Lowest Prices! Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around

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“A must have for new managers, and any other leader for that matter!”

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“Great end to end guide on leading teams and surviving the workplace”

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Why Should You Buy Strengths Based Leadership: Great Leaders, Teams, and Why People Follow

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Strengths Based Leadership: Great Leaders, Teams, and Why People Follow

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  • Publisher: Gallup Press (2008-01-06)
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“Strengths, Meet Leadership”

I’m glad Rath and Conchie wrote this book to build on the strengths movement and help us understand the connection between strengths and leadership. Before I go into specifics, you should know that the leadership strength themes are the same themes found…Read more

“An Individualized Approach to Leadership”

Rath and Conchie have provided us with a helpful tool for fine-tuning our own leadership capacity. Using statistical factor analysis of data in Gallup’s database, the authors detail how balanced leadership teams have strengths within four Leadership…Read more

“`Strengths’ is the new currency”

`Strengths’ is the new currency. The Gallup group began isolating and understanding people from the talent perspective over a decade ago. Names like Marcus Buckingham, Donald O. Clifton and Tom Rath have brought to light a powerful medium for…Read more

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Purchase Start with Why: How Great Leaders Inspire Everyone to Take Action

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Start with Why: How Great Leaders Inspire Everyone to Take Action

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“At once a brilliant must-read and painfully redundant”

I really had to struggle with what rating to give this. Simon Sinek’s idea is astoundingly insightful, very helpful, and definitely worth the price of this book let alone the Kindle price. I’m inclined to think that the world would be considerably…Read more

“Provides the inspiration to build a reputable business with loyal customers and dedicated employees”

Simon Sinek’s “Start With Why” is a must read for any entrepreneur or leader struggling to create a long-term vision and guiding principles for their company or cause. The book can provide just the inspiration needed to get started in the right…Read more

“Not Just A Self-Help Book”

Fortunately, this book is not one in the long list of books with simplistic and universal formulas to master and follow for success. This book is about knowing yourself and looking within before moving forward in a professional career or at the beginning…Read more

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New The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

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The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

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“Whatever got an organization here probably won’t get it there”

There are countless examples of once-great companies such as Kodak and Sears that became victims of what had once been the reasons for their success. When George Eastman founded Eastman Kodak (in 1901) and Richard Sears and Julius Rosenwald founded Sears,…Read more

“Invaluable Lessons”

One of the ways Warren Buffett adapted the Benjamin Graham style of investing was to take into account the ability of a company’s management team to rationally allocate capital. A cornerstone of his strategy is to invest in publicly traded securities…Read more

“A simple introduction to the role of capital allocation in a firm’s success”

Please note, I received a copy of this book for review from the publisher, Harvard Business Review Press, on a complimentary basis.Capital allocation uber alles”The Outsiders” rests on a premise, that the increase in a public…Read more

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Sale!! Drive: The Surprising Truth About What Motivates Us

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Drive: The Surprising Truth About What Motivates Us

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“Biased and selective presentation of important ideas”

Before plunking down your credit card for a copy of Drive, by Dan Pink, consider making do with just his TED talk. The talk contains the substance of this book without the excess padding.The book has about 250 pages. One hundred fifty or so of…Read more

“Just as important as “A Whole New Mind””

Daniel Pink’s new book follows well in the tradition of “A Whole New Mind,” as he picks up on a new trend and explains it well. This time it’s the apparent paradox of motivation – why do some people like Google pay their staff to regularly work on…Read more

“A Real Winner”

Daniel Pink has written a highly interesting and very informative book on the truth about what motivates us.He uses a very interesting analogy – comparing motivation to different generations of operating software. Motivation 1.0 the basic…Read more

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Simple Leadership Basics

A great cloud of jargon, debate, and junk theory surrounds the idea of leadership, what it is, who does it, and how to do it well. But if you have just been promoted, and you’re responsible for a group for the first time, there are only a few things you really need to know about leadership.

When you get promoted and become responsible for the performance of a group you become a leader. But you don’t undergo some magical change. In fact, it will probably take you over a year to completely adjust to your new role.

You’re a leader because the people in your group treat you like one. The only choice you have is what kind of job you’ll do.

When you become a leader your power actually goes down. As an individual contributor, you just have to decide to work harder, longer or smarter to improve performance. When you’re responsible for the performance of a group, the group is your destiny. They choose whether to act or not.

When you become a leader, your influence goes up. The people who work for you pay attention to what you say and do. They adjust their behavior accordingly.

The result is that you use your behavior (what you say and do) to influence the behavior of the people who work for you to achieve a defined objective.

Achieving the objective is part of your job as a leader. The other part is caring for your people.

It may be possible to achieve good short term results without caring for your people. But you can’t achieve long term success for you or your company without the willing cooperation of the best folks you can find.

At the end of the day, you can measure your leadership based on those two standards. Did we accomplish the mission? Are the members of my group better off today than yesterday?

You can find out more about all of this and learn it almost effortlessly from my book, Performance Talk: The One-on-One Part of Leadership.

Simple Leadership Basics

Lead by the Right Example

We’ve all heard that leaders should lead by example; that people pay more attention to our deeds than our words. This is completely true. What is implied by this truth, but not always articulated, is that people will follow whatever example we set.

