No comments about Go Team!: Take Your Team to the Next Level 3 Steps to Great Results.

5 comments about The On-Time, On-Target Manager: How a "Last-Minute Manager" Conquered Procrastination.

1. Why do employees and people in general procrastinate?
   
   From this allegorical business book from the highly successful Ken Blanchard and his co-author, Steve Gottry, we learn employees and others procrastinate predominantly because they are clueless. They haven't invested in life - or the business. Once our "subject" middle manager Bob make that change from employee mindset to owner mindset, all life will change.
   
   With a little bit of help from a Cheerleader-Coach type "Chief Effectiveness Officer" we watch Bob's journey... and pick up many lessons along the way.
   
   One of the details I have to mention about this book is memorable. The story it tells and the suggestions it gives stick in the mind.
   
   There are cheesy moments (like all of Bob's silly nicknames - really, enough is enough writers). I almost thought there was a sound track over the campy text "dadadada daaaaaaaaaaaaaaaahhhhhhhhh" when the words in bold were trotted out.
   
   PRIORITY (stated in BOLD) "Yes, it is important!" PROPRIETY (what does that mean exactly?) and COMMITMENT (wait - that isn't a "P" - so get over it already.)
   
   The ending section of the book reminded me of what I have heard from network marketers, especially from one company.... Listing what is really important. God first, Family second, then the 3-P's with Commitment being fleshed out as purpose, ideals, goals, integrity, truth and follow through as well as that also tiny bit annoying "you gotta wanna!".
   
   I would suggest reading this book for everyone simply because the information is solid, it is familiar enough and reinforces a lot of what you may already know and that you haven't yet tied together.
   
   There are enough Bobs in the world - lets introduce them to this book and see what happens.



2. I have always enjoyed Ken Blanchard's management books because they deliver simple and straightforward management principles in an easy-to-learn style. For example, The One Minute Manager Meets the Monkey is a classic of proper delegation.
   
   Unfortunately, the Last Minute Manager was not up to the usual standards of this series. The book was not compelling and did not really teach the reader a solution to the problem of procrastination.
   
   * The basic problem was that the book did not have a simple system to teach. Though the system was called The Three P's these were really headings for a complex variety of questions, ideas and principles that made the execution process more complex than it needed to be. The fact that the third "P" started with C was a bit jarring. The book claimed this was a mnemonic device but I see it more as an symptom of the fact that the whole model needed more work.
   
   * The main character is a doofus. I didn't find myself cheering for his success, I simply found myself annoyed with him. The descriptions of him as "Bob the last-minute Manger", "Bob the suddenly-surprised Manager", "Bob the newly-focused Manager" etc were also annoying.
   
   
   * The book had too much theory and not enough tactics. It presented you with high levels questions and ideas about your priorities but it was light on examples of how to use them. For example it shows you a "triage" form but we never see Bob use it.
   
   * There were no examples of how Bob the-highly-annoying Manager used his new found skills to improve his work or productivity. The book did not clearly tie the process in the book to the problem of lateness, poor-quality, and stress.
   
   There is definitely room for a Blanchard book on the problem of time management. I'm afraid that I can't recommend this one. Instead I recommend "First Things First" by Steven Covey for those struggling with this issue. It is much more work to read, but I think it solves the problems that afflict Bob in this story in a more straightforward manner.
   
   Finally there is a pet peeve. Why do all these management book use married men as examples of people who need to be fixed? I agree that the problem of choosing a sex for someone with a problem is vexing, and its most likely that married men will be the least likely to complain. That said, I think there is room for some originality in this realm. The work world has a much wider constituency than married men named "Bob". I hope we see it reflected in future books.



3. Time management does not have to be complicated. Daytimers, PDAs, project management software and so on all help . . . especially if you follow the advice in this book.
   
   Quite simply, this book teaches time management by dividing tasks into 3 simple categories:
   * Tasks I have to do
   * Tasks I can do if I have the time
   * Tasks I don't have to do but want to
   
   Yes, Maybe, and No. It's that simple. Tasks I have to do go into the yes category; tasks I can do if I have time go into the maybe category; and tasks I don't have to do but want to go into the no category.
   
