The Shadow Negotiation : How Women Can Master the Hidden Agendas That Determine Bargaining Success Review

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The Shadow Negotiation : How Women Can Master the Hidden Agendas That Determine Bargaining Success ReviewAs I flipped through the Harvard Business Review's Top Ten Business Books Of 2000 , I was intrigued by the review of "The Shadow Negotiation". Having a background in sociology, my curiosity was piqued by the book's focus on gender issues and interpersonal communication.
It turned out to be a riveting read and I lost count of the number of times I thought "Hey, that's happened to me!"
The Shadow Negotiation teaches by example, and delves into the psychological and social intracacies of negotiation. This book has enriched my understanding of the layers of negotiations that occur long before arriving at the table.
This book is for both sexes, and applies to all sorts of negotiations that pop up in everyday life. As a consultant, I have applied it to my salary negotiations, and find that I can manage my business relationships with much greater confidence. A wonderful gift to all of your working friends and family!The Shadow Negotiation : How Women Can Master the Hidden Agendas That Determine Bargaining Success Overview

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How Great Leaders Get Great Results Review

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How Great Leaders Get Great Results ReviewAs there's no table of content here on Amazon, I would like to take the priviledge to type it for you as below:-
Ch 1: Why leaders need to communicate. CEO - Carlos Ghosn
Aspire
Ch2: Vision. Visionary - Steve Jobs
Ch3: Alignment. CEO - Anne Mulcahy
Perspire
Ch 4: Execution. CEO - Lou Gerstner
Ch 5: Discipline. Coach - Bill Belichick
Require
Ch 6: Risk. Governor - Jennifer Granholm
Ch 7: Courage. Senator - John McCain
Transpire
Ch 8: Results. CEO - Meg Whitman
Ch 9: Teaching your own results-driven story. Moviemaker - Steven Spielberg
As you can infer from the content table, the author leveraged heavily on the biographies of selected leaders to preach his ideas. With his good story telling skill and bright analysis, he definitely helped his readers to communicate better as a good leader on different levels and disciplines. Well worth the price and the time. Recommended!How Great Leaders Get Great Results Overview

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Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders Review

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Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders ReviewLearning Journeys is such a pleasant book to read. This book is personal. It¹s personal essays by some of the great management and business leaders in the world. In the book, these leaders reveal the life-changing events of their lives. There are some sad stories, some funny stories, and some spiritual stories: some of the stories are business-related and some are totally personal. What struck me so much about this book is that it reveals the human side of business, something that is so often forgotten.Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders Overview

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It All Starts With You - The Power of Pre-Emptive Leadership Review

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It All Starts With You - The Power of Pre-Emptive Leadership Review"The Power of Pre-Emptive Leadership" by Mary Kay and Ron Whitaker is a must-read for every organization striving for a culture of accountability, profitability and a strong will to outperform the competition. I have seen the principles outlined in the book work powerful magic in five organizations struggling with change management and empowerment at all levels. Everyone in your organization will take on leadership qualities you never dreamed possible. Buy this book for everyone in your organization and everyone you know. You'll get buy-in and a team all rowing hard in the same direction.It All Starts With You - The Power of Pre-Emptive Leadership Overview

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Through the Labyrinth: The Truth About How Women Become Leaders (Center for Public Leadership) Review

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Through the Labyrinth: The Truth About How Women Become Leaders (Center for Public Leadership) ReviewWomen have needed a replacement for the glass ceiling metaphor for quite some time. Drs. Eagly and Carli have given us a wonderful new metaphor, the labyrinth, that better describes the obstacles and realities women face. For years we all have been bombarded with the impediments for women, but no one has offered practical solutions. This book eloquently defines the problem and offers hope for us all. This year all of my close friends, including some men, will receive this book from me for Christmas.Through the Labyrinth: The Truth About How Women Become Leaders (Center for Public Leadership) Overview

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S.K.I.R.T.S in the Boardroom: A Woman's Survival Guide to Success in Business and Life Review

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S.K.I.R.T.S in the Boardroom: A Woman's Survival Guide to Success in Business and Life ReviewHaving read several personal development books, not necessarily targeted towards women, when I came across SKIRTS in the Boardroom, I was intrigued by the title and wondered what deposits this book could make into my life that had not already been made by the other business books I had digested. Being at a crossroads in my life, I really wanted to begin the new year taking steps toward the things I was really passionate about doing and cleaning house of anything that would keep me from acheiving this goal. Little did I know, this book and its content, would be a godsend.

