Book Description

A remarkable teenager who went from public assistance to a million dollar net worth shares his story and offers 9 key principles to success.

Farrah Gray is no ordinary teenager. He wears a suit and tie; he has an office on Wall Street and another one in Los Angeles . . . and he sold his first business at the age of 14 for more than a million dollars. He invested that money in a partnership with Inner City Broadcasting, one of the most prominent African-American owned businesses in the country, and now is heading the relaunch of their signature magazine, InnerCity. According to People magazine, Farrah is the only African-American teenager to rise from public assistance to a business mogul without being in entertainment or having a family connection.

Reallionaire tells Farrah's extraordinary and touching story. When he was just six, Farrah's mother became seriously ill, prompting his decision to provide for this family, and he spent the first $50 he ever made taking them for a real sit-down dinner. At the age of eight, he founded his first business club. By fourteen, with a million dollars in his pocket, Farrah was well on his way to business success.

Each stage of Farrah's progress is marked by one of the principles of success he learned along the way, creating not just an extraordinary story but also a step-by-step primer for others to create success in their own lives with honor; charity and compassion.
In the tradition of great motivators and leaders, this is both an instructional book and a story to inspire others to live life to the fullest. And readers don't have to be interested in business to enjoy it. In fact, Farrah is a role model for everyone.

Reviews (1)

Reallionaire Is A MUST Read!!!!!
I was truly impressed with Mr. Gray's writing style.It blends the personal develoment tenets of Kiyosaki, John C. Maxwell, Napoleon Hill and Jim Rohn beautifully in a way that can be easily understood and duplicated by young and old readers.It is a very inspiring and thought provoking guide to living your life with passion, purpose and faith in God and your God-given abilities. I recommend this book to everyone who is serious about personal development. ... Read more

Book Description

A Guide to the Project Management Body of Knowledge (PMBOK® Guide)– 2000 Edition is your basic reference and the world’s de facto standard for the project management profession. It was designated an American National Standard (ANSI/PMI 99-001-2000) by the American National Standards Institute in March 2001.

The Project Management Body of Knowledge (PMBOK®) is an inclusive term that describes the sum of knowledge within the profession of project management. The PMBOK® Guide identifies and describes the subset of principles and practices within the PMBOK® that are generally accepted and applicable to most projects most of the time. The guide also provides a common lexicon for talking about project management. Project management is a relatively young profession, and while there is substantial commonality around what is done, there is relatively little commonality in the terms used. An extensive glossary further aids in standardizing definitions of the most important concepts, terms, and phrases.

The Project Management Institute (PMI®) uses the PMBOK® Guide as one of the references for the Project Management Professional (PMP®) Certification Examination. Major revisions and expansions of this edition include:

• Aligned newly added processes, tools, and techniques with the five project processes and nine knowledge areas. For example, reserve time, variance analysis, and activity attributes were added to Chapter 6 (Project Time Management); estimating publications and earned value were added to Chapter 7 (Project Cost Management); and project reports, project presentations, and project closure were added to Chapter 10 (Project Communications Management).

• Added a section in Chapter 2 to acknowledge the role of the Project Office; expanded the treatment of earned value management in Chapter 4 and Chapter 10; and added a brief discussion of the Theory of Constraints in Chapter 6.

• Expanded Chapter 11 (Project Risk Management) to include six processes instead of the previous four: Risk Management Planning, Risk Identification, Risk Assessment, RiskQuantification, Risk Response Planning, and Risk Monitoring and Control.

• Strengthened the linkage between organizational strategy and project management throughout.

The PMBOK® Guide is one of those indispensable tools that you will want at your fingertips, both at work and in your home office. Selected as a suggested resource for CAPM®, CAQ® Automotive Product Development, CAQ Capital Projects, CAQ Information Technology Systems, CAQ Information Technology Networking, and CAQ Project Management Office exam preparation.

Look for official translations in 8 languages:
• Chinese
• Spanish
• Portuguese
• French
• German
• Italian
• Japanese
• Korean ... Read more

Reviews (22)

A Requirement for PMP exam, but not everything.
I'm a a certified PMP and purchased this book because PMI says it is the basis for the exam. The problem is that it's incredibly boring and does not include all the information on the test! Although all the project management processes are detailed and the terms are defined, it does not really teach you on how to apply and understand project management. There are also no practice questions included in the PMBOK and this is an absolute requirement before you sit for the test. You must also purchase an independant study guide book. I recommend PMP Exam Prep by Rita Mulcahy. It is well written, an enjoyable read, and includes many topics that appear on the exam that are not included in the PMBOK (i.e. Professional Responsibility etc.).

_The_ Project Management Standard
The PMI has put together a book that is the definitive project management standard. Within the concise 200 or so pages, expect to get an overview of all the general areas of project management.

This book describes a generic project management model, suitable across many disciplines. It is written to be a standard. While it is authoritative and something you should definitely read, it is tough reading for beginners. The book does not proceed in the same sequence as project phases. It makes the book difficult to read as a textbook.

If you are a beginner I suggest that you purchase a copy of this book immediately but do not attempt to read it yet. Buy yourself a basic book on project management. Participate and lead projects. As you face issues within your project, refer to this book. You will find your study will be richly rewarded.

Anyone appearing for the PMP exam must know this material like the back of their hands. Spend a lot of time here. Keep in mind however that this book is not a repository of knowledge, it is a roadmap.

In summary, not a trivial read, but a rewarding one.

Essential reference fo PMP
This book is a good reference and should be used as a reference book. You need to know the content of this book to pass the PMP. However, don't use thie book at the only source of study. Get a copy of Andy Crowe's "The PMP Exam: How to Pass on Your First Try" and "The Ultimate PMP Study Aid" (from ebay).

By the way, when your join the PMI memnbership, they will send a CDROM verson of the book free.

Good reference, but you will fail PMP if you rely only on it
This reference is good for a base of terminology for Project Management. Unfortunately, because the difference between an IT project and a Construction project is so great, the BOK can only address high-level concepts. The golden nugget is that what the BOK does address are time-tested standards that help all project managers.

Why do you make a Charter? What goes in it? What do you get out of it? The BOK answers all these questions. By following the framework, your projects will have a fighting chance and not get caught up in a tangle of disorganization.

As for the PMP-applicability of this reference, it does not address contracts, team-building, or ethics, which are all required for passing the test. When I studied for the test, I spent about 5% of my time studying the PMBOK and 95% on other reference materials. I earned my PMP after 5 weeks of studying, without memorizing anything from the BOK.

Essential Classic
This book is certainly a must have for the management of BIG projects. It is extremely rich in a wide area of relevant details. It is extremely good as a reference. It is good, if your specific area has not an established project methodology.

