important leadership lesson found in the book is that it’s not so much what you say as what you do that makes a difference. People are impacted mostly by the example you set in your actions. So, for example, if you want to be an effective, you have to lead by way of example—like demonstrating effective communication skills with workers to show that you truly want to hear what they have to say. If you are a leader who always promotes the concept of communication but never actually stops to listen to others, your workers will never communicate like you want them to—because you yourself do not do it.
Finally, the fourth lesson learned is that to keep your organization from being stagnant, a leader has to hire creative talent. For example, if you are a leader and surround yourself with nothing but penguin-type personalities, your company will quickly fall behind in a competitive industry where innovation is key to success.

Section 3: Conclusion

One point I disagree with in this book is the concept that there is a little penguin inside us all. In truth, I think there is a lot of penguin inside us all—even in those of us who are very eccentric and individualistic. Even these types are conforming to a concept of what it means to be different and to be an individual. Really, one should strive to liberate oneself from any sense of being constrained by either of these labels.

The single most important point I learned from this book was that being a good leader means taking the time to reflect on yourself and identify the type of person or personality you have. Being self-aware is the first step towards becoming self-actualizing. In order to be an effective leader, you have to know both your strengths and weaknesses so that you can leverage the former while working to improve the latter. Followers will look to you for an example of how they should behave, so that means in order to have strong followers you have to realize that strength within yourself first.

I would definitely recommend this book to someone. It is insightful, humorously put together, and packed with easy-to-read useful tips and bits of advice, with clever and helpful examples to boot. The penguin and peacock imagery is perfectly suited to explaining the two main types of workers and I think everyone would be able to relate to it the same way I did.

Works Cited

Hateley, B. J. A Peacock in the Land of Penguins. Berrett-Koehler Publishers, 2001.