The Achiever Newsletter
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Encouraging our clients to read books has always been an integral part of our business. As a result, we’d like to periodically share 10 books that we feel should be included in your business and/or personal library. These books are not listed in order of sales, popularity, or recommendation. The numbers are used only for reference purposes.
The author of this "manual for leaders" speaks not from theory and research alone. Paul B. Thornton is a consultant, trainer, and speaker specializing in the areas of management, leadership and team building. He has long assisted organizations in the selection and development of leaders at various levels. He has trained over 7,000 supervisors and managers to be more effective leaders. Thornton believes that everyone has untapped leadership abilities. Organizations must strive to identify, strengthen, and utilize this tremendous potential in today’s competitive and demanding business world. The author visualizes leadership as a complex puzzle consisting of various pieces such as creating a mission/vision, establishing beliefs/values, gaining alignment, empowering, bench marking, motivating, training, and mentoring to name a few. The test for leaders is determining a way to fit the pieces together. Therefore, the author has created a 3-C Leadership Model (challenge - confidence - coaching) which provides a framework to inform leaders what they should do, how they should do it, and when they should do it. His basic premise is that leaders provide their followers with something they can’t provide themselves. Let’s face it, people need help in seeing what’s possible, confidence to take action, and coaching in how to proceed. Early in the book, Thornton describes the 3-C Leadership Model itself, explains what leaders do in performing each of the key roles and discusses the relationship of the three components. He goes on to provide in-depth discussion of various techniques leaders can use to challenge people using a step-by-step formula for each technique. He then explains various approaches, including "how-to" examples, that leaders use to build confidence in their associates. He continues by describing when and how leaders perform the role of coach and teacher using stories and examples to highlight some world-class coaches. Much added value is offered in the form of many revealing case studies and examples involving well-known people and organizations. You’ll also find a "Be the Leader Survey" instrument to assist you in evaluating your own leadership skills. This survey focuses on the seven major aspects of the 3-C Leadership Model and may also be used as a 360 Feedback instrument by having it completed by bosses, peers, team members, customers, and direct reports. You’ll also enjoy an in-depth bibliography and many valuable resources to further your quest for knowledge. In short, this text provides a practical, concise, easy-to-understand leadership model and valuable guidance on how to develop your leadership skills. It’s a valuable addition to any business or personal library.
Books on this subject have been around for decades. I have many of them on my own bookshelves and have seldom referred to any of them in the spirit of research, study or bench marking. I’m afraid you’d hear similar remarks from the average CEO, manager, leader, supervisor, HR specialist, etc. However, the business world and its challenges are changing, and I think it’s time we revisit this subject of having fun at work. What better time to do so as experts all agree that we are rapidly approaching an era of difficulty in attracting and retaining talent at a time when potential employees have so many choices. Another interesting trend has emerged recently as more and more organizations are seriously pursuing the status of "Employer of Choice." I can attest to the fact that this pursuit is not grounded in a sudden concern for the welfare of employees at every level. I see growing evidence that wise leaders and organizations everywhere are realizing the importance of creating a culture or environment that encourages employees to enjoy their daily routines, look forward to coming to work, manifest more creativity, and, therefore, enhance productivity. The bottom line for the organization, of course, is progress, growth, profitability, and longevity. If it’s that easy, why doesn’t every business simply create this unique, obviously productive culture? The operative word here is "unique." By the way, it’s also not that easy. However, one of the key ingredients in creating and sustaining this desirable environment is undeniably simplistic. Allow your people, at every level, to have fun at work! What a radical concept—that fun and work are not mutually exclusive! I mentioned earlier that there have been many books published on this subject. However, the majority of them contain excessive "fluff" and are little more than a collection of stories that illustrate random examples where others have brought fun into the workplace. I suggest you’ll find this book much different. Let’s begin with the author. Leslie Yerkes brings much to the table as a savvy management consultant. She co-authored the best-selling 301 Ways to Have Fun at Work. She then toured the country conversing with people and giving speeches on her book. She’s researched companies who are known for their successful integration of fun and work. She then visited each one of them and talked face-to-face with as many of the founders and current staff as was possible. She took photos and collected visual memories that lead to the stories in this book. She not only knows what she’s talking about—she believes it wholeheartedly! In this guidebook, Leslie shares 11 Principles of Fun/Work Fusion that she discovered in her research studies:
She provides the "Why" as well as the "How" and not just the "What" of each of these principles. After an introductory overview, Leslie devotes a chapter to each principle. While the principles are important, of even greater importance is the case study approach validating how a particular company—a different company for each principle—applies the principle. These companies include Pike Place Fish Market, Southwest Airlines, Harvard University Dining Services, Employease, and six other organizations that share their insights with us. At the end of each chapter, a "heart key" shares thoughts designed to increase the reader's ability to apply the principle. An additional feature, "Another Voice," closes each chapter with a comment from an author, manager or business owner to further illuminate the principle. Leslie also provides other resources which include comments from over 30 authors, speakers, and businesspeople as well as an inventory you can use to benchmark how much fun is present in your organization's work environment. Leaders and managers of all organizations should include this book in their corporate library. It will certainly be an invaluable resource.