   Divide a piece of paper into 3 columns titled "Yes", "Maybe", "No". List your tasks under the appropriate categories. Prioritize the tasks in the "Yes" column. Make sure you do those first. Next, work on the "Maybe" column, and so on.
   
   I provided the simple, condensed version of this method. This book provides more valuable information written in an enjoyable format.



4. The proposition of 3Ps, Priority, Propriety (do the right thing at the right time with the right people....) and Committment (yes, it's a C, the author said it's for you to memorize it better, which I duly agree) is straightforward and simple. However, as a victim of procrastination who read tens of books on the subject and is still fighting daily against it, I can tell this book is a mediocre time management book instead of a cure for procrastination, that the psychological or even physiological aspects of procrastination had not been addressed at all. If things can be dealt with easily in the prescribed rational and mechanical manner, there would simply be no market for this book. Even worse, the parable is real bad and boring.
   
   For those who want to read to fight against procrastination, I strongly recommend "Unleash the warrior within" by Richard Machowicz. If you wanna improve your time management skills, "10 Natural Laws of Succcessful Time and Life Management" by Hyrum W. Smith is a very good choice.



5. Ken Blanchard has always been one of my favorite business
   authors, starting with the classic that he wrote with Spencer
   Johnson: THE ONE MINUTE MANAGER . . . so when I came
   across something of his that I had missed, THE ON-TIME,
   ON-TARGET MANAGER (co-authored with Steve Gottry), I grabbed
   an audio copy of it since I was particularly interested in its
   subtitle: HOW A "LAST-MINUTE MANAGER CONQURED
   PROCRASTINATION.
   
   I must admit it took me a few weeks to listen to it . . . first, I had
   to . . . well, I won't bother you with the details, but procrastination
   definitely came into play . . . unfortunately, I'm not sure that I
   learned very much from listening that helped me deal with
   this vexing problem.
   
   THE ON-TIME, ON-TARGET MANAGER is another parable
   that Blanchard typically writes so well . . . this one, however,
   missed the mark for me . . . I wasn't interested in the
   main character, Bob, or any of his multiple nicknames that
   actually got annoying after a very short while . . . moreover,
   I was thrown by the "3-P strategy" that started off fine with
   Priority . . . however, I'm still now quite sure how Propriety
   fit into the mix . . . and Commitment isn't even a "P," but
   according to the authors was a mnemonic device that didn't work
   for me.
   
   I would have preferred a better ending, along with some actual
   examples of how the principles could be put into play
   by Bob or anybody else for that matter.
   
   In retrospect, I did at least come away with a reminder that I
   need to continually ask myself: What is the most important
   thing I should be doing? Other readers wanting an answer
   would do better by reading my all-time favorite time management
   book, HOW TO GET CONTROL OF YOUR TIME AND YOUR
   LIFE by Alan Lakein.

5 comments about Aligned Thinking: Make Every Moment Count (Blanchard, Ken).

1. I could not DISAGREE with T. Tom more!!
   Yes, this is a SIMPLE book, but simple is not SIMPLISTIC!! This book presents in story format a profound lesson for living ones life to the fullest. Although similar to other time management and accomplishment books/methods that tell you to set your goals and plan steps to get there, this is the only one I have found that provides the process to help you understand & envision WHAT you goals really are! In addition it is one of the few that emphasizes the importance of setting goals for your personal life as well as your business life.
   Having taken one of the first courses with Jim Steffen many years ago, the Aligned Thinking method has made a tremendous difference in my life; through my years as a corporate manager and now as president of my company. And now this book makes it available to everyone. Read it. Then read it again and again.



2. I read this book and it has made a change in my life. I am a Real Estate agent with comstant demands on my time. Jim's use of the MIN enables me to priortize what is most important now and act on that. The concept of a "holding pen" works well as I list everything that needs attention but I don't lose my focus as I have had in the past with a to do list. Lastly, the concept of looking at my MIN throughout the day helps to really stay focused. This is a terrific book and a must read for everyone. Great job Dr. Steffen!



