Book Description

What do employees and coworkers have in common with a five-ton killer whale? A whole lot more than you think, according to the mega-bestselling author Ken Blanchard and his coauthors from SeaWorld. Whales respond best to positive reinforcement. So do humans. In this moving and inspirational new audiobook, Blanchard explains how using the techniques of animal trainers -- specifically those responsible for the killer whales of SeaWorld -- can supercharge your effectiveness at work and at home.

When gruff business manager and family man Wes Kingsley visited SeaWorld, he marveled at the ability of the trainers to lead huge killer whales in performing acrobatic leaps and dives. Later, talking to the chief trainer, he learned their techniques of building trust, accentuating the positive, and redirecting negative behavior -- all of which make these extraordinary performances possible. Kingsley took a hard look at his own often accusatory management style and recognized how some of his shortcomings as a manager, spouse, and father actually diminish trust and damage relationships. He began to see the difference between "GOTcha" (catching people doing things wrong) and "Whale Done!" (catching people doing things right).

In Whale Done!, Ken Blanchard shows how positive reinforcement and redirection can help increase productivity. These techniques are remarkably easy to master and can be applied equally well at home, allowing listeners to become better parents and more committed spouses and have happier personal lives. ... Read more

Reviews (44)

A Good Read!
Ken Blanchard of One-Minute Manager fame draws on the positive training techniques that SeaWorld whale trainers use to get their whales to want to perform. Although using whale training as a teaching model is a unique twist on the literature about training and motivating employees, the material itself is not nearly as exotic. Much of it draws upon traditional principles for getting along with others, such as building trust, emphasizing the positive and redirecting undesired actions into more productive channels. If you've read Blanchard's previous book about being aware when people do something right so you can praise them, some of this content will seem familiar, though he says this is his "most important" book. The story line tracks mythical businessman Wes Kingley's discussions with whale trainers who reveal what they do to train their creatures, gradually, carefully and with real warmth. These conversations blow some very basic points up to whale-size, but Blanchard writes with charm. We recommend this splashy manual, the first course in Whale Psyc 101.

Another winner from Blanchard
Whenever Ken Blanchard (one of my favorite authors) comes
out with a new book, I usually rush to read it . . . so when I
saw that WHALE DONE! THE POWER OF POSITIVE
RELATIONSHIPS had just been released, I got hold of
a copy and devoured it in one sitting.

You'll be able to do so, too, in that it is real short . . . but
don't be fooled into thinking that there's not a lot of "meat"
contained in its 128 pages . . . Blanchard, along with
coauthors Thad Lacinak, Chuck Tompkins and Jim

Ballard, takes a simple tale and uses it to get you
thinking about how both whales and people perform
better when you accentuate the positive . . . that information
may sound basic, but it is far too often never used.

The story revolves around a gruff manager who visits
SeaWorld and is impressed with how animal trainers
of killer whales can get them to perform amazing
acrobatic leaps and dives . . . he begins to see how
these same techniques could be applied to his
business life, as well as his situation at home . . . in
addition, he learns the difference between "GOTcha"
(catching people doing things wrong) and "Whale
Done!" (catching people doing things right).

I particularly liked the many examples that were used,
and the fact that these could be applied to countless
work and home situations.

There were many memorable passages; among them:
"The point here is that progress--doing something better--is
constantly being noticed, acknowledged, and rewarded.
We need to do the same thing with people--catch them
doing things better, if not exactly right, and praise
progress. That way, you set them up for success and
build from there."

"Killer whales can 'take out' any other animal in the
ocean. We sometimes use that information when we're
working with dog trainers. Some of them scold and yell
at their animals. They use choke chains and sometimes
hit them. When they talk about that kind of treatment, I
ask them, 'If your dog weighed eleven thousand pounds
like Shamu, the whale, how would you treat him? Would
you use a choke collar or smack him around?' I don't
think so."

If you don't hire people on a performance review curve,
why grade them on one?

My only criticism is that some of the material seems
recycled from Blanchard's first bestseller, THE
ONE MINUTE MANAGER . . . but maybe that's not
such a bad thing, in that I still consider this his best
work . . . and a "must" read for anybody who has not
yet had the pleasure of experiencing it.

An okay read!
"Whale Done!: The Power of Positive Relationships" by Ken Blanchard talks about the importance of building trust, accentuating the positive side of things and redirecting the energy when mistakes are made. According to Blanchard, it is crucial to provide recognition appropriately to either co-workers or family members. He uses the example of training the killer whale, Shamu at the SeaWorld. When it comes to training killer whales, trainers have to reward the whales when they do something right to reinforce the same behaviors and that it is basically useless to punish killer whales if they make mistakes.

I think this is an okay read because there are basically nothing new here. However, I do like the "training of killer whales" illustrations that help to reinforce what Blanchard is saying - rewarding animals/people appropriately. Like a few reviewers here, I do prefer "Who Moved My Cheese?" and "Fish!" better. I also agree that some of the lines in "Whale Done!" are sort of cheesy. It's basically an okay read.

A Good Read!
Ken Blanchard of One-Minute Manager fame draws on the positive training techniques that SeaWorld whale trainers use to get their whales to want to perform. Although using whale training as a teaching model is a unique twist on the literature about training and motivating employees, the material itself is not nearly as exotic. Much of it draws upon traditional principles for getting along with others, such as building trust, emphasizing the positive and redirecting undesired actions into more productive channels. If you've read Blanchard's previous book about being aware when people do something right so you can praise them, some of this content will seem familiar, though he says this is his "most important" book. The story line tracks mythical businessman Wes Kingley's discussions with whale trainers who reveal what they do to train their creatures, gradually, carefully and with real warmth. These conversations blow some very basic points up to whale-size, but Blanchard writes with charm. We recommend this splashy manual, the first course in Whale Psyc 101.

Simplistic book that should be no more than an article
Written as a fictional story with unnatural dialogue, very simplistic message, does not even scratch the surface of human motivation. Nothing new here, this would not even be noticed as an article by a popular magazine. A typical example of low content book that is no more than a streched and pumped-up 4-page article. Nuff said. Leave on the shelves. ... Read more

Book Description

Where can a person go to learn how to become a better team player?Your choices are definitely limited.

John C. Maxwell takes the pain out of knowing what makes a team tick.If you want to have a better team, you have to develop better players.Great team players, like great teams, are formed from the inside out.