On the other hand I do not like the book for reading and learning. It feels like reading a book on income taxes regulations, though a good one. ... Read more

Book Description

Praise for The New CFO Financial Leadership Manual

"Steve Bragg has done it again! This manual shows what a CFO needs to do to truly add value. It should be mandatory reading for all CFOs who want to play a strategic role in their organizations."
–Janice M. Roehl-Anderson, Partner
Deloitte Consulting

"This timely guide will help CFOs master the right thinking and management skills. An effective tool for navigating today’s corporate financial waters."
–Clint Davies, Principal
Berry, Dunn, McNeil & Parker

"An excellent reference book and good reading besides. This book is a how-to for new and experienced CFOs. It is one place for new CFOs to get information on how to start in their job as well as continuing reference on many issues–such as personnel, accounting and reporting, banking, credit, taxes, and so on."
–Gail W. Sevier, CPA
Member/Manager of Marrs, Sevier & Company LLC ... Read more

Reviews (1)

Everything you need to know in finance - superb!
I found this book very complete and comprehensive as a reference source. It covers the strategic and operational perspectives of the finance function. This is one of the best "CFO" books, together with "CFO Architect" and "CFO Handbook". A little bit overpriced - I would have put it in the US$60 range. Reading this book is like taking an advanced course in preparing yourself for the CFO career. It is very didactic and straightforward. A recommendation for the author: in a future edition, you might consider expanding on the topics of international finance, value based management and corporate restructurings. ... Read more

Book Description

In the wake of continuing corporate scandals there have been few, if any, CEOs that have stepped forward as models of "doing things right" -- except the former chairman and CEO of Medtronic, Bill George. George has become the unofficial spokesperson for responsible leadership -- in business, the media, and academia.

In Authentic Leadership Bill George makes the case that we do need new leaders, not just new laws, to bring us out of the current corporate crisis. He persuasively demonstrates that authentic leaders of mission-driven companies will create far greater shareholder value than financially oriented companies. During George's twelve-year leadership at Medtronic, the company's market capitalization soared from $1.1 billion to $460 billion, averaging 350er year.

George candidly recounts many of the toughest challenges he encountered -- from ethical dilemmas and battles with the FDA to his own development as a leader. He shows how to develop the five essential dimensions of authentic leaders— purpose, values, heart, relationships, and self-discipline. Authentic Leadership offers inspiring lessons to all who want to lead with heart and with compassion for those they serve.

Bill George helps readers answer vital questions such as: What should I do when my personal values conflict with company business values? How do I make trade-offs between the needs of my customers, my employees, and my company's shareholders? Do I really want to devote my talents to business? Authentic Leadership provides a tested guide for character-based leaders and all those who have a stake in the integrity and success of our corporations.

... Read more

Reviews (31)

Bill George Challenges Conventional Wisdom
In this first book by Bill George, the reader is confronted with many ethical dilemmas that he has faced as a corporate leader and that challenges conventional (US) business thinking. Are we too fixed on quarterly earnings? Is shareholder value really the most critical measure to assess a leader's success? Is leadership style important? Can a leader be effective and still have a life outside work? By describing in detail how he struggled with these and many other dilemmas throughout his career and life, George gives his readers a refreshingly and couragously honest insight into his quest to become an authentic leader.

Bill George sends an evocative message, that should be read by all leaders. As a learning and aspiring leader, I hope that this will be the first in a long series of inspirational and thought-provoking works by him.

A minor critical observation is that Bill George at times spends longer than necessary on those points where he wants to mention a long list of people that have influenced him. Yet, one could argue that this attention for those around him is a true sign of authenticity.

There is a better way to lead: Ethical Leadership
This book describes timeless leadership principles by a man who, as he writes, has spent his entire life learning and working to become a better leader.

Bill George has written an inspiring book for all who aspire to be good leaders. He states his case for authentic leadership: values centered and performance oriented, using a candid and open style. He writes about his many experiences in a leadership role: as CEO of Medtronic, and with Litton, and Honeywell - describing challenges leaders face and how they deal with them.

Personally, I like to read and understand more about leadership - what is being a good, effective leader. This book appeals to me because it seems to confirm what I feel is important about being a good business leader: "Good leaders are people of the highest integrity, true to their core values, with the courage to build enduring organizations to meet the needs of all their stakeholders, and who recognize the importance of their service to society" (Bill George, slightly re-written).

I recommend this book to all who wish to understand more about leadership, and what it is to be a good leader.

A Compelling Invitation
The day after I read this brilliant book, I read an article in the Dallas Morning News (Tuesday, September 30, 2003) in which sportswriter Gerry Fraley discusses the Minnesota Twins whose payroll is $110-million less than that of the Yankees. (The Twins won 90 games this past season and had just defeated the Yankees in the first game of the American league playoffs.) As Fraley notes, the Twins are renowned for how they treat their people. One of them is Al Newman who is currently struggling with a life-threatening illness. Here's a brief excerpt from Fraley's article:

"When beloved third-base coach Al Newman was hospitalized in Chicago this month because of a brain hemorrhage, general manager Terry Ryan remained with him for the entire 11-day stay. While Newman was hospitalized, the Twins clinched the Central title at home. Manager Ron Gardenshire stopped the postgame celebration, brought out Newman's uniform top and reminded the crowd of what he had done for the club."

If I understand George's key points in Authentic Leadership, both Ryan and Gardenshire offer examples of it. Specifically, they demonstrate "the highest integrity, [are] committed to building enduring organizations...who have a deep sense of purpose and are true to their core values...who have the courage to build their companies to meet the needs of all stakeholders, and who recognize the importance of their service to society." George addresses what he views as a need for new leadership when in fact the need is to increase the number of authentic leaders, not only in business but in government, religion, and the military. We need more men and women who "genuinely desire to serve others through their leadership...are more interested in empowering the people they lead to make a difference than they are in power, money, or prestige for themselves. They are as guided by qualities of the heart, by passion and compassion, as they are by qualities of the mind."

George invites, indeed urges his reader to "rediscover the secrets of creating lasting value" in literally all areas of contemporary life. On page 6, he poses a series of questions and then in the 17 chapters and Epilogue which follow, he responds to each. However insightful those responses may be, and they are, I think the primary purpose of the questions is to guide and inform each reader's consideration of the various issues which those questions suggest. With all due respect to what George so generously shares from his own life and career, the nature and extent of the reader's own engagement in self-exploration will ultimately determine the value of this book.

The material is exceptionally well-organized. The quality of writing is first-rate, and especially effective because of the conversational tone of George's observations and suggestions. Although there are frequent references in this book to "companies," the questions posed and the issues associated with them are also directly relevant to all other organizations (regardless of size or nature) in which there is a compelling need for authentic leaders. Daily, it seems, there is evidence of such need in news accounts of corruption in all areas of our society. Corporate executives are indicted and convicted of fraud. Officers in the military are demoted, discharged or, in some instances, imprisoned as are clergy in various denominations. Although the reasons for their behavior vary, all of them betrayed the trust of those to whom they were accountable and for whom they were responsible.

