Showing posts with label management. Show all posts
Showing posts with label management. Show all posts

Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life Review

Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life
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Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life ReviewThis is essentially a self-help book for clarifying ethical thought and improving ethical behavior. It's different from other such books in applying to ethics what the authors call "decision analysis," an approach to decision making the authors have previously applied in business and other practical fields. The focus is personal everyday ethics concerning things like white lies and cheating rather than "big" but less common issues like abortion and capital punishment. (If you're looking for a book to help with big issues like that, this isn't the book for you.)
The authors are experienced and well credentialed in business and higher education. The material is of the kind you might hear at a business workshop, not academic but pitched for astute readers, with particular attention to how the principles apply in business. At 154 pages plus some appendices, there's enough material for a series of workshops, though many of the basic ideas are repeated several times in somewhat different ways and contexts.
The basic plan of the book is to make us more aware of common ethical challenges and useful distinctions, to teach skills for dealing with them, and to apply the skills. There are step-by-step instructions for constructing a personal ethical code, examples of personal codes written by ordinary people, and suggestions for practical use.
A common problem with self-help books is that they overreach, often by trying to fit every person and problem into a simple solution or system. That's an issue here. The authors make some effort not to impose their view of ethics. They seek to help the reader discover and improve her own ethical views, in accord with her own "inner voice." But the system and advice they prescribe for doing this is still basically the same for all, and it's much better suited to some views than others. I'll explain more below.
Another limitation on the usefulness of the book is that, despite the emphasis on clear thinking, some of the basic ideas and supporting points don't seem clear or well reasoned.
It also seems to me that ease of decision making is sometimes favored over facing difficult ethical problems.
Here are some more details about the issues I mentioned, so you can better draw your own conclusions.
The ethical stance
The authors' preference is for something akin to Kantian morality (so-called after 18th-century philosopher Immanuel Kant). This includes what they call action-based ethics, according to which an act is right or wrong depending the nature of the act, not its expected consequences. That lends itself to a strict rules-based approach, which they also favor. Among their key tests for rules is a version of Kant's famous Categorical Imperative, simplified by the authors to "Would I want everyone to follow this rule?"
Most of us tend to mix (not always consistently) action-based thinking and consequence-based thinking. Some, such as utilitarians, believe only the consequences matter. The authors clearly disagree with consequence-based ethics, but they try to accommodate it, maybe because so many people's inner voices insist consequences matter. The authors frequently appeal to the consequences to imply the acts in examples are right or wrong (seemingly without noticing that this is a consequence-based approach). However, the difference in how action- and consequence-based ethics determine right and wrong is so fundamental that the authors sometimes can't give the same advice for both. Though book is written mainly with the authors' quasi-Kantian views in mind, occasionally some further or altogether different (and sometimes seemingly grudging) advice is given in regard to consequence-based ethics.
Unfortunately, the authors give a number of mistaken or confused arguments relating to consequence-based ethics, such as that it implies that self-interest can justify ethical compromise (108). They seem unaware of the ways a common type of consequence-based ethics called "rule utilitarianism" addresses many of their concerns. Their main objection to consequence-based ethics appears to be that it's messy and makes it easier to make excuses, but even if that's true (and some would dispute it) that wouldn't imply it's the wrong approach unless we assume the reality of ethics isn't messy. (More on that below.)
Some other ways of looking at ethics also get attention, in some way or other. Religion is treated as an important source for moral beliefs that can be sifted and refined by use of the tools in the book. Relationships are treated as one of the most important points of ethics.
There are other approaches to ethics that the authors don't consider so much. If you think of ethics mainly in terms of virtues, paradigms of good behavior, objective self-realization, or other less common views, you'll find little of that acknowledged.
