Amazon.com
Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum
Book Description
The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job
Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader’s most important job—selecting and appraising people—is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in
Execution to work in real time.
Download Description
The book that shows how to get the job done and deliver results... whether you're running an entire company or in your first management job
Larry Bossidy is one of the world's most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they've pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.
After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world's most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn't just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.
Leading these processes is the real job of running a business, not formulating a "vision" and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.
The leader's most important job -- selecting and appraising people -- is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there's a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.
Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He's been putting the ideas he writes about in Execution to work in real time.
Customer Reviews:
Universal truths presented but people views flawed.......2007-10-05
I thought there were many good take-aways in this book. Was it all original? Of course not. Most management books are saying the same things with a slightly different twist. I've got a bookshelf full of them. However, it seems that humans are so often incapable of remembering the fundamentals and have a tendency to overcomplicate things thus history repeats itself over and over.
The tone of the book regarding people gave me a little pause. Although I do think they were spot on in their assessment of how many companies do succession planning (not at all or incorrectly), it does seem to advocate that everyone needs to be a mini-Jack Welch type persona. I've worked in a company managed by ex-GE guys and believe me, they don't have it all figured out. I think organizations will benefit by having a mix of skills. Some people are better doers and others are better thinkers. Some superstars are good at both. It takes all types.
execution 101.......2007-08-22
I did receive this book in an executive seminar; read it over couples of nights, a simple book with day to day tips to make things happen.
A must read for any one how dreams to become a successful executive and a reality check for those already there.
Beyond Talk.......2007-08-20
So many times in this marketing-focused world, we do very well at the talking but not very good at the walking. Many of us have seen amazing sales presentations . . . only to realize that the promises would never be met.
This book engages us in the discussion about how to do what we promise. It helps us to go beyond the sales presentation and really design a process by which we can follow through, build relationships and live a life that is full of integrity and trustworthiness.
Prime Example of Mediocraty .......2007-08-11
This book did very little for me. Largely, the book is unoriginal and simply restates ideas already presented in tons of business leadership books. This book might as well have been written for the sole purpose of patting prominent CEOs, namely Jack Welch, on the back. You would be better served to bypass this one and just go read something by Welch on leadership.
Practical business.......2007-07-27
I teach MBAs. Its well known in the field that MBAs are very competent in analysis but not so good in implementation. The reason for this is that most professors who teach business have never actually worked in business and are research analysts. They teach analysis because they are excellent in that area. I worked in business 10 years before becoming a professor. I teach my students about implementation and they are interested. This is a book about implementation at the CEO level. I'm thinking of using it as a supplementary executive MBA text.
Book Description
Beginning with the million-copy bestsellers First, Break All the Rules and Now, Discover Your Strengths, Marcus Buckingham jump-started the strengths movement that is now sweeping the work world, from business to government to education. Now that the movement is in full swing, Buckingham's new book answers the ultimate question: How can you actually apply your strengths for maximum success at work?
Research data show that most people do not come close to making full use of their assets at work -- in fact, only 17 percent of the workforce believe they use all of their strengths on the job. Go Put Your Strengths to Work aims to change that through a six-step, six-week experience that will reveal the hidden dimensions of your strengths. Buckingham shows you how to seize control of your assets and rewrite your job description under the nose of your boss. You will learn:
• Why your strengths aren't "what you are good at" and your weaknesses aren't "what you are bad at."
• How to use the four telltale signs to identify your strengths.
• The simple steps you can take each week to push your time at work toward those activities that strengthen you and away from those that don't.
• How to talk to your boss and your colleagues about your strengths without sounding like you're bragging and about your weaknesses without sounding like you're whining.
• The fifteen-minute weekly ritual that will keep you on your strengths path your entire career.
With structured exercises that will become part of your regular workweek and proven tactics from people who have successfully applied the book's lessons, Go Put Your Strengths to Work will arm you with a radically different approach to your work life. As part of the book's program you'll take an online Strengths Engagement Track, a focused and powerful gauge that has proven to be the best way to measure the level of engagement of your strengths or your team's strengths. You can also download the first two segments of the renowned companion film series Trombone Player Wanted.
Go Put Your Strengths to Work will open up exciting uncharted territory for you and your organization. Join the strengths movement and thrive.
Customer Reviews:
How to take charge of your work.......2007-10-03
Marcus Buckingham is passionate about helping you identify your unique strengths and unleash their power. As you read and work your way through the program in this book, you will become convinced that growing through your strengths is the ticket to your future happiness, effectiveness and success. He refutes the approach of improvement by fixing mistakes as a dead end that cannot help you discover how you can be exceptional. The book constantly refers you to its associated Web site for materials that will help you work through the exercises. Buckingham wants you to act rather than just read a theoretical tract. Nothing presented in this book will help you without action and implementation. However, if you take up the challenge, you will become empowered as you take charge of your work through your strengths. We recommend this book because it contains just a few simple ideas that could change your life.
Follow-up book, much overlap with earlier books.......2007-09-30
Marcus Buckingham discusses six steps to identifying and putting your strengths to work:
1. Convince yourself that exercising your strengths is more fun and productive that spending your time shoring up your weaknesses.
2. Identify specific activities that exercise your strengths. For example, mine include
a. Determine true value
b. Learn and apply new and useful skills, knowledge
c. Creative problem solving
3. Build your job towards your strengths.
4. Stop / reduce time spent shoring up your weaknesses
5. Build a strong team by enabling each member to exercise their strengths towards delivering business value
6. Make a habit of ensuring that each person's activities around you are aligned with their strengths (including yourself :-)
The book could have been much shorter - the concept was repeated multiple times. More specifics on step 3 would also have been more useful.
