Good People: The Only Leadership Decision That Really Matters

Ever wonder why some leaders inspire fierce loyalty while others just manage by the book and fail to connect? This book answers that by focusing on the 'net energy giver' concept and the importance of human capital over short-term profit. I found the section on wholeness particularly moving, especially the idea that we must be at peace with our roles to truly serve others. Tjan’s writing is accessible and filled with heart, reminding us that being professional shouldn't mean being less human or stripping away our idiosyncrasies. It’s a rare business book that actually makes you want to be a better person in your personal life too. The R.I.S.E. decision-making process is a fantastic tool that I’ve already started using to evaluate my own leadership tensions.

Not what I expected from a typical corporate leadership manual, as it leans heavily into philosophy and the concept of 'wholeness.' I was struck by the quote about how there is nothing noble in being superior to your fellow man, and how true nobility is being superior to your former self. Tjan makes a compelling case that goodness isn't just a soft skill, but a habitual practice that requires constant discipline and reflection. I loved the focus on being a 'student first and teacher second,' which is a perspective too many CEOs lack today. This book resonated with my own experiences in high-growth startups where culture often gets sacrificed for speed. It’s a powerful reminder that if you focus on the right people with the right values, the rest usually resolves itself.

While the author definitely likes to remind you of his impressive background, the core message about prioritizing human connection over cash remains vital and timely. Anthony Tjan defines good people as those committed to helping others become the fullest versions of themselves, which is a beautiful way to look at management. The R.I.S.E. framework is useful, but the real value is in the shift of mindset he encourages regarding 'net energy.' Are you a giver or a taker? This question has changed the way I approach my morning meetings and my interactions with my mentees. It’s a book that asks you to be brave enough to be vulnerable and to choose kindness over being right. I finished it feeling inspired and ready to actually put these values to work in my own firm.

As a manager struggling with a high-pressure culture, this book felt like a much-needed deep breath of fresh air. Tjan argues convincingly that we’ve been conditioned to value a person’s workflow wizardry over their actual character, which is a recipe for long-term disaster. The distinction between goodness as a competency and goodness as a set of values really stuck with me throughout the week. While some parts of the prose are a little wordy, the specific questions he suggests for mentors—like 'What’s slowing you down?' and 'How can I help?'—are immediately applicable. It’s a savvy business book that manages to stay human. I think every HR department should at least consider his framework when they are building out their recruitment and interview processes.

The chapter on mentorship alone is worth the price of admission for anyone in a coaching or leadership role. Tjan emphasizes that we often overestimate short-term effects but massively underestimate the long-term power of investing in people's character. I especially liked the focus on 'active vulnerability' and how taking risks is essential for reward in business building. Not gonna lie, some of the corporate-speak gets a little thick in the middle, but the core questions he provides to identify lifelong strengths are gold. This is the kind of book you keep on your desk to flip through when you're feeling burnt out by the transactional nature of modern work. It reminds you that people—real, flawed, idiosyncratic people—are the only thing that actually matters in the end.

Picked this up on a recommendation and found the distinction between 'goodness as competency' and 'goodness as values' to be quite profound. In most workplaces, we are taught to be well-organized perfectionists, but Tjan argues that true leadership requires being a 'good person'—one who is modest and listens to subordinates. I loved the specific case study on Jumpcut’s core values and the idea of 'signing your name' on your work like a masterpiece. It's a very practical guide for entrepreneurs who want to build a company that lasts longer than a single product cycle. My only minor gripe is that the author’s personal stories can sometimes feel a bit detached from the reality of entry-level workers, but the overarching message remains incredibly strong and necessary.

Anthony Tjan attempts to codify something as elusive as 'goodness' into a structured business framework, and the result is a bit of a mixed bag. The Goodness Pyramid—comprising Truth, Compassion, and Wholeness—is a solid enough mental model, but most of the advice feels fairly intuitive to anyone who has spent time in a healthy workplace. Frankly, there isn't much here that feels revolutionary or practically new compared to classic leadership texts like those by James Macgregor Burns. I did appreciate the fresher case studies, particularly the mention of WD-40 and their culture, yet I still walked away feeling like I lacked actual tools to implement these changes. It’s an easy read and certainly well-intentioned, but it lacks the 'teeth' needed to transform a standard corporate environment into a values-driven one.

Truth is, we’ve been conditioned to look at resumes first and character second, which is exactly the habit Tjan tries to break in this volume. The book is an easy read, which makes it perfect for busy executives, but I do wish there was more 'how-to' and a little less 'what-is.' I appreciated the discussion on the tension between pragmatism and idealism, as that’s a daily struggle in my industry. However, the framework of Truth, Compassion, and Wholeness felt a little bit like a Sunday school lesson translated into corporate jargon. It's a good book for a team book club to spark conversation, but don't expect it to provide a step-by-step blueprint for fixing a toxic culture. It's more of a philosophical nudge in the right direction.

Look, I really wanted to love this, but it felt like a long-form article stretched into a full-length book. While the core message about prioritizing character over competency is important, the text is incredibly repetitive and could have been summarized in a tenth of the time. To be fair, Tjan makes some great points about 'goodness' as a primary leadership criterion, but I found myself checking the page numbers constantly to see if I’d already read the section. He also tends to mention his personal accomplishments on nearly every page, which eventually starts to feel like a humble-brag marathon rather than helpful advice. If you're looking for a quick summary of why values matter in business, just find an interview with the author online and skip the 200-plus pages of fluff.

To be fair, the 'Goodness Pyramid' is a decent enough concept, but I struggled to get past the author's tone. Tjan is clearly very successful, yet the constant references to his high-level meetings and elite circles felt more like a resume padding exercise than a humble guide. The book rehashes a lot of common sense about being an honest person and a good listener, which is fine, but it doesn't offer the rigorous analysis I was hoping for. The writing style is quite repetitive; I felt like the same few points about values-first leadership were being hammered home in every single chapter without much evolution. It's a nice sentiment, but ultimately, it feels like a collection of anecdotes that don't quite add up to a cohesive manual for change.