Starting with a chapter on Confidence, Marshawn Evans weaves stories from her own life and its struggles with issues that women, young and older, face in corporate America, entrepreneurship, and life. With chapters on staying the course, differences in gender communication, networking, developing your personal brand, and more, this book is like having your own personal development coach at your fingertips.

What I really love, is that the book is written so conversationally and how easy I was able to relate my personal situation to the stories shared in the book. Secondly, the wrap-ups at the end of each chapter, keeping the important points fresh in your mind. And lastly, the worksheets at the end of each chapter, which really make and keep you accountable. Who knew it was so hard to think of five meaningful words that actually described me and why... I'm still working on two more!!

This book has really helped me begin to get on track and I recommend it to anyone who needs guidance at any stage of their lives. I know that the book is written with women in mind, but I honestly think men can learn a lot from its content as well. It's definitely a book to keep, revisit, lend to friends, and give as a gift. I am on my way to maximizing my potential and living out my purpose.S.K.I.R.T.S in the Boardroom: A Woman's Survival Guide to Success in Business and Life Overview

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It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success Review

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It's Not a Glass Ceiling, It's a Sticky Floor: Free Yourself From the Hidden Behaviors Sabotaging Your Career Success ReviewIt's not a glass ceiling; it's a sticky floor is a fantastic book for
anyone interested in career development, especially where they aspire
to a senior executive position. The book is written (as the title
implies) primarily for women but most (if not all) the messages apply
equally as well to men. The central premise is that career development
starts by really knowing what you want and what your strengths ,
weaknesses, values, desires and motivations are. Once you know what
success looks like for you and what sort of person you are you can
then start to act to develop your career. In this book the emphasis is
very much on understanding what it takes to move into a leadership
role. The author highlights seven topics which need to be mastered in
order to win a leadership position and in her view it is these areas
that hold you back when you don't address them correctly - the 'sticky
floors' of the title. The areas are: managing you time to achieve some
kind of work/life balance; having a career plan and willingly moving
jobs to implement it; looking at the big picture; having a diverse
network of contacts; understanding company politics; communicating
clearly and with impact; negotiating for what you want. There are
numerous exercises as you go through the book so there is lots of
practical help on 'how to' address the seven topics and there are also
plenty of real life examples contained within the pages including
many from the authors personal experiences of life in corporate
America and building her own business.
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Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others Review

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Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others ReviewLook at any newspaper or magazine article featuring the CEOs interviewed in "Better Under Pressure" and you'll likely encounter the oft-repeated leadership tales we've heard again and again. If you like re-reading those, this isn't the book for you. Somehow, Justin Menkes broke past the sound bites and achieved a writer's dream: He got these household name CEOs to tell gripping, candid, never-before-shared stories that must have their PR teams wringing their hands. These are the kinds of revealing anecdotes about tough choices that expose why and how these leaders have reached the pinnacle of greatness.
But as instructive it is to learn why some leaders succeed, it's certainly just as instructive (and more fun) to read why - and how - others fail. The author's unique position within the world-class executive search firm Spencer Stuart gives him access to hundreds of confidential assessments of leaders who have been considered for the top positions in the world's most prestigious Fortune 500 companies. Without disclosing names (though it's sure fun to try and guess who they are!), Justin Menkes takes us step by step through a series of spectacular leadership blunders. He then explains why these leaders buckled at moments in which other CEOs would have shone.
This isn't a simple "how to" book, and I urge readers not to approach it this way. Instead, consider "Better Under Pressure" a thoughtful manual of excellence that teaches us to recognize how we confront and handle the stress that naturally accompanies leadership in the 21st century. Justin Menkes then gives the tools, exercises, and encouragement to help leaders (and their organizations) achieve the same results as the successful CEOs interviewed for this book.Better Under Pressure: How Great Leaders Bring Out the Best in Themselves and Others Overview

