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Robert Morris (Dallas, Texas)

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HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)(HBR's 10 Must Reads)
HBR's 10 Must Reads on Emotional Intelligence (with featured article "What Makes a Leader?" by Daniel Goleman)(HBR's 10 Must Reads)
by Harvard Business Review
Edition: Paperback
Prix : CDN$ 20.03
27 used & new from CDN$ 15.18

5.0 étoiles sur 5 How and why the most effective leaders "have a high degree of what has come to be known as emotional intelligence", July 22 2015
This is one in a series of volumes that anthologizes what the editors of the Harvard Business Review consider to be "must reads" in a given business subject area, in this instance emotional intelligence. I have no quarrel with any of their selections, each of which is eminently deserving of inclusion. Were all of these ten article purchased separately as reprints, the total cost would be $60 and the practical value of any one of them exceeds that. Given the fact that Amazon now sells this one for only CDN $ 20.03, that's quite a bargain. The same is true of volumes in other series such as "HBR Guide to...,""Harvard Business Review on...," and "Harvard Business Essentials." I also think there is great benefit derived from the convenience of having a variety of perspectives and insights gathered in a single volume

In all of the volumes in the "HBR 10 Must Reads" series that I have read thus far, the authors and their HBR editors make skillful use of several reader-friendly devices that include "Idea in Brief" and "Idea in Action" sections, checklists with and without bullet points, boxed mini-commentaries (some of which are "guest" contributions from other sources), and graphic charts and diagrams that consolidate especially valuable information. These and other devices facilitate, indeed accelerate frequent review later of key points later.

Those who read this volume will gain valuable information, insights, and counsel that will help them to monitor and channel their moods and emotions; make smart (i.e. empathic, "people") decisions; manage conflict and regulate emotions within their team; react to tough situations with circumspection and resilience; better understand their strengths, weaknesses, needs, values, and goals; and develop emotional agility.

Although the first use of the term "emotional intelligence" is usually attributed to Wayne Payne's doctoral thesis, "A Study of Emotion: Developing Emotional Intelligence" (1985), Daniel Goleman is generally credited with doing more than anyone else has to establish and enrich emotional intelligence as a key element in terms of both personal growth and professional development. In an essay that serves as an introduction to the other material in this volume, "What Makes a Great Leader?" (HBR, June 1996), Goleman observes that "the most effective leaders are alike in one crucial; way: They all have a high degree of what has come to be known as [begin italics] emotional intelligence [end italics] research, along with recent studies, clearly shows that emotional intelligence is the sine qua non of leadership. Without it, a person can have the best training in the world, an incisive mind, and an endless supply of smart ideas, but he still won't make a great leader."

In the other nine essays,

o Daniel Goleman, Richard Boyatzis, and Annie McKee explain why primal leadership is the "hidden driver of great performance"
o Joel Brockner explains why it is so difficult to be "fair
o Andrew Campbell, Jo Whitehead, and Sydney Finkelstein explain why so many good leaders make such bad decisions
o Vanessa Urch Druskat and Steven B. Wolff explain how to build the emotional intelligence of groups
o Christine Porath and Christine Pearson examine the price of civility and explain why and how it hurts morale -- and the bottom line
o Diane L. Coutou explains how resiliency works
o Susan David and Christina Congleton discuss emotional agility: How effective leaders manage their negative thoughts and feelings
o Jay M. Jackman and Myra H. Strober explain fear of feedback and how to overcome it
o Kerry A. Bunker, Kathy E. Kram, and Sharon Ting on delaying promotions of fast trackers: "the young and the clueless"

Here are two other perspectives on emotional intelligence:

"Highly sensitive people are too often perceived as weaklings or damaged goods. To feel intensely is not a symptom of weakness, it is the trademark of the truly alive and compassionate. It is not the empath who is broken, it is society that has become dysfunctional and emotionally disabled. There is no shame in expressing your authentic feelings. Those who are at times described as being a 'hot mess' or having 'too many issues' are the very fabric of what keeps the dream alive for a more caring, humane world. Never be ashamed to let your tears shine a light in this world." Anthon St. Maarten

"People who seek psychotherapy for psychological, behavioral or relationship problems tend to experience a wide range of bodily complaints...The body can express emotional issues a person may have difficulty processing consciously...I believe that the vast majority of people don't recognize what their bodies are really telling them. The way I see it, our emotions are music and our bodies are instruments that play the discordant tunes. But if we don't know how to read music, we just think the instrument is defective." Charlette Mikulka

I agree with Goleman that emotional intelligence can be learned. "The process is not easy. It takes time and, most of all, commitment. But the benefits that come from having a well-developedc emotional intelligence, for the individual and for the organization, make it worth the effort."

Those who wish to explore the subject in much greater depth are urged to check out two of Goleman's books: Primal Leadership: Learning to Lead with Emotional Intelligence and Emotional Intelligence: Why It Can Matter More Than IQ (2003, co-authored with Boyatzis and McKee, and Emotional Intelligence: Why It Can Matter More Than IQ (2005) as well as Emotional Intelligence 2.0 (2009), co-authored by Travis Bradberry and Jean Greaves.

