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Built for Change: Essential Traits of Transformative Companies Review

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Built for Change: Essential Traits of Transformative Companies ReviewRarely do business books capture the imagination and weave thoughtful narrative into applicable lessons but T.D. Klein manages this with ease and grace. His Built for Change is a superior read which brings to light unique and tested management tenets that have led companies to success in a variety of sectors and industries. He highlights in depth such companies as Blackboard, Zappos and Cirrus Aviation to illustrate clearly how different companies employ "unorthodox" strategies. His use of specific examples combined with his direct and economic writing style make Built for Change an unexpected and educational offering.Built for Change: Essential Traits of Transformative Companies Overview

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Selling Sunshine: 75 Tips, Tools, and Tactics for Becoming a Wildly Successful Entrepreneur Review

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Selling Sunshine: 75 Tips, Tools, and Tactics for Becoming a Wildly Successful Entrepreneur ReviewSelling Sunshine is a great book for entrepreneurs. The book is full of practical tips and ideas on how to build a wildly successful business. Tony really gives great real life examples of how to your treat your employees and create a company that everyone believes in.Selling Sunshine: 75 Tips, Tools, and Tactics for Becoming a Wildly Successful Entrepreneur Overview

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Power of An Hour: Business and Life Mastery in One Hour A Week Review

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Power of An Hour: Business and Life Mastery in One Hour A Week ReviewThis book is an amazingly thorough, dense, content-packed work that should be on every business person's bookshelf. It is a tremendous resource for business consultants and coaches as well as the business owner. Dave Lakhani offers an effective system to implement not just change, but mastery in your business and personal life.
That being said, this book is not for everyone. In some ways, this is a difficult book. The exercises that Dave leads you through are thorough and and you will end up asking yourself some hard questions. Fortunately, you only have to tackle it an hour at a time. Dave doesn't do things half-way; his attitude seems to be "Why wouldn't you want to be the best in whatever you do?" The man is ferocious.
In that regard, I think this book is brutal and will weed out all but the people most determined to get their businesses and their lives to a level of excellence. And maybe that is okay. Too many people are happy comparing themselves favorably to mediocre competition. Let the slackers read the feel-good, warm-fuzzy books. This book is designed for people who work on a level of excellence and demand more from themselves and their lives.Power of An Hour: Business and Life Mastery in One Hour A Week Overview

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Breakthrough Business Results With MVT: A Fast, Cost-Free, "Secret Weapon" for Boosting Sales, Cutting Expenses, and Improving Any Business Process Review

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Breakthrough Business Results With MVT: A Fast, Cost-Free, "Secret Weapon" for Boosting Sales, Cutting Expenses, and Improving Any Business Process ReviewWow! I think this is this best book on process improvement ever been written!
I have read lots of books about improving business performance and this is the first one that details a truly practical procedure and then illustrates it with so many examples.
Dr. Holland's book has provided a powerful and practical process to determine what all business leaders and managers want to know - - What are the RIGHT things to change to make the business better?

The breadth of application for MVT illustrated in this book is unprecedented. It clearly demonstrates that MVT is not just applicable in R & D or in manufacturing processes, it can be used with any business process.
This book is a must read for all Executives and Managers looking to bring about significant improvement in their business processes.
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Everything Counts: 52 Remarkable Ways to Inspire Excellence and Drive Results Review

