Amazon.com

If you judge books by their covers, Jack Welch's Winning certainly grabs your attention. Testimonials on the back come from none other than Warren Buffett, Bill Gates, Rudy Giuliani, and Tom Brokaw, and other praise comes from Fortune, Business Week, and Financial Times. As the legendary retired CEO of General Electric, Welch has won many friends and admirers in high places. In this latest book, he strives to show why. Winning describes the management wisdom that Welch built up through four and a half decades of work at GE, as he transformed the industrial giant from a sleepy "Old Economy" company with a market capitalization of $4 billion to a dynamic new one worth nearly half a trillion dollars.

Welch's first book, Jack: Straight from the Gut, was structured more as a conventional CEO memoir, with stories of early career adventures, deals won and lost, boardroom encounters, and Welch's process and philosophy that helped propel his success as a manager. In Winning, Welch focuses on his actual management techniques. He starts with an overview of cultural values such as candor, differentiation among employees, and inclusion of all voices in decision-making. In the second section he covers issues around one's own company or organization: the importance of hiring, firing, the people management in between, and a few other juicy topics like crisis management. From there, Welch moves into a discussion of competition, and the external factors that can influence a company's success: strategy, budgeting, and mergers and acquisitions. Welch takes a more personal turn later with a focus on individual career issues--how to find the right job, get promoted, and deal with a bad boss--and then a final section on what he calls "Tying Up Loose Ends." Those interested in the human side of great leaders will find this last section especially appealing. In it, Welch answers the most interesting questions that he's received in the last several years while traveling the globe addressing audiences of executives and business-school students. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven (we won't give away the ending).

While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics. Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read. --Peter Han ... Read more

Reviews (63)

Interesting Insight
Although it is true that the business environment in the U.S. is changing at lightning speed, this book still has a lot to offer.I can't comment so much on the business advice in this book since I work in a small school, but his advice on attitude is dead on.People often make their own hell because they have the wrong attitude.Some say they work in a bad environment and that they can't work well, but the worker himself is a big part of that environment.You would be suprised at how a little kindness or a smile will change a working environment.Offer a little extra, and don't be afraid to help out.You'll enjoy your work and life more.

Insightful At Times, but Mostly Superficial
Jack Welch clearly is a legendary business leader; however, a great writer he is not. The book offers a few insights - eg. the power of corporate vision and value, budgeting and rewarding performance in the real (dynamic) world - but his book is not nearly as specific and helpful as Larry Bossidy's (Welch's former #2) "Confronting Reality," and "Execution." Sadly, the book also does not reference how Welch greatly simplified planning and accountability by getting rid of the planners, and instead focusing on fast reaction - a lesson that some firms, government and public education still need to learn.

In addition, Welch does not address most of the vast changes simplifying much of management in the last few years - even though he pioneered much of their use. The job has become primarily one of reducing costs - especially by shifting work away from Americans. This is accomplished by:

1)Maximizing outsourcing (eg. to Canada - primarily to avoid U.S. healthcare costs; to China and India - primarily to greatly reduce production labor, call-center, and design and programming costs,

2)Maximizing use of illegal immigrants within the U.S. - eg. in the meatpacking, construction, and other food-processing and food-serving areas,

3)Maximizing use of legal temporary immigrants within the U.S. - eg. Indian citizens with H-1B and L1 visas in areas such as electronics design and manufacturing, and computer programming.

4)Maximizing use of aggressive accounting - eg. capitalizing expenses, pre-booking revenues, optimistic assumptions about corporate pension fund growth, creating new entities to "hide" excess debt etc., and taking "special write-offs" wherever possible.

5)Minimizing exposure to risk of major commodity price increases - eg. large-scale futures buying of aviation fuel.

Further American worker head-count reductions are accomplished by implementing new IT systems, process improvements (eg. Six Sigma, cycle-time reductions), "rank and yank" personnel evaluations (Welch does reference this topic, but sugar-coats it to seem beneficial to all), and divesting or consolidating companies (mergers and acquisitions), divisions, functions (eg. personnel, IT, procurement), products, components, and suppliers. Cost reductions for those remaining American employees can be achieved by reducing salaries (eg. competitive contracting out "non-core" functions - defined as broadly as possible), infrastructure (eg. work-at-home, "owner-operator" truckers), health-care benefits (through increasing worker contributions) and pensions (eg. via canceling, or switching from "defined benefit" to "defined contribution" plans. And then all the preceding measures are forced through the supply chain by requesting price reductions and/or the "China price."

Finally, leveraging tax reductions, abatements, pension plan takeovers, exemptions from lawsuit liability and various regulations (eg. EPA, OSHA. zoning) and various other "freebies" from government has also become another major modern "management skill" (eg. via threatening or actually moving production and/or headquarters; promising to create new jobs, threatening lawsuits, making large campaign donations) that Welch fails to reference in "Winning."

In summary, "Winning" is somewhat interesting, but mostly superficial and irrelevant. And overall, "winning" is no longer a skill to be proud of, worth multi-million dollar payouts to CEOs, or necessarily good for America.

Full of energy and a passion for results
Having read Dr Welch's earlier book "Jack: Straight from the Gut", I was eagerly awaiting the release of Winning. This book is logically split into several sections and chapters ranging from Strategy, Performance Management, Mergers and Acquisitions, Recruitment, Promotion and finally a chapter on answers to questions on China and other issues not addressed in the other chapters.

True to his style, candor is the hallmark of this book. One may not fully agree with Dr Welch on many issues, and he has not changed his opinion and conviction on some of the policies that he rigorously implemented at GE. But this book is an excellent summary in crisp and simple text, distilling his over four decades of experience in working for and leading one of the most admired companies of this planet.

Those interested in a serious discussion of management theories and looking for an approach based on data and research may be disappointed. But if one is looking for what works and what does not in reality, this book is sure to impress.

Content is one thing about books. What makes this book very different from what could have otherwise been published as a summary of concepts is the first person narrative style of the author. Every page is filled with energy, strong belief and commitment to the ideas discussed.After all this is a book based on true personal experience and not a discourse on theoretical concepts.

Dr Welch, thank you so much for this wonderful gift to next generation managers.

