Barrett, the president of the leadership-development company Success-Minded Leader, draws on decades of experience as a coach across multiple industries for this work. The author addresses leaders at all levels, arguing that modern organizations can no longer afford to ignore the financial and productivity costs of ineffective leadership. Poor leaders also can’t cultivate the skills that modern work requires, such as creativity, problem-solving, collaboration, and discretionary effort. He points out that management is about systems and efficiency, but leadership is a different thing; it’s “the art of understanding what drives human beings.” Management and leadership serve different functions, Barrett writes, and successful organizations require both. The author presents a logical leadership-development sequence, asserting that mindset shapes behavior; self-awareness exposes ingrained habits, triggers, and blind spots; and emotional intelligence builds self-regulation, intrinsic motivation, empathy, and social skill. This all leads to the author’s “9 Success Mindsets,” derived from his research partner Julie Miller’s interviews with high achievers from varying backgrounds and industries. “Vision,” “Passion,” and “Perseverance” are the “Big Three” mindsets, he writes, and “Creativity,” “Compassion,” “Risk-Taking,” “Self-Motivation,” “Seizing Opportunities,” and “Positive Thinking” support this trio. Later sections apply his ideas to specific leadership activities, including coaching, building teams with complementary strengths, cultivating workplace culture, and sustaining worker development. Two substantive appendices provide questions to help readers identify and activate the aforementioned mindsets. Barrett’s work offers accessible stories of personal failures and coaching cases, as well as examples drawn from the lives of well-known figures such as Florence Nightingale, Spanx founder Sara Blakely, and coach Herb Brooks. His straightforward prose, orderly structure, and ready-to-use questions make for a practical guide. That said, the mindset framework draws on familiar ideas about trust, emotional intelligence, team dynamics, and continuous growth that readers of the genre will have encountered elsewhere. Also, the author doesn’t explain the methodology of Miller’s research in depth, which makes the framework’s empirical basis difficult to assess.