Book Description
Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies.
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Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement, bringing IBM back from the brink of insolvency to lead the computer business once again.Offering a unique case study drawn from decades of experience at some of America's top companies -- McKinsey, American Express, RJR Nabisco -- Gerstner's insights into management and leadership are applicable to any business, at any level. Ranging from strategy to public relations, from finance to organization, Gerstner reveals the lessons of a lifetime running highly successful companies. "
Customer Reviews:
Great leader.......2007-08-27
When I started the book, I have no idea about the history of IBM. I am not an IT person, so I have heard IBM but that is basically it.
I learned a lot from the book about IBM, what they did wrong and how he changed it.
But besides everything he revised the company culture and organizational structure. I think that is the hardest thing a CEO can achieve. His vision, his attention to details but still seeing the big picture amazed me. No wonder they picked him as the great saver of the IBM legend.
The book is long and sometimes repeats itself, without going into details.
The part I enjoyed the most was his e-mails. How encouraging was he after 9/11, he mentioned employee names and all the things they did both to help and also to get their business going. He sent e-mails to his 300.000 employees. His tone and the things he mentions, his clarity was amazing. He is an excellent leader. IBM is very lucky to have such a good CEO.
What Life at the Top is Really Like--As Told By a Superb Leader.......2007-08-16
Having spent twenty-three years in management before I became an entrepreneur, I recognize that moving from one side of the desk to the other side may be the longest journey a professional person ever makes. When we shift into a leadership spot, not only do we find that our prior perceptions might have been totally inaccurate, we have to address personal and professional challenges we would have never imagined.
I applaud this book as one man's record of what life at the top is really like. He won me over immediately when he decided to wear a blue shirt because everyone else was wearing white. Thoreau would have applauded his individualism.
With my current profession dedicated to improving individual and corporate communication, I agree with Gerstner's assertion that "No institutional transformation takes place, I believe, without a multi-year commitment by the CEO to put himself or herself constantly in front of employees and speak in plain, simple, compelling language that drives conviction and action throughout the organization."
Another striking bit of Gerstner wisdom: "Success in a company comes foremost from success with the customer, nothing else."
He's right on target again when he observes that "lack of focus is the most common cause of corporate mediocrity."
Yet Gerstner goes beyond mere platitudes: "Execution--getting the task done, making it happen--is the most unappreciated skill of an effective business leader."
Possibly two of Gerstner's words capsule his approach to awakening IBM to its possibilities: "constructive impatience."
In my judgment, Louis Gerstner should rank alongside Jack Welch as a take-no-prisoners leader. Read this book, and you will agree that he was the right man at the right time for IBM.The Complete Communicator: Change Your Communication-change Your Life!
Where Were the Details?.......2007-06-06
Throughout this book Gerstner discusses the changes IBM made and how he helped turned the company around. I have no doubt that he was a large part of the dynamic shift at IBM to again make it the successful, global company that it is today, but I felt that I went through the book without completely understanding what those changes were. There was a lot of discussion of how IBM was operated and managed when Gerstner took control of the company in 1993 as it was falling apart before the public's eyes, and there was a lot of explanation of how IBM was successful and reborn when he stepped down from the CEO position in 2002. But there was little substance in between. I am not sure if that is because the day-to-day steps taken throughout the mid and late 1990s are too mundane for the average business reader, of if the details were just left out. Gerstner does share some insight into leadership skills and his management style, but IBM as is left in the shadows. All in all, this is not a bad book, but be aware that the reader is left wondering exactly how IBM regained its dominant position in the marketplace.
A leader thru change.......2007-05-17
Mr. Gerstner provides his story of when he took over the reigns at IBM and brought the company back on its feet. This is a strict business book with internal memos and charts at the end so it can lend itself to being a bit boring in some parts. However, when the authir describes how he was able to navicate thru the huge complexity of all the different divisions, then this book becomes a valuable reference for any business leader who needs to go thru the same process.
smooth transaction, exact product, nice&easy supplier.......2007-05-14
exact product at an affordable price w a smooth transaction
Book Description
How can you build a successful community of practice that is integrally linked to your company's strategic vision? Learn from the first-hand experience of Hubert Saint-Onge, recognized by Fortune magazine as a leader in the field of knowledge capital, and co-author Debra Wallace, the people responsible for a recent project to establish a community of practice for independent agents at Clarica Life Insurance Company voted one of the most admired knowledge enterprises in the world by practitioners and researchers.