Measuring The Success of Leadership Development: A Step-by-Step Guide for Measuring Impact and Calculating ROI
Measuring The Success of Leadership Development: A Step-by-Step Guide for Measuring Impact and Calculating ROI
by Patricia Pulliam Phillips
Edition: Paperback
Prix : CDN$ 46.95
15 used & new from CDN$ 31.56

5.0 étoiles sur 5 How to quantify the effectiveness of almost any leadership development program, July 22 2015
All organizations need effective leadership at all levels and in all areas of the given enterprise. Developing leaders rather than hiring them away from other organizations is the best way to fill that need.

Given the importance of ROI, business leaders are under severe pressure to measure the progress - the success - of various organizational initiatives, including leadership development. In this volume, Patricia Pulliam Phillips, Jack J. Phillips, and Rebecca Ray explain how to do that. They offer a step-by-step guide: The ROI Methodology: A Credible Approach to Evaluating Your Leadership Development Programs. They collaborated on the first seven chapters, then:

Chapter 8: Phillips and Phillips
9: Lisa Parker and Caroline Hubble
10. Amy Happ and Kirk Smith
11. Patti Phillips
12. Jack Phillips
13. Hubble and Chris Kirchner

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of this book's coverage:

o The Top Executive View (Pages 3-5)
o Reasons for the Failures of Leadership Development Programs (8)
o High-Performance Culture and Measurement (13-14)
o The ROI Methodology (16-17)
o Selecting Programs for ROI Analysis (21-24)
o Achieving the Proper Alignment (27-35)
o Quantitative and Qualitative Inquiry (43-44)
o Isolating the Effects (61-67)
o Calculating the Return, and, Intangible Assets (72-77)
o The Joan Kravitz Story: Presenting the Results of an ROI Study to Senior Management (86-92)
o The Importance of Sustaining the ROI (97-98)
o Developing Roles and Responsibilities (99-101)
o Removing Obstacles (107-108)
o The Evaluation Approach (118-119)
o Evaluation Methodology (140-144)
o Evaluation Results (145-150)
o Program Description (181-182)
o The Evaluation Approach (183-184)
o Planning for Evaluation (206-209)
o Improving Response Rates (214)

I commend the co-authors and other contributors on how well they "set the table" (explaining the "what" and "why") in Part 1 for the material provided in Chapter II (Chapters 8-13): "Evaluation in Action Case Studies Describing the Evaluation of Leadership Development Programs." Readers have been well-prepared to absorb and digest the "how" of measuring leadership development in a variety of organizations. There are six mini-case studies of exemplars: Fashion Stores International, IAMGOLD Corporation, Global Manufacturing Company (GMC), Global Bank Inc., Global Engineering and Construction Company, and International Nonprofit Group.

However, obviously, as Patricia Pulliam Phillips, Jack J. Phillips, and Rebecca Ray would be the first to point out, it would be a fool's errand to attempt to apply all of insights and counsel in this material. It remains for each reader to determine which of the material provided in this volume is most relevant, not only to where the given organization is now (in terms of needs, resources, and strategic objectives) but also where it wishes to be in 18-24 months. The leaders being developed in weeks and months to come must be well-prepared to get the organization as is to what it must become in order to thrive in months and years to come.

Great Motivation Secrets of Great Leaders
Great Motivation Secrets of Great Leaders
by John Baldoni
Edition: Hardcover
32 used & new from CDN$ 0.01

5.0 étoiles sur 5 "If your actions inspire others to dream more, learn more, do more and become more, you are a leader." John Quincy Adams, July 21 2015
Long ago I concluded that one person cannot motivate another person but it is possible to inspire another person to be self-motivated. This is not a matter of semantics; rather, of ownership. John Baldoni seems to be among those who agree. I read this book when it was first published (2005) and recently re-read it, curious to know how well John Baldoni's insights have held up since then. In my opinion, they are more valuable now than they were then, given the much greater importance that effective communication now has in a multi-cultural as well as multi-dimensional global marketplace.

These are the great leaders on whom Baldoni focuses, listed in alpha order:

Mary Kay Ash
Colleen Barrett
Crazy Horse
Colonel David Hackworth
Frances Hesselbein
Bob Hope
Earvin ("Magic") Johnson
Ronald Reagan
Paul Saginaw
Sir Ernest Shackleton
Pat Summit
Thich Nthat Hanh
Sam Walton
Ari Weinzweig

He shares a remarkably substantial amount of information about each. These are mini-profiles of exceptional substance. He matches each with an appropriate dimension of leadership (e.g. communication, innovation, inspiration, mindfulness, motivation) as its role model. In fact, most exemplify several. Hesselbein as a communicator, for example, or Johnson and Walton as an entrepreneur whose achievements can encourage others.