Authentic leaders are first and foremost authentic human beings. For me, this is George's key point and because it seems so obvious, it may also seem simplistic. On the contrary, he has cut through all the rhetoric and urges his reader to examine her or his core values. For most of us, that is an immensely difficult, perhaps painful experience. In this context, I am reminded of the fact that in The Inferno, Dante reserved the last and worst ring in hell for those who, in a moral crisis, preserve their neutrality. Throughout all manner of organizations, there are women and men who are authentic leaders and should be commended. The reality is, their respective organizations need more of them. More to the point, all of us in our global community need more of them. In his unique and compelling book, George challenges us to join their number.

Insightful!
Few companies got more marketing mileage out of their culture than Medtronic. Its former CEO, author Bill George, is proud of his company's squeaky clean corporate record. Despite all the clichés he may muster, despite his occasional preachiness, perhaps no CEO has written a more lucid or insightful series of reflections on the challenge of managing a corporation in twentieth century America. Read this book and you will learn some obvious lessons and some new ones: that leaders should be honest, that they will be tempted to cut corners in pursuit of short term profits but really ought to resist that temptation, that devotion to customers is at least as important as devotion to shareholders (provided you make your numbers every quarter) and that managers at Enron and WorldCom did the wrong thing, but we can learn a lesson from them. We acknowledge that Bill George may be as close as American executive ranks have come to producing a moral philosopher.

There is a better way to lead: Ethical Leadership
This books describes timeless leadership princibles by a man who, as he descibes, has spent his entire life learning and working to become a better leader.

Bill George has written an inspiring book for all who aspire to be good leaders. He states his case for authentic leadership: values centered and performance oriented, using a candid and open style. He writes about his many experiences in a leadership role: as CEO of Medtronic, and with Litton, and Honeywell - describing challenges leaders face and how they deal with them.

Personally, I like to read and understand more leadership - what is being a good, effective leader. This book appeals to me because it seems to confirm what I feel is important about being a good business leader: "Good leaders are people of the highest integrity, true to their core values, with the courage to build enduring organizations to meet the needs of all their stakeholders, and who recogize the importance of their service to society" (Bill George).

I recommend this book to all who wish to understand more about leadership, and what it is to be a good leader. ... Read more

Book Description

A quick introduction on how to use Lean Six Sigma to improve your workplace, meet your goals, and better serve your customers.

Lean Six Sigma combines the two most important improvement trends of our time: making work better (using Six Sigma) and making work faster (using Lean principles).In this plain-English guide, you’ll discover how this remarkable quality improvement method can give you the tools to identify and eliminate waste and quality problems in your own work area.

Packed with diagrams, cartoons, and real-life examples, What is Lean Six Sigma? reveals the “four keys” of Lean Six Sigma and how they apply to your own job:

• Delight your customers with speed and quality
• Improve your processes
• Work together for maximum gain
• Base decisions on data and facts

You’ll see the big picture of what your company hopes to gain with Lean Six Sigma, how it may affect your work area, and what it can mean to you personally.

Reviews (1)

A Must Read!
The authors did a great job on the book. I read it on an airplane earlier this week and really enjoyed it. It is very well written - very understandable at a novice level and insightful at the "supposed expert" level. I think it is
a "must read" for everyone in an organization deploying Lean Six Sigma or anybody interested in improving the economic value of their business. ... Read more

Reviews (20)

Give yourself a raise--courtesy of the government!
I have to admit, I was not aware of the great opportunities available courtesy of the U.S. Government untill I read this great book by C.W.Allen et all. This book is outstanding and one of the best books that I have ever read on corporations.

I also recommend Inc. Yourself by Judith McQuown, Own Your Own Corporation via the Rich Dad Advisor series and Form Your Own Corporation and Launch a Business in Any State by J.W.Dicks.

Let the government give you a tax free raise and protect your business.

An easy read. Easy to apply
As someone who is just starting out in business, I appreciated the easy to understand and easy to apply advice in this book. I also recommend The Rich Dad advisor series book by Garret Sutton as well as the exellent books by J.W.Dicks.

After talking with dozens of other successful business people and pouring over a hundred "How to incorporate" books, these are the best.

Wow- I had NO idea!
I have seen this book recommended by others, so my roomate bought it and I read it (he's not as motivated I guess!).
Ididn't expect this book to be too interesting; I thought it would be totally referential. And after reading "Own your own Corporation" which was amazingly DULL, I expected this to be equally dull.
INC and GROW RICH is a MUCH better book to read for this topic, and told in plain, simple english. If you are building a business, at some point, you need to decide on a business structure. I firmy believe that INC and GROW RICH will help you.

Reduce taxes by 70% and protect your assets
Two of the biggest predators to business owners is taxes and lawsuits. What I learned from Inc. and Grow Rich was how to significantly reduce taxes (70% and more) and protect my assets.

Taxes are one of the biggest deterrents to wealth. The more you make, the more they (the government) wants to take. By use of the strategies in this book, you are armed with the right information tolegally reduce your taxes down to the absolute
minimum.

Once you establish yourself as a business, you immediately become a target. The information in Inc and Grow Rich will show you how to protect yourself.

Important points covered in the book

* Slash your taxes by 70%

* Tax deductible cars

* Tax deductible educational expences

* Tax deductible life, health and automobile insurance

* Tax deductible trips

* Tax Deductible food

* Tax deductible housing

* Protect your personal and business assets

* Don't pay probate costs

* Don't pay inheritance taxes

* Structure your financial affairs for wealth, not poverty

There is an interesting quote in the book that I would like to share:

"You simply need to learn how the rich get rich & do the same thing! What works for the rich will work for you too."

The book covers in detail the eight legal business structures:

I The Sole Proprietorship
II The General Partnership
III Limited PArtnerships
IV The Corporation
V "C" vs "S" Corporations
VI The Professional Corporation
VII Nonprofit or Not-for-profit corporations
VIII The Limited Liability Corporation

In the chapter called 'Building your Wealth" by C. W. Allen, we learn the four founding principles of getting and staying rich which are:

1) Get into business for yourself and incorporate your business
2) Spend first - tax later (by operating as a corporation)
3) Own nothing - control everything (All your assets protected)
4) Use the magic of compound interest (rule of 72)

The authors bring a varied and professional background and are uniquely qualified to present this information. C.W. Allen is a financial strategist and one of the nations foremost experts on the benefits of incorporating. Cheri S. Hill specializes in the practical, how to side of incorporating and is an established expert in incorporating. Diane Kennedy is a CPA as well as an owner, investor and real estate developer. She practices the advice she gives and shares her secrets, in particular how to reduce taxes. Ms. Kennedy is noted for "performing miracles" taking corporate taxes from the red and put them in the black. She has helped clients save 70% on taxes by proper use of the tax code. She also has information on how to pick a CPA that is right for you. Garrett Sutton is an attorney and an expert at asset protection. "Why work hard to accumulate assets when by doing so you become a target for frivolous litigation?" says Sutton and he addresses this question and others related to preserving family wealth and your hard earned assets.

Overall Inc and Grow Rich is a excellent book for all business people. Also recommend Own Your Own Corporation by Garrett Sutton, Retire Young Retire Rich by Kennedy and Robert Kiyosaki, The Traders Tax Survival Guide by Ted Tesser and Form a Corporation and Launch a Business in Any State by J.W.Dicks.