'Leveraging Communities of Practice for Strategic Advantage' combines theory and practice to outline a model for developing successful communities of practice and proposes a direction for establishing communities of practice as an integral part of the organizational structure. Saint-Onge and Wallace relate what worked, what didn't, and why as they tell the story from inception through implementation to assessment. Whether you're developing communities of practice or want to learn how to leverage existing communities for strategic gain, this book provides you with everything you need to launch successful communities of practice in your organization.
* Hubert Saint-Onge has been recognized by Fortune magazine as a leader in the area of leveraging knowledge capital
* Clarica has been voted one of the most admired knowledge enterprises in the world by practitioners and researchers
* Combines theory and practice to outline a model for developing successful communities of practice
Customer Reviews:
Excellent practical guidebook.......2005-12-31
While there are a number of books with marvellous content about the theory of communities of practice, this is the one that I go back to over and over again for practical, step-by-step guidance.
I have used and recommended this book often. It is the manual I employed when I created my first formal community of practice in early 2004 - and that community is still going strong and growing, even though I am no longer working with that organization!
thick clotted prose.......2005-03-27
This book is comprised of the kind of writing Sockel calls "thick clotted prose". After decades of reading the clear, unadorned, precise and excellent English of The Economist, I have become intolerant of pretentious layered jargon. What, for example, does this sentence say, which could not be said in simple words: "The organization's objectives, responses, and business models should be calibrated on the basis of its capabilities." Perhaps it could have been: "Organizations should do things they are good at." If this thick clotted prose had coagulated into high scholarship, I might have bothered to read on. Alas, that was not the case. The authors write, in a gesture alluding to scholarship: "Evidence shows that customers are demanding clearer information from their solution providers..." What evidence? It was not given, nor references to studies showing it. Read this book to find out how not to write.
Better still, get yourself a good book on this topic. See "Cultivating Communities of Practice" by Wenger at al., from Harvard Business School Press. Here you shall find lucid expression, good English, thorough endnoting and source documentation, and a comprehensive treatement of the topic.
Very practical indeed.......2003-09-26
This book has proved very practical indeed with the developing of CoPs in our environment.
A useful practical model.......2003-02-19
The book describes the introduction of a virtual community of practice, the Agents Network, at Clarica Life Insurance, Canada's first and oldest mutual insurance company. The book offers a practical and detailed example of the establishment, implementation and evaluation of the virtual community, with examples of the tools used by the project team at Clarica.
The authors introduce the notion of communities of practice as a new strategy to leverage knowledge capital to create sustainable competitive advantage. By valuing communities of practice, by recognising the contribution of community members, and giving support for time and commitment) and providing an infrastructure (e.g. giving them a communication platform, active facilitation and information resources), the authors suggest that organizations can increase the speed of innovation and knowledge sharing.
The Community Development Process Model (p.137) provides an excellent 'roadmap' to the approach they undertook that is readily understood. Practical suggestions and tools about evaluating the value of the community are also provided. There is a good combination of theory and practice and, therefore, something for anyone interested in this topic. It has a balance between high-level strategic models, and detailed and practical examples.
The approach taken at Clarica was systematic and project-managed, with the organization playing a very active role in facilitating the conceptualisation, establishment, growth and expansion of the community. The organization obviously provided significant resources to undertake the project. Virtual communities of practice, like the one described in the book, clearly require strong organisational support and resources due to the technological infrastructure they require to be effective.
The authors do not purport to provide a recipe - rather, they tell a story about the introduction of a virtual community of practice in one organization - as such, the book offers an in-depth view of the process. The questions asked at the end of each chapter are intended to challenge readers to assess whether the approach described would work in their own organization.
Practitioners may be tempted to read more widely to find alternative approaches to developing communities of practice, and to select 'the best of the best'. The Clarica approach is only one way, but it does provide sound conceptual models that set the strategic context, as well as diving directly into the detail. There is a useful associated website.
The Future is Here!.......2003-01-25
Hubert and Debra, thanks, you two have written a monumental work, but in such a humble and mater-of-fact manner. The more I read, the more I became frustrated with the title, because although the book is about the strategic nature of "Communities of Practice," it offers so much more. For the last thirty years, people have been trumpeting the `end of the hierarchy,' but without anything to put in its place. Know we know the future, and it is here!
In Nonaka and Takeuchi's "The Knowledge Creating Company," there was the suggestive diagram of the "hypertext organization." It showed three layers, the hierarchy, the project team community and a third space, the knowledge community. A few years later Nonaka understood that this third space was what the Japanese call "Ba," a shared mental space. Is this not what you two are talking about in your "Reflective and Strategic - Communities of Practice?"
