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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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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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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First, Break All the Rules: What the World's Greatest Managers Do Differently Review

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First, Break All the Rules: What the World's Greatest Managers Do Differently ReviewI found this book valuable as it was based on research with over 80,000 managers, not just one person's personal experience. As a manager, the 12 questions that define a great place to work helped me step back and identify what type of environment I am creating for my employees --- or failing to create. Reading the book has led to some very open discussions with my direct reports on those issues. I especially liked the six questions for a review that turn a brief look at past performance into a discussion about what the person needs to do to move forward. I included those questions in my reviews this year.
In our department's people development, we often focused primarily on where people need to improve. The authors gave a different perspective on leveraging strengths and managing around weaker areas.
I also liked the definition of "manager" vs. "leader". Too often management skills are seen as inferior to leadership, yet this book showed that they are separate skill sets. I've got a ways to go with both skill sets, but now have somewhat of a blueprint for how to move forward. This book has helped me look at what I am doing to impact the quality of our work environment.First, Break All the Rules: What the World's Greatest Managers Do Differently Overview

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Strengths-Based Leadership Review

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Strengths-Based Leadership ReviewRath and Conchie have provided us with a helpful tool for fine-tuning our own leadership capacity. Using statistical factor analysis of data in Gallup's database, the authors detail how balanced leadership teams have strengths within four Leadership Domains: Strategic Thinking, Relationship Building, Influencing, and Executing. The authors relate that while individuals are rarely balanced, teams always should be. Leadership Teams operating in these four domains work both to serve the four primary needs of their constituencies and to execute their primary organizational responsibilities.
Using a recent Gallup review of data from 10,000 followers, the authors also report that followers report surprising agreement on four of their primary needs: trust, compassion, stability, and hope.
Leaders who use the code that comes with the book to take the online Strengthsfinder assessment (www.strengthsfinder.com) to determine their Top 5 Strengths are provided with a customized Strengths-Based Leadership report that help them understand their Top 5 Strengths and a Strengths-Based Leadership Guide that provides detailed advice on how to use each of their Top 5 Strengths to meet the four primary needs.
Leaders who read this book will have a deepened appreciation of both their own leadership abilities and of the degree to which they lead best when they work in team. The four Leadership Domains and the four primary needs of followers provide leaders with a rich paradigm for considering new approaches in attacking organizational priorities.
Highly recommended.Strengths-Based Leadership Overview

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Real Time Leadership Development (TMEZ - Talent Management Essentials) Review

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Real Time Leadership Development (TMEZ - Talent Management Essentials) ReviewReal Time Leadership Development is a great tool for managers and HR/IOP professionals alike and also serves as an excellent reference to other, more in-depth and single-topic works. As a young professional just entering the IOP realm, I found it accessible and immediately applicable to my current position. The book addresses several key areas of leadership development (personal development plans, mentoring, leaving a legacy, etc.) in short, easy-to-digest chapters that are self-contained and can be read from first to last or randomly as topics are applicable to your interests. This work is captivating enough for the advanced HR/IOP professional, yet palatable for the line manager as well.Real Time Leadership Development (TMEZ - Talent Management Essentials) Overview

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12: The Elements of Great Managing Review

