Showing posts with label book. Show all posts
Showing posts with label book. Show all posts

Business Class: Etiquette Essentials for Success at Work Review

Business Class: Etiquette Essentials for Success at Work
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Business Class: Etiquette Essentials for Success at Work ReviewI love this book!
There has never been a more timely book than Business Class, it contains the easiest, most current, and best advice avialable on business etiquette. One of the things I liked most about the book was how easy to read, learn and apply the lessons are.
If you read this book you'll sell more, build better and deeper relationships and feel more confident than you ever have no matter what the business setting. I consider myself very well versed in business etiquette but I was amazed at what I didn't know about current rules.
I can't tell you how many business situations I've been in where people simply had no concept of proper etiquette.
In reading the book, I learned many things and will definately be more prepared and appropriate as a result. I had no idea for example that if your fork fell on the floor at a restaurant that you should leave it and ask for another rather than picking it up and asking for another. I also didn't realize what the appropriate thing to do was when a woman walks to the table in a business setting (you'll be surprised, your mom and dad may have given you bad advice).
Jacqueline does an amazing job of covering every conceivable business situation and shows you how to handle each appropriately and with grace.
If you ever go to business lunches, dinners, mixers, networking events, or interact with clients in any way I strongly recommend this book. You'll be amazed at the power and confidence you feel after reading it.Business Class: Etiquette Essentials for Success at Work Overview

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The Eleven Commandments of Wildly Successful Women Review

The Eleven Commandments of Wildly Successful Women
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The Eleven Commandments of Wildly Successful Women ReviewI agree with Lillian Vernon: This is a "must-read for women of all ages, with positive and original ideas, giving a refreshing and personal perspective." I also think it is a must-read for men...at least those in management positions who (perhaps motivated by self-interest, if by nothing else) want to develop "wildly successful" people of both genders. Most of us have been "stone-walled" at some point in our careers. Or perhaps we have on occasion felt that we have hit a "brick wall." Encountering a "glass ceiling" is far worse because we can see through the glass to what lies beyond...to what we are denied. I am reminded of Tantalus who, according to Greek mythology, offended the gods. His punishment was to remain in Hades for eternity, thirsty and hungry, placed up to his neck in water he could not drink beneath clusters of fruit he could not eat: So near and yet so far.
It is Pamela Boucher Gilberd's assertion that "Women's economic creativity is one of the best-kept secrets in business today....It's time to acknowledge the truth -- that working women have the tools to create wild success for themselves and others and that we use those tools every day." Written in 1996, The Eleven Commandments of Wildly Successful Women is based on 125 interviews with a wide-range of women who have achieved "wild success." Their collective experiences suggest eleven "commandments" which Gilberd introduces and then illustrates by cross-referencing the experiences and insights of those she interviewed. The final chapter is perhaps the most valuable. In it, she shares Angi Ma Wong's 15 "Golden Rules for a Successful Life" and then her own 10 "Ways to Keep the Cycle of Success Going Strong."
Since 1996 when this book was first published, many organizations have raised the so-called "glass ceiling" and I guess that's progress. ASAP, however, every "glass ceiling" must be permanently eliminated if there is to be equal opportunity to achieve "wild success." Intangible assets are much more valuable than are tangible assets. I refer specifically to the talent (albeit under-utilized) and the experience (albeit under-appreciated) of those within any organization. The remarkable women whom Gilberd interviewed are to be commended for what they accomplished, especially given the obstacles they had to overcome. They are also to be commended for sharing so generously what they have learned. In this instance, they are following the Eleventh Commandment: Give Back to Keep the Cycle of Success Going. Those who read this book will be well-prepared to overcome all manner of obstacles at work to achieve their own "wild success"...and to help others to do so also.The Eleven Commandments of Wildly Successful Women Overview

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Leadership Principles for Project Success Review

Leadership Principles for Project Success
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Leadership Principles for Project Success ReviewAccording to a 2009 report by the Standish Group, only 32 percent of projects delivered the required scope on time and on budget. The report found that the plurality of projects - 44 percent - were late or over budget, while 24 percent were total failures. These are not encouraging statistics for companies facing the unprecedented combination of accelerating change, increasing complexity, and decreasing budgets.
Thomas Juli's book, Leadership Principles for Project Success, is a timely and welcome guide for business leaders who are under increased pressure to do more with less. Juli points out that traditional project management tools are insufficient to handle today's new business challenges. We can no longer rely exclusively on the linear mechanics of tracking activities, due dates, and assignments to keep projects on target. In today's fast-paced and complex business environment, Juli argues that project leadership needs to complement project management to assure consistent project success.
The book outlines the five principles of the Project Leadership Pyramid: build vision, nurture collaboration, promote performance, cultivate learning, and ensure results. Each of these principles accentuates the importance of recognizing that projects are fundamentally human endeavors and that if the human aspects of a project, especially in fast-changing times, are not thought through, there is little chance of project success. Perhaps this explains why only one in three projects is delivered successfully.
These principles are effective because they recognize that when people have the opportunity to participate in building the project vision, they can personally identify with the project objectives and are able to relate the vision to their daily activities. They also recognize that teamwork is more than the sum of individual activities. It's about the level of collaboration that binds the team members together into a holistic symbiosis. Leaders who practice these principles understand that promoting performance requires bringing people together to focus on solutions and results so they may avoid becoming mired in problems, which is often a consequence of traditional project management. When these principles are followed, people are not punished for mistakes because savvy leaders know how to transform errors into learning opportunities. By accepting that mistakes happen, anomalies surface early in the life of a project when there are more options for solutions, thus avoiding the inevitable 11th hour issues that often plague traditional project management. Finally, by defining interim results and checking back with the customers, these principles assure that projects remain on track so they may be delivered on time and on budget.
Leadership Principles for Project Success contains numerous practical examples of how project leaders can use tools, such as Guided Brainstorming, Vision-Building Workshops, and Team-Norming Workshops to create predictable project success within their organizations. If you want to improve the odds that your projects will deliver results on time and on budget, this book is the secret to project success.Leadership Principles for Project Success Overview