Clarification: If I understand Baldoni correctly (and I may not), the greatness of a leader is primarily based on what that person has inspired others to accomplish. That is precisely what Lao-tse has in mind in this passage from the Tao Te Ching:

"Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves."

I have always admired John Baldoni's approach to the most important business challenges. He seems to possess what Ernest Hemingway once characterized as "a built-in-shock-proof crap detector." He has an insatiable curiosity to understand what works, what doesn't, and why. He is also determined (driven? obsessed?) to share what he learns with as many people as possible. To learn more about him and his work:

Team Genius: The New Science of High-Performing Organizations
Team Genius: The New Science of High-Performing Organizations
Offered by HarperCollins Publishers CA
Prix : CDN$ 17.99

5.0 étoiles sur 5 Not all teams can accomplish something great but they can be great, July 20 2015
One of Rich Karlgaard and Michael Malone's key insights is that work [begin italics] really gets done [end italics] by informal teams rather than by standing committees or groups assigned to formal projects of finite duration. Think in terms of high-impact collaboration that is often spontaneous and improvisational rather than initiated and supervised by senior management.

This is a mindset similar to what Roger Martin characterizes (in The Opposable Mind) as “integrative” thinking. Those who engage disciplined collaboration “take their organizations to higher levels of performance…know where the opportunities for collaboration exist and when to say no to lesser projects…avoid the trap of overestimating benefits and overcollaborating…tear down the barriers that separate their employees…set powerful and unifying goals and forge a value of teamwork…cultivate T-shaped management…help employees build nimble, not bloated, networks…look within themselves and work to change their own leadership styles…And in cultivating collaboration in the right way, they set their people free to achieve great things not possible when they are divided.”

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Karlgaard and Malone’s coverage:

o Apple (Pages 7-15 and 119-120)
o Hewlett-Packard (22-29)
o Diversity (65-91)
o Challenges of diversity (72-74)
o Leaders (92-100)
o Interdependance (94-98)
o Pairs (101-159)
o Darrell Anderson and the Bismarck High School cross country team (105-112)
o Magic Moment pairs (111-121)
o Chained-Together- by-Success pairs (121-124)
o Yin-and-Yang pairs (131-133)
o Remember-the-Force pairs (141-145)
o Distant-Idol pairs (143-149)
o Sword-and-Shield pairs (149-155)
o Andrew Grove (150-151 and 171-174)
o San Francisco 49ers and the West Coast offense (161-165)
o Controlled Randomness (162-164)
o Frank Chance and the Chicago Cubs (175-178)
o Creating and Managing trios (178-182)
o "Two Pizza" rule (188-189)
o George Washington (210-214 and (246-249)
o All Teams Have Life Cycles (215-235)
o "The Retirement and Death of Teams (236-250)

I wholeheartedly agree with Rich Karlgaard and Michael Malone's concluding remarks: "The teams in which we work, and the teams we lead, may not change the world. But they can make the world a better place, make our company (and everyone who depends on it) more successful and secure, and give ourselves and our teammates a more rewarding and fulfilling career. And most of all, we can increase the odds of our team's success. Given all of that, why shouldn't we want to apply the latest discoveries and experiences about teams to our own lives and careers? Why wouldn't we want to create and be part of a team of genius?"

It is no coincidence that most of the companies annually ranked among those that are most highly admired and best to work for are also annually ranked among those that are most profitable and have the greatest cap value in their industry. With rare exception, everyone involved in the given enterprise nourishes and strengthens a workplace culture within which personal growth and professional development are most likely to thrive.

Each of the aforementioned companies, therefore, can be viewed as a team of organizational genius. If the same cannot be said about your workplace culture, you need to read this book and recruit as many other people as you can to read it, also. Then get together as a team and agree on what must be done.

If you doubt that much of value can be accomplished by these efforts, consider this observation by Margaret Mead: "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it's the only thing that ever has."

MOXIE: The Secret to Bold and Gutsy Leadership
MOXIE: The Secret to Bold and Gutsy Leadership
by John Baldoni
Edition: Hardcover
Prix : CDN$ 18.87
28 used & new from CDN$ 14.12

5.0 étoiles sur 5 How to develop leadership qualities of being exceptionally mindful, opportunistic, innovative, empathic, and engaged, July 16 2015
As I began to work my way through John Baldoni's narrative, I was again reminded off a scene early in the Mary Tyler Moore Show series when Mary Richards (Moore) is being interviewed by Lou Grant (Ed Asner):

Grant: You know, Mary, you've got spunk.
Richards: Oh thank you, Mr. Grant.
Grant: I hate spunk!

Not everyone appreciates spunk or moxie but I agree with Baldoni that the most effectve leaders have it. The word may be derived from the brand name of a bitter, non-alcoholic drink, 1885; perhaps as far back as 1876 as the name of a patent medicine advertised to "build up your nerve." Baldoni interviewed a number of senior-level executives and shares much of what he learned from them in this book. As he explains, "Leaders with moxie are those who have competence to do their jobs, credibility to bring people together, and confidence to believe in themselves as well as in the strengths of others."