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Everything Counts: 52 Remarkable Ways to Inspire Excellence and Drive Results ReviewAs an entrepreneur, I read at least 5 books a month on business, health and motivation. What I really like about Gary's book is he looks at 3 areas of achievement: professional, personal and universal. Each theme within these categories is not hard to grasp, for example: Consistency. If you are not consistent in your habits and thoughts, how do expect to get consistent results? He really makes you think at a very self-critical level that is important if you ever want to implement changes that will produce different results. He also gives very good practical examples of individuals and companies that embrace excellence.
The chapters are not long and are easy to digest (which I personally, like). They will help you examine yourself and your character and evaluate what you can be doing better. Fear of change is a paralyzing factor that limits the individual's ability to achieve desired results. Without a roadmap of how to implement positive change into your life, most people are satisfied with mediocre results. "Everything Counts" can help you recognize your strengths and weaknesses so that you can improve the areas that are holding you back and let go of bad habits that no longer serve you.
I recommend this book to anyone who wants to implement positive change into their business and personal life. Well done.Everything Counts: 52 Remarkable Ways to Inspire Excellence and Drive Results Overview

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The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Review

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The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success ReviewBuckingham's book is very good overall; the practical anecdotes he provides of people actually DOING the "one thing" are compelling, and his style is entertaining, and yet no-nonsense.
In giving us "the one thing," Buckingham emphasizes the need for what he calls the "controlling insight" to provide a means not only for getting on to the field of play, but "how to win and keep winning the game."
Armed with this description, he unveils what, based on his considerable experience and research, he considers the controlling insight about great managing, great leading, and sustained individual success.
Here are the "one things" for each:
Managing: "Discover what is unique about each person and capitalize on it."
Leading: "Discover what is universal and capitalize on it."
Sustained individual success: "Discover what you don't like doing and stop doing it."
Along the way, Buckingham provides some excellent points of focus, including a very important differentiation between managing and leading that too many of his contemporaries have overlooked: "When you want to manage, begin with the person. When you want to lead, begin with the picture of where you are headed."
Predictably though, much of the argument for each of the three controlling insights is predicated upon strengths theory, which Buckingham and Clifton popularized with "Now, Discover Your Strengths." In the management chapter, the anecdotes more or less focus on individuals who are able to identify the strengths of their people, and put them to the best possible use. In the sustained individual success chapter, he takes strengths theory a step further, advocating not only discovering your strengths and cultivating them, but eliminating, or managing, those areas in which you are weak as a primary (where "Now" made it more secondary) pursuit.
It is primarily for these chapters that I say some of the material is recycled. However, when you have the research to back up the claims, as Gallup (for whom Buckingham no longer works) certainly does with the StrengthsFinder instrument, you can hardly deviate from it very far.
Another way in which the material is somewhat recycled, though, is in its similarity to Collins' "Good to Great." Buckingham praises the work of Collins in some points, but takes minor swipes at it in others. This is a strange irony in the book, as Buckingham's arguments are very similar to those of Collins, just phrased differently. For example: Collins' "level 5 leadership" entails what he calls "The Stockdale Paradox"--a willingness to look at the brutal reality of the situation, but remain hopeful and determined that one will overcome it. Now, from Buckingham: "When I say leaders are optimistic I mean simply that nothing--not their mood, not the reasoned arguments of others, not the bleak conditions of the present--nothing can undermine their faith that things will get better."
Buckingham's slightly different definition of words like optimism (which could easily be defined as hope) and humility cause him to see Collins in a slightly different light, in spite of the fact that their findings are almost exactly the same. I found myself slightly disappointed by this, but I would recommend this book nevertheless, as it is an excellent compendium of insights overall from a man that few would dispute has become a global leader in these areas.
One humorous note: I'm fairly certain Buckingham has signed a two book deal with Free Press, so I'm anxiously awaiting the second book, especially as he has already given us "The One Thing You Need to Know." :-)The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Overview

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Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis (J-B US non-Franchise Leadership) Review