Excellent book and great team activity!.......2007-09-13
I manage a team of Sales Professionals and found this book to be a great tool to help them stay focused on the positive aspects of their job. I really like the message and appreciate the fact that it does not immediately say that if you are not happy right now, you need a new job. It points them back to their current position and helps them be more productive and utilize their strengths where they are at.
While he also wants to sell you other stuff, the book is a good way to build your own positive deviance.......2007-09-13
If you really look at what is holding you back, from really using your best qualities and talents, you will almost surely find that most of it are the images and thoughts you hold between your ears. You are so sure about what could go wrong, or about what you HAVE to do, or about what is just not possible, that you just don't even try to step out.
Well, to say it simply, stop it! This book provides you with a six step process to help you build on your strengths rather than chasing and fixing mistakes. It is based on the ideas you will find in the business philosophies of Appreciative Inquiry and Positive Organizational Scholarship (POS). The core idea in these movements is that you can't build on your strengths if all you see are your weaknesses. If you want to be a master of something, you have to study those who do it well, not focus on the mistakes of those who aren't very skilled. The term they often use is "positive deviance". That is, that area of performance that deviates ABOVE the norm. The goal is to learn how to create more positive deviance.
In the first step, Buckingham focuses you on giving up belief in three myths: 1) As you grow your personality changes. 2) You will grow in your areas of greatest weakness. 3) A good team member does whatever it takes to help the team. He says that the truths are: 1) As you grow you become more of who you already are. 2) You will grow in your areas of greatest strength. 3) A good team member deliberately volunteers his strengths to the team most of the time.
As he discusses each of these he asks you to examine what you are getting out of believing in these myths. What would it cost you to stop believing in it? Then think carefully about the benefits you would gain by believing the truth. If you sincerely do this, you will likely be shocked and then energized.
The purpose of this book is to help you take charge of your life and especially your work life. You will make it more rewarding, says the author, by centering your work on your strengths rather than just doing whatever comes to you as an assignment. It is a six step process. The first, as I noted above, is to bust the myths. Step 2 is to get clear about your strengths. Three is to free your strengths. Four helps you see and stop your weaknesses (not focus on fixing them). Five coaches you on how to speak up and get your boss supporting your strengths. Six is about keeping the process alive by building strong habits.
Now, Marcus Buckingham is a big-time, high-priced consultant. The book sends you to his website to use some free materials there (but also offers you others to purchase). Underneath this is the desire to sell your company consulting and seminar services with associated materials. It is interesting stuff, but the sheer "salesiness" of it detracts from it a bit for me.
Reviewed by Craig Matteson
A `how-to' book for understanding your Identity.......2007-09-05
I admire books that deliver as advertised! This is a `how-to' book for gaining clarity on a critical component - something Buckingham calls strengths - for individual performance success. As he did in previous books, Buckingham defines Strengths as being our blend of Talent, Skills, & Knowledge; then he goes farther with this book, noting that strengths are not just personality or talent profiles, even if done using the Clifton StrengthFinder profiling tool. What seems to be emerging in step-2 of this 6-step process for finding and using our strengths is the tapping of passion - what work actually gives you energy. If so, Buckingham may now be speaking more about understanding identity, than what gets heard as a traditional strengths and weaknesses assessment. Whatever the case, this, easy to read, understand, and do, book contains practical tools for learning about ourselves and using this understanding to improve personal performance.
Although a book devoted primarily to `how-to' steps, during Step-1, Bust the Myths, Buckingham does a summary of personality development that I particularly liked. He also included a nice bit about how strengths are used to build high performing teams - it is not necessary to lose your identity in order to become a team player! This book is recommended for any individual who is interested in living a happier and more productive life by appreciating who they are and the gifts they have to offer the world. Dennis DeWilde, author of The Performance Connection
Customer Reviews:
Great reference/cheat sheet.......2007-07-26
I have used this book on all my performance reviews, it is so good, that I could not stop picking phrases from it, and my boss had to tell me to be "less verbose" in my self assessment!
Book for new managers.......2007-07-15
This book was recommended in one of my management classes. I was able view it during one of the class breaks. Immediately, I knew it will save me time and effort. Many useful phrases to help and prompt thoughts for reviewing team members.
A good guide .......2007-07-05
I purchased this guide for the supervisors on my team because it gives phrases to use when appraising employees. Its also gives phrases to use when writing awards or other evaulations of performance. The guide is organized into different areas-teamwork, communication skills, productivity, etc. which helps find helpful phrases to use. This guide is simple but elegant in its usefulness.
Who needs this? .......2007-06-12
If I sat on a toilet all day thinking of sycophantic half-sentences, this is probably what I'd come up with. I hate to think about what the brain-dead, incompetent boob who needs a book like this looks like.
It's management speak like this crap that inspired movies like Office Space and television shows such as The Office and Just Shoot Me. On that note, maybe I should give this book five stars.
One thing's for certain, anyone in your office who orders this book should be fired immediately.
Helpful Tool.......2007-05-16
Very helpful tool in writing performance reviews and avoiding redundancy when writing performance reviews.
Amazon.com
Book Description
Got carrotphobia? Do you think that recognizing your employees will distract you and your team from more serious business, create jealousy, or make you look soft? Think again.The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the central characteristic of the most successful managers is that they provide their employees with frequent and effective recognition. With independent research from The Jackson Organization and analysis by bestselling leadership experts Adrian Gostick and Chester Elton, this breakthrough study of 200,000 people over ten years found dramatically greater business results when managers offered constructive praise and meaningful rewards in ways that powerfully motivated employees to excel.
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, bestselling authors Gostick and Elton show how the transformative power of purpose-based recognition produces astonishing increases in operating results--whether measured by return on equity, return on assets, or operating margin. And they show how great managers lead with carrots, not sticks, and in doing so achieve higher
* Productivity
* Engagement
* Retention
* Customer satisfaction
The Carrot Principle illustrates that the relationship between recognition and improved business results is highly predictable--it's proven to work. But it's not the employee recognition some of us have been using for years. It is recognition done right, recognition combined with four other core traits of effective leadership.