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Leadership Divided: What Emerging Leaders Need and What You Might Be Missing (J-B US non-Franchise Leadership) Review

Leadership Divided: What Emerging Leaders Need and What You Might Be Missing (J-B US non-Franchise Leadership)
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Leadership Divided: What Emerging Leaders Need and What You Might Be Missing (J-B US non-Franchise Leadership) ReviewI enjoyed all aspects of this book. For me it was the perfect read. The way the author drew you into the facts and the storyline was interesting and a real page turner. I highly recomed this book to everyone.Leadership Divided: What Emerging Leaders Need and What You Might Be Missing (J-B US non-Franchise Leadership) Overview

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The Inaugural Address, 2009: Together with Abraham Lincoln's First and Second Inaugural Addresses and The Gettysburg Address and Ralph Waldo Emerson's Self-Reliance Review

The Inaugural Address, 2009: Together with Abraham Lincoln's First and Second Inaugural Addresses and The Gettysburg Address and Ralph Waldo Emerson's Self-Reliance
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The Inaugural Address, 2009: Together with Abraham Lincoln's First and Second Inaugural Addresses and The Gettysburg Address and Ralph Waldo Emerson's Self-Reliance ReviewWe must all, each and every American, thank Penguin for assembling this great collection of historic American essays and speeches, above all the charter our President has made with our people.
President Barack Hussein Obama pledges: "We remain a young nation, but in the words of Scripture, the time has come to set aside childish things. The time has come to reaffirm our enduring spirit; to choose our better history; to carry forward that precious gift, that noble idea, passed on from generation to generation: the God-given promise that all are equal, all are free and all deserve a chance to pursue their full measure of happiness."
Thusly does our President set the difficult path we must walk in order to survive and to serve.
In this volume we may study carefully the brilliant words of our President, words each true American takes to heart, simple words from a brilliant leader. We find cornerstone phrases from past American leaders, in particular the Gettysburg Address, an earnest and simple cry for peace spoken by President Abraham Lincoln in the very heart of horrible war. We find here as well President Lincoln's First and Second Inaugural Addresses.
Above all we may here once more, and with renewed urgency, meditate the great essay by early American Transcendentalist philosopher and preacher, Ralph Waldo Emerson on Self-Reliance, an early indication of the heart and the spirit of America we do very well to restore, in order to restore our nation along the plan outlined in President Obama's great Inaugural Address.
We are fortunate therefore to find gathered under one cover these quintessentially American addresses, a collection which must grace each American hearth for daily reflection in these coming days.
Read this book. Every home in America must have this one book. Certainly we can watch President Obama's First Inaugural Address on the Internet, probably even on youtube, but we cannot hold it in our heart and hands as we can this book, with family and friends and loved ones gathered about us. We must read this book; we must read it together, and we must work together for the fulfillment of this dream for our survival in hope. As our President puts it so very well:
"With hope and virtue, let us brave once more the icy currents, and endure what storms may come. Let it be said by our children's children that when we were tested we refused to let this journey end, that we did not turn back nor did we falter; and with eyes fixed on the horizon and God's grace upon us, we carried forth that great gift of freedom and delivered it safely to future generations.
Thank you. God bless you. And God bless the United States of America."The Inaugural Address, 2009: Together with Abraham Lincoln's First and Second Inaugural Addresses and The Gettysburg Address and Ralph Waldo Emerson's Self-Reliance Overview

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Acme Novelty Library #20 Review

Acme Novelty Library #20
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Acme Novelty Library #20 ReviewLike the wonderfully imaginative issue 19, Acme #20 -- a.k.a. LINT -- offers a powerful standalone story that will reward Chris Ware's veteran readers without frustrating newcomers. Do you know a literature lover who is (still) a comics skeptic? Acme #20 is yet another great Ware book to give to such a reader.
You don't have to love, like, or even be aware of Ware's ongoing "Rusty Brown" storyline to fall into this merciless volume, which vivisects the entire 65-year life of Jordan "Jason" Lint, who has appeared previously (and briefly) as Rusty Brown's school bully. In this book, he becomes a whole person: a poopy baby, a sensitive boy, a prickly teen, a callow fratboy, a cocky rocker, a crummy boyfriend, a lucky husband, a lecherous philanderer, an absentee (and possibly monstrous) father, a stingy landlord, and more.
Rusty appears here in just one brief panel sequence. And when he appears, he is silent. (We don't even see his face!) Yet Rusty's presence is keenly felt -- he hovers above Lint's narrative like a ghost -- and our knowledge of Rusty's toilsome existence, if we have it, only informs and deepens Lint's story's amazing complexity.
If Rusty Brown is the star of Ware's current creative concerns, Acme Novelty Library volumes 19 and 20 are brilliant planets orbiting that star. Like Mars and Earth respectively, Acmes #19 and #20 could hardly be more different on their story surfaces. But they are heavenly siblings, and each revolves magnificently around the surprisingly hot-burning and virile soul of Rusty Brown, clammy non-virile fanboy.
$16.29? Incredible. This book is a freaking godsend to the 21st-century Humanities... and to human beings! This review refers to a non-Kindle, non-eBook edition of this title.Acme Novelty Library #20 Overview