Easy to Read & Understand
As someone just starting out in business, I found the information easy to read and understand. It's a must for anyone thinking about going into business for themselves! ... Read more

Book Description

High reliability organizations (HROs) such as ER units in hospitals or firefighting units are designed to perform efficiently under extreme stress and pressure. Using HROs as the model for the 21st century organization, Karl Weick and Kathleen Sutcliffe show readers how to respond to unexpected challenges with flexibility rather than rigidity and to reduce the disruptive effects of change by using tools such as sensemaking, stress reduction, migrating decisions, and labeling. Introducing the powerful new concept of "mindfulness," the authors outline five qualities of the mindful organization and the organizational skills needed to achieve them. Each concept is clearly expressed in vivid case studies of organizations that demonstrate mindful practices in action.

A Book in the University of Michigan Business School Series

Voted Best HR Book of 2001 by HR.com ... Read more

Reviews (2)

Captivating - A Must Read for Practitioners and Scholars
Weick and Sutcliffe have accomplished the rarest of feats - they have created a book that suggests a viable research agenda for scholars and has tremendous practical relevance for managers. Their approach is also decidedly process-based and suggests different routes to high performance through capabilities for anticipating and detecting the unexpected as well as for resilience and managing the unexpected, which offers a nice contrast to more static and structure-based frameworks. Weick and Sutcliffe breathe life into these processes through rich and varied case examples. Another extremely appealing feature of the book is (Chapter 4 - Assessing Your Capabilities for Assured Performance) its attempt to measure these processes through various "audits." While these measures are only suggestive, they provide academic and practitioner alike with a great reference point for developing their own instruments. Chapter 6 offers a number of sound recommendations delivered with punch for the manager attempting to apply the principles of the book. The book also has significant implications for human resource management practitioners and scholars as it suggests a new way for designing human resource practices (e.g., training) and a new set of mechanisms (i.e., mindfulness) by which these practices may lead to improved performance. All in all, an insightful, provocative, and cogent book.

A Leatherman for the complex organization
I have read and enjoyed several of Weick's books and articles on organizational performance. For the most part, they were difficult, but insightful works on how people in organizations behave. But it was not easy to translate the insights I gleaned from Weick's work into tools and strategies to improve the performance of the organization which employs me (a small hospital).

In Managing the Unexpected, Weick and coauthor Sutcliffe have written a short book that summarizes the insights gained from studying high reliability organizations (HROs) and details "doable" strategies to enable other organizations to improve their own reliability. The book's use of several case studies, detailing of key strategies and techniques, and chapter summaries make it a quick and interesting read. What is most valuable, though, is that a person working in an HRO, or an organization that should aspire to such a status, can immediately take the techniques and strategies detailed in the book and start to use them to improve the organization's performance and reliability.

Despite the fact that this book offers concrete strategies to improve organizational performance, it admits right from the start that successful HROs are extremely complex organizations. The authors allow the reader to appreciate that the success of these organizations in delivering quality products and services under often adverse circumstances is due to cadres of employees with diverse perspectives, skills, and expertise, that respect the complexity of the organization, and are willing to allow important decisions to be made by the individuals with the greatest understanding of the current situation.

Thus, although Managing the Unexpected provides concrete tools and strategies for improving organizational performance, it also emphasizes the importance of mindfulness for employees working in HROs, or organizations endeavoring to such status. Mindfulness includes working constantly to be aware of the complexity of the organization, its environment, and that our expectations and plans for the future may be erroneous. This emphasis on mindfulness and disciplined awareness makes the reader aware that although the tools and strategies presented by the authors may seem simple, to be effective they must be used by individuals who have worked diligently to understand their organization, its employees, and the organization's environment.

Managing the Unexpected is a welcome book for those of us who have always marveled at the success of our organizations in delivering quality goods and services in chaotic environments. It is not a quick fix that will send you to organizational nirvana with mindless platitudes. No, it is more like an organizational Leatherman that you keep on your belt at all times with the understanding that successful complex organizations are always needing to be fine tuned with a wide variety of skills, tools, and awareness. ... Read more

Book Description

With every employee who walks out the door costing up to 200 percent of their annual salary to replace, retention is one of the most important issues facing business today. This bestseller gives everyone from CEO to front-line supervisor solutions for keeping the employees they simply can’t afford to lose. The authors show that what employees really want, even more than bigger salaries, are meaningful work, opportunities for growth, excellent bosses, and a sense of connection to the company. This thoroughly updated and revised edition includes a new manager’s troubleshooting guide with 26 strategies that can be used at every level and a chapter on saying thank-you in the workplace. ... Read more

Reviews (37)

The Best Book to help retain the employees you love!
Love 'Em or Lose 'Em is one of those books you want to give to every manager, supervisor, executive who has ever let a talented employee walk out the door, in turn causing them thousands of dollars to replace. Dr. Beverly Kaye and Sharon Jordan-Evans have made this book full of easy to use activities and useful To-do lists that are critical tools for ANYONE who has employees that they would hate to lose. I found the book extremely easy to read, and the 26 chapters fun to go through. The book is designed so that you can take and apply one chapter (or retention strategy) at a time, instead of being overwhelmed by trying to apply them all at once. A lot of the strategies in the book are common sense, but I know that managers still don't apply them when an employee is about to walk out the door. I would hope that ALL managers, supervisors, executives, etc. would apply just ONE strategy. I think they would be amazed and surprised at the effectiveness this one attempt would have on changing the employee's mind to stay. I highly recommend this book for all organizations, and for all levels within the organization. It truly is the best book I have read on retention strategies, and the authors make the book so applicable to the challenges faced in today's tight labor market!

A Practical Guide for Managers Committed to Retention
Love 'Em or Lose 'Em is a wonderful resource for any manager looking to retain valuable talent. Because the book is organized into topic areas that span an array of pertinent retention issues, one can easily jump around to those topics that are most relevant to them. Each chapter contains constructive and concrete suggestions, along with insightful quotes from employees who have dealt with decisions to stay or leave an organization. Also, the many opportunities for self-assessment are extremely helpful. It would be impossible to walk away from this book without any new ideas for retaining employees that are vital to your organization. The authors have successfully translated a compendium of research into practical, how-to explanations of what motivates people to stay in a job and what managers can do to influence this outcome. This combination of knowledge and advice create an experience of worthwhile reading and exploration.

A Message You Can Bank On
Beverly Kaye and Sharon Jordan-Evans' message is reinforced by the voices of those who are able to translate the investment in human capital to the bottom line. This is a book with sound principles and concepts -- one well worth taking to heart. Mr. and Ms. CEO, when properly implemented, these are concepts whose payoffs you can bank on!

Engage, Motivate, Retain
In working with literally thousands of managers a year, I find very few complaining about employee turn-over. Or its more positively stated corollary, retention of great people.