Please write your next book as quickly as possible and reveal the key to the "culture of leadership," a phrase that got short-shrift. Revisit the earlier work you did at The Mutual Group around "values." I am convinced this, more than any number of memos, meetings and check lists, was what made it possible to accomplish what you did at Clarica.
Book Description
You are a good person. You are one of the 84 million Americans who volunteer with a charity. You are part of a national donor pool that contributes nearly $200 billion to good causes every year. But you wonder: Why don't your efforts seem to make a difference?
Fifteen years ago, Robert Egger asked himself this same question as he reluctantly climbed aboard a food service truck for a night of volunteering to help serve meals to the homeless. He wondered why there were still people waiting in line for soup in this day and age. Where were the drug counselors, the job trainers, and the support team to help these men and women get off the streets? Why were volunteers buying supplies from grocery stores when restaurants were throwing away unused fresh food every night? Why had politicians, citizens, and local businesses allowed charity to become an end in itself? Why wasn't there an efficient way to solve the problem?
Robert knew there had to be a better way. In 1989, he started the D.C. Central Kitchen by collecting unused food from local restaurants, caterers, and hotels and bringing it back to a central location where hot, nutritious meals were prepared and distributed to agencies around the city. Since then, the D.C. Central Kitchen has been named one of President Bush Sr.'s Thousand Points of Light and has become one of the most respected and emulated nonprofit agencies in the world, producing and distributing more than 4,000 meals a day. Its highly successful 12-week job-training program equips former homeless transients and drug addicts with culinary and life skills to gain employment in the restaurant business.
In Begging for Change, Robert Egger looks back on his experience and exposes the startling lack of logic, waste, and ineffectiveness he has encountered during his years in the nonprofit sector, and calls for reform of this $800 billion industry from the inside out. In his entertaining and inimitable way, he weaves stories from his days in music, when he encountered legends such as Sarah Vaughan, Mel Torme, and Iggy Pop, together with stories from his experiences in the hunger movement -- and recently as volunteer interim director to help clean up the beleaguered United Way National Capital Area. He asks for nonprofits to be more innovative and results-driven, for corporate and nonprofit leaders to be more focused and responsible, and for citizens who contribute their time and money to be smarter and more demanding of nonprofits and what they provide in return. Robert's appeal to common sense will resonate with readers who are tired of hearing the same nonprofit fund-raising appeals and pity-based messages. Instead of asking the "who" and "what" of giving, he leads the way in asking the "how" and "why" in order to move beyond our 19th-century concept of charity, and usher in a 21st-century model of change and reform for nonprofits.
Enlightening and provocative, engaging and moving, this book is essential reading for nonprofit managers, corporate leaders, and, most of all, any citizen who has ever cared enough to give of themselves to a worthy cause.
Customer Reviews:
Wonderful depiction of fundraising today.......2007-08-23
Great book! Has a wonderful history of fundraising element to it that I was not expecting. It really is fantastic to feel as if the work you are doing for a non-profit is really making a difference, doing things Egger's way will get you there.
Good Background and Ideas!.......2006-03-16
Eighty-four Americans volunteer with a charity, and $200 billion is contributed every year. "Begging for Change" summarizes Robert Egger looking back on his experiences (first running successful night clubs, then a non-profit kitchen and training program) and offering his critique of the $800 billion non-profit world in general.
A key Egger point is that non-profits need to ask: "Are you perpetuating a cycle of need and dependency?" Today charity is governed by innumerable individuals and their egos, many of which are "business-as-usual" career do-gooders who've never run their own company. Many duplicate each others' services and fight each other for funding. They talk of how many were fed or sheltered, but not about how many got out of dependency.
There now are more than 1.5 million non-profits, and their latest evolution is to "realize" that they have to pay those at the top well to attract good people. Thus, in D.C. there are about 25,000 non-profits, requiring over $1.5 billion just for CEO and executive director salaries! Yet, over 70% have revenues less than $500,000/year, and neither government nor Adam Smith's "Invisible Hand" act to make those that are ineffective go away. Many should.
In addition, there is the needless complexity added by multiple funding sources and their frequent "strings." One non-profit gets its $20 million from 161 sources - think of all the attention required to mind all those masters!
Egger started a training program for cooks, food-handlers, and servers - thus, both offering them a "hand-up" (instead of just a "hand-out") and substantially reducing the need for full-time assistants. Many fail, but many more succeed; even a substantial number of those that fail initially (drug tests, absences) reform, come back, and later complete the program.