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It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Review

It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need
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It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need ReviewBruce Tulgan's "It's OK to Be the Boss" is one of the toughest books I've ever read/reviewed. His premise, like most of his previous work, is dead on accurate. When I saw somebody willing to say there's a crisis of "undermanagement," I was thrilled. So I'd give the book a five on promise - and some of that is fulfilled. But unfortunately, the execution is a -4 so the rating ends up as only one star. I think he could have made most of his good points without the pieces that ultimately will only confuse managers - and in many cases give them excuses for not doing the very things Tulgan's arguing must be done.
It starts early with Tulgan's criticism of the work from Blanchard, Buckingham, and even a backhand compliment of Adler's hiring formula. What's particularly misleading, no matter how much Tulgan might deny it, is that it is obvious he has never read the works he criticizing. Blanchard has been making it very clear for decades that the "One Minute Manager" takes more than a minute; Buckingham makes it even clearer that the steps in "First, Break All the Rules" are not just empowerment and require the very detailed regular attention to the very detail that Tulgan calls for. Buckingham's most recent works on a "strengths-based" approach is backed by solid research - not just anecdotal evidence Tulgan cites. He even misinterprets the classic Theory X - Theory Y, not knowing that McGregor clearly stated that a Theory Y Manager recognized the existence of Theory X assumptions about some employees (in 1960 estimated at 35% of the workforce). He then praises Lou Adler's hiring methods, but backhandedly points out that this approach is also flawed by assuming a company can hire all peak performers - something that is not Adler's position and again proves that he hasn't read the things he criticizing. Tulgan misunderstands Adler's position in which he clearly states that the performance-based hiring process is really the first step of what can become a much better performance-management process.
Tulgan also falls prey to the classic problem of blaming the system for the failure, ending up criticizing a new management-by-objectives, pay-for-performance, and forced-ranking as yielding only mixed results. Personally I'm not a fan of forced-ranking for a variety of other reasons, but when MBO or Pay-for-Performance fails, it is rarely the concept that fails - it is usually poor execution by the managers doing it.
As I delved deeper and deeper in this book, I realized how a good concept was destroyed by an overall argument that wasn't necessary.It's Okay to Be the Boss: The Step-by-Step Guide to Becoming the Manager Your Employees Need Overview

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On Some Faraway Beach: The Life and Times of Brian Eno Review