Gostick and Elton explain the remarkably simple but powerful methods great managers use to provide their employees with effective recognition, which all managers can easily learn and begin practicing for immediate results. Great recognition doesn't take time--it can be done in a matter of moments--and it doesn't take budget-busting amounts of money. This exceptional book presents the simple steps to becoming a Carrot Principle manager and to building a recognition culture in your organization; it offers a wealth of specific examples, culled from real-life cases, of the ways to do recognition right. Following these simple steps will make you a high-performance leader and take your team to a new level of achievement.
"The Carrot Principle: How Great Managers Use Employee Recognition"
An Essay by Adam Gostick and Chester Elton
For organizations that do it right, it's a bit like discovering gold in your backyard. Employee recognition, long considered a benefit that costs money, can actually be a management tool that makes money. At first blush, the idea is counter-intuitive. As leaders, we've become accustomed to viewing recognition programs as a cost of doing business. But employee recognition is evolving. A groundbreaking research study of 200,000 employees, unveiled in our new book The Carrot Principle, presents a new paradigm: Applying employee recognition techniques within a context of goal-setting, open communication, trust and accountability, (what we have come to call the Basic Four) accelerates the impact of all of these critical management skills.
Continue reading "The Carrot Principle: How Great Managers Use Employee Recognition"
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The 24-Carrot Manager |
Managing with Carrots |
Book Description
Got carrotphobia? Do you think that recognizing your employees will distract you and your team from more serious business, create jealousy, or make you look soft?
Think again.
The Carrot Principle reveals the groundbreaking results of one of the most in-depth management studies ever undertaken, showing definitively that the central characteristic of the most successful managers is that they provide their employees with frequent and effective recognition. With independent research from The Jackson Organization and analysis by bestselling leadership experts Adrian Gostick and Chester Elton, this breakthrough study of 200,000 people over ten years found dramatically greater business results when managers offered constructive praise and meaningful rewards in ways that powerfully motivated employees to excel.
Drawing on case studies from leading companies including Disney, DHL, KPMG, and Pepsi Bottling Group, bestselling authors Gostick and Elton show how the transformative power of purpose-based recognition produces astonishing increases in operating results -- whether measured by return on equity, return on assets, or operating margin. And they show how great managers lead with carrots, not sticks, and in doing so achieve higher
- Productivity
- Engagement
- Retention
- Customer satisfaction
The Carrot Principle illustrates that the relationship between recognition and improved business results is highly predictable -- it's proven to work. But it's not the employee recognition some of us have been using for years. It is recognition done right, recognition combined with four other core traits of effective leadership.
Gostick and Elton explain the remarkably simple but powerful methods great managers use to provide their employees with effective recognition, which all managers can easily learn and begin practicing for immediate results. Great recognition doesn't take time -- it can be done in a matter of moments -- and it doesn't take budget-busting amounts of money.
This exceptional book presents the simple steps to becoming a Carrot Principle manager and to building a recognition culture in your organization; it offers a wealth of specific examples, culled from real-life cases, of the ways to do recognition right. Following these simple steps will make you a high-performance leader and take your team to a new level of achievement.
Customer Reviews:
More than the traditional Carrot!.......2007-08-21
While the title may sound like authors Gostick and Elton are espousing the positive half of the carrot and stick motivational model, the book actually demonstrates the performance improvement correlation when recognition of individual contribution and identity (purpose-based recognition) is applied to the four basics of leadership - goal setting, communications, trust, and accountability. Recognizing that the knowledge economy requires the harnessing of people's commitment, the authors advocate moving beyond a transactional management model into emotional-based management, using purpose-based recognition to build a Carrot Culture. Without using the "R" word, they espouse a relational management model, supported by recognition.
The authors do a good job of demonstrating the business performance benefits when employees are engaged with the goals of the organization. They then provide ample guidance for how to use recognition to enhance engagement, including an extensive list of ideas for use with each of their four basics of leadership. All in all, an easy read, recommended for managers who know they might do better at acknowledging the contribution of their people and are looking for something to help them get into action.
Enjoyable read *and* applicable.......2007-08-09
With all of the sales and managerial books out there, how to really discern which makes for a fun airplane read or which really offers applicable value? This book offers both. Both my husband and I read our library copy, and experienced it as so useful we bought our own copy.
Important Stuff in Depth, but Nothing New.......2007-08-02
Here are the big ideas from this book.
Positive consequences, such as praise and recognition, are great tools for encouraging people to try new things and to continue desired behaviors. They send a message about what managers value.
In work teams where people say they have been praised recently, productivity, morale, and measures of engagement are more likely to be high and people are more likely to stay with the organization.
In teams where people say they have not been praised recently, productivity, morale, and measures of engagement are more likely to be lower and people are more likely to want to leave.
Companies with high productivity, morale and engagement and low turnover are more profitable.
Managers rate themselves higher on giving praise and recognition than their subordinates rate them.
There are no breakthrough, thought-leader ideas here. There is nothing really new.
The jacket blurb implies that this is based on exciting new research. It's not. It's based on research by the authors' firm that reinforces other research, including Gallup, Blanchard, a boatload of academic researchers and my own study of top performing supervisors. So if you're looking for new or breakthrough stuff, you don't have to buy the book and you don't need to read any further.
That doesn't mean that you won't get value from the book. The points the authors make are worth making again and again. Praise in all its forms is the most powerful and most underused tool for growing great, engaged teams.
Because the book is devoted, essentially, to a single idea, you get lots of depth on that idea. Some of those are just small insights.
On page 84, the authors make the point that in service industries, the perceived value of the product is tied to the behavior of the person that the customer comes in contact with. I knew this at some level, but seeing it in print got me to reflect on it and what it means.