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Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis (J-B US non-Franchise Leadership) ReviewRam Charan's "Leaders At All Levels" takes on a major crisis that exists today in most large US corporations - the shortage of leadership talent. Companies while focused on the next quarters' earnings target have ignored the hard work of building future company leaders. In a recent poll of 1380 Human Resource (HR) directors of large US companies, sixty percent said their firms have no CEO succession plan in place.
The top jobs are harder now than in the past due to hyper-competition, changing technology, and a raft of emerging players from every corner of the globe pressuring companies to keep changing their game to survive and thrive. And the evidence shows that a lot of firms are not responding to it well. Why? Charan argues the state of leadership development is faulty and companies must abandon traditional leadership practices. The severe shortage of leaders is an unmistakable sign that the typical approaches to leadership are fundamentally flawed. We urgently need to get at the root causes, faulty conventional wisdom about what leadership is and how to develop it.
"Leaders At All Levels" lays out a radically new leadership-development model, "The Apprenticeship Model," which transforms leadership development from a discrete activity run by the human resources staff to an everyday process that is fully integrated into the fabric of the business and in which line leaders play a central role. The model centers on customizing and accelerating a potential leader's development and growth path.
"It is designed to give each promising leader the opportunities that are right for him/her at the fastest pace of growth he/she can handle, defining the learning in each new job and making sure the learning in fact took place before helping the leader take the next step or leap forward." It allows leaders to develop increasingly "sophisticated and nuanced versions of their core capabilities in an astonishing short time."
While Charan points out that the model is not for the faint-hearted, it does work. He validates this approach with real-world examples of its success at General Electric (GE), Colgate-Palmolive, Novartis Pharmaceuticals, Textron, and WellPoint, Inc.

The book is organized into sections including: how to recognize leadership potential (including GE's leadership criteria); how to develop a leader; how "Apprenticeship" turns potential into leaders; leadership growth through concentric learning; freedom to fail; how to manage "Apprenticeship" systemically: and choosing the CEO. It also includes tools for: rating a company's ability to develop leaders at the highest level; spotting a leader; what makes a good boss-mentor: and what to coach on.
"Leaders At All Levels" is a must read for CEOs and Boards of Directors concerned with CEO succession and leadership development. The book will also appeal to anyone who aspires to a leadership role, particularly those who feel trapped in a faulty development process. For this last group, the last chapter, "What can a leader do?" will more than justify the cost of the book.
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Make It Glow: How to Build a Company Reputation for Human Goodness, Flawless Execution, and Being Best-in-class Review

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Make It Glow: How to Build a Company Reputation for Human Goodness, Flawless Execution, and Being Best-in-class ReviewIn a universe of business books filled with platitudes and MBA jabber, "Make It Glow" shines through like a beacon. The book's author, Tom DeCotiis, is a PhD. who can write in a very direct and effective manner. His observations about the stages of business development, especially the notion of "wobble," ring true. At some level, the book is an expression of his personal philosophy about honorable conduct in business. And there is nothing more honorable - or profitable - than living up to the tenets of your company's brand.Make It Glow: How to Build a Company Reputation for Human Goodness, Flawless Execution, and Being Best-in-class Overview

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Business Decisions How to Be More Decisive While Reducing Risk in Today's Economy Review

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Business Decisions How to Be More Decisive While Reducing Risk in Today's Economy ReviewAfter reading Michael McGrath's previous decision-making books, I anticipated his new book about business decisions to be helpful as well. I was pleased to read even more historical examples than I expected, and I learned hands-on techniques I could apply in all types of situations. Michael's style of writing makes it easy and enjoyable to read while providing many great perspectives for how we approach our decisions, and better yet... how to make the best decisions possible. A must-read!Business Decisions How to Be More Decisive While Reducing Risk in Today's Economy Overview

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From Executive To Yogi In 60 Seconds - A Revolutionary Approach To Increasing Productivity, Profitability, and Personal Efficiency Review

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From Executive To Yogi In 60 Seconds - A Revolutionary Approach To Increasing Productivity, Profitability, and Personal Efficiency ReviewThis book touched my soul! I wanted to apply many of the insights and tips immediately. I highly recommend!From Executive To Yogi In 60 Seconds - A Revolutionary Approach To Increasing Productivity, Profitability, and Personal Efficiency Overview

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CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive Review

