Executive Reads: James Temple

James Temple is a 28-year-old philanthropic YP powerhouse. He sits on advisory councils at various charities and donates countless hours of his time to causes he’s passionate about. Not too shabby, considering this Ryerson University grad – who was named one of the school’s Top 30 Under 30 alumni in 2009 – also has a robust career as the Director of Corporate Responsibility for PwC. Perhaps part of James’ climb to career success can be attributed to the words of these three notable reads…

The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell 
There’s a perception that you’ve got to be a ‘mover and shaker’ to get ahead in the world, but Malcolm Gladwell helps dispel this myth and challenges the reader to think differently about what’s involved in creating the enviable ‘stickiness factor’. It’s really about understanding how you fit into one of three distinct personalities in the world: Connectors, Mavens or Salespeople. Each has got a knack for getting people excited about information and experiences, and the Tipping Point describes what makes them tick and how their environments can influence their journeys. The world is a small place: Now you can connect the dots. 

Where the Wild Things Are by Maurice Sendak 
Work/life balance is a critical component of success, and I’m a big proponent of taking a mental-health break to have some fun and act like a kid. In a world obsessed with innovation, we can turn to the classics from the past to inspire us to think ‘what’s possible’. Where the wild things are teaches us to take the time to escape to a whole new other world and see the bigger picture. That’s really where the good ideas are, don’t you think? 

Stanford Social Innovation Review: Collective Impact by John Kania & Mark Kramer 
Hands down, my favourite quick-reads are published in the SSIR. It’s chalk full of new ideas that help to energize a weekly meeting, or generate some interesting conversations at a cocktail party. Collective Impact is all about a process that suggests large-scale social change requires broad cross-sector coordination. Unfortunately, most of the time, people and organizations operate in silos, something that inhibits team work and the realization of social outcomes. This philosophy translates any job, business, or social issue. This is a must read for the up-and-coming executive.