Easy decisions vs messy reality?
This book seems to place a higher value on drawing clean, bright lines and being practical than on reflecting actual ethical complexity and difficulty. Maybe this is natural for authors who focus on efficient decision making. They object to consequence-based ethics in part because, as they see it, it doesn't lend itself to definite rules and can thus hinder their favored decision process.
They take a similar position in regard to deciding what counts as ethical. There is a distinction commonly made between what the authors call positive and negative ethics, or between "thou shalts" and "thou shalt nots." Negative requirements like "don't steal" are often easier to pin down and live by than positive ones like "help those in need." Because positive ethical rules can be so difficult to work with, the authors suggest we simply reclassify difficult ones as nonethical "concerns" or "aspirations," to get them out of the way, as it were.
For example, they write, "Instead of thinking we have a positive ethic to feed the hungry, we might think, 'I have a positive concern for feeding the hungry'. We reclassify an ethic as a concern and can then calibrate our charity to match our energy and resources--without jeopardizing our commitment to skillful ethical thinking." (40, cp 56, 79-80) As they see it, there is nothing unethical about failing to achieve concerns or aspirations. (Others, including Kant, have tried to distinguish strict duties from what might be called virtuous behavior, but such a division remains problematic and controversial, and doesn't imply that virtuous behavior isn't part of ethics.)
We get to choose which positive requirements are to be regarded as ethical. "These positive ethics can be thought of as a set of behaviors filling a periodic table of ethical elements. Our job is to decide which elements to call our own." (54)
For the authors this is ultimately a matter for our "inner voice" to determine. That opens yet another issue, which the authors don't discuss, about whether ethics should be treated as ultimately subjective in the sense that what you think is right is right for you. They define "ethics" in terms of what we *believe* is right or wrong (8), and sometimes write as though the point is to avoid future remorse from the inner voice rather than to achieve something more objective (e.g. 73). A subjective approach makes it easier to prune our ethics to a size we're comfortable with.
Now, it might not be a bad thing, practically speaking, to look for ways to make ethics easier. As the authors see it, "Committing to a code we can keep is far better than committing to one that stretches us too far, forcing us to break our own rules." (80) But the most difficult and messy ethical obligations may also be among the most important. The fact that they're hard to spell out or live by doesn't imply they aren't ethical or are less than central to our ethical lives. The book invites us in various ways to put them to the side, in favor of neater duties.
A couple other things
There are numerous other points where I thought the logic was less than clear. Here are a couple examples.
The authors limit (without argument) the ethical to what affects others, but they seem to decide arbitrarily what does affect others and what counts as ethical. They don't count environmental issues or historical preservation (8-9), both of which seem to me to affect others. Whether we should work less so we can be at home with the kids they consider merely a prudential matter (that is, a matter of self-interest) and not a matter of ethics "because we are trading off pluses and minuses, not separating right from wrong." (36) I was unable to see how weighing pluses and minuses implies a focus on self-interest rather than right and wrong. Much of their talk about prudence vs. ethics didn't make sense to me.
The examples used to illustrate points are of variable aptness. They often don't definitely exemplify the point but require the authors to speculate. In some cases the authors seem to abuse examples, as with Kurt Gerstein, an enigmatic figure in the history of resistance to the Nazi Holocaust whom the authors return to several times. They suppose things about his story that are unknown, and treat him as guilty of ethical mistakes without sufficient evidence or argument. I felt their treatment was careless and unfair. Guilt is merely assumed in some other cases too.
Worth trying?
All in all, despite the issues outlined above, this book may still be helpful to some. As a book about clear ethical thinking, I can't give it a passing grade. But even with the risk of some fuzzy thinking and potential wrong turns, it still might improve at least some aspects of your ethical life to try some of the methods the authors suggest. The book will be more appealing and less frustrating if you happen to share the basic moral views of the authors.Ethics for the Real World: Creating a Personal Code to Guide Decisions in Work and Life Overview