The qualities Maxwell teaches quickly take you to the heart of teamwork.Anybody can understand them and apply them -- whether at home, on the job, at church, or on the ball field.If you learn the 17 essential qualities of a team player, you can become the kind of person every team wants.If everyone on your team does it, there will be no holding you back.

Reviews (13)

THE QUALITIES OF A STRONG TEAM PLAYER.
I enjoyed this book for the wisdom it contained. Whether one is part of an office team, a charitable organization or on a sports team, it is not always as easy as one might think to develop strong teamwork. There are those who can never master the feat of being a team player and those, if you are fortunate to find them, who excel both as a team player and independent worker. The author has demonstrated the 17 essential qualities of a strong team player. Learning specific skills can be much easier than learning new habits or changing negative personal qualities which have often developed over a lifetime. Employers should remember to take that fact into consideration during the hiring process; you need to match an individual's qualities to the job to achieve the desired result. Not everyone possesses the essential qualities to be a team player. To the book's credit, it contains accurate and proven theories on creating a strong team. The author bases his theories on such factors as self-descipline, competence and being prepared to adapt and change your ideas and actions.

The minor downside of the book is the various quotes by well-known successful people. They are interesting but they have appeared in print so many times before that they come across as "classic cliches". Also, the book is relatively short and it would have been twice as interesting if the author had expanded on his words of advice in more detail. Overall, the positives far outweigh the negatives. The book is well worth reading, and the reader will likely find the stories quite inspirational.

Maxwell hits the bullseye again!
John Maxwell has written an easy-to-read, easy-to-apply book on teamwork. Anyone beginning a new team or taking the leadership of a team already in progress is sure to find information from this book helpful and applicable. Beware, however, that Maxwell is beginning to repeat the same stories and lessons from his previous books. These stories and lessons can be good reminders although it may be time for Mr. Maxwell to research other people and companies in the leadership field.

Thought provoking yet very easy to read
I thought that the book was very easy to read and it's shorter length makes it very accessible to those with very busy lives.

I really enjoyed the little stories and the descriptions of the elements that compose the 17 qualities were very well written. The main thing I enjoyed about the book was not that it taught me a lot of things I didn't know, but that it put those things together in a more coherent picture and made me ask myself some hard questions about how I can be a better team player and whether or not I've neglected some areas.

I find I perform at a much higher level when I keep these sorts of ideas in mind as I plan my tasks. This book is small enough to travel well and profound enough to keep pushing me to higher levels.

Love this book recommend highly
Recieved the book and i amenjoying it very much so far it has been very helpful to me would highly recommend to church team players in leadership spots

Excellent Teamwork Resource for Organizations
I purchased this book as a resource for my graduate students in a university course on school leadership. I was disappointed to learn that the website cited in this book did not work. After a search on the internet I did locate the site under a different URL title -- http://www.lawsofteamwork.com/

John Maxwell has many valuable insights into organizational leadership and principles of teamwork that many of my graduate students enjoy. This book relates several good stories about the importance of teamwork, including one about former MLB player Reggie Jackson and Baltimore Orioles manager Earl Weaver. The 17 Essential Qualities of a Team Player is a great resource and a fast read for those interested in learning more about leadership and teamwork. ... Read more

Reviews (1)

Excellent!
It's worth paying! I recommend evryone who want to become a good public speaker, this is the must listen audio book.

Good luck, San Kim ... Read more

Book Description

Reviews (52)

Leading through Emotions, Intellect and Cognitive Skills
Daniel Goleman, Richard Boyatzis, and Annie McKee first correctly remind us about the importance of dealing with emotions in the workplace. To their credit, Goleman, Boyatzis, and McKee do not downplay the dramatic impact of both intellect and cognitive skills in building a company to last. Goleman, Boyatzis, and McKee then explore the four emotional intelligence dimensions and their associated competencies: Self-awareness, self-management, social awareness, and relationship management. Those capabilities are key to managing others successfully. After exploring each of these four concepts of emotionally intelligent leadership, Goleman, Boyatzis, and McKee apply them to the six types of leadership styles: Visionary, coaching, affiliative, democratic, pacesetting, and commanding. The authors convincingly demonstrate that emotionally intelligent leaders are flexible in their use of leadership styles because some styles are more appropriate than others in specific situations. Emotionally sub-optimal leaders who are willing to improve themselves can learn through self-directed learning and with the help of others how to fill the gaps that separate them from emotionally intelligent leaders. Goleman, Boyatzis, and McKee also explore how to build emotionally intelligent organizations. Ignoring how to deal with the realities of team norms and organizational culture often is a recipe for disaster as Goleman, Boyatzis, and McKee clearly show us. The result is indeed a toxic and rebellious environment that will have a negative impact on both customer and investor loyalty. Finally, Goleman, Boyatzis, and McKee examine the process for sustaining emotionally intelligent leadership over time. To summarize, "Primal Leadership" is a good read that brings an additional dimension of leadership to our attention.

Emotionally Sound Bytes
The control board 'Emotion' requires balanced computerised system programming of Thoughts and Actions. How Powerful are emotions that override circumstances with ease! The author focus on four domains of emotional intelligence - self-awareness, self-management, social awareness, and relationship management. At a workplace, Management always stands at cross roads and is hard to understand but you got to slowly convince coz they too need to be Savvy in some areas too. In Primal Leadership, the author emphasis on 'smart leaderships' to cultivate emotionally intelligent savvy leaders.
The development of the four EI competencies initiate leadership qualities that call attention to vision for their organization restricting the commanding and authority style which hinders pace setting reach. The author Daniel Goleman discuss on the research done with Executives who render real life examples. The leaders do need to nurture good feelings and develop human relations in those people whom they lead. Though the concept remains the same like in 'Emotional Intelligence', Daniel Goleman implies to repeat the same rule. Most successful leaders are emotionally intelligent but yet remains problems to tackle with new ideas, diversed fields and more and over, Emotionally being stable to balance to lead the organization to par excellence. Communication is the key to success and that is also one factor that misleads many Leaders to stumble the blocks with the correlated managers and staff. Leaders get 'stalled' and hooked off emotionally knocking off the tolerance of the Executives who no longer stick to the rule of 'grudge & grumbles' - No way, flying them off to check out for better prospects elsewhere as we see these days. Daniel's book is an insight to be Emotionally sound and so if you haven't read his earlier book, sure this is the pick! Go ahead, adopt the Leadership styles!

Highly recommended for leadership development
I have to admit, I enjoyed the first half of the book (devoted to personal leadership styles, competencies, and learning) more than the second half (which focuses on organizational development).