His focus is on an acronym: Mindfulness, Opportunity, X-factor, Innovation, and Engagement. Those leaders who put MOXIE into practice "are those who prepare themselves for the constancy of change and set an example for others to follow. Moxie then becomes a principle by which individuals can put their leadership selves into gear in order to accomplish a goal for themselves, their teams, and their organizations."

I presume to add that, whatever their size and nature may be, all organizations need effective leaders at all levels and in all areas of the given enterprise. Moreover, it is no coincidence that most of the companies annually ranked among the most highly admired and best to work for are also among the companies annually ranked as the most profitable with the greatest cap value in their industry.

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Baldoni's coverage:

o Mini-profile of Nelson Mandela (Pages 2-7)
o Self-Awareness, and, Self-Knowledge (7-11)
o State of Mindfulness (15-17)
o Mindful Leadership (18-19)
o Making the Most of Serendipity (26-27)
o Mini-profile of Ben Hogan (28-31)
o Facing Adversity, and, Leveraging Adversity (31-34)
o Making Things Happen: Three Case Studies (34-38)
o Mini-profile of Margaret Thatcher (53-56)
o Five Other Factors: Creativity, Intelligence, Compassion, Humor, and Ambition (60-71)
o Make the Most of a Challenge (78-80)
o Mini-profile of Sergio Marchionne (80-83)
o Obstacles to Innovation (83-85)
o Discipline of Innovation(87-88)
o Introverts Know How to Engage Others (100-102)
o Mini-profile of Dolly Parton (102-105)
o Engaging with Purpose (106-108)
o Engagement: The Leader's Responsibility (110-113)
o Mindful Engagement (115-116)
o Engage with Your Presence (119-120)
o Fostering Engagement (125-126)
o "Your Moxie Handbook: Making Moxie Work for You" (131-143)

In Leading with GRIT: Inspiring Action and Accountability with Generosity, Respect, Integrity, and Truth, Laurie Sudbrink explains that, in her research lab, she and her colleagues focus "on two traits that predict achievement: grit and self-control. Grit is the tendency to sustain interest in and effort toward very long-term goals. Self-control is the voluntary regulation of behavioral, emotional, and attentional impulses in the presence of momentarily gratifying temptations or diversions. On average, individuals who are gritty are more self-controlled, but the correlation between these two traits is not perfect: Some individuals are paragons of grit but not self-control, and some exceptionally well-regulated individuals are not especially gritty." The same is true of moxie so beware of simplification and stereotyping.

Readers will appreciate Baldoni's skillful use of the "Closing Thought" section that appears at the conclusion of all five chapters. He also includes some formulae (e.g. "Innovation = Creativity + Application"), followed by "Leadership Questions" and "Leadership Directives" that serve two separate but related purposes: They facilitate the reader's interaction with key points, and, they facilitate, indeed expedite frequent review of important material later.

Obviously, no brief commentary such as mine can possibly do full justice to the abundance of valuable information, insights, and counsel that Baldoni provides. However, I hope that I have at least indicated why I think so highly of this book.

One final point: You can't acquire moxie by reading a book but you can locate it within yourself and this book can help you do that. You already possess it. The challenge is to develop and enrich it. How? By sharing the experiences of high achievers whom John Baldoni interviewed, such as Donald Altman, Doug Conant, Chet Elton, Mark Goulston, Ryan Lance, and Rich Sheridan. They and other high achievers overcame all manner of problems with self-doubt, anxiety, and even terror. Most human limits are self-imposed. That is probably what Henry Ford had in mind when suggesting, "Whether you think you can or think you can't, you're probably right."

The choice is yours. It always has been.

The Mindful Marketer: How to Stay Present and Profitable in a Data-Driven World
The Mindful Marketer: How to Stay Present and Profitable in a Data-Driven World
by Lisa Nirell
Edition: Hardcover
Prix : CDN$ 32.00
27 used & new from CDN$ 25.34

5.0 étoiles sur 5 How to create or increase demand by being totally engaged in a data-driven process of mindful service,, July 14 2015
Since the markets in ancient Athens and then Rome, there has been ferocious competition between and among merchants to attract and retain customers by creating or increasing demand for whatever is offered. I cannot recall a prior time when the competition was greater than it is today. Marketing has become both an art and a science.

Two forces are of special interest to me: customer-centrism that Barbara Bund introduced in The Outside-In Corporation: How to Build a Customer-Centric Organization for Breakthrough Results (2005) and data-driven marketing initiatives based on analytics that have the greatest appeal to the given demographic segment. (To learn much more about this, I suggest you check out two books by Tom Davenport: Analytics at Work: Smarter Decisions, Better Results, co-authored with Jeanne G. Harris, and Big Data at Work: Dispelling the Myths, Uncovering the Opportunities.) We have only begun to understand and appreciate the nature and extent of impact that these and other forces will have. They will indeed pose unique and formidable leadership challenges to marketers.