To be a remarkable leader then, we must make conscious choices to set the right examples to lead in directions we want people to follow.

The Caterpillars

Processionary caterpillars are an unusual species. They travel one after the other, head to tail in their search for food. It is because of this behavior that Jean Henri Fabre, the French entomologist, conducted an experiment.

He placed processionary caterpillars around the rim of a teacup one after the other in a circle. In the tea cup he placed their favorite foods, inches from their current location.

Through instinct and the strength of habit, the ring of caterpillars circled the teacup for seven days, until they died from exhaustion and starvation. They died with the food they were searching for just inches away. Because of their nature and this arrangement they all assumed someone else was leading.

While we as humans are more insightful, complex and intelligent, our behavior, sadly, often mimics that of the processionary caterpillar.

We follow our leaders and habits blindly, without questioning if our direction will get us where we want to go. If we are leading we often rely too much on instinct and habit. Perhaps worse, if we aren’t the assigned leader don’t think at all, assuming those who are leading are doing it well. Perhaps they are. Or perhaps you are collectively lining your own teacup.

Following blindly is dangerous enough for us as individuals, but can be even more devastating for us as leaders. As leaders we are asked to lead people to a desired future. It is rightly expected of us to do that with good information and a reasoned approach.

The Quick Trip

Many years ago I worked in a business with very difficult economics. There was an opportunity to make a significant sale to a new Customer who happened to be located in Hawaii. As a part of the negotiation for this long term supply of product, they wanted to meet with our General Manager.

Our General Manager flew from San Francisco early one morning, and with the advantage of the time zones, was able to meet with the Customer all day. He then went back to the airport and flew home on the red eye.

He saved some money, no hotel stay, etc. an important consideration in our tough business climate. But the more important reason for the quickness of his trip was that he wanted to lead by example. He told me later, “It was important for people to know that I went for the business, and not a mini vacation.”

The example he set made a difference for those he led. Through his simple act, people re-focused on ways to improve the business and save money. Steve clearly led by example.

I could give you many other examples some big and historic and others seldom mentioned to illustrate the power of a leader’s correct example.

Your task though is to take what you already know, that people follow the actions of leaders and not their words, and use it to your advantage.

Stop today to review the direction you are heading as a leader. Review the choices before you and make the best one, based not on comfort or habit, like the caterpillars, but based on the future result you desire.

Make your choice and step boldly forward in that direction. The combination of bold decision and action aligned with your words will be powerful, and will allow you to move people, and therefore your organization, in the right direction.

Lead by the Right Example

How To Become An Opinion Leader…

“How do I get good people to listen to me?”

When’s the last time you asked yourself that?

Part of the reason marketers everywhere have such a tough time getting people to listen to them is because their audiences (i.e., us) don’t believe them entirely.

So how can they become an opinion leader?

Problema…

We all know the marketers are “selling” whatever (they’re professionals aren’t they?) and that they’ll say whatever nice words and make whatever promises they have to, to make the sale.

So we, as marketers, are suspect. Yes, including network marketers. Because a normal consumer doesn’t know if we say the nice things to sell it and make a few shekels, or because we really love it ourselves.

Here’s the good news…

We ALL like to buy stuff, don’t we? So ask yourself: What kind of person do YOU most like to buy FROM?

Here’s what I do. For anything that matters, I seek out a member of the club, so to speak.

As an avid tennis lover, if I’m thinking about a new tennis racquet, I’d not go to Wal-Mart to buy one. Instead, I have usually gone to a good tennis coach, took a lesson or two, and asked them for a recommendation. I go to the best tennis places and people I can find. Because I love tennis.

And yes, of course I know the person or shop is making something on the sale, I don’t care. What matters is that they know and love their tennis.

Say you, as a consumer, know that nutrition matters. You know you need to supplement. And you want whole food based products, no synthetics.

Or you’re someone concerned about how your skin looks, and you believe that the ingredients in the skin care products you use make a difference. E.g. no chemicals or no animal products.

So who would YOU rather buy from?

A. The sales rep who sells various nutritionals or skin care products as part of their ‘line’,

or

B. Someone who cares about nutrition like you do, or about skin care and chemical-free products like you do, and who sells a specific line because THEY love it and use it themselves, too?

This is where network marketers have a very big edge over regular marketers. If you sell it because YOU love it – because of how it helped you – you are like the tennis coach recommending a racquet so an aspiring player. You are an instant ‘opinion leader’ to tennis players and tennis player wannabes.

The regular marketers are all abuzz about what it takes for a corporate spokesperson to be perceived as an opinion leader, so they’ll be listened to when they deliver their product pronouncements.

In a survey by a prestigious PR firm, they asked, “Who is a respected opinion leader?”

Findings:

“68 percent of respondents said: ‘A person like yourself or your peer’ is the most credible spokesperson about your company.”

Isn’t that what we just said? A member of the club (or even more passionate than you), or your peer or better? Someone like you or even more so?

Regular marketers have a much bigger hill to climb than network marketers. Many don’t use what they market, and they don’t market it because the products have changed their lives. They are usually NOT a member of the community of those who care about X.

They just try to sell stuff to people who care about X.

People who care about X, being consumers, don’t like buying from people who really don’t care about X in their own hearts and lives.

We want to buy X from X lovers.

X lovers are X opinion leaders.

How To Become An Opinion Leader…