I've assigned this book and related exercises to a number of my executive coaching clients. Even if they only breeze through emotional intelligence domains and associated competencies (page 39) and the styles of leadership (summarized on page 55), we have plenty to work with. Clients come back amazed at how often they employ non-resonant styles (and begin to notice the consequences), at how transparent their moods are to others, etc.

One client, hugely successful in prior businesses, wondered aloud if he should "go back" to his former hard-driving (Pace-Setting) style, given his lackluster experience in his current tech start-up using a softer approach.

It helped him to distinguish between his former endeavors (where his teams were highly self-motivated, competent, and connected to one another) and his current endeavor (where there was less intrinsic trust and some questions about competencies on the team). Rather than the often dissonant Pace-Setting style, he realized the need to emphasize more resonant styles, especially some very specific Coaching style interventions to address competency issues. After working together, it wasn't just about "hard" or "soft" styles in business, but about appropriate styles for different situations.

If you're interested in "integral theory" then this is one of of the ones that counts. Here's a quick mapping of models that Primal Leadership explores and how they relate to the the domains of integral theory:

* Self-awareness and self-management map to the subjective world, my world, the world of "I." While "mood" is covered, I would have liked to see more of a distinction between mood (a person's ongoing "climate") and emotions (a person's current reactions or "weather").

* Social awareness and relationship management map to the intersubjective world; the world of business, culture, and relationships, where many rules are unwritten and must be sensed. Social competence is the world of "We."

* The "neuroanatomy of leadership," with its focus on how the brain works and learns, maps to the objective world, the world of physical phenomena and measurements, the world of "It."

Primal Leadership is an easy read, but it's also a great reference, with models that people "get." Highly recommended!

We read this book for a class assignment - mixed reviews
We read Primal Leadership: Learning to Lead With Emotional Intelligence by Daniel Goleman, Richard Boyatzis, and Annie McKee. The authors are well educated and actively participate in the organizational field through consortiums, boards, and consulting. Each author has written numerous best selling books, articles, and programs to help leader become great leaders.

The book is broken into three parts: The Power Of Emotional Intelligence, Making Leaders, and Building Emotionally Intelligent Organizations. The main points of The Power of Emotional Intelligence are that leaders are not born, with opportunity and training leaders can be made, and leaders either create resonance or dissonance. Resonant leaders bring positive energy, create excitement and passion for an organizational goal or objective, inspire excellence, and promote collaboration. Dissonant leaders are out of touch with the feelings of others, create emotionally toxic environments, and dispirit by misleading or manipulating. The authors describe four traits that emotional intelligent leaders have in varying degrees: self awareness, self management, social awareness, and relationship management.

The main points of Making Leaders are that many leaders do not get appropriate feedback, training and seminars rarely provide lasting change, and self directed learning is the best way to change behavior. Self Directed Learning is a five step process that address who you want to be, who you are, developing an agenda, practicing, and feedback.

The main points of Building Emotionally Intelligent Organizations are that the most effective teams are those where the leader relinquishes complete control to the team and sustainable changes should be an ongoing process rather than a one time program.

Overall, we felt that the book was well presented. We, each had a different break-through with the book. For instance, one group member felt that the discussion about leaders being made instead of born was beyond prevailing mainstream thinking. Another group member had never heard of the CEO Disease, which describes how, as a leader ascends in power and influence, the quality of feedback diminishes and the leader becomes unable to correctly self assess their effectiveness. Others related to the differences between resonant and dissonant leaders and the realization that many of our leaders are untrained and have no organizational opportunities to grow as a leader.

Our action plan includes making sure that leaders have 360 degree feedback, access to mentors and coaches, establish weaknesses and goals to bridge the gaps between their strengths and weaknesses, and have opportunities both social and professional to practice.

In conclusion, we would recommend this book to some people but not to everyone. The book focused more on theory rather than practice. We would have preferred several different applications of the theories to case studies, and a more in depth discussion of the four main skills used by managers. Overall, the book was relatively easy to follow, but difficult to remain engaged in. There were some discussions about neuroanatomy that some of us found hard to understand and that tended to break the flow of the book. Primal Leadership had great leadership philosophies in it, but we found many of those philosophies were not knew. We agreed that there are other books on the market that are easier to read and provide more application.

More connections of "Primal Leadership" and Neuroscience
This is a very interesting and substantial book and I recommend it highly. It illustrates one thing that'd probably be too trivial in the context of child development, yet is very surprising when applied in the context of leadership: a leader would probably be considered autistic if he/she leads by being just intellectually or analytically superior - the leader must connect affectively with troops to be effective, explicitly or implicitly. Having said that, I think the main points can be further elucidated if it spends a bit more time in incorporating more findings from neuroscience. In particular, I find its arguments for the main themes inadequate by just employing brain¡¯s cognitive and emotional functions. In fact, there are two other brain functions that are orthogonal to the fore-mentioned functions, but nonetheless play key roles in the leadership as well: the automatic and controlled function of the brain. Some of leadership behavior can probably be better explained by the following framework: cognitive and controlled, cognitive and automatic, emotional and controlled, and finally emotional and automatic. ... Read more

Book Description

Let's face it. In this chaotic world of teams, matrix management, and horizontal organizations, it's tougher than ever to get things done. How do you lead when you're not the one in charge? How can you be effective when joint action is needed? You need an edge in order to reach solutions and effectively work with others.

Cowritten by Roger Fisher, an acknowledged authority on negotiation, Getting It DONE is the book to help you make things happen when you're not the boss. Fisher is the man who redefined the way the world negotiates with his megabestseller Getting to YES. Now he has teamed up with management consultant Alan Sharp to move beyond negotiation and give us the definitive book on collaboration.

Introducing the technique of lateral leadership, Fisher and Sharp take collaboration to the next level and offer surefire ways to help anyone get better results from coworkers. Gleaned from their decades of experience as negotiators, mediators, and consultants to organizations, Getting It DONE gives you the practical tools you need to influence your peers and bosses and get the results you seek.

