2 comments about Managing by Values: How to Put Your Values into Action for Extraordinary Results.

1. If you like Ken Blanchard's other books (like The One Minute Manager with Spencer Johnson), this could turn out to be your favorite Blanchard book of all time. This book looks more fundamentally at how people get their business and personal lives out of whack than the other Blanchard books. That usually means putting the pursuit of prosperity ahead of health, happiness, and peaceful relations with others. The book is built on this premise: "It's values that align people, that get them all committed to working for the common good."
   
   On the other hand, if you dislike Blanchard's general approach to business and book-writing, enough said. This one will affect you the same way, and you should skip it.
   
   Most people who think about leadership imagine exercising great power by using moral persuasion and commands to shift an organization into a better direction. Actually, that's harder than turning a supertanker around, and often less useful.
   
   In my experience, and in the views of this book, it works better to find a purpose for the organization that is equally valuable and meaningful to everyone involved (those who work there, customers, suppliers, shareholders, distributors, partners, and the communities you serve). That purpose doesn't come from the CEO, but rather it emerges from conversations with all of the interested parties.
   
   Then, by using that central purpose, and the values to support it, everyone can decide what the right thing to do is in any situation with a minimum of leadership and management from elsewhere. Johnson & Johnson is probably a good example of a company that runs this way. When someone tampered with some Tylenol capsules, the company quickly recalled all Tylenol products as a reflection of its value of providing only helpful, healthful products.
   
   Unlike Ken Blanchard's other books, this one has a lot of process-oriented information about how to go from how you lead today to a mission and value-centered process. I found that very helpful, and the process suggestions seemed sound to me. I have not actually seen a company use the exact process here, but it seems reasonable compared to the examples I have seen in other companies.
   
   As you probably guessed, the book is built around a fable that involves someone (CEO Tom Yeoman of RimCo) having an epiphany that leads to a desire to change his life and improve his company. The epiphany follows his best friend refusing to help start a new business with him, saying, "The trouble with you, Tom, is that you're in a rat race. Remember, even if you win the race, you're still a rat."
   
   Tom meets a change agent (a consultant who specializes in Managing by Values) and several clients of the change agent who share their experiences.
   
   The book goes on to describe how Tom's company implements that advice.
   
   You'll also recognize the familiar summaries, diagrams and short quotes ("The most important thing in life is to decide what's most important.") to emphasize what you have just learned.
   
   This book is also a good reference tool, because it has a lot of detail about how to implement the process.
   
   The main drawback to the reader is that you probably cannot implement this process very well by yourself. You will probably want to hire one of the firms that the coauthors work for if you like the process. Normally, I complain bitterly about this in other business books. I am making an exception here, because my experience has clearly been that an outsider can be essential to establishing personally-meaningful missions, values by consensus, and creating the adjustments needed to live by those values.
   
   The actual content in the book is probably five times greater than in a typical Ken Blanchard book, so you'll definitely get your money's worth.
   
   Live long and prosper by your values!



2. One takeaway keyword from Blanchard & O'Connor's book for me is "alignment". The authors provide an excellent illustration of transformational leadership. Take note that this leadership style is not conducive and/or effective for all. For example, the book highlight many examples related to the use of rewards and incentives. They are more than "just posters on the wall" or "overkill" attempts to reward people for a job they are supposed to do. I heartily disagree.
   
   Incentives and motivation need to be aligned with the culture of the company. In some instances, "job well done" or "annual teaching award" certificates may not be appropriate and use financial incentives instead, like annual bonuses. I'm sure many of us have received at least one of these in the past. A "wall of fame" or annual bonuses may do very well in a sales-driven corporate setting....if that is the culture of the workplace. I believe in awarding employees for a job well done, in form of: whether monetary, PTO, promotions, certificates, awards, visible accolades.....whatever is fitting for the workplace culture I am in. They're symbols of extraordinary results similar to....hmm...hanging a framed, doctoral degree on the wall.
   
   I think Blanchard & O'Connor have provided an excellent example of leadership in action.

5 comments about Mission Possible.

1. I should have come to this site and read the reviews before purchasing the book. It was very disappointing. The chapter headings were interesting, and some were good insights. However, the author spent too much time around elaborating too many of the sub-points. There were also little case studies. Felt like the book could be condensed a lot more.