On Some Faraway Beach: The Life and Times of Brian Eno
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On Some Faraway Beach: The Life and Times of Brian Eno ReviewThis is the definitive biography (so far) of Brian Eno--founding member of Roxy Music, experimental musician and composer, occasional essayist/lecturer, producer, visual artist, and for some of us one of the most interesting people alive.
David Sheppard begins by recounting a teenager's precocious interest in art and tape recorders, and his excited response to 1950s musical genres such as doo-wop. One of Eno's defining moments came during his late teens, dutifully recorded by Mr. Sheppard (p. 45): the mother of his then-girlfriend wondered why someone as bright as he was wanted to be an artist. He would say later: "[I]t set a question going in my mind that has always stayed with me, and motivated a lot of what I've done: what does art do for people, why do people do it, why don't we only do rational things, like design better engines? And because it came from someone I very much respected, that was the foundation of my intellectual life."
And what a life! Eno thrived at Ipswich, whose eclectic faculty was devoted to upsetting everybody's preconceptions. He became familiar with the works of John Cage, LaMonte Young, Steve Reich, Cornelius Cardew, and other leading lights of the musical avant garde. He participated in Cardew's Scratch Orchestra, this being his first appearance on vinyl. He would join Gavin Bryar's colorful Portsmouth Sinfonia, which combined virtuosos with folks who had never before touched their instrument (Eno played clarinet!!!!!). And he would encounter cutting-edge rock groups such as the Velvet Underground, whose third album he considered a masterpiece.
Sheppard recounts how Eno ended up--literally by chance--in Bryan Ferry's Roxy Music. He encountered sax/oboe player Andy Mackay on a train and learned of the band's need for someone who could record their demos. When the members of the band heard the sounds he produced on a synthesizer he found in the studio one day, they invited him to join. Sheppard does not spare us from what some would consider Eno's shadier side--his cross-dressing, for example, or his having his way with Roxy's many groupies, during a period when Eno frankly stated that his main interests were music and sex. Eventually he and Ferry butted heads, and he was out of the band. Eno had been feeling the need to stretch beyond the confines of Roxy; he had recorded tape-loop experiments with Robert Fripp (also feeling confined by the demands of being King Crimson's frontsman) that were released as No Pussyfooting.
Eno would release four albums loosely categorizable as "rock": Here Come the Warm Jets, Taking Tiger Mtn. (by Strategy), Another Green World (which many of us consider his finest achievement!), and Before and After Science. Sheppard recounts the insights, experiments, and sometimes struggles that went into these--Eno did experience periods of sleeplessness, anxiety and self-doubt, especially as he felt the pressure to duplicate the success he'd achieved with the magnificent Another Green World. But he emerged triumphant.
He recorded another Fripp collaboration (Evening Star, which I consider superior to No Pussyfooting). He produced (and performed on) ex-Velvet singer Nico's melancholy solo album The End. He worked with Fripp and Bowie on the latter's infamous trilogy (Low, Heroes and Lodger). He produced Talking Heads, eventually recording My Life in the Bush of Ghosts with David Byrne--easily the most influential release of that year (1981) with its use of samples instead of vocals and building rhythmic sound-sculptures around them. He produced Devo's quirky debut Q: Are We Not Men? A: We Are Devo! (although the results there were mixed at best). Right around this time he also became a hero to the New York City avant-punk underground by producing the controversial No New York, featuring four of that scene's most adventurous bands (The Contortions, Teenage Jesus, Mars and DNA).
Eno was nothing if not versatile. Beginning with the quiet and unobtrusive Discreet Music, Eno forged "ambient music" from its origins in avant garde composers into something almost commercially viable--Music for Airports, for example. His interest was not so much in fixed composition as in creating an environment with sound, incorporating random elements wherever possible. To enhance this process, in the mid-1970s he and artist Peter Schmidt had constructed a special deck of cards entitled Oblique Strategies. Each card bore a written instruction. When at an impasse, one could pick a card and then do what the card said. The most famous of these was, "Honor thy error as a hidden intention." Another read: "Make a list of everything you might do and then do the last thing on the list." Another: "Emphasize the flaws." Still another: "Remove specifics and convert to ambiguities."
Eno plucked other "ambient" artists from obscurity and got them on the map. Harold Budd is an example. Eno produced Budd's Plateaux of Mirror for his Obscure series which released Discreet Music and collaborated with him on The Pearl. Eno would also promote the career of avant-garde trumpet player Jon Hassell, collaborating on the latter's Fourth World Vol. One Possible Musics among others. Later Eno would produce Laurie Anderson, James, and especially (after a period of hesitation) the Irish super group U2. U2 developed a trademark depth and resonance. Eno probably deserves the credit for this. Eventually he and Bryan Ferry would mend their differences; the two would co-compose several tracks on recent Ferry solo releases.
While producing U2 and others, or collaborating with the German group Cluster (Cluster & Eno, After the Heat), Michael Brook (Hybrid), John Cale (Wrong Way Up), Jah Wobble (Spinner), or Peter Schwalm (Drawn From Life), Eno began forging his own creation: "generative music" which made use of the possibilities of computers to yield pieces that would never sound the same twice. Generative Music 1 came out of this; also The Shutov Assembly and The Drop. Eno also set up visual art installations such as I Dormienti, White Cube, The Quiet Room, and several others. The purpose of these was to create a total environment of light and sound which would enhance the viewer/listener's experience of time--by suggesting that one is experiencing only a small and temporary slice of something that had always been going on and would continue indefinitely into the future. Segments of music from each of these, and others besides, were released as a special series by Eno's company Opal. These are hard to find (I was able to purchase several on eBay for in some cases fairly hefty sums). Of course, the CDs miss an important point--it is not the music that is the star of the show but the environment which includes the music as one not quite separable component and places "equal value" on all its components. Eno overcame this limitation by releasing the entrancing 77 Million Paintings, software which when installed on your computer brings Eno's visual art directly into your study in constantly shifting, nonrepeating patterns set to "Quiet Room" generative music.
Unlike many artists Eno has always been comfortable around technology. He's a systems thinker--perhaps the only such thinker who has consciously employed systems theory to create art and music with an eye to accessibility to a large audience and acceptability within large public-access venues (airports are an example). Even early in his career, he was fascinated by the possibilities of self-regulating systems and how an experimental musical composition consisting of a few instructions could come to regulate itself given its environment (see his essay "Generating and Organizing Variety in the Arts"). Eno's recreational reading included authors such as Stafford Beer (Brain of the Firm, Designing Freedom and other books and essays which apply cybernetics to management). Eno remained fascinated with the media in which he worked. He was the first to release a CD consisting of 61 minutes of unbroken trancelike music--Thursday Afternoon. There is an accompanying video version approximately 20 minutes longer. New technology made this possible.
What emerges from David Sheppard's detailed and engaging account is a portrait of a man whose intellect engaged the world around him on multiple levels--the world of people, of music and the arts, of technology and its possibilities, and of "big ideas" of culture. "Culture," says Eno, is "everything you don't have to do"). We have to eat, so that isn't culture, it is part of being human (or, more precisely, being part of a biological system). We don't have to eat caviar, or sushi. So that's culture. At times we get the impression Brian Eno is curious about nearly everything. His diary from 1995--A Year With Swollen Appendices--is a fascinating account of his day-to-day observations, thoughts, and doings, which includes lengthy correspondences with Stewart Brand (of Whole Earth Catalog fame). Eno avoids the usual fixed premises or preconditions, but instead adopts a methodology of: "Establish your parameters, set things in motion, see what happens." His methodology avoids fixed rules but instead adopts a sense of what James P. Carse calls "infinite gamesmanship" (cf. Carse's Finite and Infinite Games). Instead of aiming for a definite outcome with winner and loser, we set about to continue the play.
Although his compositions and methods may seem whimsical, Eno clearly cares very much where this world is going; hence his participation in the West Coast based Long Now Foundation (http://www.longnow.org - see his essay "The Long Now") and his opposition to the U.S.-led war of aggression against Iraq (see articles "How to Lie About Iraq" and "The Missionary Position"). The latter culminated in one of his rare live appearances on the Stop the War Benefit Concert DVD.
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Review