Getting It DONE explains how you can best help a group formulate a clear vision of the results they want, suggest a course of action that you can all implement, and learn from past experiences. It describes how to ask questions effectively, offer ideas that will be heard, and influence the actions of others through your own behavior. The invaluable skills of lateral leadership enable you to achieve the ultimate goal--successful collaboration:

• Diagnose: identify the causes of a problem in order to solve it

• Prescribe: create an approach that deals effectively with differences

• Lead: engage others to implement the plan

A simple guide with profound impact, Getting It DONE will help people effectively manage themselves and others well into the twenty-first century. ... Read more

Reviews (9)

Maximizing You're Group's Potential
When searching online for a book on leadership, this book's title,"Getting It Done. How to Lead When You're Not in Charge", immediately grabbed my attention. It seemed perfect for what I needed a little help on. I am sure I am not alone. Everyone at one point in their life is forced into a group situation, whether it is in school, work or everyday life, where they are assigned a problem in which the group needs to accomplish together. However, before a group can solve the problem assigned, it needs to conquer the problems within the group. One of the problems that I have found to exist within every group I have been in is how to reach solutions and successfully work with others when no one knows exactly who is in charge. Everyone needs to individually take on responsibility and contribute, but it works best when you know exactly what you should focus on and the right questions to ask your group members to obtain the best results. This book does an excellent job in first of all, mapping out the problems that groups face and then going into detail by explaining the route group members should take to maximize success. Fisher and Sharp have five basic elements that groups can follow to get things done. By following these five easy steps it will give you a clear focus of how to put it all together and create a successful way to complete the tasks assigned within your group. I would recommend this book to anyone who wants a little extra help to maximize their group's potential. It is very easy to read and the information and suggestions that the authors provide will be remembered and used every time I am placed in a group situation again.

Why do people not listen to good ideas?
Somebody told me once: "Never talk about a problem without giving a solution". After reading this book, I think it should be: "without inviting others to improve a solution you have drafted".

The ideas presented in this book do a great deal to improve communication and gain support. I have reread some of my old memos, and now understand why people did not like them, even if they clearly explained the situation and proposed a solution. I used not to invite people to think with me.

I have applied many of the topics to my every day life, specially at work, and it's given results. I mostly try to invite others to participate in the process, and remember that all ideas can be improved.

Great book on teamwork... and much more
This book gave me more than I spected whenI bought it.
I was looking for some guidelines on good teamwork behavior, and I didn't got just that but far more usefull insight on plain work.

Reagarding working with others, the best part is the Feedbck chapter. You'll never give advice to a team mate in the same way after you had read this book. Everybody know someone that "takes advice the wron way", well you'll learn that maybe you and everybo else are giving advice in the wrong way.

Besides this particulary well covered subject, the author explains very usefull techniques to improove not only group workin but personal efficiency. All of this is ilustrated with down to earth examples and exercises.

I read the first edition almost one year ago, and I keep going back to it as if it was reference book, and in some way it is

The title ought to be different
I read the book carefully, i kept looking for triggers on leadership, i found none that i felt effective. It is an alright book on collaboration but not on leadership. The topics were not stongly emphasized, basically i gained no knowledge out of reading this book. I kept feeling bad i did not buy getting to Yes.

A book about successful collaboration
This is a book about a collaboration technique that is packaged as a book about leadership. Although good leaders collaborate, I felt cheated by what this book turned out to cover. Although the book presents sound principles and correctly advises readers to apply these principles personally before using them in groups, I felt that these principles were obvious, low-level stuff. I wanted something more advanced. ... Read more

Book Description

"Tom Gegax has a particular talent for making real what others can only imagine."
-Deepak Chopra

Hungry for a different kind of winning? According to entrepreneur Tom Gegax, in the game of life, effective self-coaching is the first step to success that encompasses every aspect of life. Gegax should know, he thought he had it all until a three-ring wake-up call of divorce, cancer, and a business in crisis changed his game forever. Through a self-designed program of personal and professional evolution, Gegax recovered and now enjoys a life rich with family, friends, peak health, and a thriving company.
        Winning in the Game of Life, Gegax's integrated plan, merges the lessons of home and work into lessons of life. This unified approach helps you identify your purpose in life--your guiding mission--and teaches you the strategies that put it in play, including the Seven Take-Action Steps. Strategies for effective communication, better organization, and time competency smooth the way. Self-coaching plans for real wellness of body, intellect, psyche, and spirit plus ten lessons to ensure lifetime learning help keep you on a winning track. Integrating the best of Western business models, mind-body techniques, and spiritual wisdom, Gegax's comprehensive game plan will awaken your true potential and dismantle barriers to a fuller life. ... Read more

Reviews (18)

Charming self-help guide for personal improvement.
Tom Gegax has written an easy-to-read book that covers new ground for those of us in the business world. Ever had a series of events that made you believe life might not be worth living? Read about Tom's experiences and learn from the health-sustaining and life-giving techniques he discovered in turning things around for himself, his loved ones and for his company. I wonder what kind of world we'd live in if there were more executive "coaches" at the helms of America's corporations.

Mr. Gegax is hardly alone in dealing with these kinds of struggles. But his is a unique voice in discussing and transforming life's difficulties into opportunities. A "must read" for fast pacers whose lives have suddenly encountered what appear to be too many bumps in the road. Way to go, Tom!

Michael Wieland

Life changing
I was drawn to Gegax' book by the glowing enticements of Publisher's Weekly, articles in the New York Times, Fast Company,and a piece that aired on CNBC. After having the pleasure of experiencing his book I was charmed by his ideas. He has a whole new way of looking at and integrating life and work in our modern society. It is beautiful that there is discussion in the book on "Determining Your Mission". Gegax has shared his own story. After determining his life's mission, he has turned his life into one filled with love,and joy. The timing of his book coming into my awareness is perfect for me with the coming of the year 2000. I plan to implement Gegax' "Seven Take Action Steps to Manifest Your Mission" for the new year. It is comforting to know that there is a formula that can act as a quide to help me make my life more fully enriched.

Solid
This is an interesting book for someone who is just starting on a personal improvement plan. The best part about it is that Gegax's approach is holistic - he really has a strong understanding of the connection between the mind, body and spirit. The writing style is smooth and the book is easy to read. The concepts all make sense and he gives a clear plan for readers to follow in applying his steps. The parts I found most useful were the first two sections, on personal mission statements and action planning. After that, I found the book was at turns too simplistic and too far out there for me.

The caution I would give people in reading this book is two-fold. First, Gegax writes in a very autobiographical style. I learned more about him and his personal trials and tribulations than I wanted to; I'm the type of reader who prefers more theory and fewer examples. Secondly, as someone who has already read Stephen Covey and a host of other self-help/health authors, I found that alot of what Gegax had to say was old news to me.

This isn't a bad self help book to have. Some people will really value having a book that encompasses physical, emotional and mental health, and the connection between them, in one volume. If you don't mind the oversimplifications that can result in trying to bring such a range of material together, and you're interested in these sorts of issues, you may find the book of value.