Other things are more substantive. The authors provide details on different types of recognition: Day-to-Day; Above and Beyond; Career; and Event. They offer forms and lists and charts.
If you haven't read much about the power of praise and recognition this is a good place to start. The book covers most of the basic research, puts it in context, and gives you tools for putting it to use.
Remember that the authors wrote this book to sell their services and products. Sometimes they try way too hard to stretch their single bed blanket of product over the double bed of the subject. Sometimes they struggle to name things "carrot" or paint them orange, when simple description would do just fine.
If you're looking for a tool to use with managers at our company or in your peer group to increase the amount and effectiveness of legitimate praise, this is a good book to buy and use. You may also want to investigate the authors' other products.
Good Idea - Doesn't Need an Entire Book.......2007-07-29
I found the overall message of this book good and for that I might give it 5 stars. However the book takes too long to try to prove itself, and is overly detailed. I found it boring and dry. I respect the authors for writing a book since that is hard to do, but it seems like too much writing for a simple message. I would rephrase the book here, except I'm not that good of a writer. My best attempt would be to say, money motivates senior management, but does not tend to motivate most employees. Focus on recognizing employees clearly for distinct behavior, and give personal rewards (not plaques, trophies, or candy), immediately, and publicly. Also have an altruistic attitude towards your employees. Most of the book is fairly obvious for progressive managers, and those who are not just won't get it. In the end I don't think it will have a earth shattering effect on your business. Instead I would recommend something, anything, by Seth Godin.
Great Book to Improve a Managers Team.......2007-07-25
This is an exceptional book on how managers and executives can use recognition to retain top talent, improve teamwork, and improve performance. Recognition of employee performance, accomplishments, and contributions to the team and company has a tremendous impact on the positive influence and profit outcome for a company.
A must read for every manager in every company.
Gary Perman
Professional Headhunter
Perman Technical Group
Average customer rating:
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Cost Management: Measuring, Monitoring, and Motivating Performance (Management Accounting)
Leslie G. Eldenburg , and
Susan K. Wolcott
Manufacturer: Wiley
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ASIN: 0471205494 |
Book Description
Cost Management" was written in response to changes in the global business environment. Unbridled access to information and intense competition has meant that cost accounting has become an increasingly important tool for managers and accountants alike. Most textbooks focus on content knowledge and then expect students to 'magically' demonstrate skills such as decision-making and critical thinking. "Cost Management" better prepares students for professional success by bridging the gaps between Knowledge, Skills and Abilities. Many students fail to recognize the assumptions, limitations, behavioral implications and qualitative factors that influence managerial decision-making. The dynamic, new author team focuses on cost accounting methods, techniques and the quality of cost accounting information used for decision-making to deliver a thoroughly modern treatment of cost accounting topics.
Book Description
Hands-on help for quicklyand persuasivelywriting company-mandated performance appraisals
Writing performance appraisals is one of the most difficult and time-consuming tasks managers face. Perfect Phrases for Performance Reviews simplifies the job, providing a comprehensive collection of phrases that managers can use to describe employee performance, provide directions for improvement, and more. For example:
- "Sets priorities well"
- "Misses important deadlines"
- "Thorough, reliable, and accurate"
All managers and HR professionals will value the book for its:
- Hundreds of ready-to-use phrases, organized by job skill and performance level
- Tips for documenting performance issues and conducting face-to-face reviews
- Easily adapted performance review templates covering five performance levels
With the wide-ranging assortment of descriptions available in this book, managers will be able to find the perfect terms to help them analyze and understand the work performance of each person they work with.
Customer Reviews:
Good but lacking.......2007-07-24
The book gives you exactly what it promises but not too much more. It doesn't really go above and beyond and that is why it gets three stars. I will be using it for performance evaluation ideas on reviewing terms. Anything else and the book would not be up to it.
Starter book on performance reviews........2007-05-28
This book would not be terribly helpful to someone who's had some experience in writing performance reviews. It's very basic, but may be a good starting point for a new manager or supervisor.
Ready to use .......2006-09-18
This book gets right to what you need, phrases for the performance review. This isn't a book you read but a book you use. Grab this book from the shelf, look up the skill or ability, match the performance and choose the phrase that fits best. This approach is straight forward and to the point. A must have for all managers. Then add the documented measurements of that performance like the number of days missed, etc...
Perfect phrases.......2006-07-25
Excellent resource for dealing with difficult employees; perfect phrases to use in human relations situtuations.
Not-so-perfect-phrases.......2006-03-27
Although this book is helpful in writing reviews, the lanugage in the book is very primary, and not useful for management type positions. I was disappointed in the book.
Book Description
Improve quality and productivity in most any organization
Based on W. Edwards Deming's model, this guide offers an integrated approach to testing and improvement?one that is designed to deliver quick and substantial results. Using simple stories to illustrate core ideas, the authors?all active consultants?introduce a new, flexible model for improving quality and productivity in diverse settings. They draw from research conducted in a variety of areas?manufacturing, government, and schools?to present a practical tool kit of ideas, examples, and applications. What's more, they've included a Resource Guide to Change Concepts so even beginners can utilize the tested techniques of some of the world's most experienced practitioners.
Customer Reviews:
Very helpful. One omission distresses me........2007-06-09
Clear, practical, and empowering. The authors are ambivalent on whether or not they will keep the focus on business operations; from the start they're keen to promote to a fully generic application, but the examples veer to and away from the business world, finally settling there a bit awkwardly.
The Change Concepts index near the end is a great idea, but the scope is confused along the lines I've already cited, and you might feel stuck in the QC department by the time you get through it. That's a bit of a shame, because one wonders if the challenges so elegantly met by the improvement model couldn't be cast in a more universal mode. (One also realizes one doesn't have the time to pursue this thought to fruition.) More pertinently, I'm trying to learn business process engineering, and it's easy to see a list dedicated to that discipline would be different. So despite the book's opening claims to a generic application, I felt stranded in one small tributary of the mighty River Improvement.