Another important Egger point is that companies interested in helping the poor should first focus on paying their own employees well enough so that they can succeed, rather than paying them so little that they cannot succeed and then wondering how to help others that are downtrodden.
Another Egger innovation was to realize that local catering services were always being leaned on by non-profits to provide deeply discounted services. Egger offered to take that business over with his staff in training - and thus relieved them of a burden while providing his trainees with an important opportunity to demonstrate their talents first-hand to society's higher-ups. He also briefly illustrates examples where organizations provide for-profit services while focusing on hiring those with checkered or limited backgrounds.
Egger points out that the aging Baby Boom will soon provide a test of our social services as they move into old age and increasingly require more services.
Finally, Egger suggests that "more" is not always "better." For example, if his organization held a fund-raiser to renovate or acquire new facilities, that would deplete resources available in the community for other needy organizations.
Egger's examples of systems thinking and sacrifice by those at the top (Egger took only a $50,000 salary while heading the D.C. United Fund) should be taken to heart by all non-profits (especially the Red Cross) and the government (with its many overlapping and conflicting programs).
No idea what he's talking about .......2006-01-25
Egger dismisses the work of fundraising revolutionaries like Dan Pallotta without really understanding what Pallotta was about. With Egger's "vision" non-profits would stay small, pay their workers miserly wages, and the next generation of fundraisers would be wise to look for better paying work. Pathetic lack of fundraising innovation.
Intelligent, inspiring, and practical.......2005-12-11
As a person inexperienced with community foundations or nonprofit organizations and now on a foundation committee, I found Mr. Egger's book to be colorful, amusing, down to earth and imminently practical. To think that someone in the seemingly shallow entertainment business could turn around and use his knowledge to change nonprofits and foundations into dynamic enterprises with enthusiastic participants at all levels is exremely inspiring.
Chock full of facts and logic.......2005-12-01
Egger's book is an excellent combination of facts, cause-effect logic and practical suggestions on how to make charity much more life-changing for the recipients. As a Hurricane Katrina victim, I know first hand how little meaningful help comes from big not-for-profits and government. The system is crying for reform. Eggers has an approach that works better than many current ones. People in positions of authority need to listen and change behaviors.
Customer Reviews:
What makes strategy really work ?.......2007-04-10
Considering the high ranking and the established name of Warton School, I bought this book. Whether you like this book or not, depends mainly on what you are looking for.
The author says, making strategy work is more difficult, than finding a suitable strategy for the business you are in. Following my own experiences I doubt this. How many companies do we really know, that have a sound strategy that can be simply expressed and proofed right by many years of succes? Go to the shopfloor and ask your employees simple things as e.g. why your customers buy from you and what your business is or should be about. Although the author does not focus on how to build a strategy and covers the aspects of strategy implementation, a good strategy will first of all decide, whether any implementation has a chance for success.
A good strategy gives you answers on:
1.) Who are we and where are we actually (not only internal view) ?
2.) Where do we go ?
3.) Why will we be succesfull ?
Answering this questions will cope with the core question of strategic marketing as positioning and differentiation as well. Implementing any longterm strategy is mainly dedicated to leadership, preliminary people development around core competencies and step by step project management by having easy and consistant measures defined.
There are to many basic statemants in this book and definitions - just common sense. Focus on analysing your current external position and the internal view, the strategy definition and the strategy implementation will be much easier. Change has mostly to do with communication and telling the story as it is, the rest relays on your leadership and how convincing the need for change is. Eliminate the "jerks" and develop the "right" people and your strategy will move forward. The question about the "right" people is linked to change management and leadership, but non of this books will provide you the answer of this question.
Even though softfactors are important, any book about making strategy work should first of all rise a few questions what preliminary answers on important questions need to be on hand?
Best Regards,
Oliver
Superb.......2006-07-31
"Making Strategy" contains tons of topics, case studies, and specific methods to improve the implementation aspect, after planning and, how to make change and then manage the change. Each chapter has several detailed related sub-chapters.
Chapters:
1. Strategy Execution is the Key
2. Overview and Model: Making Strategy Work
3. The Path to Successful Execution: Good Strategy Comes First
4. Organizational Structure and Execution
5. Managing Integration: Effective Coordination
and Information Sharing
6. Incentives and Controls: Supporting and Reinforcing Execution
7. Managing Change
8. Managing Culture and Culture Change
9. Power, Influence, and Execution
10 Summary and Application: Making Mergers and Acquisitions Work
Hrebiniak first notes the education system where minds are molded. MBA programs focus on the formulation of strategy and functional planning: competitive strategy, marketing strategy, financial strategies, and so on. Execution gets little attention. Most managers delegate the implementation of plans to the employers under them. A key point in this book is that planning and execution are interdependent. Execution is a process, and it involves more people than just strategic planning does.