Planning your work, and working your plan
I heard Tom speak at a business conference in Santa Fe recently and found his ideas very compelling. The book focuses on how to put those ideas into action, and I view it to be an excellent guide for organizing how I think about work, family, friends, emotional & spritual health, etc. As a 48 year old CEO, I have discovered you can help an pld dog pick a new path.

A worthwhile read on the Mission Statement alone
I thought the core of the book for me was in the first 2 chapters, where the author expressed the importance of a personal mission statement, writing about his own example as well. After that, I found the book a bit repetitious.

Nevertheless, the mission statement section was a worthwhile read alone, if only to stress the importance of having one for your own personal life. Just like many corporations are starting to have a mission statement, individuals should have a life mission statement. Once this mission statement is determined and articulated, your actions and choices in life can be measured against it. Part of your journey though is to think about and determine your mission statement, a journey/process of self-determination which only you can undergo. ... Read more

Book Description

The world's foremost producer of personal development and motivational audio programs offers an inside look at the thinking that leads to great achievement. Drawing on the work of leading psychologists and behavioral researchers, Brian Tracy -- America's "success mentor" -- demonstrates the attitude, deep self-knowledge and pin-pointed goals that are important factors in achieving great success. He'll help you identify your own "area of excellence" and master the tools that make each achiever tick, including:

• How to sharpen your natural intuition
• How to increase your brain power
• How to change thoughts from negative to positive
• How to break bad habits quickly and painlessly

Reviews (12)

Words to live by!
This is an exceptional Self Growth tool. Mr Tracy approaches achievement in concise, clear steps. I listen to the tapes every chance I get. I have heard this tape no less than 8 times and each time I find another application to my life. I strongly recommend this eye opening material for anyone who wants to better his or her life !

NOBODY DOES IT BETTER THAN BRIAN TRACY
Brian Tracy is a master motivator & sales and persoal development trainer. I repeat the top line, NOBODY DOES IT BETTER THAN BRIAN TRACY. This program and "Pyschology of Selling" were my first Brian Tracy programs. My confidence soared and my sales flew. This program will help you in every area of your life. You'll make lasting changes.

The most complete personal develpment program
This abridged tape set is good enough to give you powerful information. You will learn many of Brian Tracy's powerful strategies for success. Play it in your car. I recommend the book Maximum Achievement on which this tape program is based and the unabridged 6 audio tape set by Nightingale-Conant which is more complete.

Nice... just nice
Well, I like to listen to educational and motivational audio tapes while I'm driving. Keep that in mind when you hear me say that this tape is a nice one. I think it's nice because it educated me about psychology, however my life didn't change and I still make my lousy monthly salary as I did before I bought this tape! LOL The worst part about it (I guess) is that the speaker (also the author) sounded at some points like a salesman... or in other words, insincere... but that's just my opinion. Anyway, it's not a waste of time, and considering the price I think that it's not a bad decision to get it :)

May be the best ($) you can spend on yourself
I came upon hard times and was looking for a way to improve my mindset. Didn't have the energy to read, so found this Title used through Amazon and thought while I drive it would be better to listen to this than mindless music.

It has been a transforming experience. As I listened, I realized how I was self-defeating myself and how badly I needed to change my attitude. The tape goes into detail with examples and the narrator's voice comes across with knowledge and a real feeling of wanting to share his insights from a great deal of research.

I have since made some amazing changes to my life such as lose 52 pounds and run in the NY City Marathon, and I never, ever dreamed I could.

This tape has lead to me to purchase many other tapes to listen to as I drive. It's great, it an education while sitting in traffic and you don't mind the traffic nearly as much. I will say that I have listened to many tapes now, but this one really has been the most valuable. It is ashame it may get lost among the thousands of tapes and books out there on Self-Improvement. ... Read more

Amazon.com

Built to Last became an instant business classic. This audio abridgement is read by the authors, who alternate chapters. Collins is a bit breathlessly enthusiastic, but clear and interesting; Porras, unfortunately, is poorly inflected and wooden. They set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have demonstrated longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to GM, and so on.

A central myth, according to the authors, is that visionary companies start with a great product and are pushed into the future by charismatic leaders. Usually false, Collins and Porras find. Much more important, and a much more telling line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works."

If you listen to this audiocassette on your daily commute, you may discover whether you are headed to a "visionary" place of work--and, if so, whether you are the kind of employee who fits your employer's vision. (Running time: two hours, two cassettes) --Richard Farr ... Read more

Reviews (101)

A Business Student's Perspective
Having spent the last four years of our lives being taught to think about every business problem in a particular way, it was great to read a business book that encourages you to "think outside of the box." We have read many textbooks in our time at University, and it was refreshing to read a book that expressed clear and simple ideas that we will remember after we graduate. "Built To Last" started off strong by 'shattering' the 12 well-known "myths" that they teach us in school. The book then continued with the author's model that is based around the premise of preserving the core ideology, and stimulating progress within the organization; it uses simple points that build on one another to create a first-rate framework. The authors make their points at the beginning of each chapter and then build on them with numerous examples of 'visionary' companies...Some of our favorite points were:
- The true definition of a core ideology; including the distinction between a core purpose and core values;
- Encourage trying lots of stuff and keeping what works;
- And, "The Genius of the And"...it is possible to have two things at once.
Although, this book was primarily targeted towards entrepreneurs and CEO's, we found that we could use this book for our future career search and within our daily lives. For example, the chapter titled Cults and Cultures outlined the extraordinary commitment employees have to their particular organization; Personally, we don't think we have what it takes to be a true "Nordie," but it gave us insight into what characteristics and traits to be looking for in an organization we would like to work for.
Some of the inferior traits of the book are that there were some parts in the novel where the authors seem to stretch their examples to fit within their framework, and they came across as being slightly bias to their own theories. We also found that they never mention the same company in every chapter, which made it harder to follow and also harder to believe that every visionary company fit all aspects of their model. However, overall, this book is an easy read, with a simple model that makes sense. It uses interesting companies and is backed up by 6 years of intense research. We recommend this book to any student who is looking to think on different terms than what we are being taught in school.

Unprecedented, Compelling, Well-Researched
"Built to Last" is one of those rare non-fiction books you just can't put down. Unequivocally the best "business" book I have ever read, "Built to Last" by James C. Collins and Jerry I. Porras is a compelling, thorough, well-written, unprecedented look at what it takes to "create and achieve long-lasting greatness as a visionary corporation." Unlike many current "trendy" management and "business success" books out on the market, Collins and Porras differentiate "Built to Last" by using their own six-year comprehensive, well-documented research study as the basis for further analysis.