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment ReviewThe Strategy-Focused Organization
Building on their Balanced Scorecard approach, Kaplan and Norton have developed an impressive framework in The Strategy-Focused Organization for the implementation of strategy. They have found that 90% of strategic initiatives fail due not to formulation but to implementation difficulties. Successful implementation of strategy requires all parts of an organizations to be aligned and linked to the strategy, while strategy itself must become a continual process in which everyone is involved. The Balanced Scorecard, originally seen by the authors as a measurement tool, is now presented as a means for implementing strategy by creating alignment and focus.
Financial measures report on lagging financial indicators. The Balanced Scorecard aims to report on the drivers of future value creation. The book shows in detail how this is done from four perspectives: Financial, customer, internal business perspective, and learning and growth (these are outlined on p.77). These four perspectives produce a highly detailed framework when combined with the five principles of a strategy-focused organization: 1: Translate the strategy to operational terms. 2: Align the organization to the strategy. 3: Make strategy everyone's everyday job. 4: Make strategy a continual process. 5: Mobilize change through executive leadership.
Absorbing every detail of this book will require many hours. The sheer detail of this complex system requires considerable attention, perhaps more than some readers can muster, but clearly distinguishes this work from many books full of business fluff. The style tends to be turgid and pedantic while being admirably complete. Readers can grasp the essence of the book's central points by reading only Chapter 1 (Creating the Strategy-Focused Organization), Chapter 3 (Building Strategy Maps), and Chapter 8 (Creating Strategic Awareness). Skip quickly through the chapters in Part Two: Aligning the Organization to Create Synergies. This section is the least engaging of the five. The balanced scorecard approach to strategy will appeal to those with a systematizing frame of mind. The book is filled with complex diagrams of corporate processes consisting of interrelated boxes and forces.
This approach is extremely detailed and complex. It requires a major commitment and effort. Though the authors claim it can be implemented by smaller organizations, this will be more challenging than for large companies who can commit a team full time to working out the details.
Much of the value of the approach may lie not so much in following through on completely working out the balanced scorecard but on absorbing the lessons regarding organizational integration across silos and the importance of clarity about mission, strategy, and goals. The balanced scorecard is one way to achieve and implement this clarity but not the only way. Another would be continual reiteration of these (as in Confessions of An Extraordinary Executive). Some companies may benefit from strict use of this system, including finding units of measurement for its implementation. Others will gain much from applying the insights without such a formal and complete implementation.The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Overview

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Management by Proverbs: Applying Timeless Wisdom in the Workplace Review

Management by Proverbs: Applying Timeless Wisdom in the Workplace
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Management by Proverbs: Applying Timeless Wisdom in the Workplace ReviewThis is simply a phenominal book. Rarely do we business folks find a combination of good business practice and careful scripture study in one volume. The author is apparently both a business professor and a seminarian, and it shows. All you have to do is look at the footnotes to see that this guy knows his stuff. But it's not an academic book. It's among the most readable business resources I've found in a long time -- sort of in the vein of Covey and Blanchard. Besides all that, there is a wealth of managerial and leadership wisdom in here -- tips that, as the author says, are both timeless and road-tested. I'm looking forward to reading Zigarelli's other work.Management by Proverbs: Applying Timeless Wisdom in the Workplace Overview

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Never Eat Alone: And Other Secrets to Success, One Relationship at a Time Review

Never Eat Alone: And Other Secrets to Success, One Relationship at a Time
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Never Eat Alone: And Other Secrets to Success, One Relationship at a Time ReviewIt seems like much of the efficacy of Ferrazzi's tactics lies in blurring the distinction between the personal and the professional connections. Not even church-going remains sacred.
At what point does a close-knit network become more invaluable than acquaintanceships struck during in-flight snackbreaks? Are 500 people willing to answer your calls (after the umpteenth time you've attempted to ambush them on the phone during their off hours) really an asset? Readers should keep in mind that one will not be able to fool all of the people all of the time with false pretenses of friendship. Ferrazzi's work would be more effective if he differentiated between intensities of friendship and the tactics most appropriate for each.
Further difficulties include:
-Networking Plan of Action (unfortunately acronymed NAP) includes scarcely a page of information about how to construct one.
-The arguments are often internally inconsistent: receiving an invitation to a 15 min coffee break is an affront, while sending one tops the personal arsenal list. Katharine Graham is eulogized as a champion of both "somebodies" and "nobodies." Yet Ferrazzi's lists of "people he'd like to meet" and his incessant extolling of the virtues of name-dropping seems to indicate "nobodies" are nobodies in his book. Finally, the distinction between a "networking jerk" and commendable behavior is, at best, subtle.
-For an individual so concerned with connectedness, it is curious that a bibliography or appendix of suggested reading is entirely absent.
May I suggest:
*How to Win Friends and Influence People: soft skills development
*Big Fish (a novel of "mythic proportions" by Daniel Wallace): a more sympathetic view on spin, for contemplating your own self-marketing plan or why Ferrazzi really left Deloitte.
*The Tipping Point: Chapter 2 is a more rigorous exploration of the roles the uber-connected play in social networks.
Never Eat Alone: And Other Secrets to Success, One Relationship at a Time Overview