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The Adversity Paradox: An Unconventional Guide to Achieving Uncommon Business Success Review

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The Adversity Paradox: An Unconventional Guide to Achieving Uncommon Business Success ReviewAuthors J. Barry Griswell and Bob Jennings set out in "The Adversity Paradox" to uncover the source of business savvy, an underlying and critical attribute of extraordinary success. They found that success and fortune were not an accident of luck. Rather, it was about adversity - embracing it then overcoming it - that played a crucial role in establishing a success trajectory that was extraordinary. Adversity can be your teacher and your friend. When approached with this attitude, you will emerge stronger, smarter, and savvier.
"Paradox" is filled with stories of business leaders -including the personal stories of Griswell and Jennings - who have overcome all manner of adversity and applied their experiences to create the business savvy to attain unmatched levels of success. They turned failure on its head and built successful careers and personal lives upon the very experiences most people work to avoid.
Griswell and Jennings include sections on how adversity transformed leading people 1) to be more introspective, 2) to become values-based, 3) to work with "and then some" attitude, 4) to identify their purpose and seek it with passion, and 5) and to develop an unquenchable thirst for knowledge. These are foundational attributes which lead to extraordinary success.
Adversity, large and small, is always lurking and it happens. Last year, 2008, millions came face-to-face with adversity due to the catastrophic global, economic meltdown. Those caught up in this mess will find "The Adversity Paradox" a hopeful book...but only if they can make adversity a friend. Severe setbacks have a way of "making us take stock of our careers and our lives - our progress towards dreams and goals, our strengths and weaknesses, our motivation, and our daily work habits which can often reveal inner resources and abilities we wouldn't have otherwise known we possessed."
We have a choice when faced with adversity and with the right choice, we will find ourselves in one of the most powerful and transformative situations life has to offer. This is a very good book for the times.
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amBITCHous: (def.) A Woman Who: 1. Makes more money 2. has more power 3. gets the recognition she deserves 4. has the determination to go after her dreams and Review

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amBITCHous: (def.) A Woman Who: 1. Makes more money 2. has more power 3. gets the recognition she deserves 4. has the determination to go after her dreams and ReviewAfter hearing Debra Condren interviewed on a podcast about how women undermine their own ambitions, I couldn't wait to read her book. I related to her thesis. Sometimes, out of fear of looking like I have a huge ego, I don't even try to take on projects that I know I'm capable of. In other words, I need to learn how to be a little more ambitchous.
That word is Condren's way of describing the double standard facing women. As she puts it, "Ambitious men are go-getters, but ambitious women are bitches." She illustrates her point with Madonna and Carly Fiorina. Media stories about both of them tend to focus on their faults instead of their accomplishments. (Perhaps we could add Paris Hilton to that list.)
Through interviews with other women and her work as a business coach, Condren has developed strategies to help women overcome the fear of being ambitious. She bemoans the fact that many advice books suggest that achieving "balance" requires career sacrifices. Nonsense, she says. Putting your career ambitions first makes you a better person, she argues, because you will be a happier one. "You must regard your deepest career aspirations as unconditionally sacrosanct," she writes.
While the pep talk is inspiring, the real value of this book lies in its concrete tips. She recommends asking for the raise you deserve, claiming credit when it's due, asking for advice from women you respect, and taking regular sabbaticals to make sure you are dreaming big. All of it is great advice that I plan to incorporate into my life.
And when I'm done with this book, I can think of more than a few friends I'd like to pass it on to.amBITCHous: (def.) A Woman Who: 1. Makes more money 2. has more power 3. gets the recognition she deserves 4. has the determination to go after her dreams and Overview

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Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) Review