2. Buy the book because there is far too much useful information to take in at even two listenings. Although it starts as typical `heard it all before' the last two sides are remarkable in their depth and panorama. There is advice and guidance for everyone here. We need to ask questions of our customers and competitors. How would our customers redesign our company? Three steps: vision - picture of what we need to become to better serve existing customers, prepare - what is the shortest path from where we are to where we need to be, deliver - change organisation to match vision. Customer facing people need to be empowered to solve problems on the spot, not refer to their managers. Your organisation is evaluated by how quickly it can respond to customer needs and problems. The person they care about is are the ones they talk to and they want top service from these people. Making all your people your business partners is a way of raising financial awareness and therefor cutting costs (story of 5c margin in restaurant). Divide into cost centres and profit centres. What is the strategic reason for performing the function of the cost centres? Should the work be outcourced? Should be spending more time managing profits not costs. Profit results from keeping needs of customers and employees paramount. 4 key managerial roles: producing - technical skills in field, make things happen, implementing - planners and administrators, maintain order and control, innovating - entrepreneurs, future looking and integrating - motivators, good at teamwork. Also 4 mismanagement styles: lone rangers - producers who cannot delegate, bureaucrats - implementers who focus on administration, process and rules, arsonists - innovators who never follow through or implement the ideas of others, super followers who cannot provide direction. In times of change are leaders willing to: relinquish `parental control; look at both long and short term; supply resources and support; communicate and remove obstacles; help others overcome uncertainty and fear; admit that they do not have all the answers. Control kills learning, invention and commitment. Bossidy - burning platform principle, people `jump' only when they see flames themselves. Leaders need to help people see the flames. Long term provides focus not on survival but the future. When in doubt communicate more, not less. Nelson Mandela - "Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light not our darkness that most frightens us." In order to help people manage change we need to keep everyone informed so they know what is in it for them. Change means that people feel awkward about needing to act differently, they focus on what they will lose, (what you resist, persists), they feel alone, they feel overwhelmed if there is too much change so they need to experience some successes before taking on more change. Readiness for change varies. Although people feel that they need more resources to do more - we have to do more with less. Need to keep everyone encouraged by catching people doing something right, but leaders need sufficient self-esteem to help others feel good about themselves. Discipline required managing perpetual churn (whitewater). Catch yourself doing something right - managing your self-talk. What do you want to be doing? Our problem is not what we see, but what we see with. At the brink of the 21st Century we cannot see the future with 20th Century spectacles.



3. Mission Possible... is a book about surviving today and recreating your organization for tomorrow. The authors use the analogy of a sand castle which faces the incoming tide. Does one leave it alone to face certain destruction and hope that it doesn't happen for a while; or does one take immediate action to build barriers along the beach for protection, which may or may not help; or does one plan for the future by redesigning the structure as well as relocate the castle? People are the key to an organization's success and the way a leader can best encourage them towards this goal is to allow them to become involved in improving the present or inventing the organization's tomorrow. It's all about the journey and the understanding of what is possible.

   I used this for a reading assignment for a class and found it to be interesting. It certainly is easy to read and while others may find it's message too simple, I feel that it is the simple message that gets across easily and stays with you the longest.




4. Ken Blanchard, one of the most successful business authors of all time, teams up with Terry Waghorn in this clear, concise guide to surviving and prospering in a time of great change. The authors show you how to guide your business through the present while simultaneously preparing for and implementing changes for the future. This well-balanced book, which focuses as much on vision, intuitive processes and thinking as it does on nuts-and-bolts strategy, is a valuable guide for working and leading in the twenty-first century. We [...] recommend this book for everyone in business, and find it particularly essential for leaders, managers, and business owners.



5. This is Ken Blanchard's idea of how to propel your company securely into the future by dividing up your talent pool into two self-chosen groups - the P(resent) Team and the F(uture) Team. Aside from their regularly assigned positions, employees would commit themselves to one of these teams based on their own personal preference. Ken says you have adminstrators and producers that gravitate toward the P team and innovators and integrators that belong on the F team. These teams are overseen by a balanced Steering Committee that adopts the best of both teams. A patchwork of recycled ideas.
   
   Interesting but non-riveting.
   
   Four Stars

No comments about Raving Fans: A Revolutionary Approach To Customer Service.