Can You Spell Class Action
The Jack and Suzy show has fallen flat on its face. Welch's
coda, to fire 10% of the workforce every year, translates into massive age discrimination (you need "vitality" in your staff) in the workplace, and is currently the subject of a 15,000 person class action lawsuit against a major US corporation, which has the misfortune of being run by a runner-up in the succession sweepstakes "won" by Jeff Immelt. Ironically, the CEO of this company was 51 years old at the time of Welch's retirement, and was probably passed over for the top job because Immelt was 44. The abused become the abusers.

WARNING!
I have no doubt that the book version is excellent. I have no doubt that the message is great, but the audio cd version of this book sucks. Jack Welch reads it so slow that it sounds like he is reading it to a group of first graders who don't speak english. I wish I hadn't opened the package because I would love to return the cds. I might as well have thrown the money in the waste basket.


... Read more

Amazon.com

Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.

Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum ... Read more

Reviews (126)

Execute optimally!
This book describe a necessary leadership behavior in the Execution paradigm -- Insist on realism. As thinking is the basis of action, this concept requires more exploration and explanation. Prior to the introduction of Optimal Thinking into the corporate world, the pervasive motto was Think Positive. Optimism promotes persistence, but it is a poor strategy when the cost of failure or probability of failure are high. With the current integration of Optimal Thinking into leading corporations, the transformation from AnyCorp (consisting of any thinkers) to Opticorp (consisting of Optimal Thinkers) empowers the corporate culture to practice optimal realism. Optimal Thinkers accept what is out of their control, and optimize what is within their control. Using Optimal Thinking to ask questions like, What is within my/our control here? What are my/our options here? What is the worst event scenario? What is our optimal contingency plan? What is in our best interest? What is our highest priority? What are the best actions we can take to achieve it? What is the best thing you/we can do under the circumstances? empowers us to set clear priorities, and take the most constructive actions to follow through -- essential for optimal leadership and optimized execution. Execution-driven leaders who thrive on accountability and reward performance, must select the right people for the right jobs. This is achieved with Optimal Thinking. Read these two books, get your key people to read them too, and you will OPTIMIZE productivity.

Leadership for the real world
Reading "Execution" and pondering its theses is a lot like listening to your mother telling you to eat your broccoli: There are other things you'd rather have, but in your heart you know it's the right thing. Much of "Execution" is plain old common sense; to move a business forward, everyone from the CEO downward needs to work to make things happen.

A refreshing departure from the fuzzy style of most leadership books, "Execution" is invaluable for up-and-coming business leaders of all stripes, though its focus is primarily senior management in very large organizations. Some readers will find that Bossidy and Charan spend a lot of time re-stating the obvious. For every "ah-ha!" moment this book presents, there are at least two "well, duh!" moments. But in light of many of the problems facing businesses today, the obvious bears repeating.

Others will find that "Execution" barely scratces the surface of a highly complex series of topics, and will want a greater diversity of business cases. Much time is spent fawning over Jack Welch at the expense of other, equally deserving business leaders. To that end, a sequel or a companion workbook would be helpful. But for getting managers thinking about their jobs in a new and beneficial light, "Execution" accomplishies its goal admirably. Much like broccoli!

The book that Jack should have written.
This is perhaps one of the best business books I have ever read. Unlike many books which use extensive academia and complex formulas which rarely see the light of day or work well outside of a controlled environment, this book is simple. That said this simplicity can be a bit deceiving. When I worked for GE, as did Bossidy and Jack Welch, the concepts which turned that business into a global leader in industry were remarkably simple. It wasn't the simplicity of the ideas, but rather the ability to get a hundred thousand people executing flawlessly on them that makes the difference.

In the book Bossidy describes how he personally would ensure execution occurs within his businesses. Start with the right people. Too many times we assume people are merely interchangeable cogs, but great business leaders who get results know differently. Chapter 5 discusses the responsibility and focus required to ensure the right people are in the right jobs. Even as a CEO he spent up to 40% of his time on developing and hiring the right people.

Another interesting aspect is the ability to speak directly and level set expectations and have a firm grasp on reality, regardless of how painful that reality may be at the time. Throughout the book is example after example that illustrates the value of direct conversation and clear feedback and communication. As you read the book, look for not only the content of what is discussed, but how it is discussed. Nearly always the method is to truly listen and engage people in a dialog which will set expectations, and ensure misunderstandings or mixed messages are limited. This allows people to focus on what needs to be done instead of being distracted with politics and other non value added issues.

While some may see the content as too simplistic, those same people are usually unable to deliver results in the same manner as Bossidy did at GE, or Honeywell. The value of this book is both in content and style.

The book itself is never dry, is easy to read, flows smoothly in conversational format, and is highly engaging. Highly recommended to anyone in a business situation who wants to improve execution and results.

Standard business consulting verbiage
I was hoping that this was a down-to-earth book with interesting and useful ideas like Built to Last or No Excuses Management. Alas, it's just a standard, boring, fluffy business book filled with many more words that are called for. It might be worth reading if you're stuck on an airplane with it.

A must for serious business officers
The principles of the book helped us move our stock from $1 to $6 in 2 years. I not only like the book, I now use it as a tool for my consulting business. It helps focusing on the essential and provides a template for structuring a business for success. I believe that it can be adapted to any venture.

I recommend it because of its simplicity and connection to reality. If you have managed operations, you will appreciate this down-to-earth layout of how to steadily drive your business or evaluate another business. Use that approach and you are above 99% of the business crowd out there. I am grateful. ... Read more

Amazon.com

Here's another management parable that draws its lesson from an unlikely source--this time it's the fun-loving fishmongers at Seattle's Pike Place Market. In Fish! the heroine, Mary Jane Ramirez, recently widowed and mother of two, is asked to engineer a turnaround of her company's troubled operations department, a group that authors Stephen Lundin, Harry Paul, and John Christensen describe as a "toxic energy dump." Most reasonable heads would cut their losses and move on. Why bother with this bunch of losers? But the authors don't make it so easy for Mary Jane. Instead, she's left to sort out this mess with the help of head fishmonger Lonnie. Based on a bestselling corporate education video, Fish! aims to help employees find their way to a fun and happy workplace. While some may find the story line and prescriptions--such as "Choose Your Attitude," "Make Their Day," and "Be Present"--downright corny, others will find a good dose of worthwhile motivational management techniques. If you loved Who Moved My Cheese? then you'll find much to like here. And don't worry about Mary Jane and kids. Fish! has a happy ending for everyone. --Harry C. Edwards ... Read more

Reviews (161)

Motivation ?
FISH! is he story of a woman searching for a way to revitalize her workgroup and in the process save her job. The solution she finds comes from the unlikely place of the local fish market. By listening to the stories of one of the market's clerks our heroine is able to take back to her own problem four basic tenets for success. She meets her staff at the corporate "toxic waste dump" and is able to convert them to a person from a group of dispirited losers into the best team in the company.