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Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) ReviewQ: How many CEO's does it take to change a light bulb?
A: Change?!?
Change is the corporate mantra of the '90s. Unknowable, unpredictable, unavoidable: change has made the ominous transition from verb to noun, as organizations scramble to predict, demand, drive, and implement change. And the more intense and comprehensive the change, the more its success depends on an integrated process driven by the top of the organization.
If you were surprised by that last sentence, then Champions of Change is the book for you. Author David Nadler's approach, which he would fight with tooth and claw to defend, is built on the premise that "discontinuous change" cannot succeed without the "active, public, and personal leadership of the CEO and other people at the top of the organization." Based on his work with Xerox and other major corporations, Nadler believes that change requires a multi-stage campaign, dynamic and participatory, that cannot triumph if its leaders treat change as an enemy to be resisted by sporadic skirmishing or clandestine conflict. If a corporation hopes to maintain or achieve competitive advantage, argues Nadler, then its senior leaders must launch early and dramatic change.
For many readers, this is hardly a heaven-sundering epiphany. And that's exactly the problem with Champions of Change: there's no there there. Nadler's concepts aren't new, although his momentous references to systems theory and organizational fit and "a process that we call strategic choice" (italics his) imply superior insight and wisdom with which few mortals are blessed. Using the sort of language that gives consultants a bad name, he announces that "based on years of close observation, I can assure you that transition states [between the current and the future] always feature three characteristics that if ignored, carry the potential to kill any change initiative." What is this trinity? Instability, uncertainty, and stress. No surprises there.
At heart, Nadler believes in system by classification. As a result, Champions of Change is more dictionary than discourse. Three challenges of discontinuous change produce five phases of change management, of which Phase 3 contains four steps, Phase 4 three activities, and so on. Chapter 5, "Winning Hearts and Minds," runs to twelve action steps, and Nadler doesn't effectively follow through on his promise to explain which step to take when. The book does offer some useful gems, most of them similarly numerical: every major message of change should be delivered six times; the number of collective ideas an organization can hold simultaneously is three, plus or minus one. But once you peel away the elaborate taxonomy, you find that Nadler offers no breakthroughs, no exceptional understanding, no real road map for change.
Champions of Change has its moments. The sixteen pages on "recognizing the change imperative" provide a solid grounding in diagnosis and interpretation, despite Nadler's plug for his company's software. If you want an insider's perspective on corporate change at Xerox, then buy the book immediately. For the most part, however, Champions of Change is a disappointment. Explaining change requires an intricate balance of perspective, pragmatism, and common sense; you can't get by on 300 pages of consultantspeak.Champions of Change: How CEOs and Their Companies are Mastering the Skills of Radical Change (J-B US non-Franchise Leadership) Overview

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Developing Women Leaders: A Guide for Men and Women in Organizations (TMEZ - Talent Management Essentials) Review

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Developing Women Leaders: A Guide for Men and Women in Organizations (TMEZ - Talent Management Essentials) ReviewSo, you need to develop the women in your organization? This is a particularly helpful book. If you don't have time to read it cover to cover, the highlighted "Good To Know" boxes that are set-off from the regular type are quick, easy to digest knowledge bytes. If you have time for just one chapter, go to Chapter 5, "What Managers Can Do to Develop Talented Women". But do get this book - it is extremely well researched and written by Anna Marie Valerio, Ph.D. so the research is spot on.Developing Women Leaders: A Guide for Men and Women in Organizations (TMEZ - Talent Management Essentials) Overview

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Women Lead the Way: Your Guide to Stepping Up to Leadership and Changing the World Review

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Women Lead the Way: Your Guide to Stepping Up to Leadership and Changing the World ReviewWomen Lead the Way is a powerful analysis of the status of women in the world. But it is truly groundbreaking in one way that many previous books of its type are not:
it provides a concrete guideline as to how EVERY women, regardless of where you are in your life - student, homemaker, career woman, or retiree - can impact the status quo and contribute to the advancement of women. Each reader should pay special attention to the "This Week I Will..." boxes. Easy tips on how each of us can make a difference.Women Lead the Way: Your Guide to Stepping Up to Leadership and Changing the World 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.
Leaders at All Levels: Deepening Your Talent Pool to Solve the Succession Crisis (J-B US non-Franchise Leadership) Overview