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The Manager as Politician Review

The Manager as Politician
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The Manager as Politician ReviewRead this if you:
- are new to the corporate world
- find yourself struggling to be influential
- know that you have trouble working within corporate politics
You will find yourself reaching for it over and over as new situations arise. Gilley provides relevant content that goes well beyond what you might expect. It is "comprehensive" to the full meaning of the word.
As a seasoned professional who is accustomed to corporate politics and successfully influential, you might find that this particular resource contains too much content for your needs.The Manager as Politician Overview

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Going to the Top: A Road Map for Success from America's Leading Women Executives Review

Going to the Top: A Road Map for Success from America's Leading Women Executives
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Going to the Top: A Road Map for Success from America's Leading Women Executives ReviewThis book deserves more than five stars.
While many have theories about why women executives do and don't rise to the top, Carol Gallagher has done a real service by going out to find out what those who are succeeding have been doing that worked. She did this in a landmark study that involved personal interviews with 200 women who are either CEOs or within two levels of being CEOs in their Fortune 1000 companies. And, interestingly, she also interviewed many of their bosses (often males) including many CEOs. These latter interviews serve as a sort of control on the self-reporting of the women executives.
The book gets to the heart of the matter. I liked that. While almost all male MBAs aspire to be CEOs, a majority of female MBAs do not. You have to have the goal of going to the top before you can hope to be in the contest. This is the first book about women in business that makes that point, but it is a very important one.
The part of the book that absolutely delighted me was the effort put into dispelling myths about what it takes to succeed that were not proven out in the research. As an example, most women feel they have to have a powerful mentor. Gallagher finds that to be partially right: Women executives need a lot of advocates, not just one mentor.
Two other points in the book really delighted me. One was a thorough treatment of what relationships in the workplace should be for women. I often find women executives to have stalled thinking in this area. Women executives both need more relationships and more professional ones. The point is well explained.
I also liked the emphasis on being effective, rather than being perfect. All of us in business have seen people become ineffective in search of perfection. The point is nicely made here. Don't interrupt the CEO if she/he makes a small mistatement to the board. Your relationship with the CEO, and the CEO's relationship with the board are much too important to interrupt for something that minor. If you don't have all the data you would like, don't start off the presentation with an apology. Be accurate, and be both positive and confident.
The last part of the book is an excellent section on how to think about life choices (45 percent of the women surveyed had no children), and getting on a path that can lead towards and to the top.
I know of no other book of this calibre on this subject. I heartily recommend that all women and men executives read this book. The women can apply it directly and use it to mentor others. Men can do the same. Although the points and research are phrased in terms of women, the ideas apply just as well to men.
If you read only one business book this year, make it this one! In these talent scarce times, helping everyone become more effective at reaching their own goals at their own speed is the best thing we can all do.Going to the Top: A Road Map for Success from America's Leading Women Executives Overview

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The Big Bing: Black Holes of Time Management, Gaseous Executive Bodies, Exploding Careers, and Other Theories on the Origins of the Business Universe Review

The Big Bing: Black Holes of Time Management, Gaseous Executive Bodies, Exploding Careers, and Other Theories on the Origins of the Business Universe
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The Big Bing: Black Holes of Time Management, Gaseous Executive Bodies, Exploding Careers, and Other Theories on the Origins of the Business Universe ReviewI had high expectations for this book after reading "Throwing the Elephant: Zen and the Art of Managing Up" and "What would Machiavelli Do?". Bing's black humour brought some relief to the entirely too serious business of business. After all, we all need to be able to laugh at ourselves, right?
This book is a collection of snippets on a wide variety of business experiences written between the late eighties and the present day. Given that there is no explicit theme for this book (apart from the madness of business and the people within it), I struggled to finish it.
Although some of the material provides 'applied learning' that will be universally relevant and recognisable, frankly chunks of it just aren't that amusing. Weird - yes, ironic - yes, funny - sorry, no.The Big Bing: Black Holes of Time Management, Gaseous Executive Bodies, Exploding Careers, and Other Theories on the Origins of the Business Universe Overview

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Marketing Metrics: 50+ Metrics Every Executive Should Master Review