The 112 pages of this book read very quickly and the ideas in the book are quicker still. They are basic and they certainly are sound ideas for motivating people. However, I think that the parable of Mary-Jane and her dysfunctional team was far too simplistic to stand up to real world application and that is a serious detriment to the book. Once the lead is converted she meets with her team who, after one negative comment, begin to embrace the ideas wholeheartedly. Where are the perpetual whiners ? Where are the "We have always done it this way" complaints. How about that perennial favorite "It isn't our fault" ? And best of all - The sullen non-complainers who will agree to anything to get the meeting over with but resist any real change ? I am not trying to be a spoil-sport here but these are serious obstacles to the kinds of change that this book tries to implement. I think that this book is either much too long to explain what the four ideas are (and they are good), or it is much too short to actually serve as any kind of an implementation tool.

It is also a poorly written story. Rather than as a parable of one woman's self discovery, I would much rather have seen it as a non-fiction management book with the story of Mary-Jane interjected as an example. As written it is not a good manual nor is it a helpful example.

A Fish Story That's Real & Inspirational
What does a "Toxic Energy Dump" and throwing fish have to do with life, especially performance in the workplace? A great deal according to the authors of The Fish.

In this parable you learn very quickly and easily how to turn around a "toxic" environment. Although the solutions may sound simple and obvious, they remind us - that regardless of our position in an organization, it's a great thing to find enjoyment and satisfaction in our ordinary day-to-day work lives. The writers provide simple descriptions of what attitude and fun can do to turn around the "toxic energy dump" in the workplace. The fable and principles show you how to bring hope and excitement to the people who perform the "back room" functions.

This book is a quick read, with principles that are easy to grasp and apply. Laughter and fun are great bridge builders between people - I encourage you to try The Fish and see how these principles are used to build bridges not only at a renowned fish market in Seattle, but between people within a back room department and other departments.

Always Smell Your Fish Before You Buy
This book was given to me as part of a Fish seminar conducted by my company. The book must be addressed on three different levels: as a story, as a philosophy, and as a business book. The story is about a woman who takes over a failing department in her company, finds the inmates are running the asylum, learns some pearls of wisdom from some local fishmongers, teaches the employees the philosophy, and ends up with a successful department. The preceding explanation is only slightly shorter than the book itself, which contains so much white-space that it could easily be halved, and repeats so often that it could easily be halved again. As bad as the story and writing are, the philosophy underlying the Fish idea is even worse. It is essentially a hedonistic philosophy - that what employees really need to perform well is enough fun at work. The problem is that all jobs and careers involve a certain amount of tedium. Everone must "pay their dues." Too often the people complaining the loudest are those that refuse to deal with tedium as a fact of life. As a business book it fails as so many business books do because the ultimate goal of the book is not to attract a reader, but to convince corporations to buy a whole suite of products and services: the books, videotapes, fun fish things, decorations. Avoid this book, read Drucker instead.

Would rather be fishing
This book reminded me of a story about cheese. The ideas make sense, but the story is childish and doesn't provide an action plan. I recommend reading Rat Race Relaxer: Your Potential & The Maze of Life instead.

Insipid Garbage
I was unfortunate enough to have been made to read this utter, banal trash. This 'book' is yet another in the endless deluge of 'management' aids. Being a manager myself I was extremely disappointed as this book offers no new insight or any hints to great management secrets. Once one gets past the countelss pages of fluff, the underlying moral is simple...your job is what you make of it. If you have a positive attitude and outlook, your job will be enjoyable. If you think your job is boring and menial then it will be just that. These are basic common sense ideals that any capable manager should already be instilling on its employees. If you are a manager and are unfamiliar with these concepts then you are obviously either ill-trained or completely inexperienced and should not be a manager in the first place.
My true rating would be NO STARS, but the lowest possible was one star. ... Read more

Book Description

This text remains the only text in the market that presents a balance of financial theory and applications.The authors maintain the same four goals as with the first edition: helping learners to make good financial decisions, providing a solid text for the introductory MBA course, motivating learners by demonstrating finance is relevant and interesting, and presenting the material clearly. ... Read more

Book Description

This worldwide best-selling book highlights the most recent trends and developments in global marketing-with an emphasis on the importance of teamwork between marketing and all the other functions of the business. It introduces new perspectives in successful strategic market planning, and presents additional company examples of creative, market-focused, and customer-driven action.Coverage includes a focus on customer relationship management, partner relationship management, the Internet and its effects and uses, brand building and brand asset management, alternative go-to-market channels, and marketing around the globe. Chapter topics discuss building customer satisfaction, market-oriented strategic planning, analyzing consumer markets and buyer behavior, dealing with the competition, designing pricing strategies and programs, and managing the sales forceFor marketing managers who want to increase their understanding of the major issues of strategic, tactical, and administrative marketing-along with the opportunities and needs of the marketplace in the years ahead. ... Read more

Reviews (34)

The "Bible" of Marketing
Phillip Kotler's Marketing Management is the the classic MBA marketing text. It's comprehensive and encyclopedic--that means its not an easy read. Kotler's writing style could be described as a list of lists. Each topic is parsed into its elements and he then recites all possible attributes.

The book has an enormous market share, which means it comes with every possible ancilliary product (for instructors who adopt the book) such as videos and power points. Because Prentice Hall sells so many of this book, they can afford to issue new editions on an accelerated, two-year cycle. The good news from this is it allows them to move with the times (in this edition, they've eliminated all the trivial "Did you know ...?" sidebars that detracted from the seriousness of the last "Millennial Edition." The bad news (from a student point of view) is that you may be forced to buy new, because used copies won't be correct.

However, this is one book that you'll want to keep on your professional library shelves--it's as much a reference as a text. All other marketing texts either derive from Kotler or distance themselves from this book, so you might as well go to the source.