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Leading From the Front: No-Excuse Leadership Tactics for Women Review

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Leading From the Front: No-Excuse Leadership Tactics for Women ReviewThis is the first time I have ever felt compelled to write a review for a book. However, I really felt that everyone should read this book. Whether you are private or public sector, civilian or military, this is a great read. AND, MEN should read it as much as Women. Here are my thoughts...
1. The book is straight forward with no nonsense. It goes to the facts and really makes the reader think about the role of leadership in one's own life and what type of a leader you are. It offers unique insight into dealing with others and leading by inspiration. There are so many golden nuggets in this book, I encourage other readers to have a 3x5 card and a pen next tothem as they are reading. You are going to want to write down various ideas and have them in your pocket to review over the course of your day... seriously... this book is that good.
2. I like the "readability" of the book. It's enlightening, entertaining, educational and inspiring all at the same time... I was honest above when I said no book had ever compelled me to log on and actually leave a comment. This is a MUST READ.
3. And finally, this book is different. It's not the run-of-the-mill BORING leadership book. Each page kept me hungry for more. It is compelling and insightful.
Again, I think everyone should read this book. And please... it's a great read for both men and women. We all face a variety of leadership challenges every day. This book will surely become a classic in everyone's leadership library...
Enjoy.
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Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace Review

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Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace ReviewThis book deserves more than five stars.
Although I have read many excellent books about nurturing creativity and working creatively in companies, this is the first book I have read where the author has been someone who has done that repeatedly and in a variety of ways. That perspective is uniquely valuable both to those who want to have more creative jobs and those who would like to encourage creativity.
Although the analogies seem far-fetched at first (orbiting the giant hairball means taking a creative tangent and refocusing it to have relevance for the company's purpose), they serve to open your mind to thinking differently about creativity and organizations.
Although the author's key points are not summarized anywhere in the book, you will begin to get a sense of how the ideas connect together. That's useful, because otherwise why should he try to teach us so much? Except in the chapter that deals with them, any of the key observations would have been enough for a whole book on the subject. The overall theme is that our minds are subject to being too quickly anesthetized, rather than stimulated to ground-breaking insights. You'll love the story about hypnotizing hens where he introduces that concept.
One of my favorite stories in the book described when the author was asked to create an introductory course on creativity. The first session was wildly successful. The author then analyzed why it worked and created a more organized version of this course (called Grope). That sesssion didn't work as well. Then he went back to being unstructured (operating at the edge of chaos), and the course worked again. He learned from this the delicate connection between groping and rote. You need more of the former and less of the latter.
Another of my favorite stories related to the joy he experienced when he first started parachuting. But within six months, it was getting to be boring. He could only make it more exciting by taking the parachute off, but that would be suicide. On the other hand, if he never tried something new, he would be vegatating. So we want to stay somewhere between suicide and vegetation for the most effective results.
You will enjoy reading this book because it presents a fresh perspective that will stay with you. The successful point of entry is a story about children. When the author shows children about making sculpture from sheets of steel, he asks them if they are creative. All first graders raise their hands. By sixth grade, no one will say that they are creative. The pressure to be like everyone else makes the creative people want to hide. It just gets worse from there. Everyone who reads that story will remember experiences from childhood where their creativity was actively discouraged by teachers, parents, neighbors and classmates. Such a pity!
Each story is imaginatively illustrated to help you get a sense of a different reality. It also makes the material more accessible to people of all ages.
In addition to reading and changing your own behavior, this book should be shared with young people to reinforce the idea that it is desirable to be creative. This would be a good book to discuss with your coworkers, as well.
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Leadership from the Inside Out: Becoming A Leader for Life Review