3. This is a self-help business oriented book.
   
   That probably turns you off, it sounds pretty dull, and that it's like about 700 other self-help business books.
   
   But this one is honestly different. It is written in the form of a novel. A two career couple (Isn't everyone these days?) who are buried under work, family and other obligations that seem never ending. They use to-do lists to get things done, but then find that the to-do list is not only never ending, but getting longer and longer.
   
   I especially liked the way it starts out, Ray, the leading character is looking back on his day. 'What have I really accomplished today?' I've asked myself that too many times, I know that I worked hard all day, but what did I really get done?
   
   His approach to writing the book is to make it like an adventure story. Instead of simply dumping his theories out in the open, he leads you through a discovery. To me this makes the lessons he is trying to teach more meaningful, more clearly understood.
   
   Now don't get me wrong, this isn't nearly as good a novel as say the latest 'Harry Potter.' But then again, its point is to teach a lesson, and it does that very well indeed.



4. To determine what you really want and work toward it, use the tools of "aligned thinking" - including the "MIN" or "most important now" secret - to reframe your attitude about your work and personal life. Tying your work to your long-term goals will make you more motivated to do things you once thought of as chores. The secret of success, according to author Jim Steffen, is to make every moment part of your master plan. In other words, "be here now." You have heard that advice before, but this book describes how to apply it. This is a short book (and could have been shorter), but nonetheless, it imparts useful techniques for getting more out of your time and life. Steffen takes you through a basic prioritizing and time management process to help you clarify where you're going in life, how to get there and how your daily tasks fit that goal. We recommend this book to you if you've really never sat down before to figure out your deepest desires and how to attain them.



5. While most of the information in this book is common sense, we all at times can use a reminder. The basics of "what's important now", "life balance", and "staying focused" are things that we often forget when dealing with everyday problems. Written in the story-telling method of the One-Minute Manager this book serves to remind us to slow down and focus our lives if we want to improve our quality of life.

5 comments about And Dignity for All: Unlocking Greatness with Values-Based Leadership (Financial Times Prentice Hall Books).

1. The uniqueness of this book is how Jim Despain shares his career journey ? warts and all. It makes a great motivational read as it candidly highlights his fears in picking up a skill to not even getting his commission. He does not just spouse out management concepts; he lives his beliefs. It is surprising how down to earth he comes across. There are a few sections that are particularly memorable:

   1) How Jim?s dad shot?s their family Dalmatian in the head -; the phrase ?break the rules, pay the price? really stands out
   2) How Jim stands up against the union because he believes in achieving his full abilities

   As a career counselor, I feel that this book is suitable for all job-seekers as it speaks out their deepest fears and rejoices their career high. It is like a career journal and is a must read for all."

   Colin Ong TS...




2. In my opinion, You should "BUY THIS BOOK" because this is a "GREAT BOOK" of what "Should and Could be", and an Excellent "LIFE VALUES (Common Values) BASED Leadership Book". However, it DOES NOT portray True Facts of how Despain managed the East Peoria Plant, are "Nothing" like what Despain said in the book and my facts can be verified and backed up. Throughout this entire book, it talks about "Excellencia Performances and Situations", supposedly, managed by a Great People Person Leader (Despain), of which the East Peoria Plant was managed exactly the opposite. In East Peoria it was "Despain's Way" or "The Highway". I really believe Despain wanted the East Peoria Plant operated in a "Fair and have Dignity for All, Environment", yet Despain ruled as Iron Fisted Dictator with such a ferocious fist, that if you got in his way, his "AX" beheaded the best and the brilliant. It was truly "Despain's (his) Way or the Highway".