IT RAMIFIED EVERY ASPECT OF MARKETING
Using a variety of case-study analyses, this "Marketing Management" elaborated on the principal concepts of 21st Century marketing. Post-graduate students, as well as practising professionals will find it useful. Its specialized chapters did their best in ramifying every aspect of marketing. Information is everywhere; although that its versatility led to the boring repetition of strategies.
This book is simple and well-written. It is very good; but in comparison, the "Principles of Marketing", which is cheaper and comes with an attached CD-ROM, (and was written by Gary Armstrong and this same Philip Kotler) offers much more for less money.

Marketing Management
The eleventh edition of this bestselling marketing management text reflects the recent trends and developments in global marketing. It emphasizes the importance of teamwork between marketing and all other functions of the business.

For teaching
Generally useful and apply to real life situation

Broad Focus
Kotler is a name synonomous with marketing. I have several of his books and have enjoyed them very much. It is a broad focus though. It doesn't dig very deep into specific industries of course. If you happen to be looking for restaurant marketing specific book recommendations, there are several at the Quantified Marketing Group website at www.quantifiedmarketing.com. We have several complimentary restaurant marketing resources and book recommendations there. ... Read more

Book Description

Information systems knowledge is essential for creating competitive firms, managing global corporations, and providing useful products and services to customers. This book introduces management information systems that readers will find vital to their professional success.Emphasizes the digital integration of the firm through enterprise applications (management of the supply chain, customer relationships, enterprise systems, and knowledge). Offers vivid examples, engaging and interactive exercises, and the most up-to-date information to illustrate the impact of information technology on business. Highlights new applications and technologies to digitally enable business processes for electronic business and electronic commerce—i.e., what will improve firms' relationships with customers and create additional value.Provides new Running Case on Laudon Web site and accompanying CD-ROM; examines a fictitious company called Dirt Bikes USA, with each text chapter containing a project requiring readers to use application software, Web tools, or analytical skills to solve a problem the company has encountered.An indispensable reference for managers and executives who wish to integrate or update MIS in their organizations. ... Read more

Reviews (16)

Not sufficient for the DANTES MIS test
The recommended reading list for the DANTES management information systems test listed "Management Information Systems: Organization and Technology by Kenneth and Jane Laudon" current edition. [Although this particular book's title is "Management Information Systems: organization and technology in the networked Enterprise"]

This one appeared to be the latest book that Kenneth and Jane Laudon had available.

The content was okay, but not sufficient to pass the DANTES MIS test. I had to supplement my studying with the MIS book by James A. O'Brien. If you are looking for a textbook to use for passing the DANTES MIS test, use the James A. O'Brien book.

The layout of the book is VERY distracting. Not an easy read. Not smooth flowing due to the hideous layout. The book's graphics designer probably thinks it's a work of art. But then they probably only had to "look" at it, not actually TRY to read it!

Writers must know the technology
While studying for MBA, my course teacher suggested this book as text. After reading this book, I could not undertsnad why the book is still in market? It has so many technical mistakes. I am mentioning one here.
The authors described "Star Topology" as: consists of a central computer connected to a number of smaller computers or terminals. Anybody having basic knowledge on computer networking will disagree with this definition. Actually the computers are connected to a hub or switch, not to a computer, and the computers need not to be 'smaller'.
The definition of other network topologies are also flawed. At the end of section 'The Ring Network' the authors commented that: Both ring and bus topologies are used in local area networks (LANs)... Probably they want to say that Star topology is not used in LAN, but the fact is that most of LANs in today's world use Star topology.

The book is not intuitive
I am a computer programmer and had to use this book as a requirement for CIS class for my MBA degree. In my class I did not meet a single person who liked the book or found it satisfactory. I don't claim that I know everything about MIS. But the terms I knew are not explained well in the book. And it is very hard to understand terms I did not know. To illustrate my point, here is book's definition of the term 'hypertext markup language (html)' - "Page description language for creating Web pages and other hypermedia documents." In my opinion you don't explain word 'hypertext' with 'hypermedia'. "Page description language for creating Web pages" doesn't sound intuitive either. Most of the definitions sound like that. The only positive thing was that Book Store gave me 50% of the book price back when I returned it.

Case Study, How Can I get the answer?
Hi, everybody!!!

This book is the one, don't doubt it. Well, anybody know where i can get information about the cases studies, i would like compare my answers with a credible source.

Well, thanks a lot.

Managers, Sales Rep.'s, MBA-students.... this is a must have
The emphasis of this book is how organizational change is required to implement an information system. At this point, we have all been involved in new implementations or updates to existing implementation. This book addresses logical approaches to managing the organization during these changes.

This book is **not** for techical administrators; however, it is an ideal resource for the non-technical manager who oversees a technical team, a technical business, or who wants to see the business grow to the Internet or use EDI type processes.

Because it uses current cases to introduce concepts about networking, it would be ideal for a graduate business program.

Because it is well written and clearly defines the key elements of networking, it would be a great desk reference for any business oriented manager or sales rep. ... Read more

Book Description

Winning by Not Competing: A Fresh Approach to Strategy

Since the dawn of the industrial age, companies have engaged in head-to-head competition in search of sustained, profitable growth. They have fought for competitive advantage, battled over market share, and struggled for differentiation. Yet these hallmarks of competitive strategy are not the way to create profitable growth in the future.

In a book that challenges everything you thought you knew about the requirements for strategic success, W. Chan Kim and Renée Mauborgne argue that cutthroat competition results in nothing but a bloody red ocean of rivals fighting over a shrinking profit pool. Based on a study of 150 strategic moves spanning more than a hundred years and thirty industries, the authors argue that lasting success comes not from battling competitors, but from creating "blue oceans": untapped new market spaces ripe for growth. Such strategic moves-which the authors call "value innovation"- create powerful leaps in value that often render rivals obsolete for more than a decade.

Blue Ocean Strategy presents a systematic approach to making the competition irrelevant and outlines principles and tools any company can use to create and capture blue oceans. A landmark work that upends traditional thinking about strategy, this book charts a bold new path to winning the future.

W. Chan Kim is the Boston Consulting Group Bruce D. Henderson Chair Professor of Strategy and International Management at INSEAD. Renée Mauborgne is the INSEAD Distinguished Fellow and Professor of Strategy and Management.