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Leadership from the Inside Out: Becoming A Leader for Life Review"While reading this book you may think, 'Is this book about leadership, or is it about personal development?' It's about both". Kevin Cashman writes, "As much as we try to separate the leader from the person, the two are totally inseparable. Unfortunately, many people tend to split off the 'act of leadership' from the person. We tend to view leadership as an external event. We see it only as something people do. The view of this book is different. Leadership is not simply something we do. It comes from somewhere inside us. Leadership is a process, an intimate expression of who we are. It is our being in action. Our being, our personhood, says as much about us a leader as the act of leading itself. Paul Walsh, Chairman and CEO of Pillsbury, recently told me, 'The missing link in leadership development is growing the person to grow the leader'. As we grow, so shall we lead...As we learn to master our growth as a person, we will be on the path to mastery of Leadership from the Inside Out" (pp.18-19).
Within this framework, Kevin Cashman identifies seven pathways to mastery of Leadership from the Inside Out. He says that "These pathways to mastery are not stages of development arranged in a sequential or hierarchical order. Rather, they are an ongoing, interrelated growth process in which the pathways constantly are illuminating one another" (pp.28-29).
1. Personal Mastery / Leading Through Authentic Self-Expession: It is the onging commitment to unfolding and authenticaly expressing who we are.
Principles: Take total responsibility, practice personal mastery with others, bring beliefs to conscious awareness, develop awareness of character and persona, listen to feedback, consider finding a coaching process, and be flexible.
2. Purpose Mastery / Leading by Expressing Our Gifts to Create Value: It is the ongoing discovery of how we express our gifts to add life-enriching value to the world.
Principles: Focus on how to make a difference, get in touch with your values, act "on-purpose", be purposeful in all domains, encourage others to find purpose, seek the goal, learn from "failure", and be flexible.
3. Change Mastery / Leading in the Flow: It involves embracing the purposeful learning contained in the unending, creative flow of life.
Principles: Be open to learning, practice present-moment awareness, integrate immediate focus and broad awareness, trust yourself, develop resiliency through mental-emotional stretching, practice the change mastery shifts, and take the leap.
4. Interpersonal Mastery / Leading Through Synergy: It is the dynamic blending of personal power with synergy power to create value and contribution.
Principles: Build relationship bridges, balance personal power with synergy power and contribution power, build awareness of intention-perception gap, personal mastery and interpersonal mastery are intimately connected, become aware of your structure of interpretation, and practice the five touchstones (know yourself, listen, express, appreciate, serve) to authentic leadership.
5. Being Mastery / Leading Through Being: It is connecting with the silence and peace of the innermost depth of one's character to support more dynamism, effectiveness, and contribution.
Principles: Take your own journey into being, resolve life challenges by going to a deeper level, consider learning to mediate, and integrate more reflection into your life.
6. Balance Mastery / Leading by Centering Our Life: It is the dynamic centering of our life to build resilience and to enhance effectiveness and fulfillment.
Principles: Choose wisely, be on-purpose, rest and reflect more, exercise for enjoyment, simplify your life, and loosen up.
7. Action Mastery / Leading as a Whole Person: It is the ongoing commitment to creating value through enhanced authenticity and self-expression.
Principles: Seek the most essential first, approach growth and development as an integrated, lifelong process, take total responsibility, value consistency over intensity, set aside worry, doubts, and negativity, don't just walk the talk, become the talk, and build awareness through inside out journaling.
Finally, Kevin Cashman argues that "Certainly the principal purpose of Leadership from the Inside Out is to give people tools for personal growth and transformation leading to leadership growth and transformation. But its true potential contribution is more than that. Its purpose is more than just helping a bunch of seperate individuals to grow...Growth is fulfilling as it touches and enriches the lives of others" (p.203).
I highly recommend.Leadership from the Inside Out: Becoming A Leader for Life Overview

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The Knowledge Executive: 2 Review