   In Chapter 16, "The Struggle is On", Despain never mentions the "Breaking of the Union". Despain was --"Well Noted"-- for breaking the back of the Union in East Peoria by hiring Vance Security Guards during the strike and having 2 - 4 body guards most of the time (24-hours a day) during the 17 month 1994-1995 Union strike, and these Thugs continued to body guard him after the strike was over?? He even had guards at his house!!! These guys looked like HULK HOGAN!! This was not even mentioned in the book!! These body guards, along with around 200 other thugs hired by Caterpillar, Inc., intimidated, threatened and used bodily force to FORCE the Union People to COOPERATE in the 1994-1995 strike. Why didn't he mention the Thugs in his book, he helped hire them?? If everything was the way the book portrayed, why did he need protection? Vice President Robert Dryden did not ever have any body guards, to my knowledge, and Mr. Dryden managed manufacturing bldg's & shops, adjacent to Mr. Despain's shops, in the same East Peoria Plant in Building KK.

   I believe this book reflected Bob Gordon's feelings and it is Bob Gordon who was the "Brilliant One" that Originated "The Common Values", Despain even admits this in "Gordo's Group Vision" on page 135-136. I should know, I worked for both of them. Gordon wanted to exemplify, bring out and identify the Brilliant, the Individual Thinkers, Entrepreneurs, Self Starters, and truly your Future Leaders and Superstars. But what actually took place, was opposite of this book. I believe Despain used this tactic, of the "Common Values", by this despotic dictator, to "Identify or Bring out the names of these free thinkers and individuals so he could eliminate and dispose of, what he thought was, his foes, as he broke the Union and all the free spirit of which he was trying to promote!

   The descriptions and representations, throughout this book, are figments of a man's imagination, and are truly "NOT" representative of what actually took place within the walls of the East Peoria Plant, but what kind of place Despain wanted, in my opinion.

   On pages 136, 191 and many others it talks of "Risk Taking" and mistakes should not be punished but made learning experiences. If his feelings toward Risk Taking were like he said in his book, why would he terminate an employee after this employee saved him an annual $1,000,000.00 cost savings/reductions by re-writing his computer manufacturing complexes in the East Peoria Tractor facility. These Common Values and value-based leaderships, described in his material, are "Great" if they are in the proper hands, however, they were never implemented, as far as I could see.

   I was in the middle of my Residency for my Ph.D. at the U of I, with five classes to go, when he fired me, with no warning, no meeting, no conversation, no nothing! Is this the "Common Values" and "Values Leadership" that Despain talks about in his book? Despain, says, "There should never be any punishment for making a mistake"!! Isn't termination punishment?? Despain never one time talked with me or told me I was doing poorly, let alone enough to terminate me, because he gave me free rein to do what I thought best, just like the 1 million dollar cost savings.

   Is this what Despain meant when he said we were given the freedom to do what we thought we needed to do, then terminate you without any communication, after 22 years of service to Caterpillar? These "Common Values" were ONLY COMMON to Despain!!

   I felt Mr. Despain was A "True Iron Fisted", "My Way or the Highway" Despotic Dictator. I give this book 1 Star for its intent to promote "Common Values", but it truly has many "Fictional Parts"!




3. Having read this howler twice, three points must be mentioned:
   One, the author suffers from "water walker complex"; all of the great achievements belong to he, and his followers; everyone else is simply a bit player in a supporting role.
   Two, the author discovered "Japanese management" - a synonym for worker/management unity in the shared value of profitability - works, especially in Japan. This, more than anything else, was responsible for the Japanese productivity miracle, which seems to have gone flat.
   Three, the author discovered you can do miracles with cheap, unskilled, foreign labor - "excellencia" - if they can be trained to do things your way. Caterpillar's Mexican plant epitomized what it seems Despain wanted for Caterpillar's manufacturing - 1920's labor laws, with 1990's manufacturing technology.
   Despain's silence is telling. The strike he refers to was only one of a series of historically brutal strikes that broke the back of the UAW at Caterpillar. "My way, or the highway..."

   What does Caterpillar think of Despain's program?

   There's no mention whatsoever of Despain's program - or Despain - on Caterpillar's corporate website, and rightly so.