What separates "Built to Last" is that each visionary company (3M, HP, Procter & Gamble, Wal-Mart...) is contrasted with a comparison company founded in the same time, in the same industry, with similar founding products and markets (Norton, TI, Colgate, Ames...). Perhaps what I found most intriguing were some of the twelve "shattered myths" they go on to counter throughout the book:

1. It takes a great idea to start a great company
2. Visionary companies require great and charismatic visionary leaders
3. Visionary companies share a common subset of "correct" core values
4. Highly successful companies make their best moves by brilliant and complex strategic planning
5. The most successful companies focus primarily on beating the competition

As a current business student with a summer internship in a "visionary company," I was amazed as their careful analysis rang true. This is one book I can highly recommend to any student, professional, or business educator looking for those not-so-subtle traits that characterize a truly visionary company.

The Perfect Business Book - A Must Read
The next time you see a book that casts a business leader as a mythical or heroic figure, go back to this book and see if the leader passes the 'Level 5 Leader' tests. Sandy Weill, for example, fails that test miserably, since he cares nothing for his company or its employees, and only about feeding his insatiable appetite for personal profit, self-aggrandizement, and great food, in that order. Weill is an example of the so-called celebrity leaders who are very reluctant to groom and name their successors, since they care far more about holding onto their power than for the longer-term welfare of the company and its employees. The last thing you'd see these quasi-leaders do is sacrifice their power or money for longer benefit of the company. Eisner is another perfect example of Emperor-CEO who got paid obscene amount of money and drove out top talents from Disney, while its business and stock prices languished badly.

A perfect business book - erudite, entertaining, and relevant - and a must-read for anyone who ever dreamed of becoming (or simply working for) the true business leader.

Easy to read & Shattered Myths
Overall, this is an excellent book about how to build a company that will stand the test of time. The authors present the information in a format that is easy to read for the senior executive or someone with no business experience. While the authors present detailed and informative examples of actions that businesses have taken to be successful, the number of examples can become cumbersome. If someone is looking for a quick reference of strategies to improve a company, this is probably not the book for them, but if an individual is looking for an in depth report on techniques used by companies, it would be a useful tool. This book's intent is to show you the cogs that matter and give you some framework by which to align them to drive a company constantly/relentlessly forward. Often managers get lost in the P&L of the day. While that is important, it may not be enough to keep the fiber of the organization together. This book can serve as a reminder to us all of what is important to maintain a business that is financially successful but more importantly keeps its employees and customers happy. This book's simple goal is to shatter two myths that many believe a visionary company is founded upon, the incredibly innovative product and the charismatic leader.

The genius of the "AND" -- use his book AND his web site
I listened to the audio version on my way to work. The bonus author interview at the end was the best part. It included a pitch for one of his other books "Good to Great". Jim Collins also has a web site, of the same name, that has an additional 10 non business books that he recommends. These additional resources have provided two of the next books I plan on reading.
As far as Built to Last goes, the following are some of his key concepts from this book.
1. Be a "Clock builder" instead of a "teller of time"
2. BHAGS (def in the book)
3. The "and" instead of the "or"
4. Preserve the core
5. Cult like corporate cultures
6. Stimulating progress
7. Alignment
8. All leaders die
Two other tid bits that caught my attention: The fact about how at the 18 visionary companies only 4 CEO's have ever been selected to the top spot in these organizations from outside the company. And finally the 3M example of how to effectively facilitate interaction between internal departments, by inventing a Technology Sharing Award and Technical Honor Society.
If you are a business type climbing the corporate ladder, it is worth a read. 3.5 to 4 stars ... Read more

Book Description

Reviews (4)

The power of questions
My success got on the fast track as soon as I harnessed the power of questions. Ia sked am questions and pm questions. Stuff works.

I have to admit, I wasn't too excited about my life at first but once I started asking myself, "What could I be excited about" I found reasons to be excited and that led to taking action.

I also enjoyed the interview with Barbara DeAngelis. Great stuff!

For Barbara De Angeles fans and people who want LOVE!
I really enjoyed this tape set because of the process of learning how to create better questions and asking them.

What would it be like if you created a set of

POWER QUESTIONS that could instantly change your life?

The interview with De Angeles will provide the listener with an insight into her drive as a relationship expert.

Excellent
I think what Tony does is spectacular. He has helped me so much and I would recommend his books and tapes to everyone, and I have. I need help though, if any one out there knows of an address to where I could write him please let me know. I want to know the steps he took,career wise, to get where he is today because I would love to do what he does. If anyone could help me I would greatly appreciate it. Thank you. Rebecca Hartmann. E-Mail address is edhar@Bellsouth.net. Thanks again.

mind power
This book realy helped me understaind that the mind organizes it's expectations by past experiences , and expectations are what shape your world. this can be counterd by finding new refrances, and remembering past succeses ... Read more

Book Description

Future economic growth lies in the value of experiences and transformations--good and services are no longer enough. We are on the threshold, say authors Pine and Gilmore, of the Experience Economy, a new economic era in which all businesses must orchestrate memorable events for their customers. The Experience Economy offers a creative, highly original, and yet eminently practical strategy for companies to script and stage the experiences that will transform the value of what they produce. From America Online to Walt Disney, the authors draw from a rich and varied mix of examples that showcase businesses in the midst of creating personal experiences for both consumers and businesses. The authors urge managers to look beyond traditional pricing factors like time and cost, and consider charging for the value of the transformation that an experience offers. Goods and services, say Pine and Gilmore, are no longer enough. Experiences and transformations are the basis for future economic growth, and The Experience Economy is the script from which managers can begin to direct their own transformations. ... Read more

Reviews (28)

Nardelli-led bounce gives book its just due
As I write this review on July 29, 2003, I see 'The Experience Economy' is ranked at #624 in amazon.com's constantly updated sales rankings. Pretty heady for a fairly esoteric business book published in April 1999.

The reason has to do with the latest (August 2003) edition of 'Fast Company' magazine. The editors asked a series of business leaders to pick one "book that matters," noting that "one book can change the direction of a company -- or a career." Bob Nardelli, ex-of GE and now CEO of the Home Depot, chose 'The Experience Economy.'