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The Knowledge Executive: 2 ReviewThis book was a catalyst in changing my own focus from that of reforming the classified intelligence community, to that of creating a "virtual intelligence community" that served as an on-going educational program for government and business leaders. "If there was ever a moment in history when a comprehensive strategic view was needed, not just by a few leaders in high (which is to say visible) office but by a large number of executives and other generalists in and out of government, this is certainly it. Meeting that need is what should be higher about higher education."The Knowledge Executive: 2 Overview

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Firing Back: How Great Leaders Rebound After Career Disasters Review

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Firing Back: How Great Leaders Rebound After Career Disasters Review
As I began to read this book, I was reminded of Jack Dempsey's observation that "champions get up when they can't." All of us have encountered professional setbacks of one kind or another and some of them are especially difficult to overcome. Most of the examples which Jeffrey Sonnenfeld and Andrew Ward cite in this book involve CEOs who either "fired back"and eventually prevailed after a career setback (e.g. Donald Trump, Martha Stewart, Bernie Marcus, Jimmy Carter, and George Foreman) or never fully recovered from them (e.g. Jill Barad, John Scully, Leona Helmsley, Jacques Nasser, and Linda Warnaco). The former demonstrate the importance of "seven lessons to turn tragedy into triumph" which Sonnenfeld and Ward recommend; the latter demonstrate the probable consequences of failing to understand and then apply those lessons on which a five-step strategy - "for rescuing and restoring a career and reputation after a devastating professional setback" -- is based.
It would be a disservice to Sonnenfeld and Ward as well as to those who read this brief commentary if I were to list the "lessons" and "steps" which are best revealed within the narrative of this remarkably thoughtful, eloquent, and practical book. Each is anchored in a real-world context. Each is relevant to anyone now embarked upon or preparing for a professional career. I mention this last point because some who consider purchasing this book may incorrectly assume that its material will be of greatest value only to senior-level executives. On the contrary, all of Sonnenfeld and Ward's observations and recommendations can be of substantial benefit to anyone who wishes to (a) avoid "a devastating professional setback" or (b) recover from one.
In essence, this book provides Sonnenfeld and Ward's response to this question: "How can I overcome a professional setback?" To their credit, at no time do they minimize or trivialize the impact of a professional setback. (Presumably each has experienced a few of his own.) They fully appreciate the difficulty of overcoming the debilitating psychological stress of failure, the challenges of failure to one's reputation (both personal and professional), social biases about failure, and other challenges which may be unique to one's company, its culture, and its industry. If not "tragic" or "devastating," a setback almost always lowers one's self-esteem, is embarrassing, and has adverse financial consequences. More often than not, there is collateral damage to one's family members and/or to one's close colleagues at work so guilt also comes into play.
Recall the Dempsey quotation provided earlier. Presumably Sonnenfeld and Ward agree with Dempsey on the importance of courage and also with me that it is much easier to summon the courage to "get up" when you are convinced that the situation is not hopeless, and, that you can indeed recover if you understand what has happened, why it has happened, and how you can - and should -- respond to it. Of course, it is preferable to avoid a setback in the first place. ("If `ifs' and `buts' were fruits and nuts....") Most of us are not so fortunate and I, for one, have learned the most important lessons from failures (mine and others') rather than from successes. Whether or not a given failure is our "fault," it is certainly our responsibility to take full advantage of the learning opportunity it offers, and then to make positive and productive use of whatever truth has been revealed.
It is interesting to examine the lives of "great leaders [who] rebound after career disasters" but, in my opinion, it is imperative to examine with rigor and candor one's own values, attitudes, and behavior - especially when struggling to understand and then recover from a professional setback which is invariably a personal setback, also. As Sonnenfeld and Ward make crystal clear, this journey of personal discovery is by no means easy. Nonetheless, it is one which must be initiated with commitment and then sustained by persistence throughout one's life. If and when setbacks occur - and they always do - the practical advice which Sonnenfeld and Ward offer in this book will enable those who absorb and digest it to understand and (yes) accept what has happened, understand why it has happened, and then leverage that wisdom effectively and productively, not only in their careers but in their personal lives.Firing Back: How Great Leaders Rebound After Career Disasters Overview

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