I agree with Lisa Nirrell: "In spite of the need for senior marketing leaders to become more tech savvy, data-driven, and strategic, many still feel as if they are playing second string in customer circles and the C-suite." Many feel that way because that really is how they are viewed. I especially agree with her as she observes, "We need empowered, energized CMOs [Chief Marketing Officers] to tap into their innate talents and teach stakeholders the power of building customer-centric communities...Every one of us who fulfills a marketing leadership role needs to find our [begin italics] Inner Marketing Guru [end italics] (IMG)."

Nirrell wrote this book primarily for those who are or aspire to become a marketing leader, if not a CMO. She correctly realizes that C-level executives are under tremendous pressure to determine the ROI of all organizational initiatives, including marketing. She explains how to make and then leverage that determination. (See her specific recommendations on Pages 140-143.) Much of the material in this book will also be valuable to CEOs, many (most?) of whom do not understand, much less appreciate, what the new marketing opportunities are, and, how best to take full advantage of them.

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Nirell's coverage in the first 11 chapters:

o Trends and predators to monitor (Pages 3-10)
o Attention-grabbing strategies (14-15)
o Five indicators that leaders are headed to a Digital Intrusion Movement (20-23)
o Real-world examples of marketing initiatives that are inspiring (23-24)
o Three major obstacles marketing initiatives (28-30)
o Big data initiatives that can help improve customer experience (32-33)
o "How Vision Critical Helped NASCAR Ignite a Bigger Fan Footprint" (34)
o Some inherent limitations of big data-driven marketing initiatives (38-39)
o Four reasons for reducing multitasking from a logical perspective (53-54)
o Additional adjustments to reduce multitasking (56-57)
o How Buddhist precepts can be applied to a marketing mission (63-65)
o Three ideas to improve decision-making (66-67)
o Several body-centered awareness exercises to achieve mindfulness (70-73)
o Approaches to creating systems to mitigate remote field forces (92-93)
o Strategies to model "lights-on" behavior with other marketers (93-94)

I agree with Nirell that the future of marketing includes several trends that could have a profound impact. She identifies six (Pages 195-202):

1. Actionable data (i.e. the right data), not big data, will win.
2. The emergence of the "community economy"
3. It's no longer about you.
4. Agile goes viral.
5. Mind-sets get a front row seat on the marketing strategy stage.
6. Unplugged moments matter.

Lisa Nirrell then adds, "I remain nonattached to these 6 predictions. I really don't care how many people reading these insights agree with me. I simply encourage you to pursue the ones that make sense and discard the ones that do not. Somewhere within these insights lies your gold statue, your Inner Marketing Guru."

My own opinion is that the best decisions are based on the best information available, of course, but also in terms of what is most appropriate to the current realities and the given strategic objectives to be achieved. Here's a key question: "Insofar as creating or increasing demand for what we offer is concerned, what works, what doesn't, and - especially -- WHY?" If this book doesn't help to answer that question for your organization, there are other sources. For individuals as well as organizations, it is impossible to control everything that happens but it is possible control how one responds, hence the importance of preparation.

This is probably what Sun Tzu had in mind when suggesting in The Art of War that every battle is won or lost before it is fought. The same is now true of most marketing initiatives.

Great Communication Secrets of Great Leaders
Great Communication Secrets of Great Leaders
by John Baldoni
Edition: Paperback
Prix : CDN$ 21.61
33 used & new from CDN$ 1.00

5.0 étoiles sur 5 The single biggest problem in communication is the illusion that it has taken place." George Bernard Shaw, July 13 2015
I read this book when it was first published (2003) and recently re-read it, curious to know how well John Baldoni's insights have held up since then. In my opinion, they are more valuable now than they were then, given the much greater importance effective communication now has in a multi-cultural as well as multi-dimensional global marketplace.

These are the great communicators on whom Baldoni focuses, listed in alpha order:

Winston Churchill
Peter Drucker
Rudy Giuliani
Katherine Graham
Rosabeth Moss Kanter
Shelly Lazarus
Vince Lombardi
George C. Marshall
Harvey Penick
Colin Powell
Mother Teresa
Bill Veeck
Jack Welch
Oprah Winfrey

In Chapters 1-8 and 11-12, he devotes a separate chapter to one great communicator. He discusses two in Chapter 9 (Mother Teresa and Marshall) and in Chapter 10 (Lombardi and Penick). Yes, these are indeed odd couples and serve to illustrate one of Baldoni's key points: just as great leaders such as these 14 come in all shapes and sizes, each also has a unique communication style.

Just for fun, I came up with my own list of 14 other great communicators who were also leaders. They include Corazon Aquino, Mary Kay Ash, Warren Buffett, Walt Disney, Mohandas Gandhi, Billy Graham, Steve Jobs, Martin Luther King, Jr., Eleanor Roosevelt, Margaret Thatcher, Sam Walton, and John Wooden. Once again, they offer a wide variety of shapes and sizes in terms of personality and communication style. And they have mastered most of the skills examined and explained in this book.