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The Leaders We Need: And What Makes Us Follow Review

The Leaders We Need: And What Makes Us Follow
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The Leaders We Need: And What Makes Us Follow ReviewWe need Michael Maccoby's insights about leaders and our world today to follow or become The Leaders We Need. People don't want to be managed by autocratic father figures, though they will follow and better yet, collaborate with, the right kind of leader. This book is trenchant and practical.
Disclaimer: Michael Maccoby and I have worked together for 35 years. For some this might imply a lack of objectivity. For others, this qualifies a reviewer who knows his subject. You are free to make up your own mind.
Dr. Maccoby's insights are based on over 45 years of research (for example, with Erich Fromm in Mexico), teaching (Harvard, Chicago, Oxford, the Brookings Institution), consulting (IBM, AT&T, World Bank, ABB, etc.), and writing. He facilitated a national health care coalition, and directed a foundation-funded research project on exemplary health care systems. He advises diverse leaders and organizations, being trusted by both corporate and union leaders. He is a fellow of the American Psychological and Anthropological Associations, a psychologist, psychoanalyst, and anthropologist.
The Leaders We Need And What Makes Us Follow provides many examples of leaders and their organizations from this rich body of work. It is his most comprehensive book, giving readers the fruits of his productive lifetime in what might be called a grand integrated theory. His wisdom is useful for those who would lead in any way or at any level of an organization, or for understanding leaders we may choose to follow.
He raises the question why none of the existing authors on leadership give a convincing definition of leadership. Many describe leadership traits, others define their ideal leader. Maccoby's definition of a leader is deceptively simple: a leader is a person others follow.
Since both Hitler and Gandhi were people others followed, Maccoby asks: why and how do people follow a leader? Winston Churchill, a great wartime leader, was rejected by voters both before and after the war. Different contexts require different leaders.
Maccoby understands leaders in their historical context, relationship to followers, and results sought. Personality is also important. The most effective leaders will develop their Personality Intelligence, a combination of conceptual and emotional understanding, head and heart.
At the national level, we need leaders who can respond to a world aflame with fundamentalist ideologies, the global ecological crisis, and an increasing percentage of the world facing inadequate food, water, shelter, health. At the organizational level, we need leaders who can organize and inspire knowledge workers in healthcare organizations, schools, and innovative global companies. Traditional bureaucratic managers who built great corporations and government agencies of the industrial era lack the personality and understanding needed to engage a new social character, raised in dual career families rather than the paternalistic families of the past.
The new interactive social character is composed of free agents motivated by continual learning, teamwork, transparency, participation and above all, meaningful purpose. If led as collaborators they are a source of ideas, energy, and solutions. But they are turned off by rules and carrot and stick-based managers. Maccoby describes the changing attitudes of the interactives who don't idealize father figures; and the various kinds of intelligence needed to lead today.
Maccoby writes that leaders need foresight and systems thinking, and he models it. He describes leaders who are resolving today's challenges: transforming health care; creating schools that educate poor minority students who go on to college; an orphanage run on humanitarian principles where graduates lead the organization in eight countries. Maccoby shows that in the most effective knowledge creating organization, different leadership roles-- strategic, operational, and networking-- work together, and that these roles are best filled by different personality types. In "The President We Need" chapter we gain understanding to help us predict how candidates will act once elected. This book is a significant contribution, useful for would-be leaders and followers.The Leaders We Need: And What Makes Us Follow Overview

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Crisis Management: Planning for the Inevitable Review

Crisis Management: Planning for the Inevitable
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Crisis Management: Planning for the Inevitable ReviewI read this book when it was first published more than 15 years ago and decided to re-read it recently as various corporate crises occur or continue. (Who knows what the latest Enron and Arthur Andersen developments will be by the time this review appears?) What sets this book apart from almost all others which discuss the same general subject is the fact that Fink's observations, insights, and recommendations are (if anything) more relevant in 2001 than ever before. How can this be true? My answer is that he correctly emphasizes the importance of a comprehensive and cohesive process which consists of four separate but related components: anticipation and preparation, rapid response, follow-through, and post-event evaluation. For obvious reasons, each is critically important but post-event evaluation has even greater importance (and value) if it guides and informs subsequent anticipation and preparation. In an ideal world, seamless anticipation and preparation will eliminate all crises. In reality, "the best laid plans" can almost instantaneously become irrelevant, if not counter-productive. Presumably, major airlines such as American and United as well as the City of New York (not to mention federal agencies) involved some exceptionally talented people to formulate a number of "What if?" scenaria. And then the events of September 11th occurred. The efforts to formulate such scenaria were not invalidated by those events; nonetheless, as in Hawaii almost 60 years ago, the challenge was for various corporate and governmental entities to respond immediately and effectively, as indeed they did. In time, as with the events which occurred on December 7th, the events which occurred last September will be evaluated even as preventive measures are taken and new scenaria are formulated, as indeed they should be.
Fink organizes his excellent material within 18 chapters which are arranged in a sequence appropriate to the aforementioned components. With meticulous care, he defines various terms (thus providing a nomenclature for crisis management which most readers probably did not have before) while establishing a context within which to illustrate and apply those terms. Of greater value, I think, is the matrix of different perspectives which Fink provides. This strategy reminds me of the way Henry James develops his major characters in various novels. That is, look at a given situation from every possible angle. This Fink does brilliantly as he explains how to measure the nature and extent of a given crisis, decide who must do what immediately, how to manage information (he devotes Chapters 13 and 14 to crisis communications), and how to make the most effective decisions under what are inevitably severe pressures ranging from shock and fear to grief and anger within compressed timeframes. He also includes what he calls "A Catastrophic Quartet" in Chapter 17: case studies of crises involving Ohio Savings and Loan, Union Carbide, Procter & Gamble (Rely Tampon), and Johnson & Johnson (Tylenol). Having reached this point in the book, Fink's reader is already well-prepared to recognize various dos and don'ts within the four case studies.
Who will derive the greatest value from this book? My response is decision-makers in organizations (regardless of size or nature) who realize or at least suspect the importance of having a crisis management program already in place, especially now. Noteworthy is the fact that the same observations, insights, and recommendations which Fink shares in this book are as relevant to "catastrophes" involving loss of intellectual property as they are to situations in which there is loss of human life and/or destruction of physical property. Those who share my high regard for this book are urged to check out Ian Mitroff's Managing Crises Before They Occur and The Essential Guide to Managing Corporate Crises (in that order) as well as Peter Schwartz's The Art of the Long View. The subtitle of this book stresses the importance of "planning for the inevitable." I could not agree more.Crisis Management: Planning for the Inevitable Overview