No comments about Simple Truths of Service: Inspired By Johnny the Bagger.

5 comments about Awake at the Wheel: Getting Your Great Ideas Rolling (in an Uphill World).

1. Having good ideas is easy. People do it all the time. The problem comes when the ethereal thought-stuff of a nascent idea has to turn into the hard nuts and bolts of a working innovation. The bigger problem comes in getting that idea, and its value, across to the people who need to participate in its deployment.
   
   Ditkoff addresses parts of the process of originating and refining an idea. He acknowledges that the problem is more often one selecting from among many, or refining the good ones, rather than in having the basic idea in the first place. And I have to agree: a good idea gets you, not the other way around. I know I've had some ideas sit like a lump in my stomach until I expressed them, one way or another. His advice applies to many domains - the breadth is helpful, but people who deal in specifics might have trouble narrowing it to their applications. The real innovation in this book lie in treating an idea as a problem in communication. If getting it straight in your own mind and as a working prototype is hard, conveying it to someone else is even harder.
   
   The book's real value comes from about 1/3 of its content, towards the end. There, Ditkoff lays out his strategies, almost as a bulleted list, so the busy executive with minimal time can pick them out clearly and succinctly. The first more-than-half of the book expressed the same ideas in user-friendly parable about inventing the wheel. These features represent both a strength and a weakness, depending on your cognitive style - I tends towards a deeper, more thorough style, so Ditkoff's breeziness didn't always work for me. Still, what's here is good, especially Ditkoff's mention of "immersion." Productive minds like those of Twyla Tharp and Santiago Ramon y Cajal stress that, and it's refreshing to see a popular-style book emphasize the value and necessity of plain hard work.
   
   -- wiredweird, reviewing a complimentary copy



2. I purchased this book after reading the glowing recommendations here and was very disappointed. I like these parable type business books, but this is the worst one I've read. As mentioned earlier, the final 1/3 is the best -- but it is only of marginal value. Too much time was spent being "cute" with the story and not enough time was spent incorporating useful information. Sorry, I can't recommend this one at all.



3. "As a writer, I have a very fertile and vivid imagination and ideas for stories, short stories and novels and novellas, come to me often.
   
   However, at times I find it difficult to break past the initial inspiration of the idea and actually manifest it. Ditkoff's brilliant book has given me several tools to break out of the "stuck phase" of the original idea and bring it to life; tools like 'Play With Your Idea' in the chapter 'Wheely Good Best Practices,' and 'Brainstorm' in 'The Tooling Up Tool Box,' and 'Write On!' in 'Attend.'
   Plus the quotes from luminaries like Rumi, Jung and Einstein sprinkled throughout the pages are encouraging and inspirational.
   And Og and his family and friends are a pure delight!"



4. I enjoyed reading this book. It is a fast read mainly because the story is clever and funny which creates interest right from the get go. Along the way, I got some really great advise that I was able to apply to my business and see results within days.



5. I LOVE everything Mitchell Lewis Ditkoff and his company, Idea Champions, comes up with. His book Awake at the Wheel: Getting Your Great Ideas Rolling, is no exception.
   
   It's a story about inspiration, ideas, taking action and applying the lessons in your life. Don't fear -- it's not about systems, processes, lists and all that boring stuff. No one tells a story quite like Ditkoff. He takes you through the life of Og the caveman, as Og follows his instincts, leading him to invent the wheel. It's fictional, of course, and that's what makes it so awesome.
   
   That's all I'm going to say, 'cause I don't want to ruin it for you.
   
   It's a small book -- perfect for a quick, powerful and inspiring read. Ditkoff's clever and witty style will have you wishing for more. You can easily read it in 3-4 hours.
   
   Read it -- I promise you won't be disappointed. In fact, I think I'll read it again.

4 comments about A Peacock in the Land of Penguins: A Tale of Diversity and Discovery.

1. BJ's lively parable is a charming instructor, a souvenir of a memorable exploration of "fitting in" and a companion showing that we are not only NOT ALONE in the world, but that the very things about us that make us feel most alone make us also MOST VALUABLE.

   Perry the Peacock's imaginatively illustrated and delightful story suits children of all ages and adults connected with organizations of any kind-business, non-profit, social services, etc.