Nonetheless, I feel enabled by the book to succeed in my company where others have failed. It's so easy now to see how attempted improvements went wrong, through poor planning or inappropriate opening scope or simply through a failure to acknowledge real benefits when they happened. These pitfalls can be avoided, and the book shows how.
Now, I will mention an important omission. In my workplace I have to test and pilot and implement changes that are complex because a single change has no effect -- rather, two or more changes must be made at the same time, because they are mutually contingent. Management is not sure about A, nor about B. I would like to test A and get a decision, and I would like to treat B as a separate decision path. But they depend on each other, so things aren't so simple. (This is a point where Darwin's theory of cumulative biological mutation fails, if you care to know.) A mechanic troubleshooting your car's ignition system could give you concrete examples, but unfortunately, I couldn't find any in this book. My sense of empowerment has suffered correspondingly.
I just read the Philippy review..........2007-05-16
...and feel compelled to write in response. I must say it is hard to believe that Mr. Philippy and I are looking at the same book. I wrote an extensive review of this book already some time ago (it is listed below) and still feel the same way, even stronger. The Improvement Guide has continued to be, for me and my students/clients/mentees the "here's how" of Dr. W. Edwards Deming's philosophy. I am at a loss to find any hint of self-promotion of the authors in the book, save what one could reasonably infer about the competency and knowledge of the authors given the wealth of useful, in depth examples it contains. These could only come from deep knowledge of the theory and extensive successful experience in its practice. This book is as devoid of self-aggrandizement as any I have ever read.
I take considerable comfort from the fact that given the principles exemplified by the book, it is unlikely that the authors will over-react and over-adjust their professional aims in response to a single review, and will instead continue the fine work that has been done in this volume. My only question is, will there be a second edition? I would love to see it. In tenor and tone, I for one hope that it is exactly like this one....
David Wayne
[...]
Shallow and Pedantic.......2007-01-22
I should qualify this review by stating that I am not an expert on the subject of improvement. This book will not make you or even guide you to expertise. The only shining concept within the book, PDSA, is a great format for structuring improvement within a company, but could have been summed up successfully in 20 pages or less. BOOKS SHOULD NOT SPEND A SIGNIFICANT PORTION OF THEIR VOLUME ADVERTISING THEMSELVES!
The Improvement Guide.......2006-03-11
A very clear update of performance improvement process for business. Can be used as an introduction to the concept for newly trained staff and an everyday reference for those working on real projects.
A must read for all Black Belts.......2002-08-13
This is a very practical and powerful guide for improvement.
1. The first revelation this book brings is: improvement is a change. From this viewpoint, the fundamental questions faced by the improver (e.g. Green Belts and Black Belts) are:
(1) What are we trying to accomplish? (Define phase)
(2) How will we know if a change will result in an improvement? (What are the key Y's?)
(3) What changes can we make that will result in improvement?
(What are the key X's and their settings to affect Y's)
Appropriate tools from `6-sigma' tool sets can be used to seek answers to (2) and (3).
2. The Guide emphasizes testing a change in small scale before full implementation so we can learn and improve the proposed change using the Plan-Do-Study-Act cycle. This significantly improves our typical `trial-and-error' approach.
3. The Guide classifies improvement into 3 categories:
(1) Eliminate Quality Problems (the aim of many `6-sigma' projects)
(2) Reduce Costs while maintaining or improving quality (the goal of many internally focused improvement efforts)
(3) Expanding Customer Expectations
Specific advises and examples are presented for each of these categories.
4. Best of all is a list of 70 Change Concepts categorized under 9 sessions, e.g. standardization under Manage Variation, Synchronize under Improve Work Flow.
Using these change concepts can significantly reduce the time to develop the specific changes.
This book is very easy to follow and contains a lot of examples. It is a must read for all improvement practitioners including Green Belts and Black Belts.
Book Description
Managing employees in today’s rapidly evolving workplace can sometimes feel like negotiating a minefield. Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fournies’s classic management coaching "bible" shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years.
In this book, you’ll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You’ll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a "problem employee." Packed with brand-new case studies from Fournies’s latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, "hands-on" manager that every company today is looking for!
Customer Reviews:
A valuable reference on an important skill.......2007-09-02
This is an excellent book on coaching. You will read other views here to the contrary, but that is largely due to the many interpretations of the word "coaching." My primary focus is coaching managers and salespeople in a highly demanding, very technical field. There are many useful and effective tools presented in Fournies' work. Not everything will be applicable in every situation, but this book will give you many ideas for respectful, empathic coaching. If you are a "life coach" or a "mentor" you may prefer other techniques, but you'll still find some good advice here. Looking for achievement and opportunities to provide reinforcement can hardly be considered bad advice. Many managers simply don't know how to make the transition from technical expert or great performer to someone responsible for the performance of others. Fournies gives some valuable tips on doing so.
My recommendation is to read several books on coaching, beginning with John Whitmore's 3rd edition of Coaching for Performance. If you coach salespeople, also read Managing Major Sales by Rackham and Ruff. And if you are coaching others, read Emotional Intelligence by Daniel Goleman; coaching others requires, first and foremost, self-awareness, self-regulation, and empathy. Goleman's book will raise awareness of the importance of these qualities in business and in life.
Great Handbook for New Managers.......2007-04-03
I have been a sales manager for 10 years. In that time I have read close to 100 books on management and leadership. this is one of my favorites. It is an easy read, it makes solid points and it provides clear direction on what a manager needs to do to help get the most out of their people. I highly recommend this book.
Best business book EVER.......2006-11-10
This is a must have for anyone in a supervisory or managerial role. Simple concepts, easy read...with actual dialogues to help you practice the coaching techniques discussed. And best of all, IT WORKS.