That doesn't mean that attrition of great associates isn't a problem---just one that most managers overlook or choose to ignore for its embarrassing implications.

What most managers do complain about (ad nauseum) can be summed up in two words: employee motivation. Which, of course, has everything to do with causing the very costly problem of human leakage from the company payroll (as well as most of the frustrations that deny managers restful nights and peaceful days).

And so, it is such a shame that the title of this superbly helpful guide is misleading. Or at least inadequate. Instead of "Love 'Em or Lose 'Em," it should declare, more appropriately: "Keep 'Em: Engaged, Motivated to Produce, and on YOUR Payroll!" Clunkier for sure. But much more accurate. If not compelling.

This book by veteran consultants Beverly Kaye and Sharon Jordan-Evans is a handy advisor for pressured, task-based (and, yes, even gruff) managers who are too consumed to always remember---but who know down deep---that people, the engaged and motivated variety, really do make the difference in producing great results.

POINTS OF DISTINCTION
Unlike so many other collections of myriad motivational techniques, this book is:

• Grounded in research (current and original by the authors, as well as contemporary and classic studies by others)

• Flush with very real world examples---many of them likely will seem hauntingly familiar and hit frighteningly close to home (perhaps striking dead-on in your very own solar plexus)

• Aimed squarely at managers who ordinarily reject, refute, and yeah-but all the trite touchy-feely, overly saccharine, and unrealistically techniquey advice about motivating people. (You know, the kind spewed by the legions of naive-to-clueless consultants who manage nothing more than to pen ridiculously over-idealized management books.)

• Packed with rich, diverse, immediately actionable tactics that are practical, low-or-no-cost, and doable. No matter how uninvolved or inept your own boss or HR department, you'll find lots and lots of choices and material from which even the most casual, or cynical, skimming reader can easily draw. (As the authors note in their Preface: "'Love 'Em or Lose 'Em' does not offer a single technique or a large, complex program for keeping good people. Instead, it provides 26 strategies, each of which includes dozens of small, easy-to-implement ideas." True enough.)

Unlike far too many "management cookbooks" (some unreasonably popular), this work distinguishes itself by helping a manager to:
• Assess his or her own management style---not against the standard of an imaginary "perfect leader" but rather in specific dimensions that truly affect employee performance; and
• Accept responsibility for affecting employees' engagement, productivity, and retention. (As the Gallup Organization and others have been harping on lately, it's the individual manager, not the CEO or mythical corporate culture, who really affects the day-to-day work of individual employees.)

This book by Kaye and Jordan-Evans encourages its readers to ask themselves important questions about their OWN needs and assumptions (critical to understanding why one does what one does). And it provides a remarkable treasure trove of questions that a manager can ask employees, in comfortable conversations, to gently unveil their personal interests, wants, and needs impacting their on-the-job motivation and performance. Moreover, it provides plenty of options for managers to deploy tactics that leverage those vital insights into productivity-changing actions.

PICKING NITS
A hidden gem in the book is its Quick-Start Guide. It provides a valuable overview of the book, and is itself full of practical tactics. But it is unnecessarily and inexplicably inconspicuous. Hidden really. Buried between the last chapter and the Notes and other end matter.

Likewise, a useful self-assessment that guides the reader to the themes most helpful to a specific reader resides in the LAST chapter.

Despite these curious editorial decisions, my advice is to buy two copies of this book. One for you and one for the least people-oriented boss you know. Then, read the book. Backwards and selectively. Begin with the Quick-Start Guide on page 243, and then take the "Retention Probability Index" assessment on pages 237 & 238.

Oh, be sure to take (with a deep breath and earnest commitment to brutal honesty) the Jerk Boss self-assessment on pages 91-93. To get full value from this uniquely helpful book, it's good to know what you're really up against.

-- Don Blohowiak, Lead Well Institute, [website]

Not just for managers
LOVE 'EM or LOSE 'EM contains 26 steps for improving employee retention organized in an A-Z fashion. Although written during the recent boom times when retention was a challenge, information presented is quite valuable now for managers who wish to stay employed. The suggestions will promote a happier and more productive workforce. Many of the concepts can be applied to all interpersonal relationships - between co-workers, family and friends.

The book's presentation is visually appealing - section headings and key passages are in a complimentary blue font. There are various other eye-catching features that make the book interesting and exciting. Each chapter starts with a short statement from a fictitious employee referred to as A.J some key excerpts follow

Introduction:
I quit.
I'm giving you my notice.
I found another opportunity.
I've accepted another offer.
Can we talk?

Chapter 1 Ask - What Keeps You
They never asked.

Chapter 2 Buck - It Stops Here
I think my manager actually could have kept me. But I don't think he ever saw it as his job.

Chapter 5 Enrich - Energize the Job
The job just became ho-hum. I mean, I was good at it, my customers were pleased, but I was just plain bored.

Chapter 13 Mentor - Be One
I wish I'd had someone to warn me about some of the political ins and outs that were never written in any policy manual.

Chapter 18 Reward - Provide Recognition
It wasn't about the money, really. Oh, sure, a bonus would have been nice when I brought that new client in or when I finished those specs ahead of schedule. But a "thank you-I noticed" would really have been appreciated.

Generously distributed throughout are "Alas" sections - short, as the authors state, "the-fish-that-got-away" stories that actually happened. There are numerous "Business Examples" - things that really worked in large and small organizations. As references to other parts of the book there are "Go To" Icons to augment the information being presented.

If you're wondering how effective your management skills are in retaining employees, go to Chapter 26 - Zenith and take the assessment of your "Retention Probability Index".

At the end of the book is a Quick Start Guide - you might want to go there first and get an overview of the entire book.

Employee retention as well as productivity is not just about the money and the other "hygiene" factors (work space, hours, etc.), it's about listening to and respecting others. In these difficult times, it's more important than ever.

This book is clearly for everyone. ... Read more

Amazon.com

Combining perspectives of "a doer and a teacher" with experiences of two dozen professional service firms representing the ups and downs of the Old and New economies, Aligning the Stars offers detailed analysis of such firms today--and specific suggestions for their future success. Jay W. Lorsch, professor of human relations at Harvard Business School, and Thomas J. Tierney, former chief executive of Bain & Company (and now chairman of its nonprofit affiliate), interviewed principals at successful and struggling law firms, ad agencies, investment banks, and similar institutions to determine the practices that have helped the best thrive. Their conclusion: "Outstanding firms are consistently able to identify, attract, and retain star performers; to get stars committed to their firm's strategy; to manage stars across geographic distance, business lines, and generations; to govern and lead so that both the organization and its stars prosper and feel rewarded." Their book subsequently provides specific ways these "stars" (key performances critical to organizational success) can be "aligned" (via practices and structures that match their needs with those of the business). Lorsch and Tierney progress logically through client-centered strategies, development- and motivation-oriented people systems, corporate structure and governance, organizational culture, and leadership. A final section aims to help readers succeed in these newly shaped environments. --Howard Rothman ... Read more

Reviews (2)

Solid Strategic Foundations for a PSF
Anyone interested in understanding what really drives succcesful PSF (Professional Service Firms) should read this book. This is the first book published by a group of professors at Harvard University that have been studying PSF for the past 10 years.