   This book misses more boats than Antarctica.

   "Manangement" has quickly evolved past Despain's childish programs, and his "my way or the highway" management style; his book is like reading Taylor on management.

   The serious, substantive issues this book avoids are deal with in great stories, told in great detail, in other books. For the cutting edge, look to Ricardo Semler's "Maverick," which scares business faculties, and consultants, to death. Read Chapter 24, and realize the extent to which your organization chart puts the cart of form before the horse of substance. Amazon has it.

   For the workable balance between worker responsibility, and corporate productivity, get Jack Stack's books, "The Great Game of Business," and "A Stake In The Outcome." Amazon has them.

   THESE books discuss complex issues in clear, honest terms. They even have a philosophy, and a "Great Game Of Business" website. An outfit called DIALOG, which posted on Amazon under "Books" - search for "balanced scorecard," and their ad comes up - makes great, easy to use, Balanced Scorecard software. This software does a tremendous job of modeling the dynamic problems businesses face.

   Get these books - and this software - and leave Despain in the past.




4. First when our children are young we read them "The Little Engine That Could". This book, "And Dignity For All", is the adult version of that inspirational classic. This book should be required reading for every high school student. This knowledge could help everyone through life.



5. We all know that what we (really really) believe and believe in determines what our values are; they in turn determine at least our conscious behavior. (It is human nature to resent being required to act against our beliefs and our values. Some people have died rather than doing so.) If you agree with me so far, then perhaps you will agree that the meaning of "values-based leadership" depends almost entirely on what a given leader believes. Moreover, her or his leadership behavior will be determined by those values. They could include greed, arrogance, and contempt for others or generosity, humility, and respect for others. All this seems pretty basic, indeed obvious to me. Throughout history, the range of leaders is wide and diverse. Evil leaders in the 20th century obviously include Hitler and Stalin. Other leaders contemporary with them obviously include Churchill. All three had very strong beliefs, were committed to quite specific values, and behaved accordingly. I mention all this by way of suggesting the context of the remarks which follow.
   
   What we have here is a profile-narrative (rather than a biography) which focuses on the life and career of James Despain up to, of course, the completion of this book's manuscript. Like most of those who read this book, Despain's parents and childhood experiences had a significant impact on his values as he worked his way through the Caterpillar organization, rising to a senior-level executive position while marrying and then starting a family along the way. Of special interest and value to me are the the lessons he learned during his attempts to change the culture of the workplace in which he and his associates struggled to achieve the objective set for them by management. In time, he became an important part of the same management structure (in and of itself a culture resistant to change) and learned other lessons from his involvement with it.
   
   The Appendix (pages 189-198) offers a series of summaries of key points. As Despain learned to his dismay, frustration, and occasional disappointment, it is far easier to formulate lists such as "Our Common Values" and "Our Common Values Leadership Guide" than it is to (a) achieve a consensus of agreement on the points listed, (b) effectively engage everyone in a collaborative commitment to the values, and finally (c) to sustain that shared commitment over an extended period of time, especially when there are serious problems to be solved. My own rather extensive experience with culture change has convinced me (and perhaps Despain) that the single greatest barrier is what Jim O'Toole characterizes as "the ideology of comfort and the tyranny of custom."
   
   Although there are no cutting-edge ideas in this book, it does offer a comprehensive explanation of how and why effective leadership focuses on people; also and more importantly, how and why the process of value-based leadership -- if the values affirm trust, mutual respect, teamwork, empowerment, prudent risk taking, a sense of urgency, continuous improvement, and commitment to the highest quality of customer service -- can enable any organization (regardless of size or nature) to achieve "unbelievable, sustainable performance and the personal joy it brings." I agree with Despain that value-based leadership so defined can thus unlock greatness in every individual and thereby ensure dignity for all.
   
   Those who share my high regard for this book are urged to check out David Maister's Practice What You Preach: What Managers Must Do to Achieve a High Achievement Culture, O'Toole's Leading Change: The Argument for Values-Based Leadership, Ronald Heifetz's Leadership Without Easy Answers, and Danny Cox's Leadership When the Heat's On (Second Edition).