Spencer Johnson has repackaged his best-selling adult classic for a teenage audience. The story is identical to the original "Who Moved My Cheese?" parable. The difference in this approach is how the story is told and by whom. In this case, the story is told by a teenage student to a group of friends after a major change has been announced to the student body. Seven friends meet in the cafeteria over lunch to discuss how the change to a three-semester program, due to over-crowding, will affect them. After unloading their individual frustrations over the change, several of the students can’t help but notice how Chris, our story-teller, seems to be handling the situation so much better than his peers. When questioned about this new-found calm, Chris offers to share a story his uncle had recently come across at work and shared with him. Chris claimed that this simple story had changed the way he looked at things in his life and dealt with the many challenges he, as a teen, must face in his daily life. At their insistence, Chris shared the story of "Who Moved My Cheese?" with his friends. He introduced his friends to two mice (Sniff and Scurry) and two "Littlepeople" (Hem and Haw) who search for cheese in a maze and react to change in distinctly different ways ("The Cheese stands for whatever's important to you like getting on a team, having a boyfriend or girlfriend, getting into college ..."). At the conclusion of the story, the friends apply the principles of the parable to their individual live scenarios. As the bell rings and they all head off to their classes, it’s quite evident that the story had impacted each of them in a different way. While they didn’t reveal solutions to their challenges, it was obvious that they felt better equipped to deal with life’s changes and were anxious to meet again to continue their brainstorming session. Chris walks away from the informal get-together wondering how each of his friends would deal with this new-found knowledge. The author's message about the importance of anticipating, accepting and using change to improve one's life can surely benefit this audience. Ages 10-up.
This book is another example of what this author does best. Over the years he has studied success techniques, theories, and processes and then re-framed them with personal insights to pass on to more than 500 corporations and more than two million people in 23 countries via his books, audio tapes, seminars and keynotes. I recently heard a critic say that Tracy has collected the most-often repeated platitudes from every other self-help book ever written and then strung them together in his own book. I'm not certain if I can find a lot of fault with that exercise. First of all, these concepts have been repeated time and time again over the years for good reason. They have been proven to work successfully when executed properly! Personally, I appreciate the fact that the author has invested years of research to collect these words of wisdom, fine-tuned them with his own experience and expertise, and put them together in a meaningful way that is easy to understand, enjoyable to read, and challenging to apply. In addition to this monumental task, Tracy has obviously walked the talk by living by the words he has shared with so many. Brian Tracy wasn't exactly born with a silver spoon in his mouth. He left high school without graduating and worked at laboring jobs until he began asking, "Why is it that some people are more successful than others?" I'm certain many people have asked that same question. The difference lies in the fact that Tracy set out on a life-long journey to find the answers. Life rewards ACTION! What he discovered changed his life and can change yours as well. His research led him to the obvious truth that all successful people follow a proven process. He went on to break this down into 12 critical factors that lead to unlimited success. Each of the 12 factors is absolutely indispensable for anyone who wants to achieve their full potential in a world of virtually unlimited possibilities. Tracy explains each of the factors in great detail, complete with examples and case studies that show them in action. In addition, the author gives you specific exercises that you can use immediately to implement each principle in your life. Create Your Own Future will show you how to set goals, unlock your inborn creativity, and overcome any obstacle in your path. You'll learn how to identify the key skills you need to master your field, and how to get the support of the most important people in your work and personal lives. Tracy shows you how to take complete charge of yourself and your environment, become an expert in your field, achieve complete financial independence, and develop the habits of all high-performing men and women. No matter what your business or occupation, you'll learn how to create your own "luck" by doing certain things every day that dramatically increase the likelihood that you will succeed at anything you attempt. You'll learn how to become the kind of person who attracts people, ideas, and opportunities that help you achieve your goals faster than ever before. As always, reading the book is not enough. Application on the part of the reader will determine whether Tracy's latest effort is a nice read of age-old platitudes or a guidebook to unlimited success! The decision is yours!