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CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive ReviewWhile this charmingly written book is obviously written for CEOs and Boards of Directors, I found it to be highly relevant to other phases of life from high school graduation to being promoted.
It is always difficult to plan for the future and planning for the future of leadership is especially difficult.
From the best practices of business icons we can all learn a great deal about how to built a more lasting business, club, or school in addition to finding a happy approach to leaving something that has significant meaning.
Enjoy the book and think broadly about its message, I did!CEO Succession: A Window on How Boards Can Get It Right When Choosing a New Chief Executive Overview

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Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership) Review

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Coached to Lead: How to Achieve Extraordinary Results with an Executive Coach (J-B US non-Franchise Leadership) Review
Extraordinary results. Who among us, as consultants or coaches, doesn't want our clients to achieve extraordinary results? I sure do. That's my first reason to have purchased this book. The second has to do with finding myself fielding quite reasonable and curious questions about coaching from those who are seeking extraordinary results. Coached to Lead is a book that offers practical tips to coaches, clients and potential clients. Take a look at these questions to see if they sound familiar to you.
" How can a coach help me obtain business results?
" What exactly can a coach do for me?
" If I did hire a coach, how would I go about finding the right one for me?
" What really goes on in a coaching relationship anyway?
" How much does it cost, how long will it last, and will the results last?
If you too want to see extraordinary results and have ever wondered how best to answer such questions, you'll appreciate the solid ground Dr. Susan Battley provides to her audience. Drawing from her rich experience with leaders over the past twenty years, across a vast array of businesses in as many sectors, she provides the first consumer's guide to executive coaching.
Battley framed Coached to Lead on two guiding beliefs: 1) Executive coaching has staying power as a value-added service and, 2) Not only is executive coaching not going away, she predicts that the demand for quality coaching will increase in the coming years due to the 'plug and play' needs of managers today.. She anticipates that the latter will become more obvious as those industries traditionally less engaged in leadership development face the need to adapt quickly in the arena of interpersonal skills in order to perform in an increasingly competitive and global marketplace.
This engaging eleven-chapter, evidence-based guide takes the reader through a series of questions within each chapter designed to educate and provide a structure from which to reap the benefits of executive coaching, all the while avoiding costly mistakes. The reader can select various sections as urgency dictates or read the entire text, complete with usable forms, to guide the process and stay on task.
In the first chapter, Battley sets about dispelling the Ten Myths About Executive Coaching. For example, in Myth #1, "The Myth of the Individual" or 'Successful people don't need coaches,' she reminds us that peak performers in sports, the arts, and business all use coaches to enhance their already sterling performance. She cites a 2001 study by the Manchester Consulting that those receiving coaching exhibited an ROI of 5.7 times the initial investment or more than $100,000. Her Myth Buster: Professionals have coaches; amateurs do not.
Having dispelled the ten myths and leveled the ground in Chapter 1, in Chapter 2 she guides the saavy reader through a process of determining if Executive Coaching is Right for You by asking ten questions focused on one's awareness and commitment level to learning and producing business results.
Chapter 3, How to Pick Your Perfect Coach, outlines six steps to selection that focus on self-awareness in terms of goals and outcomes from coaching. The result? A personal profile for finding a compatible, or 'perfect,' coach for the reader. She highlights the characteristics of a great coach which includes experienced-based knowledge, education, ethics, and character and competency in coaching. Once chosen, chapter 4 centers on the rules of engagement for coaching, including sample agreements, and highlights the distinctions of private-pay vs. employer-funded coaching initiatives.
In chapter 5, Battley highlights the bedrock of this text, her Five Step Coaching Model, a broad brush approach with its focus on goals, assessment, an actionable plan and review, yet easy to customize. She further explicates each step of the model in Chapters 6-9. It is a written Powerhouse Action Plan, distinct from a standard coaching plan. It confronts obstacles and barriers providing the supercharged energy of this model to shift behavior and enhance performance. With Powerhouse Action Plan in hand, the coach becomes a catalyst to the client for personal growth in what she calls the ''knowing-doing' cycle of reflection and action and back again. This process creates momentum as goals are completed and reviewed in detail for level of satisfaction, learning, business results and return on investment as one is 'Coached to Lead.'
Chapters 10-11 provide a troubleshooting guide to addressing 'sticky' coaching situations and dealing with the concerns of third party sponsors of coaching initiatives.
Who among us wants extraordinary results for our clients? If you answered, 'I do,' this is a must read for you and all executive or leadership coaches, and for potential clients who want to face their own learning and performance head on. This practical, forthright read not only levels the ground, but elevates the ground of executive coaching to peak performance.
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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top Review