One of the most useful management books yet.......2006-11-06
I wish I had found this book when I started managing people 20 years ago, it would have saved me a lot of painful trial and error. It is a remarkably practical guide that addresses the main problem that many managers face: how to confront performance issues in a way that will yeild a positive outcome, while not crushing or otherwise demotivating the employee. It includes examples of realistic conversations (including the extended silences that often happen, and the brush-off responses, the stalemates). It is also a book that can be constructively shared with your entire team - including those with performance issues - as it helps defuse all emotion and keeps the conversations on the actual and observable behaviors that are getting in the way of the business.
Most Disappointing.......2006-08-24
Having worked in the mental health community for sometime, I was already familiar with this technique and have been using it already. I felt the book was really droll and somewhat condescending in tone. I wouldn't purchase it again. His companion book "Why Employees Don't Do What They're Supposed to Do and What to Do about It" is a more practical read and enjoyable too--I would recommend that one.
Book Description
The number of hours in a day is fixed, but the quantity and
quality of energy available to us is not. This fundamental insight has the power to revolutionize the way you live.
As Jim Loehr and Tony Schwartz demonstrate in their groundbreaking New York Times bestseller, managing energy, not time, is the key to enduring high performance as well as to health, happiness, and life balance. Their Full Engagement Training System is grounded in twenty-five years of working with great athletes -- tennis champ Monica Seles and speed-skating gold medalist Dan Jansen, to name just two -- to help them perform more effectively under brutal competitive pressures. Now this powerful, step-by-step program will help you to:
· Mobilize four key sources of energy
· Balance energy expenditure with intermittent energy renewal
· Expand capacity in the same systematic way that elite athletes do
· Create highly specific, positive energy management rituals
The Power of Full Engagement is a highly practical, scientifically based approach to managing your energy more skillfully. It provides a clear road map to becoming more physically energized, emotionally connected, mentally focused, and spiritually aligned -- both on and off the job.
Download Description
"We live in digital time. Our pace is rushed, rapid-fire, and relentless. Facing crushing workloads, we try to cram as much as possible into every day. We're wired up, but we're melting down. Time management is no longer a viable solution. As bestselling authors Jim Loehr and Tony Schwartz demonstrate in this groundbreaking book, managing energy, not time, is the key to enduring high performance as well as to health, happiness, and life balance. The number of hours in a day is fixed, but the quantity and quality of energy available to us is not. This fundamental insight has the power to revolutionize the way you live your life. The Power of Full Engagement is a highly practical, scientifically based approach to managing your energy more skillfully both on and off the job. During the past decade, dozens of Fortune 500 companies have paid thousands of dollars to learn the Corporate Athlete training system. So have FBI swat teams, critical care physicians and nurses, salesmen, and stay-at-home moms. The Power of Full Engagement lays out the key training principles and provides a powerful, step-by-step program that will help you to: . Mobilize four key sources of energy . Balance energy expenditure with intermittent energy renewal . Expand capacity in the same systematic way that elite athletes do . Create highly specific, positive energy management rituals Above all, this book provides a life-changing road map to becoming more fully engaged on and off the job, meaning physically energized, emotionally connected, mentally focused, and spiritually aligned. "
Customer Reviews:
Manage Energy - great insight........2007-08-23
We need to manage our energy to perform the most important things. We often take our energy for granted and are not aware of our ebbs and flows.
We need to do the most important things when we have the most energy. We need to eat and sleep to have more energy. It originally comes from a sports performance model, but has been adapted for executives. It is also important as we grow older. Truely a new insight for me that unified a few things I ahve been learning.
Push Past Your Limit To Grow.......2007-06-04
I felt this book's main premise was a useful idea, but nothing novel. Expanding past one's limit, followed by a rest period resulting in growth whether physical or psychological. I liked the informational nature of the book, however, I didn't care much for the examples of actual people written about in it. I understand it is used to help prove the points, but it appeared to be fluff to me and I would have liked more information to drill the point home and more sources to back up the info.
Those opinions aside, it is worthwhile, to the point and contains enough information to satisfy reading it once, but I don't expect to re-read it.
Not a silly self-help book.......2007-05-17
At first look, the subtitle "Managing Energy, Not Time" smells of another 'just do this and your life will be great' self-help book. However, this book avoids most of the simplistic approaches other books take. Outlined is excellent, yet straightforward guidance on how to bring into balance a work life that is out of control or at least a bit out of whack. The simple advice given (which regretfully requires some basic self discipline - I prefer to avoid self discipline) is both helpful and if followed, effective. The book is relatively careful not to imply that applying its principles or introducing self discipline is easy. It is, however, unapologetic when suggesting that making a set of changes in how one manages one's life will make a difference. The book also lays out a very helpful distinction between one's energy and one's time - and it is a very helpful distinction - describing a truth that I had not before carefully considered. The book includes numerous case studies of actual people with which the authors have worked. I think you will be able to identify with a number of these case studies. If you feel overwhelmed, exhausted, and/or lack balance in how your work life, home life, and downtime function, take a look at this book.
Disappointing.......2007-03-21
Nothing new here. Eat right, get plenty of sleep and drink your water and you too can have more energy. I have to agree with other reviewers that state that this book is poorly written. Instead of providing a method for creating your own energy plan, the authors give simple hazy case examples.
WOW! Awakened to New Way of Looking At Work.......2007-03-06
This book really helped me to discover how to manage my energy and not my time. It gave me skill sets to use for daily life processes.
I have recommended to over 50 people since reading the book and everyone has loved it. Great Book!
Customer Reviews:
Check The Compass.......2006-10-21
Based upon the current corporate and political climate in the USA,
many probably agree that books like these are important and
necessary. But is society any different today in certain respects
than it was say, 2000 years ago? Humans are human. Always have
been, always will be.