   Fifteen pages of identifiers, resources and strategies make this second edition a book you will buy by the dozen rather than loan out.





2. Already printed in 10 languages and two editions since its debut in January of 1995, this book is essential reading for anyone feeling stuck in a job, a club, an organization, a church or any systematized group. (It's also a valuable guide for people who prefer the security of being stuck and feel pommeled by the wild beating of feathers around them.)

   But, get the second edition, so you can take advantage of the 15 pages of identifiers, tools and processes that will take you from figuring out where you are to figuring out how to get where you want to go.

   If you ARE a corporation or lodge or church or school, read the SECOND EDITION only if you're willing to be "dislodged" as appropriate!

   Press BACK <<-- to return to search results listing both editions, or click on the author's name for complete listing.




3. I couldn't believe such a complex issue was presented in such a simple manner. I think it should be required reading for all of Corporate America as diversity goes way beyond black and white. How about women, Christians, non-Christians, degreed, non-degreed, conservatives, liberals, moderates, etc? The list is endless. Excellent reading!



4. I finally got around to reading this bestseller and now understand why it's sold so many copies. The beauty of this little book is that it gets at important diversity issues that are often emotionally "loaded" for people, but without making people defensive. I find that many people have set up psychological fences around their attitudes toward race, gender and ethnicity. They've been admonished often enough on these topics that they find it hard to listen anymore. By presenting a charming fable about a peacock and penguins, Hately and Schmidt avoid those fences and get directly and powerfully at the essence of the experience of being different--and about the ways that people respond to differences. This second edition contains the 111-page fable from the first edition, plus 15 additional pages of guidance and resources on how to deal with differences. Even with the additional material, it is a very quick read. Reading carefully, it only took me about 45 minutes to read the fable, and another 10 or 15 minutes to get through the new material. This book would be a perfect pre-work assignment for a workshop on diversity.

5 comments about Leadership by the Book: Tools to Transform Your Workplace.

1. This is yet another parable by Ken Blanchard in his characteristic style for driving home powerful messages. This story is around Michael the executive and his friends the minister and the professor. It clearly brings out the pressures experienced by a high-flying executive in his pursuit of success, that soon he loses his links with friends and guidance from the Lord.

   Business leaders tend to assume themselves as masters to get things done through lesser mortals to achieve business goals. Their egos start bloating, denying them the true unconditional love bestowed on us by the Lord. EGO is aptly described here as "Edging God out".

   The leadership model as described in this book is based on Jesus and, in my opinion has not been discussed in most management books on the topic.

   Let there be leaders....who lead as servants of the Lord.

   Highly recommended for all men and women who would like to lead in leading.




2. Leaderhsip By The Book is another in a great string of management books. While many books scratch the surface of management and other delve into the minute details, Blanchard and his co-writers deliver practical, useable ideas in a common-sense manner that will allow the brightest of managers see new insights and the newest of managers see the bigger picture of the challenges ahead of them.
   The story is told in parable format, similar to Raving Fans and Gung Ho (two books referred to within LBTB), which allows Blanchard, et al. to tell the story of a hard-charging businessman who had built a solid foundation for his direction and effort and had lost his way getting caught up in the fever of big business and big EGO. I'm confident most managers can identify with some of the mistakes made by Michael, the good guy that gets turned around, has a heart attack and finds his way back. The heart attack is symbolic of what often confronts leaders that allows them to see the wrong choices they make that are casued by EGO or other motivators that are not aligned with the idea espoused in this book called servant leadership.
   You have to read this book. I am leading a leadership program at work and this book is the capstone of the program. Buy it and get a copy for all your employees who are in the position of leadership, whether in management positions or line positions.



3. I was absolutely bored to tears while reading this book. I think that a lot of the suggestions towards better leadership are very well intentioned and are good ideas, but it is very heavy in religion. If you are a strong believer in JC then this book might appeal to you. I was sick of the many religious references by page 30. The story was also poorly written. I found myself having to re-read portions of the book to understand the point. The only thing I will remember from this book is EGO (you'll get it once you've read it).