That's a great thing, because this excellent piece of work really got the short shrift - with its April 1999 publication date, its message of capturing the full potential of face-to-face retail got buried in the tsunami of e-commerce hysteria.

Now that we all recognize the Internet as just another viable sales channel, this fine effort by Pine and Gilmore has a second life. The fact that Nardelli picked it as his one book that matters tells you all you need to know about his vision for the future of Home Depot.

The Divergence of Theory and Reality
The book takes a very logical, reasoned approach towards the theoretical next steps of economic expansion. It reasons that margins drive profits and that by constantly searching for higher margin offerings, a company will naturally improve and increase its profitability.

The logic is understandable... Commodity goods have small margins, as they are undifferentiated from each other and relativly easy to reproduce. Manufactured goods take things one step further, providing higher margins due to some level of product differentiation and brand specificity. Above that are Services, where the products don't last long enough to be copied and are customized enough to prevent easy manipulation. The higher margins should lead to higher profitability and better staying power. Fair enough.

Where the book's logic becomes strained, however, is where it strethes out towards the next generation of higher margin offerings, "Experiences." While it is true that experience companies my be able to provide higher margins than can older economy companies, experience companies tend to suffer from a fatal flaw that has infected many of the companies praised in the book. That flaw is the utter lack of repeat business generated by most experience economy companies.

Take two of the companies mentioned in the book as companies to emulate -- Planet Hollywood, the restaurant chain, and Peapod, the online grocery store. Planet Hollywood is under bankruptcy protection, because people are simply unwilling to pay through the nose repeatedly for the same experience over and over again. Peapod ran out of cash and is limping along only after being bought out by a Dutch firm. Hardly two stellar companies to emulate when searching for ever expanding profits.

Throughout the book, by expounding the virtues of ever expanding margins, rather than focusing on goods, services, and 'experiences' that people would be willing to repeatedly pay to have, the authors make the mistake of ignoring the overall forest for the sake of a single tree.

In the real world, experience companies know their limitations and create their pricing scheme to represent that fact. Amusement parks sell season passes for less than the cost of two visits -- acknowledging the fact that people may pay more for experiences, but only once, and repeat business depends heavily on making the repeat worth the cost.

Had the book focused more on successful ways for experience economy companies to thrive, rather than spending its time drolling on about the virtues of failing companies with the right plan, it would have been far more believable and enjoyable.

Insightful Look at Business Today
This book definitely makes you stop and think about what today's consumer wants and expects. (In fact, it's easy, just ask yourself what you would want - what you're offering or what Walt Disney is offering). Businesses that don't make a lasting impression, offer an experience for the consumer will eventually go the way of the dinosaur.

a fresh and novel view of the current business trends
this book is definitely out of the ordinary: it proposes a novel (to me at least) view of the current economy trends and well illustrate an equivalence between the work environment and the stage of a theatrical play.
Worth reading it.

The ultimate product differentiator
This book really opened my eyes, and made me see my service offerings from a customer perspective. I've become incredibly passionate about the experience economy concept, and am constantly looking for real life examples or potential applications.
When I stand in a queue I'm thinking about how I would go about offering the service or product I'm queueing for.
When I speak to the beauracracy that provides me banking or insurance services, I'm forever demanding that they change the impersonal and inflexible way that they engage with me.
If you're looking for a new paradigm in selling what you have to offer, then this is the book for you.
I love it. ... Read more

Amazon.com

The world is on the verge of another industrial revolution, driven by knowledge this time, not the steam engine or electricity, according to noted MIT economist Lester C. Thurow. In his book, Building Wealth: The New Rules for Individuals, Companies and Nations, Thurow writes that "Knowledge is the new basis for wealth. This has never before been true. In the past, when capitalists talked about their wealth, they were talking about their ownership of plant and equipment or natural resources. In the future when capitalists talk about their wealth, they will be talking about their control of knowledge." This means that the Bill Gateses of the world will be on top, not the Rockefellers, Carnegies, or Morgans.

To ready themselves for this new economy, companies and nations need to build what Thurow calls a "wealth pyramid," using building blocks such as a solid social organization, entrepreneurial skills, and education that encourages creativity and curiosity. The United States is better positioned than Europe or Japan to do well in the new economy, Thurow contends, but he warns of weaknesses even here. He puts companies like Intel on top in the knowledge-based global economy and places a question mark next to firms like Wal-Mart. Will the traditional retailer fall to the onslaught of lower-priced Internet competitors, or will it survive because people's herding instincts make them still want to drive to a Wal-Mart store? Bulding Wealth is a worthwhile read for anyone concerned about the wealth of nations and individuals, by the author of such economic bestsellers as Head to Head and The Zero Sum Society. --Dan Ring ... Read more

Reviews (35)

How can one be wrong so much, and yet be successful?
It is so sad how wrong someone can be proven over and over again and still, he/she is rewarded, called a genius and is allowed to teach our youth. Here is a quote from the author: "Can economic command significantly... accelerate the growth process? The remarkable performance of the Soviet Union suggests that it can... Today the Soviet Union is a country whose economic achievements bear comparison with those of the United States." This was in 1989, just shortly before the Societ Union collapsed. Unfortunately, being this wrong in economics gives one awards and allows you to teach college students while being described a genius. Sad. Mr. Thurow may be a 'genius', but geniuses can be wrong too.

A Wealth of Knowledge!Must Have For The 21st Century!
Heh, a reviewer claimed that the book is out dated, and reffered to the media hyped "technology meltdown" as a reason to give up home in technology and the building of wealth through intellect.We are now 2 years into the 21st century (3 years if you think it started in the year 2000), the markets are readjusting, and technology is abounding.The "internet bubble" or "Dot Com Crash" was a cataclysm of investors and venture capitalists, smart and stupid, who got too greedy, and forgot the fundamentals of business, internet or no internet.The markets will ALWAYS naturally receed and recess after "bubbles", which is what happened.Technology, however, did and has not receeded.Wealth is being built upon the foundations of intellect, and Thurow's book shows how this is to be accomplished by analyzing all other economic revolutions and what occured to make them possible.If Thurow was giving stock predictions and analysis, and "hot picks of the week" (which he absolutely does not), then i would understand the discredit which some reviewers have given him.But this is just not the case.Thurow analyzes the wealth being generated by Global corporations, and small businesses alike through the internet.He gives examples of those who have made it to the top of the wealth pyramid.He points to revolutionary ideas and systems which have fueled economies for decades.He answers questions, he asks questions.For futurists, insight, knowlegde, and analysis of history is key.If you want to be someone who is ahead in the future, and if you want to know what it will take to grow financially in the current century, "Building Wealth" gives insights into how it has been done, and what it may take.As with all good financial books, a disclaimer:This is not going to TELL you how to get RICH.It will teach you about current debates on the direction of capitalism, and what is believed will happen in 21st century buisness.Expand your mind, expand your wealth, even if it be only a wealth of mind.