As for a "moral compass" discussed in this book, we can simply
look at the actions of individuals, corporations, and governments
dating back before Roman times, to today. The concept and discussion
of morality and ethics go back thousands of years. Yet it is of
course, no less important today. Currently, ethical concepts are
taught and discussed in business, MBA, and law programs. These
programs have to most dishonest students of all departments
at universities in the USA, in study after study. Some of
these students will become influential members of our society
in the future.
It must be noted that many parts of the world at times completely
lack a "moral compass." Corruption, dishonesty, and out-right theft
are the basic functional foundations in many nations of the world.
The United States has its flaws, but is way ahead of hundreds of
other nations when it comes to business moral and ethics.
(Admittedly, due in part by the existence of laws and regulations).
Yet a lack of this morality has a deleterious economic impact upon
many countries of the world. Another point that is central to the
concept of business morality is: thinking long-term. Not the myopic,
short-term business horizon where someone cheats or cuts corners to
gain a small amount in the short term, but loses potentially much
greater gains over the long term. South East Asia is notorious for
this short-sighted thinking and behaviour at all levels of society
and business.
This mentality can change. It will take time, education, awareness,
and the realization of the positives. Once those in business realize
the benefits of being honest and ethical, they often (but not always)
change their business practices. This is simply, Common Sense.
Author Doug Lennick and Fred Kiel categorize this book into three
portions: Overview, Developing Moral Skills, and Moral Leadership.
In addition there are four concepts noted for moral leadership:
Integrity, Responsibility, Compassion, and Forgiveness.
Several real-life examples are presented in this book.
Citing the innateness morality is mostly, idealism. Doing something
"because it's the right thing to do" does seem a bit idealistic. This
OK. But we must recognize it for what it is.
It takes an ethical upbringing *and* laws and regulations to keep
people and organizations in line.
History tells us the answer. Humans are humans. And no, I'm not a
Hobbesian. :)
Do The Right Thing Because It Is The Right Thing: Long-winded, Short on Substance.......2006-07-12
"Moral Intelligence: Enhancing Business Performance and Leadership Success" by Doug Lennick has a simple premise. Once you get that premise, the rest is about internalizing it, and living it out when the moral challenge presents itself.
Accepting the premise of the book is easy: Do the right thing because it is the right thing, and enjoy business benefits in the process. -- The premise is the entire book. There. I have blown in 17 words what takes the author 256 pages to say. Sorry about that.
If your sales manager gives you this book, you can flip through it, remember a few anecdotes, and you'll be set.
That's my primary difficulty with the book. I did not disagree with the premise, or feel that his anecdotes were inconsistent. It takes a very deep message and handles it lightly, without as much substance as such a book should have.
Very heavy on business anecdotes, it reads well, but has the tired tone of every business book on the planet, as if the writer went out of his way to quote as many people as possible, rather than looking into the questions more. Unfortunately, it is especially heavy in the financial planners/services sales people. Not much diversity of markets, business areas, or position.
There are a few charts gussying up "Moral Intelligence" but no substantive grids that will help the reader understand the way morality looks in real life. A few statistics are dripped in here and there, but it always boils down to "Do the right thing."
While no one expects a business ethics book to speak on the level of Aristotle or Augustine, it is reasonable that the author would present some grounding for morals. While he claims that relativism has been injurious to society in general, and to the workplace specifically, Lennick presents more of a generic understanding of morality. Touting a specific belief might get him into trouble, of course, yet by not doing so, he comes off bland and without a standard.
Somehow, in all the quotes from upper middle managers, Lennick misses William Pollard, former CEO of ServiceMaster. In fact, there is no discussion of ServiceMaster entirely. ServiceMaster, a massive Fortune 500 company, has been until recently, very outspoken that it was called such because of a Christian belief system, short for "Service for the Master." A look into how this philosophy works, and how ServiceMaster struggled to do the right thing, would have been instructive. Blown opportunity.
Lennick mentions the obvious criminals, like Ken Lay. He misses other law breakers, like PTL's Jim Bakker, and, in describing Lay's problems, provides nothing that has not been on the news. What Lennick could have done is outline the subtlties of business morality, and how we fall into breaking our own moral code.
There is little here that doesn't begin, "Joe was an Assistant VP of FinancialMegaCorp, and noticed something askew with the month's figures. He realized his friend and colleague, Rick, had absconded with thousands of dollars. Should Joe talk to Rick, or gather evidence to bring to the firm's legal team?"
Equally weak is the "Moral Competency Inventory" which has potential to reveal our true moral responses. With questions like, "When I agree to do something, I always follow through," I wonder if I just took a Cosmo quiz.
Wharton School Publishing dropped the ball on this one, diminishing the school's great reputation for a strong program. While an education there is still top notch, putting their stamp of approval on this one was not on par. There is nothing bold here, except that the book was published in the first place.
Anthony Trendl
editor, HungarianBookstore.com
Superb.......2006-05-24
In business or financial circles, morality and ethics has frequently been thought of as weakness, as something that while noble will not assist in the generation of profits. Further, those who practice it can easily be taken advantage of by competitors. A business run by moral agents will not be able to survive the vicissitudes of the marketplace. It takes cunning and an instinct for the jugular, so the argument goes, to create and maintain a successful business. Another view is that a businessperson who claims to be moral or ethical is either posing as such in order to take advantage of someone or some situation. In this view, morality and ethics are then tools of manipulation and power, a view that is, ironically, not far from that of those political philosophers, such as Karl Marx, who criticize capitalism vociferously.
Until recently, business ethics, if taught at all, was presented from a pragmatic viewpoint. One is to practice or adhere to certain ethical principles only because regulations or circumstances dictate that not doing so would place one in legal jeopardy. Business ethics then becomes a collection of rules, to be followed only because it is part of the "process." These rules can be extensive, even contradictory, but their importance only arises because of legal constraints. They are usually viewed as more of an irritant, not as part of a natural process or necessity.
