Shaping the Game: The New Leader's Guide to Effective Negotiating Review

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Shaping the Game: The New Leader's Guide to Effective Negotiating ReviewFor years "Getting to Yes" has been the standard introduction to negotiation. Frankly, the one-size-fits-all approach and win-win optimism of the book has gotten tired. Mike Watkin's "Shaping the Game" is the antidote.
Watkins's focus is the need to both create value and capture value. He argues that you have to shift your style accordingly to circumstances -- sometimes on creating value, sometimes on capturing it. Sometimes you focus on interests and sometimes on positions. Sometimes you negotiate a transaction and sometimes you negotiate a relationship. They key is to know when to do what.

After providing an introduction to diagnosing negotiations in terms of structure and process, Watkins outlines a framework for developing negotiating strategies based on identifying what you need to do (1) before you get to the negotiating table and (2) once you get there. He also highlights the importance of not just playing the negotiating games the way others have defined them, but also focusing on "shaping the game." He rightly stresses that much is won and lost in the setup of negotiations, before you even get to the table.

The rest of the book lays out key elements of his approach:

* Match Strategy to Situation - Figure out what type of negotiation you are involved in and prepare for it accordingly.

* Plan to Learn and Influence - Engage with the other side "at the table" in ways that both help you to learn about their positions and interests and that influence them.

* Shape the Game - Focus on influencing basic setup of negotiations, such as who you negotiate with and what the issues are and what alliances you build, in ways that help you to create and capture value.

* Organize to Improve - Make sure to learn from evey negotiation you do and also to strengthen the negotiation capabilities of your organization.

The last chapter provides some particularly helpful advice about how to become a better negotiator. It also will help anyone who runs an organization where people negotiate on a regular basis. While nominally written for people taking new jobs, it's useful for anyone who negotiates in organizations.Shaping the Game: The New Leader's Guide to Effective Negotiating Overview

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Credibility: How Leaders Gain and Lose It, Why People Demand It (J-B Leadership Challenge: Kouzes/Posner) Review

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Credibility: How Leaders Gain and Lose It, Why People Demand It (J-B Leadership Challenge: Kouzes/Posner) ReviewAuthors and great teachers Kouzes and Posner have once again contributed some valuable lessons for aspiring leaders. In this book, they let us know know, with complete certainly, what followers look for in leaders, and what leaders must do to earn and maintain productive and committed followers. This book is research-based and so very practical. Readers will understand why credibility is crucial for leadership, and even more importantly, they will be provided with clear directions about the work a leader must do to achieve lasting credibility. Chock full of rich, relevant examples, Credibility is already one of those timeless resources which every leader will continue to refer to often.Credibility: How Leaders Gain and Lose It, Why People Demand It (J-B Leadership Challenge: Kouzes/Posner) Overview

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The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts You Need to Know Review

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The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts You Need to Know ReviewAlthough I live and work in the leadership industry and am an author, I have to confess that I am not a huge fan of leadership books. They tend to be preachy without justification, and too many are written by thinkers who have never done, or doers that don't think. The Truth About Leadership is just the opposite, an evidence based, practical book written by highly experienced thought leaders, boiling down leadership to its essence. That's not to say it's just a "basic" leadership book or a primer--even those of us who have been leading for a while will benefit from reading it. It really is a brilliant little gem.The Truth about Leadership: The No-fads, Heart-of-the-Matter Facts You Need to Know Overview

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George Washington's Leadership Lessons: What the Father of Our Country Can Teach Us About Effective Leadership and Character Review

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George Washington's Leadership Lessons: What the Father of Our Country Can Teach Us About Effective Leadership and Character Review
This is a terrific book that serves an important purpose: to teach by example. In the first part of this 3-part book, the authors break down the art of leadership into 15 traits and virtues that leaders must manifest, and then, in a very unique way, they cite incidents, quotations, and anecdotes from the life of George Washington (sourced in most cases from Washington's own writings) to illustrate how the Father of America employed each character trait.
The second part of the book is a look at Washington's "Rules of Civility," along with annotation for select rules illustrating how it was employed - or ignored - in modern times.
The third part of the book will really be an eye-opener for lots of people: it is a lengthy, meticulously researched look at George Washington as an entrepreneur. Many people are not aware that Washington had an enormous fishing enterprise at Mount Vernon, or that he was a distiller, or an aggressive real estate investor, or that he routinely experimented with crops to improve productivity.
There's no denying George Washington was a leader. He was, after all, the United States' first President. But now, with GEORGE WASHINGTON'S LEADERSHIP LESSONS, we are given a comprehensive look at just how he exercised his leadership, and how we can learn from his efforts. Recommended.George Washington's Leadership Lessons: What the Father of Our Country Can Teach Us About Effective Leadership and Character Overview