5 comments about If Nobody Loves You Create the Demand: A Powerful Jolt of Entrepreneurial Energy and Wisdom.

1. I was SO excited when I ordered this book based on the other reviews. It too me one day to read and it left me with more questions than answers...For starters, how to make any of the advice to apply to any business that isn't what the author does?
   
   It is all fine and good that he is successful; but do we need to hear about it in every chapter? Do you have any real world advice for us; or do you just want to toot your own horn?



2. This is not just another mediocre motivational book with grandiose theories, but this is one of the most practical books I have ever read for entrepreneurs. Although I have been in business for years, this book is still very helpful to me. Many of the ideas in this book can be put to use immediately, and I have already started applying some of the things I have read. From a business and marketing standpoint, this book is a great tool for the new entrepreneur or for the more experienced person in business. In the book, Joel Freeman is very generous in sharing many of the practical secrets to success he has learned over the years, so the reader gets a wealth of knowledge.



3. I am a professional life and business coach for young adults in life transitions. I also operate the Young Adult Crisis Hotline for young adults transitioning in various stages of life. I have used this book to coach young adults through the mountain passes of life's difficult transitions. I also have been using this book in various ways to teach practical entrepreneurship to individuals who want to start their own businesses or who are self-employed as a professional life Coach. It is practical and has easy to follow steps that empower people to know how to work not only hard but smart.
   
   Personally, this book has radically revolutionized the non-profit I founded and operate daily. I took the book apart section by section. Practically applied numerous chapters to the non-profit's marketing and promotional department. We have grown in one year from a local crisis hotline to a national crisis hotline for young adult in difficult life transitions who have life controlling problems. Before using If Nobody Loves You Create the Demand we averaged only six calls a month, now we have sometimes a thousand calls a month nationally, write daily articles on our blog, and still applying learned principles from this book. We operate our non-profit on a shoestring budget and the steps that this book suggested we applied vigorously in promoting our purpose. It was and continues to be a of jolt great wisdom for our organization and the clients that we recommend weekly to read the book for personal growth and development. We are looking forward to the upcoming workbook that will be released soon.
   
   Thank you for contributing to the many young adults who comment "If Nobody Loves You Create the Demand: is amazing road map of entrepreneurship."
   
   [...]
   
   Thanks,
   Teddy Awad
   Certified Mental Health Professional
   Young Adult Crisis Hotline
   [...]



4. Wow!! What a tremendous resource. An entrepreneur's bible: the greatest investment you could make in yourself.
   
   Roy E. Chitwood, CSP, CSE
   President
   Max Sacks International
   [...]



5. Dr. Joel Freeman has granted unprecedented access to some of the best kept entrepreneurial secrets. His candor, honesty and humility are woven into the fabric of each page. Dr. Freeman's genuine love for people shines through, as he opens his own archive of personal experiences to assist those that are brave enough to start their own enterprise. I encourage every budding business owner to utilize this book as an instrument of change for business and for life.
   
   Damon Denson
   Former Professional Athlete
   DamonDenson.com

1 comments about Go Team!: Take Your Team to the Next Level.

1. The overall message of the book - delegate decision making authority down into your team but provide them with overall direction - is a great message I totally agree with. However, the way in which it was presented left it somewhat unactionable as most of the content focuses on desired results and expected emotional responses rather than on details of how to make an effective transition to this organizational style. The book is strewn with examples from companies that have "made the change" and talks about how they improved profitability, morale, and retention. Those stories unfortunately focus on the results and not on what specific changes were made or how those changes were rolled out into the teams. This book felt more like a sales pitch for his consulting company than a book on how to lead this sort of change yourself.

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

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.

2 comments about Lead Like Jesus Study Guide.

1. I received this as a gift from one of the authors. This study guide was a good review of the theme after having the basic seminar, and two annual followup conferences, plus other on-going readings.
   