... Read more

Amazon.com

As a social science researcher and an esteemed business consultant, Marcus Buckingham (First, Break All the Rules and Now, Discover Your Strengths) has spent considerable time studying the big picture. This wide-angle approach led him to an unexpectedly narrow conclusion: There is a core concept to even the most complex topic. What he has discovered in The One Thing You Need to Know is that single "controlling insights" exist for a whole range of situations, and when properly applied, can encourage exponential improvement and lead to precise action and results. In applying this concept to managing, leading, and individual performance he has pinpointed the single element necessary for achieving success in each of these three key positions.

Buckingham acknowledges the subtleties of the topic and his goal is "not to make these subjects simpler, merely clearer." And what could be clearer than one thing? The challenge lies in filtering out the nonessential matters and distinguishing "between what is merely important and what is imperative" in order to produce the greatest and most far-reaching effects. In offering advice on how to do this he also details the three things you need to learn about a person to manage them effectively, explains why a lack of balance is a good thing, shows how to identify your own strengths and weaknesses, and discusses which personality traits all great leaders must possess.

Clearly written, informative, and enjoyable, the book aims to motivate readers to act--not just think--differently by providing concrete examples and specific lessons. And it need not be confined to the office--the concepts outlined in these pages can help people feel more fulfilled and productive in all aspects of life. --Shawn Carkonen

Essential Buckingham

First, Break All the Rules	Now, Discover Your Strengths	The One Thing You Need To Know, Audio CD
First, Break All The Rules, Audio CD	Now, Discover Your Strengths, Audio CD	First, Break All the Rules, Audio Cassette

If You Like Buckingham, You'll Love...

Jack Welch Jim Collins Larry Bossidy

Patrick Lencioni Stephen Covey Malcolm Gladwell

Tom Rath Daniel Goleman Clayton Christensen

... Read more

Reviews (13)

Brilliant !
(*****)

This book tackles very delicate theories in managing and leadership brilliantly.Marcus Buckingham's approach is straightforward, uses easy language but it definitely kicks you hard.

Part of the charm of the book perhaps is in managing expectations.I expected to learn just `One Thing' but instead there are so many things you'd read that would change your outlook.

The better books are those that would change your views, the best ones change your actions... this one is part of the latter.Aside from changing my views of managing and leading forever (in a way are opposites), this book has changed my routine and made me do changes here and now.

A must read!

Some Nuggets - Same Ideas as previous books, but applied.
I like the overall tone of this book, as I am a real advocate of his earlier works with discovering & developing one's strengths.For me, however, it was largely recycled ideas - albeit good ones!

The best nuggest I got (so far - I'm still reading parts) is that great managers play chess rather than checkers with their people.That is, in chess, you have to know each particular piece - how each one moves & performs in a different way.In checkers, you treat all pieces the same regardless.Perfect analogy, which I will use in my classes & for clients!

The one thing you need to know..
dont waste your money on this.

Just a collection of boring anecdotes.

Very insightful, practical and useful...A must read!
I loved this book! I learned a great deal about how to improve my own performance at work as well how to better understand others around me. Buckingham cuts through the business babble out there and provides useful practical advice one can apply in the work world and in life. Although I'm a fan of the first two books, this one is the must read!

Highly Recommended!
Many soothsayers pontificate sonorously about leadership to anyone who will listen, but over time they gradually lose touch with their subject matter. You may at first wonder if best-selling guru Marcus Buckingham has stumbled into this very ditch after he devotes eight pages early in the book to what makes great marriages (FYI: he says it's always interpreting everything your spouse does in the warmest possible light, whether or not that is logical). Well, not to worry - Buckingham is just warming up. An original thinker who lets his intellect roam, he brings sharp insights to the evergreen topic of leadership. Although this book is essentially creative in nature rather than intellectually rigorous, you'll come to respect the powerful perceptions it has to offer. Buckingham must navigate a perilous balance between clarity and oversimplification, and he pulls it off rather well. While we wouldn't say this is the only book you need to read to understand leadership, we highly recommend it. ... Read more

Book Description

How did you feel after your last interaction with another person? Did that person-your spouse, best friend, coworker, or even a stranger -fill your bucket" by making you feel more positive? Or did that person "dip from your bucket," leaving you more negative than before? The number one New York Times and number one Business Week bestseller, How Full Is Your Bucket? reveals how even the briefest interactions affect your relationships, productivity, health, and longevity. Organized around a simple metaphor of a dipper and a bucket, and grounded in 50 years of research, this book will show you how to greatly increase the positive moments in your work and your life-while reducing the negative. Filled with discoveries, powerful strategies, and engaging stories, How Full Is Your Bucket? is sure to inspire lasting changes and has all the makings of a timeless classic. ... Read more

Book Description

How do we make decisions--good and bad--and why are some people so much better at it than others? Thats the question Malcolm Gladwell asks and answers in the follow-up to his huge bestseller, The Tipping Point. Utilizing case studies as diverse as speed dating, pop music, and the shooting of Amadou Diallo, Gladwell reveals that what we think of as decisions made in the blink of an eye are much more complicated than assumed. Drawing on cutting-edge neuroscience and psychology, he shows how the difference between good decision-making and bad has nothing to do with how much information we can process quickly, but on the few particular details on which we focus. Leaping boldly from example to example, displaying all of the brilliance that made The Tipping Point a classic, Gladwell reveals how we can become better decision makers--in our homes, our offices, and in everyday life. The result is a book that is surprising and transforming. Never again will you think about thinking the same way. ... Read more

Amazon.com's Best of 2001

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards ... Read more

Reviews (298)

Jim Collins: REQUIRED READING (See why.)
With an overall keen focus on discipline and accountability, Jim Collins was assisted by a large team of gifted, discerning graduate students. Hence, "Good to Great" is a most welcome piece of major solid research in our current time when "business spin" has contributed to the failure of corporations, market values, employee careers, etc. Unfortunately, similar books over the past few decades have relied more on "impressionism" from the author(s), including the now famous "In Search of Excellence" which has since been exposed as not fully grounded in the true facts of the time. While Warren Buffet is not identified as a "Level 5" leader in "Good to Great," this is a volume which could surely bear the imprimatur from that "Sage of Omaha." This book could even assist GE's Jack Welch "grow" into a more effective individual. [Prepare yourself for a surprise-jolt: based on Jim Collins' penetrating analyses across 11 major organizations, Mr. Welch would probably be considered as a "Level 4" leader.]