Not for serious consultants
I've spent over 10 years with Big 5 consulting firms and read this book with a great degree of enthusiasm, given the background of the authors. But I was very disappointed! The book is laced with "feel good" examples about what other firms are doing in running their practices without actually formulating any definitive conclusions or suggestions (as one would find in David Maister's work). It appears more like the authors talking about their experiences/adventures with no particular audience in mind. So if you want to read this book, do not expect any serious advice coming out of it.

Hope this is helpful ... Read more

Reviews (8)

Good book
I think I have learned a lot from the book. Thanks.. It is a good book.

You've got to be kidding me.
This is literally the worst textbook I've ever used in my entire academic career. This book is jam-packed with jargon ("utilize"), acronyms (e.g.,"ERP," a term that the book does a poor job defining), and slashes. By slashes I mean, do you know how IT consultants love to use two synonymous words when one would suffice? For example: "I love/like to go jogging/running to the store/market."

My MIS professor was a moron, however, so it's understandable that he would choose this book. IF YOU ARE A PROFESSOR WHO IS NOT A MORON, DO NOT MAKE YOUR STUDENTS SUFFER THROUGH THIS BOOK. Thanks.

This book isn't good
Consider the following statement from page 256. Here's some "early lessons" from the "new economy":

Dot-com startups as well as clicks-and-mortar strategies can be viable for B2B for B2C ecommerce if the applications leverage Internet technologies AND a marketplace strength.

Aren't you glad you bought the book? You ALSO need a marketplace strength to be successful, not just the Internet stuff. Kinda makes you wonder, doesn't it?

USEFUL REFERENCE TOOL
I am finding this book as an extremely useful reference tool for writing my senior thesis at Rutgers University (NJ) on the Internet and B2B transactions. I find it very easy to read and useful, and some of the case studies are very interesting and helpful. Some of the other buyers don't seem to think the book is worth its price but I STRONGLY DISAGREE WITH THEM. I believe the book is worth its price.

Text is often Inacurate or Outright Incorrect
This text has a tendancy to give misleading information or entirely incorrect information. Even in the most basic concepts, the authors misuse terms or create terms used nowhere else in the IT industry. The authors relay their lack of understanding for basic computer concepts in this supposedly 2001 updated edition.

As an example for those who are literate in IT, the authors make statements such as "virtual memory is used only on larger computer systems". Got a 6 year old computer running MS Windows? You've got virtual memory.

If you wish to learn about IT, please find another book written by authors who understand the field, not business professors. ... Read more

Book Description

Innovation is rapidly becoming democratized. Users, aided by improvements in computer and communications technology, increasingly can develop their own new products and services. These innovating users -- both individuals and firms -- often freely share their innovations with others, creating user-innovation communities and a rich intellectual commons. In Democratizing Innovation, Eric von Hippel looks closely at this emerging system of user-centered innovation. He explains why and when users find it profitable to develop new products and services for themselves, and why it often pays users to reveal their innovations freely for the use of all.

The trend toward democratized innovation can be seen in software and information products -- most notably in the free and open-source software movement -- but also in physical products. Von Hippel's many examples of user innovation in action range from surgical equipment to surfboards to software security features. He shows that product and service development is concentrated among "lead users," who are ahead on marketplace trends and whose innovations are often commercially attractive.

Von Hippel argues that manufacturers should redesign their innovation processes and that they should systematically seek out innovations developed by users. He points to businesses -- the custom semiconductor industry is one example -- that have learned to assist user-innovators by providing them with toolkits for developing new products. User innovation has a positive impact on social welfare, and von Hippel proposes that government policies, including R&D subsidies and tax credits, should be realigned to eliminate biases against it. The goal of a democratized user-centered innovation system, says von Hippel, is well worth striving for. An electronic version of this book is available under a Creative Commons license. ... Read more

Reviews (4)

State-of-the-art
The book comprises an outstanding publication in the field of innovation management.It has the potential of becoming the central textbook in the field of user-centered innovation which is an increasingly important research area.

The objective of this book is to provide a state-of-the-art overview of research in the field of user innovation.Also, it aims to show how the different (so far more or less isolated) aspects are related.These are ambitious goals.

From my perspective, the manuscript fully meets them.It offers a profound, concise and easy to read overview of the research done in the past decade.Its outstanding quality is that it manages to relate different aspects in an innovative way and shows the rationale of the research field.It delivers new insights even to a researcher active in this field for some years now.

The book it interesting for a broad audience.It is stimulating even for a specialist in this field.But of course, the main audience is much broader.It should be of interest for scholars and students in the fields of innovation management, new product development, market research, economics and other.It will be of interest also for practitioners and policy makers in the corresponding areas.

I really like the many easy-to-understand examples and its conciseness.One does not necessarily have to have an understanding of the research field before in order to learn from the book (and enjoy it!).

More than another open innovation book
This is a wonderful book beyond the typical managerial how-to-do checklists. This is the reason why I recommend this book especially to managers and practitioners (innovation management researchers will read the book anyway as Eric von Hippel is one of the leading scholars in this field). Managers may find the book, on a first glance, academic, full with tables, numbers and references. But von Hippel is driven throughout his book by the motivation to present not only a fascinating new idea, but to show that this idea is already a reality and that there is empirical evidence that his concepts provide value for companies and customers. This is the main difference to other books in the area which present various fuzzy weak signals but no proof.

Von Hippel's book goes also beyond the open innovation idea of Chesbrough and others as mentioned by the first reviewer.Chesbrough names a lot of important actors in the innovation process, but neglects the - in my opinion - most important one: the customer or user of the innovation. Von Hippel starts exactly here. His approach is focused on the role of users and customers for the innovation process. In this regard, he builds on his earlier word of the 1970s and 1980s, but has a new story to tell: that user innovation is not only changing the corporate innovation process but also the nature of value creation: If manufacturing is outsourced to Asia, and users take over innovation (and perform this process superior to internal innovation processes), what is left for the corporation?

An insightful and practical view on the future of innovation
Democratizing Innovation covers a lot of new ground.It is important both for those responsible for generating innovations inside of companies and those researching how innovations occur.

von Hippel's first book showed that in many cases users innovate ahead of firms.Democratizing Innovation goes much further and systematically presents a new framework for an entire user-centered innovation system.Many people are often puzzled by the success of open source software, wikipedia and other user-centric systems.This book explains why users innovate for themselves and why user innovation is rapidly increasing in importance.Von Hippel shows why users tend to freely share what they develop, why user-innovators tend to band together into communities, and why user-centered innovation is a really good thing from the point of view of both society and economy.

Far from being overly academic ­this book gives very practical advice built onto a clear framework.It offers many concrete examples as to how firms can link to and benefit from product and service developments by users.It is a must read for CEOs­ not just junior staff!

the editor was asleep
I have been for most of my working career a "practitioner," that is someone in business struggling to out-innovate current or future competition.Von Hipple's earlier book, "The Sources of Innovation," back in 1988, was a pathfinding work and got many of us to look more closely at "lead custoners and users" for new ideas and innovations. They were a great source!