Many factors influencing who and how things get done emanate from the organizational power structure, the leadership climate, style of approach, and centralization vs. decentralization.
Some of the companies and examples listed are Johnson & Johnson, Citibank, South West Airlines, Phillip Morris, 7-up, ABB, GM, Dell, Kraft, and more. Case studies and Hrebiniak's personal experiences add relevant points and examples.
When certain companies such as Microsoft interviews applicants they are generally not concerned with academic achievements (grades) or professional accomplishments but instead focus on how the applicant, if hired, would fit in and jell with the team he/she would be joining. This is called "cultural due diligence." And Hrebiniak emphasizes that within companies culture is not homogeneous. Even moreso when M&As occur. Or, when a company has different and autonomous decentralized Strategic Business Units (SBUs) producing vastly different products in different markets (e.g. Johnson & Johnson).
This is a helpful book on how to do things more efficiently and effectively. One quote I recall from the first page of this book is, "The problem with poor performance typically is not with planning, but with doing." And this goes for about everything. The questionnaire in the back is a survey and is helpful to those who conduct it and those who respond. "Making Strategy Work" is highly recommended.
Does Make Strategy Work!.......2006-07-07
I have been somewhat confused by complicated strategy map like approaches. I love the simplified and common-sense approach to making strategy work presented by Dr. Hrebiniak. One can use it in developing strategy for execution, and improving success rate of strategies from 10%. I plan to use it in making strategies for business intelligence and innovation work!
Probably the best and clearest book on the subject I've read.......2006-02-05
Lawrence Hbrebiniak's "Making Strategy Work" is billed as a comprehensive roadmap and process model for executing strategy. This is absolutely what this book contains. Giving excellent examples from top firms like GE and Dell, the author lists the processes to use in simple to complex business situations where the executive manager can lay out a plan to execute their business strategy.
Executing strategy is by no means easy. This is why good managers get the top bucks. Along the way from plan to accomplishment are a number of difficult roadblocks. Not the least of these is communication. The chapter on coordination and communication follows the chapter on organizational structure. This is not by accident. A proper structure allows the flow of vital information down and up.
First and foremost, however, is having the right strategy in place. A decision to fund a feeble project is not going to have a happy outcome, no matter how efficient the organization and clever the execution. Corporate culture is another important factor, and Professor Hrebiniak doesn't neglect to discuss in a very clear way how a corporate culture must be managed to effect a good strategic plan. If you look at some of the notable failures in the last 10 years in some Fortune 100 firms where change in strategy was vital, not a few of the lapses were due to a failure to assess and manage changes in the prevailing culture. The author links culture and behavior: shared values and norms--"The way we do things"; A common vision /Credo--"How we compete" "How we treat each other"; common goals and incentives-- and "Risk Taking and Innovation." The author points out how mergers and acquisitions are strongly affected by corporate culture and gives models for changing and reinforcing behavior. A start-to-finish case study of a merger/acquisition is included, a tremendous resource.
I cannot think of another book that is more direct and to the point about this subject. This should be on the bookshelf of every manager in every organization, whether for profit or not-for-profit. Absolutely essential reading. Highly recommended.
Joanna Daneman
Unexpectedly Comprehensive .......2006-02-05
The most elaborate corporate strategy is worthless if it can't be implemented. The key to success is not the planning of strategy, but the execution. Dreams are empty without action and results. Agreed?
The problem in today's organization is the inability to implement a disciplined process for making strategy work in the real world. If corporate leaders were able to execute as well as they can plan, tremendous results could be realized. That's the secret. How can it be done? That's the teaching you'll find in this book. You'll learn lessons that will let you enjoy running circles around your competition-while they're still mired in those beautifully-drawn plans that sit proudly on executive desks waiting for someone to do something.
The author does not suggest that the planning and development of strategy is wrong or a waste of time. Quite the contrary; he's all in favor of it and even devotes a chapter of his book to the wisdom and technique of effective strategic planning. Good planning is the foundation of good execution. Attempted execution of a bad plan will also waste resources and increase risks.
Hrebiniak marches through the strategic execution process like Sherman through Georgia. He gives us the big picture, but delivers detail in process explanations and case studies. The reader will quickly grasp that this author has considerable experiences in the trenches of Corporate America, practicing what he preaches.