That said, I agree with Baldoni that there are general lessons to be learned from those he discusses that can be of substantial value to leaders in almost any organization, whatever its size and nature may be. For example:

o Make it crystal clear what will be achieved and why it is important to everyone involved.
o Engage people's hearts and minds. Recruit cooperation and collaboration by asking the right questions and then listening carefully to what people share. Whenever possible, use only first-person plural pronouns.
o Effective leadership depends on accomplishing results through others' efforts. People need resources but they also need understanding to believe the given objective is worth their involvement. Always.
o Level with people. They deserve to know what the realities are.
o What you say and what you do should be seamless.
o Care and let others know it. If you don't care, why should they?

John Baldoni offers an abundance of information, insights, and counsel that can help almost any leader, indeed almost anyone, to become a much more effective communicator, not only in a business context but in almost any other situation in which there is a message to delivered. The 14 real-world examples invest the material with human relevance. It remains for each reader to read and (if possible) re-read the material, then select whatever is most relevant to the given circumstances and get to work mastering the skills needed.

Business Strategy (The Brian Tracy Success Library)
Business Strategy (The Brian Tracy Success Library)
by Brian Tracy
Edition: Hardcover
Prix : CDN$ 12.18
30 used & new from CDN$ 3.94

5.0 étoiles sur 5 How and why the right business strategy can also drive personal growth and professional development, July 9 2015
This is one of the volumes in the Brian Tracy Success Library, all published by AMACOM. Tracy has already written one or more books of greater length and depth that examine these and other major business subjects. What he has now done with each of the volumes in the series is to condense with consummate skill the most valuable information, insights, and counsel within a 100-page format, in this instance the most valuable lessons he has learned about business strategy.

Briefly but substantially, Tracy covers essentials of that include asking five questions that are vital to any strategic plan; determining a corporate mission that lifts and inspires people; gaining valuable insights with market share/market growth and strategy/operations matrices; defining yourself in relation to the competition with both comparison and contrast analysis; repositioning your business with new products and/or services and/or technologies; and measuring success via clear financial objectives. He selected 21 specific subjects or themes most relevant to effective strategizing and devotes a separate chapter to each. Briefly but substantially, Tracy covers these and other essentials of business strategy.

Here are two examples of basic business issues that Tracy discusses in depth:

The Principles of Effective Strategy (in a military context)

o The ultimate objective: Defeat an enemy in any and every way possible...and prudent
o The offensive: Attack where opponent is most vulnerable
o The mass: Attack with a concentration of resources that has the greatest impact
o The maneuver: Being sufficiently flexible to react effectively to whatever may occur
o Concerted action: Coordination and cohesion of everyone and everything involved
o Surprise: Gain competitive advantage by avoiding what enemy expects and doing what it doesn't
o Exploitation: Take full advantage of every opportunity with relentless tenacity

The Five Phases of Strategy Formulation and Implementation
(Developed by Benjamin Tregoe and Mike Freedman)

1. Strategic intelligence gathering: Ask the right questions to obtain the information that is most relevant to the given objective.

2. Strategy formulation: Start with a timeframe that has an end point. Make certain that the strategy formulated is appropriate to and indicative of your organization's core values and beliefs.

3. Strategy master project planning: Identify all key projects that will be included and then analyze and prioritize each in relation to the others. Be prepared to re-order and modify when necessary.

4. Strategic implementation: This is (by far) the most difficult phase. No detail is insignificant. Ensure that strategy and culture are in alignment. Clear communication between and among those involved is essential.

5. Continuously monitoring, reviewing, and updating your strategy: "The work of a strategist is never done." Be alert for anomalies. Your early-warning system must be active 24/7. Track unexpected changes that occur both internally and externally. Assume nothing. Take no one and nothing for granted.

Long ago, I realized that strategies are like hammers that "drive" tactics (nails) and that there are two basic categories: organizational strategies and individual strategies. It is no coincidence that most of the companies annually ranked among those most highly admired and best to work for are also annually ranked among those that are most profitable and have the greatest cap value in their industry. They have a workplace culture within which personal growth and professional development are most likely to thrive.

Brian Tracy knows better than does almost anyone else that an organizational strategy can and should help those involved to achieve their personal and professional goals. If it does, then those involved will be actively and positively engaged to ensure the success of a strategy that achieves the organization's goal(s).

Years ago, Southwest Airlines' then chairman and CEO, Herb Keller, was asked to explain the airline's extraordinary success: its profits and cap value exceeded those of its ten largest competitors...combined. "We take great care of our people, they take great care of our customers, and then our customers take great care of our shareholders." If the same cannot be said of your company, I suspect that it needs a different strategy. I highly recommend that you and several others read and re-read Business Strategy and then discuss it. You and they will be amazed by how much material of superior quality is provided in only 103 pages.

Also, as is true of each of the other volumes in The Brian Tracy Success Library, the price at which Amazon now sells this volume ($9.72) is not a bargain; it's a steal.