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels Review

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels ReviewThis book is not just for managers at the executive level. It's also for you and me. It's for functional managers, project managers, and supervisors. The book targets new leaders at all levels that are making the transition from one rung of the ladder to the next.
If you have just been promoted to a new leadership position (or expect to be soon), then this book is for you.
The book outlines ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point: the point at which your organization needs you as much as you need the job. Here they are ... the ten strategies:
1. PROMOTE YOURSELF. Make a mental break from your old job. Prepare to take charge in the new one. Don't assume that what has made you successful so far will continue to do so. The dangers of sticking with what you know, working hard at doing it, and failing miserably are very real.
2. ACCELERATE YOUR LEARNING. Climb the learning curve as fast as you can in your new organization. Understand markets, products, technologies, systems, and structures, as well as its culture and politics. It feels like drinking from a fire hose. So you have to be systematic and focused about deciding what you need to learn.
3. MATCH STRATEGY TO SITUATION. There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. The author identifies four very different situations: launching a start-up, leading a turnaround, devising a realignment, and sustaining a high-performing unit. You need to know what your unique situation looks like before you develop your action plan.
4. SECURE EARLY WINS. Early victories build your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.
5. NEGOTIATE SUCCESS. You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. No other relationship is more important. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.
6. ACHIEVE ALIGNMENT. The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization's strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize strategic intent.
7. BUILD YOUR TEAM. If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition.
8. CREATE COALITIONS. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals.
9. KEEP YOUR BALANCE. The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource
10. EXPEDITE EVERYONE. Finally, you need to help everyone else - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.
This book is not only relevant on the individual level. This transition process for new managers happens so often that it should be handled with more professionalism by (big) organizations. Whereas we as managers try to work actively with introduction programmes and training for new employees, then many managers must face their transition challenge alone. It shouldn't be like that. The "sink or swim" approach should be doomed.
Peter Leerskov,
M.Sc. in International Business (Marketing & Management) and Graduate Diploma in E-businessThe First 90 Days: Critical Success Strategies for New Leaders at All Levels Overview

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Managing Leadership Transition for Nonprofits: Passing the Torch to Sustain Organizational Excellence Review

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Managing Leadership Transition for Nonprofits: Passing the Torch to Sustain Organizational Excellence ReviewI worked in a non-profit religious organization for a while.
The founder is already 70+ years of age and I know he's looking for a leadership transition.
However the candidates are just nowhere to be found.
I see many of the issues raised in this book that are similar to the issues confronting this organization I worked for and the leadership team.
Some aspects I wish the writer would have touched upon in more depth is the financial aspect of it.
I know most of the religious non-profits spend a bulk of their resources on getting additional fundings.
And the key leaders in the organization is dedicated to this task as the utmost priority.
(at least is it so with this organization I was involved in.)
I also liked the cases the book mentions on the potential pitfalls on leadership selection and the criteria.
There are just so many issues to consider when passing a torch. The mission, the vision, the overall strategy and what additional resources can the future leader bring...
The book is more focus on the internal issues than external challenges.
I like this book but I think it could be explored deeper.
Managing Leadership Transition for Nonprofits: Passing the Torch to Sustain Organizational Excellence Overview

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C E O Logic: How to Think and Act Like a Chief Executive Review

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C E O Logic: How to Think and Act Like a Chief Executive ReviewAs the back cover of this book says, go ahead, read those other books by high-profile celebrity CEOs to get motivated. Then read this book to see HOW it is done. I say, skip the celebrity CEO du jour books, and go straight to this 5-star book for "Level 5" people.
This is a clear, consise, and exceptionally well proofread and published book (not one error in this book - as opposed to Moore's Crossing the Chasm - a terrible proofreading job). C. Ray Johnson cuts to the chase as to just what and how an effective CEO does and conducts him/herself, and in so doing convinces the reader quickly that anyone has the capacity to do pursue the principles of CEO logic if they really have the will and desire.
Johnson's incredibly clear early chapters lay out the effective CEO melds business understanding with personal principles. From there he goes through each aspect of key business functions and uses his CEO Logic approach for the right direction in each. His chapter on turnaround management is great.
Another very important note, this book and Jim Collins' Good to Great compliment each other. Collins makes the key point early on that companies that go from good to great are rarely run by celebrity big-ego CEOs brought in from the outside, but are instead run by generally quiet, unassuming people who are nevertheless deeply rooted in their convictions and desire to be great and have a winning team working with them. This is what Collins refers to as a "Level 5" leader.
You can think of Johnson's book as a primer on how a Level 5 leader conducts business and takes on leadership. Buy both books! You'll be glad you did. And, while you are at it, leave the self-aggrandizing celcb CEO books on the shelf ;-)C E O Logic: How to Think and Act Like a Chief Executive Overview

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The Four Obsessions of an Extraordinary Executive: A Leadership Fable Review

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The Four Obsessions of an Extraordinary Executive: A Leadership Fable ReviewPatrick Lencioni has once again presented a concise, compelling, simple, and wise look at the role of a leader in an organization. 5 temptations of a CEO, a title I felt should have been 5 temptations of any manager, was a much needed look at the insecurities that hit once we are in charge. The trouble I had with that book, and the author deserves no blame for this, is that the individuals who truly needed it would probably not recognize their areas for improvement.
Obsessions of an Extraordinary Executive answers that need. I am sure that all executives, all of us, feel extraordinary. We will pick this book up expecting a pat on the back for a job well done. Instead, this book challenges the role of the leader and presents 4 disciplines that should be at the Heart of any World Class organization. In fable format, which is far less threatening, and much more enjoyable to read, Lencioni shares the 4 simple disciplines of healthy organizations- 4.Reinforcing Clarity through Human Systems- 3.Overcommunicate Organizational Clarity- 2. Create Organizational Clarity- 1.Build and Maintain a Cohesive Leadership Team
It is impossible to read this book and not learn from the past experiences that one has as a leader. It also reminds the reader that it is at the very top that an organization derives it's health. Without leadership committed to health, the organization will never find it.
For all the leaders out there, buy this book, open your mind and read it. You may have to face some tough truths, but the individuals who work for you, will thank you for it.The Four Obsessions of an Extraordinary Executive: A Leadership Fable Overview

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