This book is of significant value to anyone wanting to move from "good to great" no matter if it is within a profit, not-for-profit, or even in a home-family setting. Great, easy reading and, most importantly, an excellent, life-long reference manual to help you remain "tuned-up." Notably, this book should be a required supplemental text for all general management courses (undergraduate or graduate).

Achieving and continuing spectacular business success
In 1994, Jim Collins and Jerry Porras wrote one of the most successful management books of the last decade: Built to Last. Collins and Porras had studied 18 visionairy companies, many of which had existed for 60 years or more. These companies had a strong focus on values and people and great ability to to learn and exchange knowledge. They gave less priority to maximalizing shareholder value but paradoxically outperformed the market enormously. In a conversation with Jim Collins, McKinsey director Bill Meehan said he, too, loved the book, but added: "Unfortunately, it's useless". He explained why. The companies featured in Built to Last had always been great companies. But because most companies are just good (not great) they are not interested in a book which shows how to stay great (Built to Last) but in a book that shows how to become great. The matter inspired Collins. He built a research team of 15 people and started a 5 year study.

The team tried to identify companies that had jumped from good to great and had managed to continue their great growth for at least 15 years. They found 11 of these (Abbott, Circuit City, Fannie Mae, Gilette, Kimberly-Clark, Kroger, Nucor, Philip Morris, Pitney Bowes, Walgreens, Wells Fargo). These good-to-great companies (GTG's) outperformed the market by a factor 6.9 in the 15 year period of the analysis! (General Electric outperformed the market 'only' by a factor 2.8 between 1985 and 2000).

The study focused on the question: what did the GTG's have in common that distinguished them from comparable companies in comparable circumstances? The GTG's were compared with two sets of other companies: 1) the direct-comparisons: companies within the same sector and in comparable circumstances, 2) the unsustained comparisons: companies that had had a breakthrough but that had not been able to continue their success. Collins intended to, from the ground up, build a theory which could explain the successful transformation of the GTG's.

As it turned out, all of the GTG's had a period of build up, preparation (often lasting many years) before the breakthrough moment. Three phases could be identified:

PHASE 1: DISCIPLINED PEOPLE
1. LEVEL 5 LEADERSHIP: contrary to the expectation, leaders of the GTG's turned out to be quiet, self effacing and even shy. At the same time, however, they were very determined. Mostly, they were leaders that came from within the company and that have remained unknown to the greater public.

2. FIRST WHO...THEN WHAT: also contrary to what you might expect was that GTG's first got the right people on the bus and the wrong people off and only then focused on strategic direction and vision.

PHASE 2: DISCIPLINED THOUGHT
3. CONFRONT THE BRUTAL FACTS (..BUT NEVER LOSE HOPE). Characteristic was a combination of realism and hope.
4. THE HEDGEHOG CONCEPT (SIMPLICITY IN THREE CIRCLES): just like a hedgehog, the GTG's seemed to have a very simple but effective success formula: all of the activities of the company had to lie within the intersection of the following three circles: 1) what can we become best in the world at? 2) what are we passionate about? 3) what can we make money with?

PHASE 3: DISCIPLINED ACTION
5. CULTURE OF DISCIPLINE: the GTG's turned out to have a culture of discipline that made hierarchy and bureaucracy largely superfluous.
6. TECHNOLOGY ACCELERATORS: none of the GTG's had technology as a cause of the success, but technology did play the role of accelerator of the success.

Collins rather convincingly demonstrates the validity of this model. All of the GTG's showed these practices throughout the 15 year period, while none of the direct comparisons did. The unsustained comparisons showed some of these practises often right until the moment of their decline.

Looking at the share price development of the GTG's, you might expect that there has been a clear marking point of the transformation because their share price stays rather flat at first (for many years) and then just suddenly takes off and keeps on going up. An important finding of the team was, however, that there were nó special change programs, and nó breakthrough decisions or products. On the contrary, the process evolved very fluently. To eplain, Collins uses the metaphor of the flying wheel. When you start to turn this wheel it goes heavily and moves slowly. But by continuously keeping on turning the wheel, it starts to build momentum and then, just suddenly, a point is reached at which the wheel turns at great speed without you having to turn it any harder than at first. Is this the practice of many companies? Not at all! The reality of many companies is nót consistently following a chosen path but rather swinging from one hype to another.

I think this research evokes one principal issue. That the concept 'great' is operationalized in a financial way is easily understood from a practical standpoint. This criterion is clear and rather easily obtained and makes it easy to compare the companies scientifically. But is 'great' the best word to describe spectacular financial success? Does their financial success necessarily make GTG's 'great'? Wouldn't that be like saying that Bill Gates en Silvio Berlusconi are great people while implying Martin Luther King and Mother Theresa are not?

But, having said that, demonstrating how companies achieve and continue spectacular financial success, in itself, is extremely interesting and valuable. This is a terrific book that, I think, has the quality to equal or perhaps even surpass the success of Built to Last. Unlike most management books (which contain creative but highly speculative ideas), the message of this book is based on well-designed research and mindful interpretation of results that is explained and justified terrifically. Despite this thoroughness, the book remains a pleasant read. A pity that the book does not offer some more practical suggestions to help readers get started. I think that would have made it even better.

Study on Critical Factors for Organisational Greatness
Collins' curiosity and clear study brings to light some of those factors that contribute to greatness. These findings are grounded within individual, teachable 'points of view' which are easily applied to large organisations and applicable to small busness as well.
Collins puts his findings in clear accessable language. Including the finding that is responsible for the title... That good is the enemy of great.
I highly recommend this book/CD to leaders that are enaged with designing futures and those that work with them. It is core reading for key teams. It has made a significant difference in being able to articulate powerful conversations with teams about that which is tacit and critical to success. Giving common language and principles to engage with. A great study book for learning teams.

But, what about........?

Read it - but maybe buy it used

This books does however ask some good questions about how to go from being good to GREAT such as:

1. What am I(or what is the company) intrinsically passionate about?
2. What is the company\I good at? and does this "thing" come naturally?
3. Finally does this area that was chosen have "GREAT" potential?

On the other hand, here are some questions that I felt were left unanswered:

Can't you be GREAT at two things at the same time?

According to Jack Welch's book, you should strive to be #1 OR #2.
btw: Aren't there three medals awarded in the Olympics?