Most every organization today employs members of the younger generation just out of college and, in some cases, even high school. In fact, I recently read of a west coast firm that hired several middle school students to do part-time programming after school and on weekends. Those same companies employ their share of A.A.R.P. members nearing retirement. Both age groups, as well as those in between, bring tremendous value to the table in terms of education, experience, creativity, talent, etc. However, consider the cultural, environmental, motivational and personal goal differences of these two diverse employee groups. Then consider the fact that they are being thrown into the same chaotic, rapidly changing business environment and instructed to achieve ever-increasing levels of productivity and profitability! To expect such lofty expectations to be met would, of course, require, at the very least, a basic orientation to members of each group of the vast differences existing in each of the areas mentioned earlier. In fact, education and discussion of these differences and their possible consequences should be on-going. Now think about your own organization. Is this orientation currently being offered? Has it ever been offered? Should it be? If any organization were to recognize the importance of this education and decide to provide it for their employees, the benefits would be phenomenal! The ideal textbook for such a program would have to be Geeks & Geezers by Bennis & Thomas. In this groundbreaking study, the authors compare and contrast these two disparate groups-affectionately labeled "geeks" (aged 21-34) and "geezers" (aged 70-82). They asked successful geeks to share the secrets of their youthful triumphs and distinguished geezers to tell them how they continue to stay active and engaged despite the changes wrought by age. Today's young leaders grew up in the glow of television and computers; the leaders of their grandparents' generation in the shadow of the Depression and World War II. The authors, who bring considerable experience to the table (Bennis has written over 30 books on leadership and Thomas is a senior fellow with Accenture's Institute for Strategic Change), interviewed more than 40 leaders who they deem either "geeks" or "geezers" to evaluate the effect of era on values and success. The two groups vary in terms of their ambitions, heroes and family lives, but members of both sets share one common experience: all have "undergone at least one intense, transformational experience," which the authors call a "crucible." In some cases the crucible was an actual hardship, e.g., geezer Sidney Rittenberg spent 16 years in prison in China for speaking out against the government. For others, it was a dramatic experience, such as NYSE pioneer Muriel Siebert's entry into male-dominated Wall Street in 1967 or geek Liz Altman's stint working at a Japanese Sony factory before becoming a Motorola VP. Among the findings of their research, Bennis and Thomas learned that Geezers and Geeks had quite different concerns when in the age range of 25-30. The Geezers' concerns were making a living, earning a good salary, starting and supporting a family, stability and security, working hard and getting rewarded by the system, listening to their elders, paying "dues" to various organizations, and using retirement to enjoy life. It also reveals the critical traits they share, including adaptability, vision, integrity, unquenchable optimism, and "neoteny"—a youthful curiosity and zest for knowledge. In contrast, Geeks' concerns (during the same age range) were making history, achieving personal wealth, launching a career, change and impermanence, working hard so they can write their own rules, wondering if their elders "got it wrong," deciding where loyalty should lie, and achieving a balance between work and life. These are significant differences which Bennis and Thomas explain in terms of the different eras in which Geeks lived (at ages 25-30), the societal values of their respective generations, and various "defining moments" such as those associated with the Great Depression, World War II as well as Vietnam and the emergence of the Internet and World Wide Web. Geeks and Geezers is a book that will forever change how we view not just leadership but the very way we learn and ultimately live our lives. Highlighting the forces that enable any of us to learn and lead not for a time, but for a lifetime, this book is essential reading for geeks, geezers, and everyone in between.