Workplace Wellness that Works: 10 Steps to Infuse Well-Being & Vitality into Any Organization
Workplace Wellness that Works: 10 Steps to Infuse Well-Being & Vitality into Any Organization
by Laura Putnam
Edition: Hardcover
Prix : CDN$ 45.63
20 used & new from CDN$ 28.66

5.0 étoiles sur 5 To accelerate personal growth and professional development, no other single source offers more and better guidance., July 9 2015
I agree with Laura Putnam and countless others that wellness initiatives really can help to establish and then nourish a workplace culture within which personal growth and professional development are most likely to thrive. However different they may be in most respects, most (if not all) of the companies that are annually ranked among those most highly admired and best to work for and who are also ranked among those most profitable with the greatest cap value in their industry have such a workplace culture.

Putnam cites an early pioneer in workplace wellness, James Burke, CEO of Johnson & Johnson, who launched a program in the 1980s - "Live for Life" -- whose strategy followed the classic model: assessment, feedback, programs, follow-up evaluation, and incentives to encourage participation. However, Putnam suggests that, for most companies today, "the classic model is simply not working." She wrote this book in order to share what she has learned over the years about HOW to "infuse well-being and vitality in any organization." More specifically, she offers a 10-step program to achieve that objective and identifies these seven factors that will make a difference:

1. Leadership engagement on all levels during workplace wellness initiative
2. Alignment of strategies with organization's values, operations, and cultural norms

o Peter Drucker once observed, "Culture eats strategy for breakfast."
o Jim O'Toole asserts that the greatest barriers to any change initiative tend to be cultural in nature, the result of what he characterizes as "the ideology of comfort and the tyranny of custom."

3. Opportunities for engagement (i.e. time, accessibility, perceived sense of permission)
4. Communication between and among all levels, areas, departments, etc. on an as-needed basis

o The worst "silos" are disguised as human beings.

5. Leveraging existing resources (both internal and external), perhaps by reallocation
6. Continuous evaluation based on ongoing assessments in combination with feedback from participants
7. Quality of programming in terms of appeal, incentives, quality of experience, recognition, and rewards

Putnam reassures her reader, "Together these steps will lay the groundwork for Workplace Wellness That Works" if everyone involved is wholly committed, not to a project but to a movement, not to specific activities but to a workplace way of life.

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Putnam's coverage:

o Elements of Being an Agent of Change (Pages 7-9)
o 8 Activities to Sharpen Your Changemaker Edge (10-11)
o Health Is More Than a Physical Checkup (32-34)
o What Is Culture and Why Does It Matter? (58-60)
o IDEO -- A Culture of Purpose, Experimentation, and Reciprocity (61-63)
o The 5 "F" Factors: Functioning, Feeling, Friendship, Forward, and Fulfillment (73-81)
o Terror Tactics Don't Work (89-90)
o Building Your Internal da Vinci Team (112-120)
o Creating the Engine for Your Movement (127-130)
o The Power of Going Stealth (134-136)
o Stress in the Workplace (139-141)
o Top Opportunities for Going Stealth (146-156)
o A Minefield of Unintended Consequences (170-172)
o Relatedness (178-181)
o Taking Well-Being Nudges and Cues to a Whole New Level (208-210)
o Scientific Thinking Meets Design Thinking (217-221)
o Launch and Iterate on a Program-by-Program Basis (228-234)
o Creative Ways to Assess Engagement in Wellness (238-239)
o Getting Started on Going Global (260-264)
o Final Thoughts (273)

I commend Putnam on her skillful use of several reader-friendly devices such as checklists, dozens of "Action Item" exercises, boxed mini-commentaries, dozens of "Tips," boxed anecdotes that provide real-world examples of key points, and a "Final Thoughts" section at the conclusion of all chapters, including the last, "Pulling It All Together." These devices will facilitate, indeed expedite frequent review of key material later.

Obviously, no brief commentary such as mine can do full justice to the abundance of information, insights, and counsel that Laura Putnam provides in this volume. However, I hope I have at least indicated why I think so highly of it. For leaders who now struggle to infuse well-being and vitality throughout their organizations, I know of no other single source that offers more and better guidance.

I conclude with a passage from an article, "Manage Your Energy, Not Your Time," co-authored by Tony Schwartz and Catherine McCarthy in the October 2007 issue of Harvard Business Review:

"The implicit contract between organizations and their employees today is that each will try to get as much from the other as they can, as quickly as possible, and then move on without looking back. We believe that is mutually self-defeating. Both individuals and the organizations they work for end up depleted rather than enriched. Employees feel increasingly beleaguered and burned out. Organizations are forced to settle for employees who are less than fully engaged and to constantly hire and train new people to replace those who choose to leave. We envision a new and explicit contract that benefits all parties: Organizations invest in their people across all dimensions of their lives to help them build and sustain their value. Individuals respond by bringing all their multidimensional energy wholeheartedly to work every day. Both grow in value as a result."