Importantly, this book includes valuable-and one might argue, essential-content that is not found in similar volumes. It would be easy to stay on point with all the chapters focused on the message and methods of strategy execution. However, other factors influence how successful companies will be. So, Hrebiniak and Wharton bring us bonus chapters on managing change, managing culture and culture change, and another on power, influence, and execution. Capping the book is an application chapter: Making Mergers and Acquisitions Work.
Consider this publication to be more of a textbook than a read-through management book. It will be highly instructive for your first read, then serve as a keep-on-the-shelf reference book for years to come. Learn its lessons, practice them, and you'll be miles ahead of the competition. Not only can you plan, you can actually get the job done!
Book Description
Being able to change to keep pace with a rapidly changing world is the key to business success in the '90s. Enlightened Leadership is a practical, hands-on guide to breaking through the barriers to organizational change. Doug Krug and Ed Oakley show why most efforts at change fail -- and they provide leaders with proven methods for getting their people moving in the right direction.
The key lies in showing those who would be change agents how to capitalize on their organization's greatest asset: the under-utilized talent, expertise, and energy of its existing staff. The authors' program is based on maximizing the contributions of all employees -- by sharing information, decision-making, and planning with them -- creating a shared culture of organizational goals, strategies, and methods.
Managers and leaders at all levels -- from small business owners to corporate strategists -- can use Oakley and Krug's proven techniques, including planning, communication, and motivational tools, to support their employees in effecting the positive changes that will make the difference in achieving their organizations' bottom-line goals.
Customer Reviews:
Excellent.......2007-02-21
From Kosovo: I use the book here in Kosovo for Leadership and Management Training for Public Safety Insitutions. I found the book in 2004 while attending University and heard a lecture by Mr. Krug. The book is as relevant today as it was then, a great work which examines alternatives to traditional managment practices and perspectives. From every class I have observed "light bulbs" go off in the students heads as reflected by their keen interest in reading and discussing the material. Contradictory to the post communist mind set here in management practices, this book has been an awakening.
A useful problem-solving strategy.......2002-09-10
Before you read on, know that I have a bias. I have recently been promoted to a department chief position, so I am actively looking for books on leadership and problem solving. The strength of this book (and I do recommend it) is that it provides a framework for how leaders might think and also provides a very concrete problem-solving strategy that you can consider trying. The authors feel that ideas need to percolate up from below, so that workers buy into change. That's fine, and that's abstract. Then they make it much more useful by giving the reader a general strategy that can be used in a variety of ways. Basically, they tell us, you should not focus on the problem. Focusing on the problem will get you bogged down. You just end up sitting around at a meeting and moaning about how bad the problem is. Instead, change your focus to solutions. Ask your people a specific series of questions such as "What is good about our current processes?" "What works?" "What do we like and want more of?" "What is our goal?" "What small steps can we then take to try to get a little closer to the solutions that will give us more of what works and what we want?"
The book is longer than it needs to be, and tends to be repetitive, but it's a fast read. I have already tried their strategy at a meeting, and I am pleased with the results that I obtained. Any book that gives me the tools to help solve some of my department's problems is a winner. It's a very general and flexible strategy, and I expect to be using it again in the future.
Enlightened Leadership - Getting to the Heart of Change.......2002-04-24
Enlightened Leadership is a common sense, "how to" book for enacting change in an organizatin. Through the easy reading text or even the summary notes provided at the conclusion of each chapter, strategies are given to utilize the internal work force in envisioning, designing, marrying and implementing change.
Oakley and Krug profess an enlightened leader is one who has a vision and through a variety of strategies, encourages the organization's members to "buy in" and commit to following through with the change. They also indicate enlightened leaders do not necessarily need to be the visionaries. They are individuals who possess the ability to inspire others to create the vision, focus the efforts and encourage fruition. Obviously, if the vision is conceived by the organizational membership, the "buy in" dilemma is reduced.
Oakley and Krug believe individuals' self-esteem is important in the change process. The enlightened leader also knows it is healthy for the individuals' self-esteem to focus on solutions rather than just the problems. The authors give a strategy to ensure continued focus which is called "Effective Questions (EQs)". Many helpful EQ examples are given.
This book is a useful resource for today's leaders. Leadership today is so different from past leadership roles. Our changing and mobile society requires a leader to talent search and to engage his/her employees in the change process instead of mandating. This book provides tools to assist the leader in focusing the employees on solutions to the problem versus concentrating only on the problem itself and enabling employees to own the paradigm change. It was good.