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Pharmaceutical Care Practice: The Clinician's Guide Review

Pharmaceutical Care Practice: The Clinician's Guide
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Pharmaceutical Care Practice: The Clinician's Guide ReviewThis book covers the history, evolution, and definition of the future practice of pharmacy. It describes a rational, realistic, and exceptionally well defined view of the future practice of community pharmacy. The definition is backed up by a large scale analysis of data collected using the model demonstrating its effectivness and positive effects on patient clinical outcomes. Topics include reimbusement, documentation and data models associated with the practice. This is an exceptional and cutting edge landmark text that if adopted will change the level of care provided by medicine whereever it is used. HMO's and managed care and pharmacy benefit organizations supporting this model would actually be involved in managing care rather than managing contracts.Pharmaceutical Care Practice: The Clinician's Guide Overview

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Crucibles of Leadership: How to Learn from Experience to Become a Great Leader Review

Crucibles of Leadership: How to Learn from Experience to Become a Great Leader
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Crucibles of Leadership: How to Learn from Experience to Become a Great Leader ReviewRobert Thomas' new book The Crucibles of Leadership is probably one of the most important books on leadership development written in the past several years. We have known for decades that a huge percentage of leadership learning comes from challenging and varied experiences (see The Lessons of Experience, by Lombardo et al). However, there has been virtually no work done on HOW people learn from those experiences. That is a key issue, as some people learn a great deal from those varied and challenging experiences, while others do not.
Robert Thomas has addressed this key gap in the literature on leadership by shining a light into the black box of what he calls "crucible" experiences. After interviewing close to 200 highly effective leaders, Thomas found several key patterns to how they had learned to lead from challenging experiences that had made them stretch. The common denominator he found is that they all had a personal learning strategy that enabled them to systematically learn from challenging experiences. He then walks the reader through a reflective process the leads to the development of a personal learning strategy. Extremely useful and actionable.Crucibles of Leadership: How to Learn from Experience to Become a Great Leader Overview

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The Shibumi Strategy: A Powerful Way to Create Meaningful Change Review

The Shibumi Strategy: A Powerful Way to Create Meaningful Change
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The Shibumi Strategy: A Powerful Way to Create Meaningful Change ReviewI am one not a Zen or touchy-feely guy, so I began reading this book with considerable skepticism. But once I got past the first page or two, I was hooked, the story is great, it feels authentic and emotionally compelling, and as it unfolds it teaches you how to apply the Zen mindset and concepts to be more effective at what you do, more patient, to avoid pushing too hard, to keep pressing forward during tough times, and always, to chip away at small wins. It is nothing like a typical business book, and as a result, far more fun, satisfying, and useful then most other business books. It is a bit like Randy Komisar's The Monk and the Riddle, which is a great book that sold a lot, but it is even better and I think even more useful for most of us.
Bob Sutton
Stanford Professor and author of Good Boss, Bad BossThe Shibumi Strategy: A Powerful Way to Create Meaningful Change Overview