In a previous book review, I warned readers not to judge a book by its cover. I feel compelled to once again issue that warning. When you first spot this bold blue cover, you see the name of a popular children's cable TV show accompanied by the blank stare of an animated puppy who appears to be in search of the nearest fire hydrant. That's two good reasons for me to question the position of this particular book in the business section of my favorite book store and to keep browsing for something of more substance. However, I strive to walk my talk, when possible, so I delved a little deeper. In addition, I must admit that I did recognize both the name and the animation as a result of long conversations with my eight grandchildren. I must also admit that I still struggled to make a connection between this Nickelodeon icon and useful business wisdom. My curiosity led to investigative browsing, purchase of the book, and an enjoyable and enlightening read. To my pleasant surprise, this wasn't a revealing expose' of an animated puppy and her 20-something live male sidekick. Instead, I found a blueprint for achieving phenomenal success if you simply "clue into" your MISSION * CUSTOMER * RESEARCH * TECHNOLOGY * WORK PROCESSES * BRAND * LEADERSHIP * CULTURE! I guess my next question dealt with my motive for seeking business wisdom from a team of young people who have turned a children's television program into an extraordinary business triumph. It didn't take me very long to answer that question. Blue's Clues, which hit the airwaves in 1996, now has over 13 million viewers in 60 countries and had earned about $1 billion in licensing products in the year 2000 alone. More than 8 million kids and parents tune into Nickelodeon each week to watch Blue's Clues. Today this same business is generating over $3 billion in merchandising various products. This business has also spawned several best selling books, videos, CDs, and thousands of other consumer products. It's a business that reaches millions of people in more than 60 countries each week. It's a business that has changed the lives of its customers in a positive, educational way. This magical business is not a fantasy. Since 1996, Nickelodeon's Blue's Clues not only has become one of the most popular and successful shows for preschoolers in television history, it also has literally changed the way children watch television with its interactive approach. Such success provides much rich case study material. Executive coach Tracy presents a hybrid case study/business guide based on the creative culture of Blue's Clues. The show employs a deceptively simple concept, yet its creators succeed by expertly doing what cutting-edge management books say to do: walk the talk, live the vision, and discipline yourself to be the best in every aspect of your business. Readers will learn:
Author Diane Tracy reveals the eight principles behind the success of this amazing show for the business community. She will take you into the Blue's Clues' offices and studios and introduce you to the creators, the animators, the live host, the writers, the producers, and the executives who have turned this show into a phenomenal success. Blue's Clues for Success provides the eight clues to achieving phenomenal success. Learn why the following clues are fundamental to business success and how to apply them:
One intriguing thread to this book is the level of balance that the Blue's Clues team seems to have across all of these clues. If companies could harness the imagination and creativity of the "child within" their people, they would have no competition. Blue's Clues for Success will help organizations and individuals tap into this energizing resource to realize their potential and lead more profitable, satisfying businesses. At some level this book represents an interesting case study of how living out these clues can contribute to a vibrant business. Equally interesting is that each business must search for the answers to these clues and they will be different for each business. To be effective these clues must be answered with the specifics of your mission, business, customers, technology and processes.