4. This is a unique book in both its purpose and style. Blanchard, Hybels and Hodges set out to teach servant-leadership by returning to its religious roots. Leadership by the Book is written in the form of a parable or story. It portrays the interaction of three different leaders: a professor, minister and young business professional. The purpose of the book is to teach management skills and ethics by examining the example of Christianity's founder, Jesus Christ. As the authors state in the introduction, "We believe there is a perfect practitioner and teacher of effective leadership. That person is Jesus of Nazareth, who embodied the heart and methods of a fully committed and effective servant leader."
   
   
   
   However, this book is not intended to be either sectarian or a promotional treatise on Christianity and its founder. The authors continue, "In this book we invite students of leadership from all faiths, cultures and experience to take another look at the leadership genius of Jesus." Throughout the text Blanchard, Hybels and Hodges endeavor to cite various examples of Jesus Christ as a source for learning valuable lessons in effective leadership. They also suggest basic strategies for bringing values and vision to any organization.
   
   
   
   Many books written on servant leadership are authored by intellectuals who make this essential philosophy difficult to grasp and appreciate. This book is different. Leadership by the Book can be called a primer on servant leadership and is written in an easy to understand linguistic style. Don't let the number of pages fool you. With large print and generous word spacing, it can easily be read in one or two sittings.



5. As a professor of leadership myself, I am struck by how this book perpetuates stereotypes.
   
   The first stereotype is about the role of women. The wives in the book are nothing more than interchangable helpmates who provide nice homes and emotional support. I suspect that during the editing process it was suggested that the women be assigned degrees and "jobettes"...but even so, it is clearly the men who make thing happen and who sit and ponder the Great Ideas for the book's conclusions. The women are supporting characters, and reinforce the stereotype that leadership is a game for men.
   
   A similar stereotype exists about the nature of jobs. In the book it is the business person who lets his job pressures and focus on the bottom line get the better of him. This same scenario has been played out time and time again in discussing the work/life balance to the point of it being a cliche.
   
   In addition, the main characters seem to perpetuate a stereotype of a "dominant culture" in which the world is full of happily married white-collar suburban couples (who I would bet are Caucasian), with husbands who play golf, and who have the cash to buy vacation homes.
   
   When combined with the Christian perspective, one is left to wonder whether Christianity is solely relevant to these stereotypes of people. I would have hoped for broader thinking from authors with such credentials.

1 comments about The Simple Truths of Service.

1. THIS IS A SIMPLE VERY POWERFUL BOOK. ANYONE WHO IS IN CUSTOMER SERVICE NEEDS TO READ THIS BOOK !!! SHOULD BE #1 ON THE BEST SELLERS LIST!!!!

No comments about Life@Work Groupzine: The Essentials (Life@work Groupzine).

5 comments about The Little Book of Coaching: Motivating People to Be Winners.

1. Life, no matter personal or bisiness, is so much like the game (such as NFL).

   How to make yourself stay competitive and strong is as important as how to motivate people surrounded you to spearhead to victory.

   Business guru Kenneth Blanchard and NFL coach Don Shula share with us their perspectives on coaching and leadership with different methods but same objective. So you can have a better view of how to improve your own coaching skill.

   One book, one price for two professional and treasurable insights. It's obviously a best buy!




2. I bought this book for a college class. Excellent ideas on how to coach or lead in a business.



3. It's a very brief book, small size, big print, quotations taking whole pages. While it covers some good ideas, it lacks meat. It can serve as a refresher, but definitely not a comprehensive coaching sourcebook.



4. One of my interests is why some people succeed and why others don't. Two sports teams have equally talented players. One team goes to the championship while the other team struggles in the playoffs, if they make the playoffs! Why?
   
   "The Little Book of Coaching" outlines a simple process that will help anyone do better. I follow these steps and have taught these steps in classes. The five simple "COACH" steps are:
   * Conviction-Driven - Never compromise your beliefs
   * Overlearning - Practice until it's perfect
   * Audible-Ready - Know when to change
   * Consistency - Respond predictably to performance
   * Honesty-Based - Walk your talk
   
   These steps are simple to learn. Implement them and you will see a positive change in your life.



5. Don't let the size of this book deter you. In fact, the small size and large print make this book a joy to read. The principles expounded here are a blueprint for success. I've had the pleasure of working for several fantastic managers and I can tell you that they used the methods described here. I have applied the principles myself as a manager in a maintenance organization. If you want to bring about a culture change in your group, read this book and apply the principles. It is an easy approach, and it works!