That morality is part of being human, much as eating, sleeping, and sex, is something that has not really been believed in scientific circles up until the last ten years or so, thanks to research in neuroscience. It is now believed by some researchers in neuroscience that some parts of the human neural system not only support moral reasoning but also have evolved to ensure its efficacy. This book draws on some of this research, and presents a conception of business morality that is very practical as well as efficacious in everyday business life. The authors are the first to admit that their ideas need further scientific and practical validation. The evidence they present is anecdotal, but it is a good start, for it gives an alternative to many of the stale platitudes that govern much of the contemporary thinking on moral systems.
As is of course readily apparent from the title, the central idea behind the authors' approach, and one that is very resonant in other approaches to morality based on neuroscience, is that of `moral intelligence.' They define this as a mental capacity that allows the determination of how "universal human principles" are to be applied to "values, goals, and actions." They do not really elaborate on what it means for principles to be "universal", but from the reading of the book one can deduce that these are the neuronal patterns that take place in every human being. They therefore appear as beliefs about human conduct that every culture in the entire world seems to hold. In fact in the foreword of the book, this is summarized in the notion that every human is "hard wired" to be moral. The reader should not however view this as a deterministic notion, since humans can often "stray from the path." They do not debate the notion of free will in the book, and this makes the book even more palatable to read, since such musings are better left to the philosophers.
The authors discuss various research that supports their notion of moral intelligence, and include many anecdotal stories that illustrate its practice in everyday life and in leadership roles in business. The emphasize that moral intelligence is a distinctive branch of intelligence, and that individuals who possess it in abundance will have a large measure of integrity, will take responsibility for their actions, will be compassionate, and be willing to exercise forgiveness. The authors point out that having these virtues will not of course imply perfection. The morally intelligent individual will make mistakes, but her `moral compass' will steer her to proper moral north.
This book is again, one of the few that have been written that attempt to put morality on both a sound scientific foundation and a practical one. It is honest in its claims and the authors express humility and respect for the reader between its covers. There is no attempt to intimidate the reader into ascribing to their ideas. They are intellectually honest without being condescending. The reader will finish the book with a deeper respect for the role of moral intelligence in business and everyday life, and be more convinced of its efficacy and power.
Good Concept, Treatment OK.......2006-02-12
Having read a number of books brought to us by Wharton Publishing, this one was a bit disappointing. Wharton has high standards for its business books, requiring them to be relevant, timely, empirically based, conceptually sound, and implementable in real decision settings. While this book does meet those criteria, I felt the concentration on the moral intelligence topic was diluted by what I perceived to be over-attention to emotional intelligence. I didn't feel the strength and focus I anticipated, particularly given my high expectations of Wharton books.
The book is organized into three parts: an overview, Developing Moral Skills, and Moral Leadership. We begin with an overview of Moral Intelligence with a look at being born to be moral and what the authors describe as one's moral compass. They introduce the four principles that are vital for moral leadership: integrity, responsibility, compassion, and forgiveness. In the second section of the book, each of these principles is addressed in a separate chapter-with an additional chapter on emotions. The section on moral leadership introduces the Moral Leader, talks about leading large organizations and entrepreneurial ventures, and becoming a global moral leader. The first appendix, Strengthening Your Moral Skills, offers advice on the how-to of developing the skills. This is important enough that it probably could have been a chapter, rather than an appendix. Appendices B, C, and D present the Moral Competency Inventory, its scoring and interpretation.
As I read this book, my attention was distracted by what I believe was over-use of one of the authors' previous employers as a setting to discuss various applications and observations about moral leadership. The text needed more balance with stories from other corporate environments. Anecdotal presentations are heavily used in the book-John said this, Mary did that. The use of first and last names with the parenthetical notation that the name is a pseudomym became annoying, causing me to wonder how many real people with moral intelligence were known by the authors-or even available to use as role models.
The theme of the book is welcome and valid. There is a lot of good material in these pages and you'll gain something from the reading. Perhaps this book will open the door for more work to be done in this important, value-based field.
Moral Intelligence.......2006-01-30
If your looking to increase your personal level of joy and harmony in life, implement the teachings of the 3 frames in this book.
Manny Padro Salt Lake City, Utah
Books:
- Financial and Actuarial Statistics: An Introduction (Statistics: a Series of Textbooks and Monogrphs)
- Financial Management of Health Care Organizations: An Introduction to Fundamental Tools, Concepts, and Applications
- Financial Reporting, Financial Statement Analysis, and Valuation: A Strategic Perspective (with Thomson One Access Code)
- Financial Theory and Corporate Policy (4th Edition) (The Addison-Wesley Series in Finance)
- Food Not Lawns: How to Turn Your Yard into a Garden And Your Neighborhood into a Community
- For One More Day
- Forecasting Financial Markets: Technical Analysis and the Dynamics of Price
- Freakonomics [Revised and Expanded]: A Rogue Economist Explores the Hidden Side of Everything
- Getting Started in Currency Trading: Winning in Todays Hottest Marketplace (Getting Started In.....)
- Harrington on Hold 'em Expert Strategy for No Limit Tournaments, Vol. 1: Strategic Play
Books Index
Books Home
Recommended Books
- The Toyota Way Fieldbook
- The Dark Side of the Light Chasers
- Laboratory Manual for Starr/Taggart's Biology: The Unity and Diversity of Life, 9th and Starr's Biol
Good to Great: Why Some Companies Make the Leap... and Others Don't
Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't
First, Break All the Rules: What the World's Greatest Managers Do Differently
The Tipping Point: How Little Things Can Make a Big Difference
Built to Last: Successful Habits of Visionary Companies