What about sales? The Mary Kay Company motto is "Nothing happens until somebody sells something." (from her book)

What about creating barriers to entry for competitors? (to protect market share like Carnegie or Rockefeller did)

Why didn't you include MORE on the failures of the Good to Great companies? Not just the failures of the competition. Guys like Edison, Lincoln had many defeats before they found ultimate success.
Doesn't bouncing back from failures have something to do with going from Good to Great?

The author mentions getting the right people in the right seats on the bus and the wrong people off. I believe this is an oversimplification. Age, salary, tenure, unions, hierarchy etc make this a very difficult task to accomplish!!

Yes this book took 5 years to write and was supported by 21 staff researchers BUT I am not totally convinced of the results. (and I liked the first book - Built to Last)
That's why I gave it only 3 stars

Must read for any executive, manager, or entrepreneur
This book was number one on the Wall Street Journal's list for a long time for good reason. It is a very pleasurable and easy read that will certainly set off light bulbs in your head. The coverage of the iterative process of buildup and breakthrough is outstanding. If you are an executive, manager, or entrepreneur, make sure you grab this book and take it to the beach or knock it out over a weekend. It certainly belongs in your library. ... Read more

Book Description

Since its original publication in 1981, Getting to Yes has been translated into 18 languages and has sold over 1 million copies in its various editions. This completely revised edition is a universal guide to the art of negotiating personal and professional disputes. It offers a concise strategy for coming to mutually acceptable agreements in every sort of conflict. ... Read more

Reviews (66)

Essential reading
This is the first book I've read on the issue of negotiation. The book is easy to read, and the authors use good, solid examples to illustrate the techniques they are teaching. The end of the book, with it's summary review, really pulls it all together. The writing style is clean, clear, and simple, without being so simplistic as to seem unbelieveable.

The authors try to show readers how to remain objective in negotiations, rather than letting their emotions take control. The speak of being "soft on people and hard on principles", the idea of staying focussed on the problem and not attacking or blaming people. The parts I found most useful are the notions of focussing on interests rather than positions, and finding alternatives that will allow both parties in the negotiation to gain something. The idea of moving away from positions to finding the common ground of shared interests is one that is particularly useful in that it can be applied to any situation, be it a parent/child conflict, a work situation, or any negotiation. This concept shows readers how to focus on their long term goals rather than on being "right" and winning in the short term.

I have used the techniques in this book to great success many times, in a variety of areas in my life. They are easy to use, and they work! I highly reccommend this classic text to everyone.

This book is the foundation for successful negotiations
I read this book in an MBA course for Dispute Mediation. Although it was not a required reading, every text and article mentioned this book. You can easily read it in a weekend. Do not expect theory, paradigm, or lofty descriptions-this is cut to the chase stuff that lets you know many techniques for negotiating and helping the other side make a decision that is right for all involved. Some helpful key concepts include elimintating emotions from the process, or dealing with the emotional techniques that the other side may use against you. It also describes BATNA, or the best alternatives to a negotiated agreement-those agreements which may be the most realistic and beneficial terms for both sides. I think that the other book, getting past no, by the same author, is an additional reference that anyone considerring this book should also read as an excellent complementary text to the principles outlined in this classic.

Don't take it personally!
I must confess I ordered and read this book because my new boss recommended it. Well, now that we have unpacked all the boxes from our move to take this job - I find we have about 5 copies of this book. This book is GREAT! This is not a new book but has been read by millions of people and is now a classic. The first edition came out in 1981 and the second edition 10 years later. The newest edition benefits from many updates and has an additional chapter (#10) with common questions (and answers) that people have commonly asked about Getting to Yes. This new chapter really helps the reader to understand the method better - in fact I can't imagine the book without it. One of the best things that authors Fisher, Ury and Patton do in this popular book do is give the reader a practical framework for developing better relationships that lead to better outcomes in life and work. The ideas are helpful in getting along with family as well as in the workplace. In many cases their methods will sound like things you already knew and have practiced in some of the more successful moments in your life. However, the book puts it all in perspective and gives you the complete picture to know why it works better when you focus on helping the other person get what they want so you can, too. After reading Getting to Yes you will be more prepared to negotiate more effectively in every type of situation. This book helped me decide I like the new boss, too!

Don't buy from audible
Don't buy the audio version from audible.com .

Their programming skills are terrible. I could not download some of the books I bought, could not burn into cd the ones I could download, and forget about making it work with an mp3 player, unless you're lucky.

I know about 5 people who bought stuff from there and only one had the luck of downloading a working file and burning it successfully to a cd.

The quality of the narrations is awful, at least in the books I managed to hear (only on windows media player, nothing else worked). If you're used to books on cd or tape, you're up for a big disappointment buying from audible.

On top of all that, they have the worst customer service I have ever witnessed. The site was not working right when I tried to purchase there for the first time. I sent them a message with no answer.

In a second attempt, I bought the stuff and some files never downloaded (which means they just stole my money and I don't know what I can do since I don't live in USA). I sent another message with no answer again.

Then their weird program, which turns Windows Media Player automatically on instead of working alone, showed no compatibility to Itunes and no possibility of burning cds or dreaming about hearing books on Ipod. I sent them a third message and nothing. A fourth and guess what? Nothing again.

So I am at least trying to warn other people here to avoid being caught by such scheme. I hope Amazon gets rid of audible as soon as possible. I always got great service from Amazon and the affiliated bookstores, or even other stores selling electronics, health products and others, but audible is just the worst company I ever wasted my money with. Too bad we cannot give notes to them like with the affiliated booksellers.

Sorry by the poor text, I am just mad with them.

Packed with Knowledge!
Authors Roger Fisher, William L. Ury and Bruce M. Patton offer a seminal step-by-step guide to negotiating effectively. The authors use anecdotal examples to illustrate both positive and negative negotiating techniques. They believe that, with principled negotiation, both parties can reach an agreement in an amicable and efficient manner. Principled negotiation is based on the belief that when each side comes to understand the interests of the other, they can jointly create options that are mutually advantageous, resulting in a wise settlement. Since this is the second edition, the authors take the opportunity to answer ten common questions from readers of the first edition. If you become skeptical about these fairly rosy negotiation techniques as you read, the Q and A section is very useful. This classic text is easy to understand and you can implement its techniques immediately. We can't ask for more than that. ... Read more

Amazon.com's Best of 2001

Effectively managing personnel--as well as one's own behavior--is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people's strengths rather than eliminating their weaknesses. Following up on the coauthors' popular previous book, First, Break All the Rules, it fully describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a "strengths-based organization" by capitalizing on the fact that such traits are already present among those within it.