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12: The Elements of Great Managing ReviewThe 12 elements represent the aspects of work that are most powerful in explaining workers' productive motivations on the job. They include job clarity, materials and equipment, recognition and praise... learning and growth opportunities.
These are my reasons for rating this book 5 stars:
1. The insights are backed by empirical evidence,
2. Although the approach is scientific, the book is easy to understand,
3. It incorporates international perspectives.
The authors illustrate the 12 Elements with examples from the US, Brazil, Germany, India and other countries. The insights are practical and backed by empirical evidence gathered from 10 million employee and manager interviews from 114 countries. In this book employee engagement has been linked to business performance. The authors have compared the top-quartile and bottom-quartile business units for the Elements, and have measured the overall difference between engaged and actively disengaged employees. Throughout the book you will read results that link these differences to a variety of business metrics - productivity, profitability, absenteeism, turnover, shrink (the retailers' euphemism for theft), accidents, customer ratings, etc. I enjoyed the way in which the findings were presented. Each chapter starts with a situation where a company has problems related to an Element. The authors then present their research and findings. After that a "great" manager implements changes and saves the day.
This book is exceptionally well researched. In addition to research by Gallup, it includes references from the works of several other researchers and authors that stretch across time and disciplines; for example Economics (from Adam Smith to Steven Levitt), Psychology (from Abraham Maslow to Mihaly Csikszentmihalyi), Management (from Frederick Taylor to Jeffrey Pfeffer)... Movies (Office Space), TV (Seinfeld) and Cartoons (Dilbert). The book also includes discoveries from neuroscience and game theory.
A note on the important of empirical evidence:
Many managers prefer to manage by their gut feelings, intuition, or by whatever fad that consulting firms are selling. For them, "evidence" often means personal, N=1 experience, and not consistent demonstration of results across contexts and time. That's part of the reason that they will continue to create the same problems that so many before them have made. Today, movements such as "evidence based management" are gaining popularity in academic and business circles. Several HR and Organizational Behavior professionals and professors (for instance Stanford's Pfeffer and Sutton) are applying techniques from science, engineering and statistics to the discipline of management.
Overall, I found this to be an excellent book and recommend it to all managers. Should you be interested, please feel free to read my guides and other reviews of management books.
12: The Elements of Great Managing Overview

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StrengthsFinder 2.0 Review

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StrengthsFinder 2.0 ReviewStrengths Finder 2.0 is the follow up to Gallup's Now, Discover Your Strengths. The book includes a revamped version of the StrengthsFinder test that shows you not just what your top five strengths are, but also how you rank in the rest of the 34 strengths from Clifton's model. The new book is light on content (very light) but the test is a substantial improvement.
Here's how the book is set up:
StrengthsFinder: The Next Generation
(A short introduction explaining the need for the enhanced edition of the test based upon new thinking and research in strengths psychology)
I: Finding Your Strengths
(A 30-page overview of strengths psychology and how the Gallup system works)
II: Applying Your Strengths
(150 pages outlining each of the 34 themes including what people with that strength look like, how to manage them, and ideas for action if you have that strength).
The StrengthsFinder
(If you haven't taken it before, the code to take the test is provided in a packet inside the book. You actually have to buy the book to take the test)
Emotional Intelligence 2.0 is another book I really enjoyed that follows the SF 2.0 format. Obviously, that test measures emotional intelligence (EQ), but Emotional Intelligence 2.0 has a unique format where the test tells you which of the book's 66 strategies will increase your EQ the most.StrengthsFinder 2.0 Overview

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Leverage Your Best, Ditch the Rest: The Coaching Secrets Top Executives Depend On Review

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Leverage Your Best, Ditch the Rest: The Coaching Secrets Top Executives Depend On ReviewAs an executive coach, I'm hyper-critical of coaching books. This one was different. I LOVED it. I read the whole book up to the Scrubdown, took the test and plotted my score on the grid.ELIMINATE YOUR TOLERATIONS stood out as THE KEY PLACE for my attention, so I went directly to chapter 10.Now, I'm not a novice to assessments, or even to the coaching principles discussed in the book. What's different and exceptional is the USABILITY of the book. The design lets you zero in on what's most important. I got what I needed FIRST, and went to work on that. The other reason I recommend this book is that the writing makes it so much fun. It's sassy, irreverent, perceptive, and so clear about what is true about the human condition. Acceptance, endorsement and okayness are conveyed in every sentence. The "Snapshots" (stories about people) are fresh and have an unmistakeable ring of truth. You'll want to get copies for friends and loved ones, including colleagues and your staff, who may have wondered what executive coaching is about..Leverage Your Best, Ditch the Rest: The Coaching Secrets Top Executives Depend On Overview

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