How’s this for a long-range success formula? In 1987, two of the country’s premier leadership experts, James M. Kouzes and Barry Z. Posner, joined forces to produce what would become perhaps the most comprehensive field guide ever written for leaders. Later, in the 90s, the authors came together once again to update their original masterpiece by addressing issues they uncovered in research on ordinary people achieving "individual leadership standards of excellence." Now, in the spirit of continuous improvement, they offer the third edition of their inspirational and practical handbook. In this third edition of The Leadership Challenge, more than 50% of the content is new material added to a resoundingly inspiring message. This new edition has been substantially updated to reflect the challenges of shrinking work forces, rising cynicism and expanded telecommunications. It’s being heralded as a "personal coach in a book." Drawing on interviews and a questionnaire survey of more than 3000 leaders, in addition to an expanded research base of 60,000 leaders, the authors capture the continuing interest in leadership as a critical aspect of human organizations. In the third time around, Kouzes and Posner emphasize that the fundamentals of leadership have changed very little, if any, since the 1980s. In fact, the basics haven’t changed for centuries. The old axiom about "nothing’s new" is indeed very true. Leadership is not a fad. While the content of leadership has not changed, the context has—and in some cases, changed dramatically. Obviously, current leaders must adapt if they hope to succeed. The authors identify five fundamental practices of exemplary leadership necessary for success in our rapidly changing business environment:
"What we have discovered, and rediscovered, is that leadership is not the private reserve of a few charismatic men and women," write Kouzes, chairman emeritus of the Tom Peters Company, and Posner, dean of the Leavey School of Business at Santa Clara University. "People make extraordinary things happen by liberating the leader within everyone." After explaining their concept and methodology, the authors detail the five essentials noted above in a pair of chapters apiece that bring clarity to their theories with case studies and recommended actions. Think of The Leadership Challenge as a field guide to take along on your leadership journey. James M. Kouzes and Barry Z. Posner write, "We've designed it to describe what leaders do, explain the fundamental principles that support these leadership practices, provide actual case examples of real people who demonstrate each practice, and offer specific recommendations on what you can do to make these practices your own and to continue your development as a leader." An appendix includes the authors' Leadership Practices Inventory, a tool for assessing leadership behavior. The Leadership Challenge is ultimately a quest of self-discovery that helps its readers better know themselves and improve their leadership skills in action.
If you’re reading this book review, you have at least heard about the book from which FISH! Tales evolved. It’s the runaway national bestseller FISH! ... the wildly popular little book inspired by observing workers at Seattle’s Pike Place Fish Market. In FISH!, we learned the beauty and power of a very simplistic philosophy: Play * Make Their Day * Be There * Choose Your Attitude. In fact, for some it was too simplistic. Many others, however, actually took the simple concepts and made them work! It doesn't always take an expensive, complex initiative. New Yorkers, with the support of their fellow Americans from coast to coast, indeed proved the fact that we didn’t need complex initiatives for energizing people to come together for a common purpose after the 9-11 catastrophe. Total strangers came together immediately to achieve what most would have earlier deemed impossible. It took an instantaneous connection and a vivid reminder of what life is really all about. FISH! Tales will remind readers of what is truly real in life. In this oFISHial sequel, the authors show how these simple lessons were put into practice at businesses both big (a major hospital and long-distance carrier) and small (a local car dealership and roofing company). Readers will learn how real-life businesses and individuals energized their workplaces—and their lives—by implementing the lessons from FISH!. This book showcases four examples of success, from a well-regarded hospital in Missouri to a Rochester, New York, car dealership. The similarities? Repetitive and boring work and dismal work environments, all in industries reputed to offer less than desirable careers. The authors document with care the four befores and afters, intersperse brief Reader's Digest-type anecdotes, and then outline 12 weeks of activities to incorporate the FISH! philosophy into your own life or business. The thrust of this book reminded me much of the Southwest Airlines philosophy for success — "have fun at work but never lose sight of the vision and purpose of your business." While Southwest has made it seem very easy to accomplish, few have succeeded in duplicating this rare balance. FISH! Tales may just provide you with the blueprint and examples to do just that.