How Rich Countries Get Rich
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.

1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.

2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.

3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.

4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.

5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.

6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.

7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)

8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:

- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility

9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.

10) Know your weakness and go where that weakness is not important.

How Rich Countries get Rich
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.

1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.

2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.

3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.

4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.

5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.

6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.

7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)

8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:

- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility

9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.

10) Know your weakness and go where that weakness is not important.

How Rich Countries Get Rich
Overall, it is a fascinating read for anyone interested in economics, or how rich countries become rich. Lots of good facts which reflect on the competitive, and opportunistic capitalist paradigm we currently live in.

1) There has been significant change in the economic landscape, and that change continues to accelerate. Before the industrial revolution, 98% of the world's population had income only from farming. Now less than 2% are farmers.

2) The world is increasing a global market. Coca Cola gets 80% of its revenues from outside the United States.

3) The gap in wealth continues to widen.
- Bill Gates market value is the same as the poorest 110,000,000 Americans.
- In the United States, the average CEO pay is 212x the average worker.
- The top 1% of people in the US own 40% of the total wealth.
- Africa GDP is the same as it was in 1965. Has not changed in 35 years.

4) We are all busier. With the invention of electricity, the average hours of sleep dropped from 9 hours to 7 hours a day.

5) Old companies must destroy themselves (re-invent themselves) in order to stay competitive and grow. Also, individuals must constantly change and grow to remain competitive. If not, they will fall behind.

6) Capitalism is a tough game. The number of businesses failing (88% a year) is almost as many as new business are formed. Wealth is constantly being transferred from one group ~ to another.

7) There are many basic ingredients to create wealth. Some are cultural (like entreprenuership), some are created and enforced by the government (intellectual property, law and order, infrastructure), some are learned by the individual (skills, knowledge)

8) Each country, and region has its strengths and weakness. In order to build wealth for the future, each country must act differently:

- Japan: Clean up the banks, bring in professional management, restore government credibility, and create internal growth. Japan is too big to play the export game anymore.
- US: Break the two-tier society (rich and very poor) by improving education for more skilled workers, and investing more in infrastructure
- Europe: Encourage entrepreneurs and corporate flexibility

9) Wealth is created when there is a disequillibrium (imbalance) in technology, or society. When there is change, there is opportunity ~ because wealth is being transferred.

10) Know your weakness and go where that weakness is not important. ... Read more

Book Description

Dealing with your ex-husband, who can't seem to show up reliably for weekends with the kids; navigating a workplace fraught with office politics or racial tensions; saying "I'm sorry" or "I love you".

We all have difficult conversations, no matter how confident or competent we are. And too often, no matter what we try, things don't go well. Should you say what you're thinking and risk starting a fight? Swallow your views and feel like a doormat? Or should you let them have it? But--what if you're wrong?

Difficult Conversations shows you a way out of this dilemma; it teaches you how to handle even the toughest conversations more effectively and with less anxiety. Based on fifteen years of work at Harvard Negotiation Project and consultations with thousands of people, the authors answer the question: When people confront the conversations they dread the most, what works?

Difficult Conversations walks you through a proven, concrete, step-by-step approach for understanding and conducting tough conversations. It shows you how to get ready, how to start the conversations in ways that reduce defensiveness, and how to keep the conversation on a constructive track regardless of how the other person responds.

Whether you're dealing with your baby-sitter or biggest client, your boss or your brother-in-law, Difficult Conversations can help.
... Read more

Reviews (73)

Difficult Conversions
Stone, Patton and Bruce have written a very useful and critical work on the dynamics of all conversations - the ones we've had and regret; the ones we don't have, because they seem too risky; and the ones we need to have to enhance our personal and professional relationships. They argue that there are three categories of conversations, which encompass every aspect of what transpires in our daily exchanges. They are: (1) The "what happened?" conversation (2) The feelings conversation and (3) The identity conversation. We can become more skilled and efficient in our conversations, if we begin to check our often flawed assumptions about what happened, how we're feeling and how our self-perceptions impact our understanding of what others say. Typically, we assume we are right and others are wrong, we assume the intentions of others, we don't treat feelings as facts, and we associate our identities too closely with the contexts of specific conflicts. To have productive difficult conversations, we need to change the way we talk to ourselves and how we approach our communications with others.

One can't help wondering, however, if the only people reading this book are already self-actualized or so well on their way that they are, in fact, the best communicators among us. The authors' failed to address the lingering doubt left with the critical, reflective reader: that most difficult conversations are the fruits of difficult people, who, unless they read this book, have little capacity or motivation to be anything but difficult. In any case, Difficult Conversations is mostly devoted to explaining and analyzing the three conversations and how one can use these categories to have more productive exchanges. The book has many useful graphic organizers, including a checklist and a roadmap for engaging in difficult conversations.

In effect, Stone and his colleagues argue that we must shift from a perspective of "knowing" to "learning". Meaningful conversations can take place when we don't permit our assumptions to rule the moment, rather when we take control by being curious, open, and self-aware. To find out what happened, we need to explore each other's stories, separate intent from impact, abandon the blame framework, and to consider all conflicts as a system ("the contribution system"), to which every party has contributed in some way. They argue that the blame framework is a clue that feelings are playing a significant role in a conflict. Feelings often get translated into judgements, attributions, characterizations, or solutions. The key to managing feelings is to treat them as facts by acknowledging them, and considering how they are part of the problem and exploring them fully. All too often our feelings emerge from the sense that our identity is somehow at stake. Most of us frame our identities around one or all of three core themes: competence, virtue, or worthiness. When we feel any of these is questioned, we revert to fight or flight. We can best manage the identity issue by understanding ourselves as complex, by knowing we make mistakes, by acknowledging that our intentions are not simple, and by recognizing that all parties contribute to problems. The "learning" must begin within ourselves before we can understand issues or problems with others.

We can affect our own conversational "learning" by engaging in "the third story" conversation, which requires us to consider how a third party would describe and analyze the situation. This sets up a process of internal dialogue, which is necessary to check our own perceptions, feelings, and interests. Further, the authors encourage