Enlightened Leadership, Getting to the heart of Change.......2002-04-22
Amazon.com
Enlightened Leadership - Getting to the Heart of Change
By Ed Oakley and Doug Krug
Enlightened Leadership is a common sense, "how to" book for enacting change in an organization. Through the easy reading text or even the summary notes provided at the conclusion of each chapter, strategies are given to utilize the internal work force in envisioning, designing, marrying and implementing change.
Oakley and Krug profess an enlightened leader is one who has a vision and through a variety of strategies, encourages the organization's members to "buy in" and commit to following through with the change. They also indicate enlightened leaders do not necessarily need to be the visionaries. They are individuals who possess the ability to inspire others to create the vision, focus the efforts and encourage fruition. Obviously, if the vision is conceived by the organizational membership, the buy in is reduced.
This book delineates for the leader meaningful strategies/insights to attain beneficial change through "enlightened" utilization of human resources. Oakley and Krug discuss Pareto's Principle - about 20% of your employees will be open to change (the 20% that accomplish approximately 80% of the work) and approximately 80% of your employees will be resistance to change and possibly try to sabotage the new system. The authors call the 20% "Creative Thinkers" (high performers) and the 80% "Reactive Thinkers" (low performers). Creative Thinkers typically have a strong, positive self-concept where Reactive Thinkers self-esteem is typically very low. Knowing that self-esteem is a major factor in the willing acceptance of change, the enlightened leader must concentrate on improving employees' self-esteem along with the vision for change. Oakley and Krug believe it is healthy for individuals' self-esteem to focus on solutions versus problems.
The enlightened leader's challenge is to continue to focus the employees' efforts on positive, constructive solutions for change and enhancement. A strategy to ensure continued focus is called "Effective Questions (EQs)". Asking the right questions that generate creativity and listening with discernment result in continual improvement for the organization and a high level of employee satisfaction. According to Oakley and Krug, EQs positively address mindset issues in a variety of ways: EQs are open-ended, focus on increasing the energy and attention on the desired outcome, ask "what" and "how" instead of "why", assist employees to learn through the process of answering, give credit for answers (right or wrong), are multileveled, create a trust factor with the leader, help leaders become better listeners, provide clarification, and empower and value the employees. It is also important to communicate the intent that prompts the question. Employees will sense whether the employer is attempting to harm or help them.
This book is a useful resource for today's leaders. Leadership today is so different from past leadership roles. Our changing and mobile society requires a leader to talent search and to engage his/her employees in the change process instead of mandating. This book provides tools to assist the leader in focusing the employees on solutions to the problem versus concentrating only on the problem itself and enabling employees to own the paradigm change.
weLEAD Book Review from the Editor of leadingtoday.org.......2002-02-13
Oakly and Krug provide an understandable and clear definition of what they term "Enlightened Leadership." This type of leadership approach attempts to deal with real underlying problems within organizations rather than their symptoms. It is founded on an approach that leaders must first or concurrently deal with the "mindset" or spirit of their people as well as changing processes or structures. Without positively dealing with attitudes and thinking styles among the organization all efforts of changing structures, systems or processes will meet great resistance and potential failure.
They formally define Enlightened Leadership as "the willingness and ability to draw the vision from their people and inspire and empower those people to do what it takes to bring the vision into reality. Indeed, Enlightened Leaders nurture and encourage their people to be open, creative, and innovative and find what it takes to achieve their shared objectives." This type of leadership gets the "members of the organization to accept ownership for that vision as their own, thus developing the commitment to carry it through to completion."
Much of the book is devoted to asking thought provoking questions in the authors hope that the reader can discover their own answers to an enhanced leadership approach. Much of the content in the book is a result of their personal experience working with their own clients and using their own observations. It is obviously full of valid and helpful information presented in an interesting and easy to read style.
Book Description
Leaders can find plenty of resources explaining how to give advice. But what about how to take advice? According to Dan Ciampa, too many leaders overlook this “demand side” of advice.
In Taking Advice, Ciampa explains that more outside advisors than ever are offering leaders advice in increasingly costly projects. Yet as advice has become more ubiquitous, leaders have grown less satisfied with it—especially when dealing with high-stakes, unfamiliar situations that require assertive action and speed but also wise judgment. Also, leaders too often overlook help from colleagues, board members, subordinates, friends, and spouses.
Good advice bridges the gap between a leader’s vision and realization of that vision. When leaders fail to solicit advice or obtain it from the wrong sources, the leader and his vision suffer. By offering the broadest perspective on advice to date, Ciampa helps you avoid this scenario. He provides a topology of advice (strategic, operational, political, personal) and defines four types of advisors (expert, experienced, sounding board, partner). He also identifies the defining characteristics of effective advice takers—illustrating them with a wealth of examples from business, the public sector, and history.