   One thing that strikes me again about this is how basic and simple it is. It is somewhat puzzling that such a basic level is given so much emphasis. All the programmatic approaches, structures and activities seem to distract from what seems to me to be a natural, deep level of intimacy with God and an active relational, enabling leadership.
   
   From early years I thought I was supposed to actually observe what Jesus did and listen to what he taught, then try to do it. When such a basic focus seems to be so wonderful and novel, it makes me wonder what people are learning in their churches these days.



2. The church I attend is currently conducting a study using this study guide and materials. The materials are well organized and informative, but more importantly, this study truly focuses on what Jesus said, and emulated for the saints to do.
   It is amazing to consider that such a basic instruction has to be given in any church. It seems to be of natural order in an intimate relationship with Christ that we would desire to follow his commands, and do as he did. We generally emulate the characteristics of our closest friend, or spouse, or parent. Why should we not do the same of Jesus, who is supposed to be first in our life. This study will truly help those who want to do just that, Make Christ first. We all actively lead someone, we should desire to lead as Jesus did.

5 comments about The Passion Plan.

1. We all look for direction at some point in our life. But direction is never as valuable as when you are standing at a crossroad. Similarly with this book, its content will be useful to just about anyone, at any time. But if you are standing at a crossroad (just laid-off, moved to a new location, etc.) and have an opportunity to change direction, this book is definitely for you. The Plan is simple to understand and will work. Unless you want to, no major changes will be necessary. However, be prepared to be honest with yourself; be prepared to realize that you may not know (yet) what really excites you; but best of all, be prepared to find your way to happiness.



2. An awful lot of people are making an awful lot of money dishing out what amounts to either common sense or drivel. Here the author requires almost 300 pages to state what could have been said in 5 to 10. If this is an example of what passes for substantive executive training than heaven help us. Borrow the book from a library if you must, skim a couple of the pages and you'll have all of it. Don't waste your money.



3. Richard Y. Chang describes how to find your passion - what really excites you - and use that to guide your life. He emphasizes looking to your heart to discover what your passion is and then using your head to stay in touch with reality. The book presents some nice summaries and charts that highlight key concepts. But otherwise, much of this is well-trod ground that has been covered by many other writers in the self-improvement genre, in books such as Wishcraft or with titles like "love what you do." Chang adds enlivening personal touches and examples, but otherwise, much of the book seems familiar, and even repetitious. We [...] recommend this book to the unfulfilled employee or uncertain entrepreneur, the person still searching for a passion.



4. If you have read any of my other reviews, you probably noticed a lot of 3 to 5 stars. That is because I usually do a lot of research to finD only the best books, DVDs or CDs. If you already know your passion, than this might be good for you. However, I was under the impression this would help me find my passion. It doesn't. If you want to find your passion, you might consider "The Passion Test, by the Attwood's or I think you will enjoy Barbara Scher to help you find your passion.



5. Heard THE PASSION PLAN, written and ready by Richard Chang . . . it
   is a thought-provoking book about how to find your own special
   passion and then when you have, to be able to follow it
   to personal success.
   
   I was inspired by many of personal stories that were included . . . in
   addition, I liked the easy-to-follow recipe involving seven simple
   steps that could be used to help you discover things you really
   care about, decide where you want them to take you and then
   what you need to do to develop a plan to get you there.
   
   Nothing here was earth-shattering, per se . . . and you, like me,
   might have heard much of it before . . . yet that said, I liked
   hearing such tidbits as the following:
   
   * As one passion evolves, you may discover others.
   
   * If you're never discovered your passions, you need to keep yourself
   open to opportunities to discover them.
   
   * We need to make decisions based on the passions in our heart.
   
   * Sometimes, others can detect passions from our heart before
   we do. For example, if they say something like, "He's so happy when
   he is [doing something]."
   
   * You should not hesitate to let your passion show.
   
   * Your enthusiasm will only matter if it is authentic.
   
   Chang's narration was heartfelt . . . however, had he chosen to
   use a professional narrator (or actor), it could have made listening
   to his book even more enjoyable.