The Achievement Habit: Stop Wishing, Start Doing, and Take Command of Your Life
The Achievement Habit: Stop Wishing, Start Doing, and Take Command of Your Life
Offered by HarperCollins Publishers CA
Prix : CDN$ 17.99

7 internautes sur 7 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 "We are what we repeatedly do. Excellence, then, is not an act, but a habit." Aristotle, July 7 2015
If I understand Bernard Roth’s primary objective when teaching a class or writing a book such as this (and I may not), it is to help as many people as possible to formulate their own worldview rather than adopt and become hostage to someone else’s. He wants his students and his readers to gain – through a rigorous journey of discovery -- a sense of purpose, mastery, and intrinsic motivation. At some point, intrinsic motivation takes over, “and the work is its own reward.”

According to Roth, “By the end of the book, as a reader you will understand:

o Why trying is not good enough and how it is very different from [begin italics] doing [end italics].
o Why excuses, even legitimate ones, are self-defeating.
o How to change your self-image into one of a doer and achiever, and why this is important.
o How subtle language changes can resolve existential dilemmas and also barriers to action.
o How to build resiliency by reinforcing what you do (your action) rather than what you accomplish, so you can easily recover from temporary setbacks.
o How to train yourself to ignorer distractions that prevent you from achieving your goals.
o How to be open to learning from your own experience and that of others.

In this context, I was again reminded of the key insight in Ernest Becker’s classic, Denial of Death. No one can deny physical death but, Becker suggests, there is another form of death that can be denied: That which occurs when we become wholly preoccupied with fulfilling others’ expectations of us. Oscar Wilde once suggested, “Be yourself. Everyone else is taken.” Roth takes a Wilde a step further, suggesting, "Be your best self and then become a better you each day.” How? It’s all explained in the book.

Hence the importance of design thinking. Roth acknowledges, "It's difficult to give an exact definition for design thinking, however, but because I am one of the 'inventors' I can certainly give you an idea of its principles, which we'll get into throughout the book." Here are five.

1. Empathize: "This is where it starts. When you're doing it with other people's needs and desires in mind."
2. Define the problem: "Narrow down which problem to solve, which question to answer."
3. Ideate: Generate as many solutions or answers as possible "using any means you like -- brainstorming, mind mapping, sketching on napkins,...however you work best."
4. Prototype: "Without going crazy to make everything perfect (or even close to it), build your project in physical form, or develop the plans for what you're going to enact."
5. Test and get feedback.

As Roth would be the first to point out, identifying the WHAT of design thinking is easy enough. Explaining it clearly is far more difficult. Even then, presumably Roth agrees with Thomas Edison who observed long ago, "Vision without execution is hallucination." Both Edison and Roth are big fans of “whatever works."

These are among the dozens of passages of greatest interest and value to me, also listed to suggest the scope of Roth’s coverage:

o The Familiar Unfamiliar (Pages 26-30)
o Right and Wrong (35-36)
o Decision and Indecision (51-56)
o Moving to a Higher Level (64-70)
o Reframing (70-75)
o Twenty-Two Ways to Get Unstuck (80-93)
o The Curse of Networking (100-101)
o Trying and Doing (105-109)
o Acting Under Pressure (114-118)
o The Gift of Failure (121-122)
o Context (137-138)
o The Hard Conversations (145-146)
o Constructive Criticism (154-156)
o Styles and Cultures (156-159)
o Who's in Charge? (165-170)
o Parting Lessons from Friends (209-214)
o Life as Chance (219-223)
o The Blessing of Work (226-230)
o Motivation (250-253)

I commend Roth on his brilliant use of a multi-purpose device, “Your Turn,” throughout all ten chapters. Readers are challenged to reflect on what they have learned thus far, evaluate its relevance, and then apply it to their situation. In the last chapter, for example, after sharing his thoughts about a mantra, “It’s not about you,” he recalls a situation when he ignored it and only later realized, “It wasn’t about me.”

Then he redirects his attention to his reader: “The next few times something happens where you think people’s actions are related to what you did or did not do, tell yourself, ‘It’s not about me.’ Then note how you feel and, if possible, check out how they feel.” There are dozens of “Your Turn” deferences to the reader throughout the book.

These are among Roth’s concluding thoughts: “Be smarter than I was. Realize that your mind is trickier than you think, and is always working with your ego to make you believe you are doing better than you really are. That’s the human condition…You can choose to be the [begin italics] cause in the matter [end italics] of the circumstances of your life and you can instill in yourself the habit of achievement for a more functional and satisfying life. I hope this book contributes to these worthy goals.”

You won’t find a roadmap to self-knowledge in this book, nor even a compass. It isn’t about Bernie Roth. Absorb and digest the material. There will be several times when you have a chance to consider an insight. It can serve as both a mirror and a window. What you see in the mirror will help increase your understanding and appreciation of who you are now and who you can become. You will also be better prepared to share your enriched and enlightened humanity with others.

I realize that no brief commentary such as mine could possible do full justice to valuable information, insights, and counsel that he provides in abundance. However, I hope I have at least indicated why I think so highly of it.

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