Most original and potentially most revealing, however, is a Web-based interactive component that allows readers to complete a questionnaire developed by the Gallup Organization and instantly discover their own top-five inborn talents. This device provides a personalized window into the authors' management philosophy which, coupled with subsequent advice, places their suggestions into the kind of practical context that's missing from most similar tomes. "You can't lead a strengths revolution if you don't know how to find, name and develop your own," write Buckingham and Clifton. Their book encourages such introspection while providing knowledgeable guidance for applying its lessons. --Howard Rothman ... Read more

Reviews (126)

Mentoring, not hand-holding
I've read quite a few of these kinds of books starting way back when with "What Color is Your Parachute," through "The Acorn Principle" and "Please Understand Me." This has been a long-term process of discovering my interests, talents, abilities, skills, knowledge, preferences, and potential - always with the intention of finding my true calling in life.

But this book is not just another addition to that list; this is a superior method for focusing in on very specific talents and strengths and clarifying your own thinking about your life choices. The assessment and categories of strengths are more straightforward than taking the Meyers-Briggs or other similar tests. The book confirms some of what I already knew, but completely clarified the concept of natural talent combined with skills and knowledge creating the strengths that one can use throughout their life.

People have complained in other reviews that some of the book is "fluff" or that it doesn't tell you what job to go get. This is only true for people who want one 250-page book to answer some of the greatest of life's questions. I greatly appreciate that the authors give simple, straightforward examples and their own theories quickly and pointedly. They leave it up to ME to make decisions based on that information.

If you are prepared to do the work over the course of time and use this book as a mentor (not a nanny who tells you what to do) you will gain great insight into yourself and your path.

Management, Not Psychology
As a manager, perhaps one of our greatest challenges is juggling the uniqueness of our employees. It's not our job to fix them, rather it's our job to facilitate their success.

I agree with what "First, Break All the Rules" said, in that, we should seek to build the strengths of our employees rather than fix their weaknesses. But, I walked away from that book saying "ok, that was great, but how do you determine a strength or talent?"

"Now, Discover your Strengths" gives practical insights on the strengths and inate talents of people. I was impressed by this and also by the real life examples of people displaying the stregth being discussed. The disheartening thing about the test is that it only gives your top 5 strengths when it's likely that 8-10 strenths are outwardly shown (in my opinion).

Unlike other readers, I DID NOT see this and the online test as meant to be a "personality" test. Quite the contrary. I believe it accurately measures what it says it does: STRENGTHS.

I'm looking forward to applying this information to the organizations I work with.

Since my question after reading the first book (how do you determine someone's strenghts?) was answered with "Now Discover your Strenthgs", I'm guessing that if there is a third book, it will discuss what to do with your strengths now that they're discovered.

beware of used copies
An integral part of this book is the online profile. Each copy of this book comes with a unique PIN number inside the book jacket. If you buy a used copy, the PIN number may be already used, and thus will not allow you to use the online profile. However, the book is still interesting if you enjoy reading through the signature themes and guessing what your profile would have uncovered. It is also fun to read each theme and think of people you know who come to mind, and consider ways in which you can support their strengths.

I would give this book 5 stars if an unlimited number of people could use the online profile with each book purchase.

A motivating speaker
I saw Marcus Buckingham speak at the SHRM Conference last week in New Orleans and it was an excellent complement to the book. Very motivating and enlightening as is the book. I also purchased the Emotional Intelligence Quickbook which I saw recommended on this page and that title is excellent as well.

Take these lessons beyond the work place
Excellent read, Clifton gives clarity and tools for success. I enjoyed the online inner strength tests very much and found it fascinating. While Clifton gives us the the key to unlocking our abilities and the confidence to pursue the path, it is up to us to take the journey.
I have taken this book and its philosophies into my personal life as well, filling everyday.
Everyone has different things that can free them further.

I started singing because I had always secretly found that to be exhilerating. I bought singing lessons on CD off of Amazon,
"Voice lessons To Go" by Vaccarino- fantastic!

I also purchased and carefully followed the "New Sex Now" video by Arte with my husband- it was mind blowing for us.

Just those two examples show how much I have removed my own personal fear in life. The kind that held me back and locked my strengths in. You know the strength is there in any crisis, why not manifest them into your eveyday? How powerful is that? ... Read more

Amazon.com

John C. Maxwell offers lively stories about the foibles and successes of Lee Iacocca, Abraham Lincoln, Princess Diana, andElizabeth Dole in The 21 Irrefutable Laws of Leadership. Readerscan expect a well-crafted discussion that emphasizes the core attitudesand visions of leadership. Maxwell uses the same tell-it-like-it-isapproach that he honed in the bestselling Developing the Leader Within You. For instance, when explaining "The Law of Influence," Maxwell states that "job titles don't have much valuewhen it comes to leading. True leadership cannot be awarded, appointedor assigned. It comes only from influence and that can't be mandated."Even after Princess Diana was stripped of her title, Maxwell says shewas still able to lead a global effort toward banning land minesbecause of her sophisticated ability to influence others.

If readersare looking for a step-by-step formula, Maxwell's list of "laws" willprobably seem too chatty and anecdote driven. There are no specifictips on what readers can do during the next workday to help them becomestronger leaders. On the other hand, Maxwell's background as a pastorgives him an inspirational voice and a spiritual context to leadershipthat many business and church leaders appreciate. --Gail Hudson ... Read more

Reviews (138)

Good beginning
I liked the book, but like others I was looking for more application than theory. If you can get past Maxwell's logic on how the examples explain EVERYTHING and determine how to apply the laws to your own situation you will do well to read the book. One reason his book doesn't explain how to apply the laws is because he has published numerous video tapes, audio tapes, and other books that you can buy which do explain how to apply them. In the video series on this book each of the "21 Laws" has references listed (which are published by Maxwell, imagine that)which cost hundreds of dollars. If you bought all of them they would cost almost $3000! He has a good system but it is very expensive. THe book is not meant to teach you everything, it is only a beginning. Learning leadership takes a lot of time and money if you are going to learn it from Maxwell