In recent years, a new concept, "open market innovation," has helped many of us go beyond our corporate walls to the outside world for new ideas and innovations in designated fields, primarily using the Internet to help cast our net widely.

Proctor & Gamble, for example, help to pioneer this concept, starting in 2000. In 2003, Henry Chesbrough's book, "Open Innovation: The New Imperative for Creating and Profiting from Technology," went into some detail telling us how to use the concept to improve the flow of worthwhile ideas. His book was followed by C. K. Prahalad, Venkat Ramaswamy's work,
"The Future of Competition: Co-Creating Unique Value with Customers.

Yet, for some reason von Hipple makes no mention of the Open Market Innovation concept to help cast a net to early adopters and way, way beyond. I wonder why? Certainly, he's not that far out of touch.

But more fundamentally, von Hipple's book is too academic - perhaps written more for an academic audience than practitioners who should be interested in applying his ideas in practice. Perhaps his editor was asleep, or couldn't quite figure out what he was trying to say.

In spite of this drawback, I recomment his book. Perhaps senior executives will give a copy to a junior worker and ask him/her to translate it and recommend what their company should do.

Sam Felton ... Read more

Amazon.com

Spawned by a 10-year study of 2,000 firms conducted at Bain & Company, a global consultancy specializing in business strategy, Profit from the Core is based on the fundamental but oft-ignored maxim that prolonged corporate growth is most profitably achieved by concentrating on a single core business. To help companies identify this true essence, narrow their focus accordingly, and move forward in a manner that builds upon existing structure, Bain director Chris Zook and former Bain director James Allen present "a set of practical and proven principles, diagnostic tests, and questions for management teams to use as tools for reexamining or revising their strategies in search of the next wave of profitable growth." Bolstering their argument with real-world examples--including companies such as Disney, which succeeded by taking this approach, and Bausch & Lomb, which faltered by eschewing it--the authors show how to effectively uncover true corporate strengths, elevate them to realize their potential, identify related new businesses that could be successfully added, and even completely redefine a core when confronted with factors forcing such action. (For example: they offer a step-by-step method for mapping "adjacent opportunities" that may prove complementary, ranking them according to potential, and developing strategies to further evaluate and ultimately implement them.) The result is recommended for anyone tired of the management theory du jour who seeks a proven way to propel their company into the future. --Howard Rothman ... Read more

Reviews (27)

Facts and common sense
It is such a pleasure to read a business book free of the gibberish catch-phrases and stilted prose that characterize so many in this saturated segment. Zook's expositions on how companies grow and create value are not driven from guesswork or force-fitting examples into a pre-conceived frame. He started with data and draws the unavoidable conclusions from the data elegantly and simply. Relative market share in a well-defined industry is shown time and again to be a sure way to sustainable growth. Running a business is 95% operations, 5% strategy, but the 95% is useless if the 5% is wrong. This book deals comprehensively with the 5%. Practitioners shouldn't need much else to guide their most important decisions.

Without a Core, Chaos
After a two-year study of the key strategic decisions that most often determine growth or stagnation in business, Zook (with Allen) realized that clients of Bain & Company were eager to share the results of that study. Only later did he decide to write this book, one in which he presents and then develops "a useful framework for understanding and addressing the key decision points encountered in growing a business." He concluded that this framework is practical and could be applied (with appropriate modification) within almost any organization. In the Preface, Zook acknowledges that he was surprised by some of the findings which he briefly identifies. He then observes: "Central to our findings are three ideas: the concept of the core business and its boundaries; the idea that every business has a level of full-potential performance that usually exceeds what the company imagines; and the idea that performance-yield loss occurs at many levels, from strategy to leadership to organizational capabilities to execution." In the five chapters which follow, Zook (with Allen) examines "the types of strategic business decisions that most often seem to tilt the odds of future success or failure." Zook correctly suggests in this book that many organizations cannot resist the appeal ("the siren's song") of "miracle cures" of their problems. Zook focuses entirely on what has been verified in real-world experience, on what is practical, and on what will reliably achieve the desired results of sound strategic decisions.

He and his associates learned a great deal from the study, confiding that "some of the results were quite counterintuitive to us." Several of the findings caught my eye and caused me to challenge a few of my own cherished assumptions. For example, that "the choice of the next hot industry was much less important in driving growth and profitability over the long term than were strategy, competitive position, reinvesting rates, and execution." They also learned that many of the most successful sustained growth companies are actually in lower growth businesses (e.g. Enron in energy, ServiceMaster in basic services, and Bechtel in engineering). Why? Zook suggests that "it might be precisely the difficulty of of these market environments that elicits superior business creativity in the search for new growth out of their core businesses." In other words, these companies ignored "the siren's song" and stuck to the aforementioned "basics": strategy, competitive position, reinvesting rates, and execution. In the last chapter, Zook quotes Sun Tzu: "The more opportunities that I seize, the more opportunities that multiply before me." He then asserts that this phenomenon "is at the heart of growth strategy and embodies the fundamental tension between protecting the core [i.e. 'the basics'] and driving into more and better adjacencies, propelled by greater and greater success."

The various mini-case studies provided are very informative. I also appreciative the dozens of check lists (e.g. "Ten Key Questions for Management"), charts (e.g. 3-1 "Adjacencies Radiate from the Core"), and chapter "Conclusion" sections, all of which serve two important functions: they distill key ideas, and, they can serve as helpful reminders when reviewed later. Obviously, the "goal posts" in today's business world approach and then withdraw, widen and then narrow, with sometimes maddening unpredictability. Wait until they are closer for an easier kick or kick now ("carpe diem") before they begin to back up? Wait until they are wider? What if they become narrower? This metaphorical situation is complicated by the fact that opponents are trying to block the kick in what may well be inclement weather or at least against the wind. Kick now or wait?

One of the most interesting concepts shared in this book is what Zook refers to as "The Alexander Problem." Briefly, Alexander the Great and his armies eventually conquered an area stretching from Mount Olympus to Mount Everest. That was accomplished in less than four years. His resources became overextended. "His sticking point -- the failure to anchor in the core business (in his case, governance) and consolidate a rapid expansion --exemplifies the most common problem across all growth strategy": pursuing the wrong adjacency opportunities. With Alexander's premature death, his empire died with him. He was its core. The same is true of countless companies which expand into related segments which do not utilize, much less reinforce, the strength of their profitable core. "Business adjacencies are growth opportunities that follow a company to extend the boundaries of its core business. What distinguishes an adjacency from another growth opportunity is the extent to which it draws on the customer relationships, technologies, or skills in the core business to build competitive advantage in a new, adjacent, competitive area." Have you ever wondered why at least 70% of all mergers and acquisitions either fail or perform well below expectations? The board members and senior-level executives of those organizations obviously had not read Zook's analysis of "The Alexander Problem" in Chapter 3.