Marketing Metrics: 50+ Metrics Every Executive Should Master
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Marketing Metrics: 50+ Metrics Every Executive Should Master Review
Obviously, it is highly desirable to measure what matters and that is especially true of marketing initiatives. Here's the challenge which many (most?) readers will face after they finish reading this volume: Which metrics are the most appropriate for their specific organization? Co-authors Paul W. Farris, Neil T. Bendle, Phillip E. Pfeifer, and David J. Reibstein offer 50+ and in an ideal business world, every executive can - and will - master all of them. That is possible but highly unlikely. Fortunately, the authors offer a wealth of information and observations that can guide and inform the selection of those metrics that will enable executives to "gather and analyze basic market data, measure the core factors that drive their business models, analyze the profitability of individual customer accounts, and optimize resource allocation among increasingly fragmented media.
To the authors' substantial credit, they make effective use of a number of reader-friendly devices which enliven what would be an otherwise dull textbook and they do without compromising the integrity of research-driven insights which so many books on marketing lack. These devices include definitions, formulas, and brief descriptions of various metrics. They also include within individual chapters several sections, such as "Construction" (e.g. metrics issues concerning their formulation, application, interpretation, and strategic ramifications), "Data Sources, "Complications, and Cautions" (i.e. an analysis of the limitations of the metrics under consideration, and their potential inadequacies once executed), and "Related Metrics and Concepts" (briefly surveyed). This is by no means an "easy read" but will generously reward those who absorb and digest its material with appropriate rigor.
Although I believe this volume can be of substantial value to executives in almost all organizations (regardless of size or nature), I think it will be of greatest benefit to those - probably in larger companies -- who have an urgent need for accurate and consistent measurement of, for example, the dynamics behind their market share; the profitability of producing, pricing, selling, distributing, and servicing what they offer; and the ROI of marketing initiatives within the framework of enterprise financial metrics.
Those who share my high regard for this volume are urged to check out Enterprise Architecture As Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross, Peter Weill, and David Robertson as well as Ram Charan's Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't, Lynda Gratton's Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy - And Others Don't, Robert J. Herbold's Seduced by Success: How the Best Companies Survive the 9 Traps of Winning, Jack Alexander's Performance Dashboards and Analysis for Value Creation, and Michael Useem's The Go Point: When It's Time to Decide--Knowing What to Do and When to Do It.Marketing Metrics: 50+ Metrics Every Executive Should Master OverviewFew marketers recognize the extraordinary range of metrics now available for evaluating their strategies and tactics. In Marketing Metrics, four leading researchers and consultants systematically introduce today's most powerful marketing metrics. The authors show how to use a "dashboard" of metrics to view market dynamics from various perspectives, maximize accuracy, and "triangulate" to optimal solutions. Their comprehensive coverage includes measurements of promotional strategy, advertising, and distribution; customer perceptions; market share; competitors' power; margins and profits; products and portfolios; customer profitability; sales forces and channels; pricing strategies; and more. You'll learn how and when to apply each metric, and understand tradeoffs and nuances that are critical to using them successfully. The authors also demonstrate how to use marketing metrics as leading indicators, identifying crucial new opportunities and challenges. For clarity and simplicity all calculations can be performed by hand, or with basic spreadsheet techniques. In coming years, few marketers will rise to senior executive levels without deep fluency in marketing metrics. This book is the fastest, easiest way to gain that fluency.

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Why Smart Executives Fail: And What You Can Learn from Their Mistakes Review

Why Smart Executives Fail: And What You Can Learn from Their Mistakes
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Why Smart Executives Fail: And What You Can Learn from Their Mistakes ReviewInitially, Finkelstein really didn't understand, nor did I before reading his book, how and why can so many business leaders fall so far so fast. "How can so many people be do disastrously wrong? What can possibly account for the scores of business failures we see each year, in different industries, and even in different countries? And how can we prevent this sort of thing from happening again?" Finkelstein devoted more than six years of research to answering questions such as these. "My goal was not only to understand why businesses break down and fail, but to focus on the people behind these failures; not only to understand how to avoid these disasters, but to anticipate the early warning signs of failure. Ultimately, I wanted to move beyond ad hoc explanations of failure on a case-by-case basis and expose the roots of these breakdowns in a definitive way." Whereas Peters and Waterman set out in search of excellence, Finkelstein and his research associates set out in search of failure...and achieved that objective. What they found and what they learned are now offered in this brilliant book.
He organizes his material within three Parts: Great Corporate Mistakes, focusing on four different business challenges: creating successful new ventures, managing mergers and acquisitions, coping with innovation and change, and developing winning strategies in the face of new competitive pressures. In Part II, he identifies the underlying causes of failure evident even across different types of corporate mistakes. In this Part, Finkelstein offers a deeper analysis of the common patterns of behavior that executives in failing companies exhibited. In Part III, Finkelstein shifts his (and his reader's) attention to explicitly developing two critical ideas that have stayed in the background to this point. "First, can we use the findings of our study as an early warning system? Can our results tell us how to predict when troubler is coming? And second, how do successful executives create organizations that can learn from, and better yet avoid disaster? What can we learn fro them?"
Almost everything of any significant value I have learned in my life thus far has been the result of personal experience. And almost everything of value I have learned from that experience involved a failure of some kind. Hence the great importance of this book which examines dozens of "smart executives" who failed. They include Jill Barred at Mattel, Dennis Kozlowski at Tyco, Jean Marie Messier at Vivendi, Robert Pitman at AOL Time Warner, and Wolfgang Schmitt at Rubbermaid. Indeed, the research for this book devoted rigorous attention to senior level executives in 51 different companies of various sizes and nature. Where did even the brightest executives go wrong? What can we learn from their mistakes? How can we avoid repeating those mistakes in the future? In essence, that is what this book is really all about.
Long ago, someone made a clever observation that Russian historians always predict the past with absolute accuracy. I recall that comment by way of suggesting that Finkelstein indulges in no gloating whatsoever. There is no indication of any hubris in him even as he examines several victims of that classical affliction. He well realizes -- and with evident dismay -- that the mistakes of any presumably capable executive can sometimes have serious, if not catastrophic implications for hundreds and even thousands of others. He lists and then evaluates seven theories which are frequently offered to explain executive failure. (For example, "The Executives were stupid.") Next, he explains that before the research began, there were no "crystal-clear hypotheses" with regard to patterns of failure. Then on to a series of mini case studies which reveal both the executive mistakes and what lessons could be learned from them. Of special interest to me is the set of early warning signs which the research uncovered. They may not prevent others from making mistakes but recognition of them in a timely manner can indeed reduce the potential damage. Also of special interest are the ways Finkelstein formulated by which to diagnose business mistakes as they are happening.
It may not have been Finkelstein's initial purpose but in fact what he found during his search for an explanation of executive failure is a wealth of information which can help smart executives to succeed. Obviously, there is so much more involved than merely inverting a serious of mistakes (e.g. cooking the books) and then assuming that (Eureka!) a recipe for certain success has emerged. This is a remarkably thoughtful and sensitive book about human failure. How valuable it proves to be is for each reader to determine. If appropriate, when reviewing other business books, I intend to include this book among those recommended for further reading.
I presume to suggest that this book would be an excellent choice to serve as the basis of an off-site meeting of senior level executives. Reading of it in advance would of course be required. I further suggest that the agenda follow the book's structure: Rigorously examine areas in which, over the previous 12-18 months, the organization has either failed or encounted less than the success it desired; next, with equal rigor and (yes) candor, determine the reasons for unsatisfactory performance; finally, determine with meticulous precision the lessons learned and then formulate a game plan to make whatever changes are necessary throughout the organization's operations, with special focus on leadership and management.
Of course, I hope this book helps many smart executives to avoid making the mistakes Finkelstein examines. My greater hope (and presumably his is as well) is that countless others who are not directly involved in the decision-making process will be spared the financial and emotional damage which has been inflicted upon their counterparts at companies such as Enron, Tyco, and WorldCom.
John Donne was right. "No man is an island." That is especially true of senior-level executives.Why Smart Executives Fail: And What You Can Learn from Their Mistakes Overview