Here we find another offering that falls into the category of "a title that grabs you and content that holds you!" You’ve got to admit that this title generates a visual that’s difficult to ignore. However, it doesn’t stop there. The table of contents will undoubtedly encourage you to grab a sandwich and a glass of your favorite beverage as you navigate to a comfortable easy chair with a goal of staying put until you complete every one of the 171 pages before you. As I read each chapter, I couldn’t help but wonder how the author was going to eclipse his content in the following chapters. I find this especially challenging because Stone Payton chose a subject that can be somewhat delicate to many of today’s business population. "High velocity leadership: it’s all about SPEED" claims this accomplished author, speaker, and consultant. He goes on to say: "Speed is the most consistent and durable source of competitive advantage. Most sources of competitive advantage today—technology, talent, capital, intellectual property, even product superiority—have an incredibly short shelf-life. And when the grease gets hot (yesterday's advantage becomes today's norm), organizations can become extremely vulnerable. Specifically, we're at the mercy of three distinct populations keenly focused on their own survival and prosperity:
Neglecting speed (failing to incorporate a systematic, deliberate process for increasing the ratio of results to time invested) is like frying bacon in the nude ... It might feel good at first, but without the right disciplines in place, we're dangerously over exposed and very likely to get burned (even permanently scarred) by one or more of these three critically important constituencies." Another fascinating aspect of this book lies in the fact that I found very little new information within the content. What I did find was a vast assortment of valuable information aligned in such a way that it suddenly made sense and provided me with a clear cut action plan for succeeding with SPEED. The author himself spelled it out for me as early as page 11 when he pointed out the necessity to remember the "F Word." That word, of course, is fundamentals, which is what this book is all about. Top performers in every arena, from the basketball court to the boardroom consistently commit themselves to the fundamentals. They religiously apply just a handful of basic principles that give them that slight extra edge. So it should come as no surprise that fast, agile companies—and the people who lead them—exhibit a powerfully simple method of leadership thinking. Specifically, they express, model, and reward five distinct disciplines:
Structure Learn the details and application of each of these disciplines in Part One where you’ll also discover the common characteristics shared by all five. At this point, you have the foundation in hand, and you’re ready for more fundamentals. Learn how to "harness the 7 LAWS OF SPEED," "refine the 5 SPEED Disciplines," and "avoid the 15 Common SPEED Traps that destroy momentum." Before you know it, your sandwich has been reduced to a few crumbs on your plate, your glass is empty, you’re curled up in your chair, your notepad is filled, and your highlighter is empty. Stone's personal mission is to help others develop the competence, confidence, and commitment to establish a practical plan for producing Better Results in Less Time ... in short, to "Succeed with SPEED."
Here is another in a growing number of "mini-books," 170 pages in this case, which seem to be taking over book store shelves from coast to coast. What’s interesting about this trend lies in the fact that some of the shorter books pack more power in the way of useful information than many of the 500-page monsters we so often see. This is obviously the case in Anthony C. Scire‘s The Power of 2. The subject matter of this particular book falls into another category for me. The content revolves around networking and human relationships which is critical in assisting anyone in their effort to excel in all areas of work and life. Therefore, wouldn’t it make sense to expose our younger generations to such valuable resources at a very early age? I’d like to see the concepts in this book shared with students as young as middle-school age. I’m certain it would impact their high school, college and early work life in a very positive way. Networking is one of the many areas we share with our audiences ranging in ages from 12 to 25, and this book, written in the tradition of Dale Carnegie’s classic, How to Win Friends and Influence People, cuts to the core of what it takes to win BIG with people. It is an easy-to-read, powerful approach to starting and building relationships and solving people problems. Don’t misunderstand me. This is far from a children’s book. I’m simply convinced it contains a very important message for all ages. I’ve worked with a large number of front-line employees, middle-managers, CEOs, and board members who would benefit greatly from the proven methods and skills shared within these pages. The Golden Rule of networking is simply this: All things being equal, people will do business with and refer business to those people they know, like, and trust. That's it. That’s what it's all about and Anthony C. Scire presents timeless principles for building productive, enduring relationships—key ingredients to success and happiness. Tony shares pertinent anecdotes and penetrating insights from his wealth of experiences. He teaches you how to meet more people, build finer relationships, and better nurture the ones you already have. The Power of 2 gives you the edge in getting results by sharing these wonderful gifts:
Don’t expect a theory book or a "quick fix." You won’t find it here. This is a philosophy which will transform every area of your work and life. You’ll learn why it’s essential to care about others and build relationships. It’s the best way to make a difference, reach worthwhile dreams and goals, and have truly rich life experiences. The Power of 2 is a thoroughly practical and even inspired resource especially suited to the paradoxically globalized yet socially isolated world of today. This one belongs on your bookshelf. |
Harry K. Jones is a professional speaker and consultant for AchieveMax®, Inc., a firm specializing in custom-designed keynote presentations, seminars, and consulting services. Harry has appeared all over North America addressing topics such as change, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork and time management for a number of industries, including education, financial, government, healthcare, hospitality, and manufacturing. He can be reached at 800-886-2MAX or by visiting http://www.AchieveMax.com.
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