Those who share my high regard for this book are urged to check out Crawford and Matthews' The Myth of Excellence, Fitz-enz's The E-Aligned Enterprise as well as The ROI of Human Capital, and Collins & Porras' Built to Last.

Very Realistic and very useful
This book is very good, it explains very clearly the different growth concepts with clear definitions, and a very interesting growth matrix. in addition, unlike other books, this book uses a lot of real world examples to illustarte the different concepts and growth startegies. It explains how companies, that succeded, evolved from their core business and developed new products without getting lost in the process. Also, explains why and how some companies failed. The book is realistic, and gives you some tools and matrix that you can apply when analyzing and developing a growth strategy. You should also check out the web site, it has some examples of how to apply the gowth matrix.

Dell has applied this book idea very well
This is a very good book for anyone interest in business strategy. Especially reading it with Creative Destruction. One company which has applied this strategy very well is Dell. Its strategy to stay at the core in PC while adjaceny expansion into Printer, PDA ... etc. It stated in Businessweek that it is entering into the low-end (maybe ignorant by market leader) market for market share first. It is similar to a point mentioned in the book. I guess it has a lot to do with Rollin (one of the head of Dell)

These guys really messed up
This book is clearly overrated -- very simplistic and nothing more than a marketing tool for would-be customers. The book's fatal flaw is probably its praise of Enron and its ability to grow from its "core" ... Read more

Book Description

In First, Break All the Rules, Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive indepth study of great managers.

In today's tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But no matter how generous its pay, or how renowned its training, the company that lacks great front-line managers will suffer.

Buckingham and Coffman explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations', how they motivate people by building on each person's unique strengths; and, finally, how great managers find the right fit for each person, not the nextrung on the ladder.

First, Break All The Rules provides vital performance and career lessons for managers at every level. This audiobook shows you how to apply them to your own situation. ... Read more

Reviews (172)

Must read for managers of all levels
If you think you can change people, think again. If you think one of a manager's job is to help people improve upon their weaknesses, think again. If you think climbing the corporate ladder is the best way to improve one's position in the corporate world, well, you got it, think again.

This book, written by Marcus Buckingham and Curt Coffman, and based on 25 years of research by the Gallup Organization, on over 1 million respondents, has debunked a number of management "myths". I put myths in inverted commas simply because they were "truths" -- until First, Break All The Rules (published by Simon & Schuster, London, New York, 1999, ISBN 0-68486138-0) came along.

The Gallup Organization discovered, after asking one million people hundreds of different questions on the subject of managing others, that people excel only when their talents are put to use. Talents are the recurring patterns of thought and behavior that can't be turned on and off at will. They can't be created or altered. According to the authors, people don't change much. Managers should not waste time changing their subordinates, or making them into what they are not. You cannot give new talent to a person.

The books suggests that every human being has talent, and all roles/functions/jobs in a company require talent. You cannot train or develop talent, but you can train, develop and enhance skills and proficiencies. Talent leads to interest; interest leads to motivation; motivation leads to a desire to learn; a desire to learn leads to skills and proficiencies

As for the corporate ladder, the authors suggest that you should throw it away. For example, good sales person might not perform well if she is promoted to sales manager position. She might not have the talent to manage others. Instead, let her continue in the sales position, but improve upon the salary and benefits.

Not New but Infinitely Useful
It's extremely rare that I recommend a book, about once every decade, but I highly recommend this book.

I just read the comments of those who negatively rated this book because it's concepts are not new. That's true of every management/HR/sales/training/leadership/customer service.. book I've read. How many times have you read a business book and thought "yep, that's right, that's exactly what I've experienced" and then became frustrated because of the gap between what could/should be vs the daily reality of your work experiences? How many times have you wished there was some way you could prove that focusing on the individual employee resulted in creating a provable, positive impact on organizational performance, productivity and profits?

The value of this book is that it is the Gallup organization and they've got the numbers to back up what has previously been rejected as "touchy feely" management methods.

The next time you're told "that won't work, nobody does it that way" or "there's no proof organizational performance is increased by focusing on individual strengths, understanding different people are motivated by different methods, selecting people to fit the job, or that managers have no impact on employee retention", simply reference this book and give them 80,000 reasons why they're wrong.

Supposedly, businesses decisions are based on solid numbers. We all know that businesses decisions are really based on perceptions. This book is gives you the numbers to change the many incorrect perceptions about the process of managing people.

Finding the right fit
This book has become priceless to my business. I highly recommend it to any manager who is having trouble motivating and keeping key employees in today's business environment. Happy employees are productive employees and this book gave me ideas that I had never considered when it came down to placing and hiring the right employees . I also recommend Rat Race Relaxer: Your Potential & The Maze of Life by JoAnna Carey as a corporate gift to keep employees motivated throughout the year.

Great Managers help make great employees great
This is by far one of the best management books that I have ever read. The Gallup Organization puts a whole new spin on what makes a great manager great - helping their employees to succeed as well as finding the right "fit" for their talents. This books put a strong emphasis on the different between skills and knowledge, which can be trained and learned, and talents, which cannot. Talents are unique to every individual and will drive all of us to be better at different things. It is the managers job to help us identify and build on these things.
Buckingham and Coffman do a fantastic job at incorporating wisdom and advice from the 80,000 managers that they interviewed which makes this book much easier to relate to. Whether a manager who is looking to enhance their management style, or an employee who is looking for ways to improve themselves and their organization, this is tremendous and very quick read.

A Great book on Common Sense Management
When did we lose our common sense? In college? Whenever this happened (and whatever the cause), this book helps to reclaim our common sense when applied to the world of managing employees of small, medium, and large-based companies.

This book is essential reading for economics majors, MBA students, and those working in management. It cuts through the jargon and helps people realize that management requires an understanding of human nature. It returns us to psychology. After all, the business world is bound by the rules of psychology. Violate the rules and you may harm your business.

The book delivers harsh facts. Not all employees are going to do well at every task. Managers: stop thinking that everyone can do anything. They can't. It's unreasonable to believe it. It's better to create incentives -- both monetary and prestigue -- on the idea that someone may want to continue working in a similar capacity. The book cites attorneys who start out at a law firm at junior associate, associate, senior associate, and then work on to junior partner, partner, and senior partner. Throughout the process, the attorney does not radically change what he or she is doing. Instead, their work merely becomes more interesting and their pay (and equity in the firm) rises over time. That is, rather than promote someone to a position that is radically different from what they are doing, offer perks and monetary advantages as time goes on to your employees.

The book says to promote strengths rather than overcome employee weaknesses. Some people are just never going to be able to do well at certain tasks. The book's realistic edge says we ought to understand this and move on. We can't strive for perfectin in every avenue. Make sure that your employees are doing what they do best at. Therefore, the goals of the firm -- and the employees' morale, will coincide, allowing harmony to exist in the firm. This book has many golden nuggets of wisdom, and it definitely is a keeper.

Michael ... Read more