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The Human Resources Glossary, Third Edition: The Complete Desk Reference for HR Executives, Managers, and Practitioners Review

The Human Resources Glossary, Third Edition: The Complete Desk Reference for HR Executives, Managers, and Practitioners
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The Human Resources Glossary, Third Edition: The Complete Desk Reference for HR Executives, Managers, and Practitioners ReviewThis is a rich volume providing over 8,500 entries pertaining to all areas of human resource management. It includes information on over 350 associations, federal laws and court decisions, and abbreviations and acronyms. The definitions are usually detailed, giving the book the quality of an encyclopia. This is an excellent resource. It includes full contact information for associations and other organizations. Names of laws are explained. It is an interesting book just to thumb through. Highly recommended.The Human Resources Glossary, Third Edition: The Complete Desk Reference for HR Executives, Managers, and Practitioners Overview

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What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) Review

What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management)
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What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) ReviewA very interesting addition to my Harold Kerzner project management library. An easy book to read, though somewhat superficial since it does not go into the detail and is mostly a set of examplse of what to do or not do. The title is also somewhat confusing: the book is mostly oriented to the Project Sponsor rol. I would recommend it to those high and middle level executives that have to be frequently engaged in project sponsoring so they can learn about how to behave in this rol. If an sponsor does what it is said in the book and the project manager know how to do his job, chances are the project will be a successful one. A recommended book not only for executives but project managers who need to deal with their sponsors.What Executives Need to Know About Project Management (The IIL/Wiley Series in Project Management) Overview

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Rites of Passage at $100,000 to $1 Million+: Your Insider's Lifetime Guide to Executive Job-Changing and Faster Career Progress in the 21st Century Review

Rites of Passage at $100,000 to $1 Million+: Your Insider's Lifetime Guide to Executive Job-Changing and Faster Career Progress in the 21st Century
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Rites of Passage at $100,000 to $1 Million+: Your Insider's Lifetime Guide to Executive Job-Changing and Faster Career Progress in the 21st Century ReviewAfter 10 months of being an unemployed executive, I stumbled across this book. I wish someone had told me the 2 truths I am about to tell you! If you are an executive, do not -under any circumstances- contact a recruiter without reading this book. Secondly, do not -under any circumstances- post your resume on the Web without studying the chapter about the Internet. Let's face it, as an execuitve, it's sometimes feasible to sneak by pretending to know more than you do. But when it comes to getting your next job, what you don't know is detrimental. And all of the typical "get a better job" books don't cater to executives. Trust me, the time to get educated about the world of recruiting and executive level job changing is while you are still employed. And the place to get educated is Rites of Passage. Then just when you think you've gotten all possible benefit from the book, it's time to visit Lucht's Website, RiteSite.com for more. P.S. If you hadn't guessed, I credit using Rites of Passage and the Recruiter lists I downloaded from it's Website with helping me land my new job!Rites of Passage at $100,000 to $1 Million+: Your Insider's Lifetime Guide to Executive Job-Changing and Faster Career Progress in the 21st Century Overview

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International Human Resources Management Review

International Human Resources Management
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International Human Resources Management ReviewWithout previewing this book, I ordered it as the primary textbook for a graduate level course I was teaching in International HR Management. The table of contents looked comprehensive and since it was written by a couple of Australians, I thought it had to be good. Not so. Although the field of international human resource management is interesting and exciting, this book was not. Excessively wordy and academic, it was excruciatingly boring to read. My students unanimously gave it a thumbs-down.International Human Resources Management Overview

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