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Empowerment Takes More Than a Minute Review

Empowerment Takes More Than a Minute
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Empowerment Takes More Than a Minute ReviewIf you are a new manager or a manager with outdated skills, this novel little book will have an absolutely positive impact if you follow the simple three keys to success. The book is based on a story of a real or contrived (who knows) manager and his adventure in discovering the importance of empowerment and why his technics have failed with his employees. Within the first week of reading this book, I used one of the exercises that was recommended. This simple exercise showed me that my employees are infact on track to becoming empowered. If your employees are struggling to complete everyday work because of a motivational problem instead of an ability problem, this book will show you how to get your team to respond. After you read this book, you may discover that the problem is supervisory and not employee related. However, this read gave me ideas of how to correct both!Empowerment Takes More Than a Minute Overview

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Change Management Review

Change Management
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Change Management ReviewA lot of people think they "get" change management, but not many truly do. Jeff Hiatt and Tim Creasey get it, and have written a great book for the rest of us. "Change Management: The People Side of Change" helps the reader understand what change management is and how to execute it effectively for an individual or an organization. It provides very practical, actionable ways to tackle what is really a critical success factor when implementing big changes - managing the change effectively. Buy it for everyone from the CEO to the front-line staff. And as a bonus, it will help you understand and manage changes for yourself and those close to you!Change Management Overview

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Knowledge Management Review

Knowledge Management
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Knowledge Management ReviewThis book is an excellent primer for those who don't know anything about Knowledge Management and those who need a reference on the subject. It is insightful, well written and a very quick read. It is one of those little books of gold you trip over every once in a while. It is also compact and well suited for business travel.
Don't expect me to be selling this on Amazon any time soon...this book is a Keeper!Knowledge Management Overview

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The Accountable Leader: Developing Effective Leadership Through Managerial Accountability Review

The Accountable Leader: Developing Effective Leadership Through Managerial Accountability
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The Accountable Leader: Developing Effective Leadership Through Managerial Accountability ReviewPresident Harry Truman used to have on his desk a sign that read "The Buck Stops Here," meaning he was ultimately accountable for the decisions of his administration. Such transparency seems to be the exception rather than the rule among today's top executives, as such Soundview recommends the book The Accountable Leader by Brian Dive. Not only does the author provide a useful and relevant definition of accountability, but he also asserts that the majority of problems facing leaders comes from the ineffective malaise built into organizations that's directly proportional to the jobs that lack accountability. Dive believes the current absence of accountability among many top execs needs to change, and this charge is based on his argument that the very heart of a sound organization pulses to the beat of effective leadership. Dive further notes that there's a triumvirate of interacting factors that drive organizational success, namely: structure, accountability and leadership. Beyond diagnosing the structural problems of poor organizational design, The Accountable Leader conveys the impact of those designs on retention, happiness and well being of high-potential employees. If you care about keeping your top performers, you need to spend time with this book.The Accountable Leader: Developing Effective Leadership Through Managerial Accountability Overview

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Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be Review

Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be
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Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be ReviewMurphy first introduced the idea of HARD Goals in his last book, Hundred Percenters. I was sold when the material was covered there---in just a single chapter, and as one way to inspire better employee performance. But for the past year, I've wanted more... a deeper focus on the thinking behind HARD Goals. Greater exploration into how to better put HARD Goals into effect. With this new book, I got exactly what I wanted.
The thing I like most about Murphy (I'm on his organization's email list, so I follow him pretty closely), is that I never feel like he is trying to bluff me into buying his stuff. He either has hard facts to back up his ideas and methodologies, or you don't hear about it. And I consider myself a pretty savvy skeptic, so believe me; I'm always on the lookout for the smoke and mirrors. There're none here.
HARD Goals firmly supports itself with the backing of brain science. Murphy grabbed onto some of these key scientific findings, and used this new knowledge to come up with ways to what he calls "outflank" the brain. Outflank... kind of an unusual word, so I looked it up to make sure I knew what it really meant. `To gain a tactical advantage over (a competitor, for example)' is the definition I think best applies.
When it comes to goals, my competitor is procrastination. I don't even want to think about how often I have failed to even start my most heartfelt goals; even though I constantly dream about how great life would be if only I achieved them. I want it, but it's like there's a brick wall between me and making it happen. I finally know how to bust through that wall.
I've had really good success this past year applying what I learned about HARD Goals from the first book. I lost 20 lbs, and I no longer buy into the myth that it's `impossible' to lose weight as you get older (I'm 46). I also started a real exercise program 9 months ago, and I've stuck to it--- like glue. I don't have luxuries like fancy gyms or private chefs and trainers. I just switched the way my brain was approaching these goals, and suddenly I was able to do what for so long I could not. I've also been able to better get what I want professionally by applying HARD Goals. I can't wait to see what I can create with the wealth of information this new book dispenses.
SMART Goals are done. As Murphy says, think back to a time when you were so fired up to achieve success that nothing got in your way. Then ask yourself if that goal fit the SMART criteria, especially regarding realistic and achievable. If I had stopped to consider factors like those in the face of my great achievements, I would have quit before I got started. Because as far as I knew, at that moment, what I wanted to do was impossible, at least for me.
That's what HARD Goals are, the tough challenges that make us learn and stretch and grow to become what we didn't know we could be. The kinds of goals that make us say "I'm better than before." And you don't get that by sticking to the realistic and the achievable, you absolutely have to push for more. Again, as Murphy says, we've all done the impossible before, and we can do it again.
HARD Goals shows you how to generate that same kind of energy around all your goals. You don't just have to wait around until a goal finally sweeps you off your feet. You can outflank your brain and gain a tactical advantage over whatever it is that might hold you back from success. It's kind of fun to mess with the brain on this level...some days I swear I can hear the snap, crackle pop of my neurons firing off as I put my HARD Goals into action.
My vote is: buy the book. It's a great and informative read, and if you, or someone you know, is about to embark on a tough New Year's resolution, you can't afford to pass it by. Interestingly, this is Murphy's first book (that I've read) that boldly steps outside the workplace. There's still a ton of information and examples about HARD Goals at work, but just as many appear on a personal level--- like dieting, time management, health, exercise and finances. Oh, and wait til you see how Murphy turns a well-known standard of economic theory into a clever way to make your brain believe any goal, financial or otherwise, is so required that your world will end if you don't achieve it. That's when the motivational juices really get flowing.
It's really good stuff, and it's really different from anything you've read before about goal setting. If you've got goals you want to achieve, you want this book.
Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be Overview

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Construction Business Management: What Every Construction Contractor, Builder & Subcontractor Needs to Know Review

Construction Business Management: What Every Construction Contractor, Builder and Subcontractor Needs to Know
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Construction Business Management: What Every Construction Contractor, Builder & Subcontractor Needs to Know ReviewUpon graduation from Georgia Tech's building construction program in 1982, I went to work for Nick Ganaway. One of the many reasons I selected his company was his obvious knowledge of business. Even more, I appreciated the motivation he placed in us (and himself) to always become better as contractors and as businessmen. We met frequently to "log in" new discoveries, efficiencies, risks, and methods of profitability that he had wisely accumulated for us. As I "ventured out" into the world and developed my own business with very little experience, I quickly noticed that although I was a "great" project manager that running a construction company was an entirely different issue. For example, do you understand the unique requirements of the construction firm owner? Terms in the project owner's construction agreement that can unfairly shift major risk onto your plate and what to do about them? How to ensure that you get paid for change orders? What to do when hard times suddenly strike (and they will)? After 25 years of experience in operating a commercial construction company, Mr. Ganaway explains chapter-by-chapter these and every other risk area you must manage if you are going to survive in construction. I know these explanations well as they ring in my mind from discussions with Mr. Ganaway concerning my very first projects and through calling for help with running my own construction business. You will feel like you're having these same discussions with him as you read this book. Every contractor, project manager, and construction student should read it. Today I use this very text to teach our students at Georgia Tech's building construction program how to run a business, as well as consulting in the same area. His principles work!
An added bonus to this text is the final chapter, where Mr. Ganaway makes the case for specializing in chain store construction. To "outsiders" who have not reviewed this market segment, I think you will be surprised at the benefits. If you are not already specializing in a niche market, this chapter is sure to start you thinking about it.
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Hypercompetition Review