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Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top ReviewIn tough times, spending limits are always curtailed with the effect that more decisions are made or need approval by someone in the C-Suite. The age old recommendation of "calling high" is therefore of high actuality. Yet many sales people struggle to get access to the senior executives and even more so to hold meaningful conversations at this level. In today's economic environment this capability gap can become career threatening.
« Selling to the C-Suite » by Nicholas A.C. Read and Stephen J. Bistritz offers very practical advise how to close this gap. It is not one of those thousands of books flooding the business book market written in the style of "This is what I did, I was successful, there is no reason it should not work for you." Instead, "Selling to the C-Suite" is packed with research based concepts that have successfully been applied by thousands of practitioners. Instead of looking what people did who were successful to sell to the C-suite, the research focused on how senior executives want to buy.
With the concept of the relevant executive, the authors help salespeople to understand exactly what "calling high" means for a particular client. This relevant executive cannot be identified by just looking at an organization chart. The relevant executive is not only defined by his/her high rank but also by his/her high influence. The book gives good clues how to determine this influence.
The authors are also helping us to understand , based on their research, when senior executive are involved in a buying decision. It is not when they actually sign the contract. They are involved early when a problem surfaces where "work-arounds" do no longer contain the consequences caused by the problem and a project needs to be defined for finding a new way of how to address this problem. Usually when the vision is clear how the problem can be solved by buying something, the selection of the vendor offering suitable solutions is delegated. The executive's interest in the project increases again once the solution is in place. At this point in time they want to know what value the solution actually delivers to their business.
Calling to executives early, requires a higher proficiency of selling. Indicators are given helping an individual to check his/her actual level of sales proficiency and throughout the book practical advice can be found what it takes to close the gap.
Preparation is key in selling to the C-Suite. There is a chapter in the book helping to gain an understanding what executives want. In an appendix of the book, there is a very practical guide to customer research how to find clues of what a particular executive wants specifically.
How to gain access and how to establish credibility with executives are other important topics. It also has been said many times, that sellers today are no longer "messengers of value" they have to be "providers of value". How this can be achieved is also very clearly explained? The explanation that value is to be articulated differently depending on the status of the customer project is particularly insightful. It is recommended to use a Value Hypothesis to articulate the problem, a Value Proposition to help with the buying decision and a Value Message, to confirm the value that has been delivered through the solution. However the structure recommended for the Value Proposition seems to be a bit to rigid. I doubt that the template where just some blanks are to be filled in is still effective today.
Knowing when executives are involved in a project is also a key concept how to cultivate loyalty.
To help the reader to transition from knowing to doing, there is an appendix with worksheets providing a tool box how to apply the concepts in daily practice.
This description of the content does not represent the flow of the chapters in the book. Not mentioned yet is Chapter 2 of the book.
This is one of the most concise discussions on B2B Marketing, how it differs from B2C Marketing and how the Internet has changed the role of selling I have ever seen. This chapter alone is an alternative reason for buying the book. Understanding its contents is not only relevant for people wanting to sell to the C-Suite. It is essential for anyone who seeks to have a lasting career in direct sales.
For people wanting to sell to the C-Suite this book is a must read anyhow.
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