Hypercompetition
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Hypercompetition ReviewD'Aveni's view of competition in our global era is right on. Few competitive advantages are truly sustainable, and long-term strategic planning is ineffective. The only long-term sustainable competitive advantage comes from a firm's ability to create short-term advantages that span across numerous competitive arenas - from cost/quality, to know-how, to various types of stronghold positions, to financial muscle. How is that accomplished? By continually disrupting the status quo, changing the rules of the game, by taking an industry in new directions in which competitors' strengths become irrelevant.Strong recommend: lengthy book but "executive summary" is in the 35 page Introduction. Short form paperback version coming out?Hypercompetition Overview

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Competence at Work: Models for Superior Performance Review

Competence at Work: Models for Superior Performance
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Competence at Work: Models for Superior Performance ReviewThis book gives a comprehensive competency dictionary using behaviorally anchored rating scales for each competency. It also gives step by step guidelines on how to use the dictionary in all types of HR decision making. It is clearly written and is based on years of extensive research. Using this book eliminates the need to use expensive and dependency creating consulting services. Every HR professional should have it on their shelf. Moreover, as a training professional, if I had to choose 2 books to have on my bookshelf, I would choose this book and Performance Consulting by Dana Gaines Robinson.Competence at Work: Models for Superior Performance Overview

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The Leadership Challenge, 3rd Edition Review

The Leadership Challenge, 3rd Edition
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The Leadership Challenge, 3rd Edition Review
This book has been around in various editions for almost twenty years now. One reason for that is that it is an excellent overview of leadership in organizations and how you can do it yourself.
The book's structure follows its basic recommendations. The authors recommend five fundamental practices, each of which has two commandments, for a total of ten. In general, these are both straightforward and insightful. "Challenge the Process" talks about searching for opportunities, experimenting, and taking risks. "Modeling the Way" talks about setting the example and planning small wins. There is also material on "Enabling Others to Act."
Then there are a couple of weaker sections. Sections on inspiring and encouraging simply are too fluffy and lack the support that is given to other points.
Even having said that, this is a book that's worth reading if you are responsible for leadership in an organization of any size. The reason is the way the book came together.
The authors used two different kinds of research to develop their recommendations. They looked at over five hundred leaders, but they looked at them in a particular way.
In each case, they had asked the leader to talk about his or her actions as a leader when they were doing excellent work. In other words, they looked for excellent examples of leadership and tried to draw lessons from them.
They also went to the other side and talked to followers about what they wanted in leaders. When they put those two kinds of research together, you get recommendations that are both practical and, for the most part, behavioral.
Warren Bennis' recent book, Geeks and Geezers, is an excellent companion for this book. In that book, Bennis talks about crucibles of leadership or experiences, which provide intense stress and learning of leadership that form leadership values.
On the plus side this is good, practical, behavioral and helpful if you're responsible for a group of any kind or size. On the downside, some of the language can be fuzzy and simplistic, and some of the concepts, like "Encourage the Heart" sounds just a tad too New Age for my taste.
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The Black Book of Outsourcing: How to Manage the Changes, Challenges, and Opportunities (Wiley Desktop Editions) Review

The Black Book of Outsourcing: How to Manage the Changes, Challenges, and Opportunities (Wiley Desktop Editions)
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The Black Book of Outsourcing: How to Manage the Changes, Challenges, and Opportunities (Wiley Desktop Editions) ReviewAn excellent source for information and guidance. The book's three main parts cover: how to plan, lead and manage outsourcing initiatives; a guide to finding an outsourcing career; and a guide for outsourcing entrepreneurs. Some specific topics include: making decisions to outsource; what is needed to be known before starting; assessing cost, benefit, and risk; outsourcing options; selecting suppliers and vendors; and much more. Includes an annotated, extensive vendor directory. Offers a wealth of information and insights.The Black Book of Outsourcing: How to Manage the Changes, Challenges, and Opportunities (Wiley Desktop Editions) Overview

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The Empowered Manager: Positive Political Skills at Work Review

The Empowered Manager: Positive Political Skills at Work
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The Empowered Manager: Positive Political Skills at Work ReviewBlock gets to the bottom of what leadership is all about -- Love and Trust. Love for one another, the love to serve, the love to help others rise. The courage to do what would cause traditional, stoic managers to turn their noses up and jeer. His words, however taboo by traditional management standards, are priceless. I always felt this way, but was so glad to see Block put it in print. I realized I was not crazy after all! My ideas were not so weird or unconventional :-) There is so much more. READ THIS BOOK!The Empowered Manager: Positive Political Skills at Work Overview

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The Moral Imperative of School Leadership Review

The Moral Imperative of School Leadership
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The Moral Imperative of School Leadership ReviewFullan does an excellent job of organizing school leadership into achievable levels of success. He starts with making a difference within individuals, then the school/district, followed by making a difference regionally and finally the greatest impact on school leadership and the society as a whole. Fullan discusses barriers to these accomplishments and challenges, and portrays the principalship as the key to this moral imperative.
This book serves as an outstanding resource to any leader that is trying to bring about large-scale improvement in their organization. It is the school leaders role to change the context within schools and Fullan outlines a process to do just that.The Moral Imperative of School Leadership Overview

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Managing With Power: Politics and Influence in Organizations Review

Managing With Power: Politics and Influence in Organizations
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Managing With Power: Politics and Influence in Organizations ReviewPower is a rare coin: glittering, valuable, and hard to swallow. For many people power is unsavory, disgusting, an abrogation of all that our democratic ideals hold dear. Power corrupts, says the axiom, and our lives, our goals, our organizations prosper in joy and harmony only when it has not tainted the very air we breathe.
Stop kidding yourself. Power - politics, influence, authority wielded decisively - is what makes companies work, what allows organizations to function productively and effectively. And as Jeffrey Pfeffer argues in Managing with Power, power is not an evil miasma to be thwarted, but a tool to be seized and wielded. By recognizing the combination of techniques, strategies, tactics, and dynamics that underlie power, managers can use it successfully to accomplish and achieve.
Pfeffer's take on power therefore sidesteps classic moral quandaries regarding good and evil, means and ends. The world's problems are questions not of morals but of action - or rather, of inaction and passivity. Using Managing with Power, the reader can learn to diagnose the sources of power: how communication and allies create influence, why formal authority matters, and when location matters more. The reader can then study how power may be used effectively and how it may be lost in turn, by following Pfeffer as he analyzes the actions of corporate and political leaders (Lyndon Johnson, Henry Ford II, Roger Smith, et al.). His subjects are measured by their results and their actions; morality is rarely relevant.
Machiavelli would have loved this book, which may put it beyond the pale for many readers. Others attracted by the topic may be dissuaded by the scientific tone and language. Pfeffer is ever the calm observer, the dispassionate social psychologist, and his serenity at times traps the reader in sentences more intricate than articulate: "Needless to say, there were more and more such vacuums to be filled, as his reputation as someone who gets things done, in this case, by analysis, grew." And putting the style itself aside, readers expecting a handbook on how to become rich and powerful will be sorely disappointed. This is a meticulous and methodical analysis; it's not How to Succeed in Business Without Really Trying.
Nonetheless, if you're interested in power, if you want to understand the real basis of management and leadership (and why that distinction is immaterial), read this book. Managing with Power is thoroughly researched, theoretically grounded, and remarkably persuasive. Readers glutted by the soul-numbing pablum of most modern business writing will find here a book to stretch the mind and question the most instinctive beliefs. Does power corrupt? Power gets things done.Managing With Power: Politics and Influence in Organizations Overview

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Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good) Review

Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good)
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Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good) ReviewWe live in a time where the news is filled with countries, corporations, and other organizations that are failing to perform as they should. Ms. Kellerman has analyzed several of these and identified fundamental seven types of leadership that are prone to failure.
INCOMPETENT: The leader and at least some followers lack the will or skill to sustain effective action.
RIGID: The leader and at least some of his followers are stiff, unyielding, and unwilling to adapt to new ideas, new information or changing times.
Intemperate: The leader lacks self-control and is aided and abetted by followers who do not intervene.
CaALLOUS: The leader is uncaring or unkind, he ignores or discounts the needs of the rest of the organization.
CORRUPT: These people lie, cheat, or steal. They put self interest above all else.
INSULAR: They disregard or at least minimize the health and welfare of those outside the small center group.
EVIL: Some leaders and at least some followers commit atrocities.
In each of these catagories, she identifies leaders that illustrate her point. This leads to an understanding of why such bad leadership is harmful to the organization, and if the organization is the political leadership of a country, it is bad for the world.Bad Leadership: What It Is, How It Happens, Why It Matters (Leadership for the Common Good) Overview

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