Customer Reviews:
Excellent Advice.......2007-03-08
This book is written for leaders who can often find themselves insulated and isolated. The bunker mentality is not generally conducive to good decision making, by the way.
Ciampa says that every leader should be an advice taker. And, different situations call for different kinds of advice. But all good advice takers share these characteristics:
* Skilled advice takers are deliberate in choosing the best type of help and in constructing a network of advisers.
* They manage that network actively, putting it high on their list of priorities.
* They work at building good relationships. To derive the most help from their advisers, they understand that they must take feedback without becoming defensive and, above all, listen with understanding.
* They seek advice and counsel quickly when faced with situations that can affect their plans. They also involve their advisers early in anticipating hindrances.
Every good advice taker has to be a good listener. It's important to be brave enough to select folks as advisers who are not "yes-men" -- and then listen, actually listen, to what is being said. Especially if it's not what you want to hear. That's leadership, regardless of your job title. That's also being open to growth and learning.
Hands-on counsel about getting the most from good advice........2006-11-23
Leaders must be accountable for their decisions, but the best leaders do not make the most important decisions alone. The right advice is a key condition for success, however, even the best advice will not be useful if the leader is not adept at using it. In this to-the-point book, author Dan Ciampa provides a unique service: a clear, practical framework for making the most of help from both inside and outside your organization, including selecting the right advisers and shaping a balanced advice network. We highly recommend this groundbreaking book for its usefulness and insights to every leader or aspiring leader...and that's advice you can take.
A GEM OF A BOOK ON A QUINTESSENTIAL TOPIC FOR LEADERSHIP SUCCESS!.......2006-09-23
As management consultants in organization and compensation, as well as management book reviewers, we are all-too keenly aware that the achilles heal of leaders is very often, their inability to seek, get and properly use good advice.This book addresses this need, by presenting critical, to-the-point insights into this quintessential leadership subject. To do so, it offers a framework for advice taking and an understanding of the attributes of great advice taking.
The core propositions of the author are:
1) actionable, timely and sustainable advice is essential to achieve organizational change;
2) it is the leader's responsibility to identify needs for advice and choose and use advisors wisely, and;
3) leaders must achieve the appropriate mindset to be good advice takers and master the skills to take maximum advantage of advice given them.
Among the nuggets in this book are rules and fundamental principles of advice taking, the four types of advice, and the attributes and abilities of a skilled advice taker. The book offers important insights into a subject that may seem a blatantly obvious dimension of leadership, but is often neglected, poorly understood, and taken for granted.
This book is a very important contribution to the essential literature on leadership. We highly recommended it all who are, or strive to become, leaders.
Not an area you see covered in management books..........2006-09-10
No one has all the answers when it comes to running a business, so it pays to have "experts" surrounding you to give you insight. There are plenty of books that cover the hows of giving advice, but there are far fewer (any?) titles that deal with how best to *take* that advice. Dan Ciampa covers an oft-neglected area in his book Taking Advice: How Leaders Get Good Counsel And Use It Wisely.
Contents: The Help Paradox; How Good Leaders Fail as Advice Takers; A New Framework for Advice Taking; Types of Advice - Strategic, Operational, Political, and Personal; Kinds of Advisors - Expert, Experienced, Sounding-Board, and Partner; The Art of Balance; Attitudes and Behavior of Great Advice Takers; Listening - the Master Skill - and Other Key Success Factors; Afterword - For Further Thought; Notes; Further Reading; Index; About the Author
It's not unusual to see leaders taking advice from a close friend or circle of insiders. What is more unusual is to see a leader pick a group of advisors that have specific roles and purposes in the advice-giving position. Ciampa breaks out the types of advice and the types of advisors that a leader will need, and then uses examples to show how these roles come into play. For instance, someone may be looking at moving into a new position at a company, and it's one they've wanted for a long time. The spouse might be uneasy about the change, and the person's current boss wonders if the new position is a wise choice. It's all too easy to tune out advice you don't want to hear, or to assign the wrong level of importance to the advice you *are* hearing. Recognizing the current boss has a vested interest to keep you is important, but they also see a side of you that includes things you overlook. Dismissing the spouse's concerns as "emotional" means overlooking insights from someone that sees you as a person rather than a position in a company. Using Ciampa's material in Taking Advice puts you on the right path towards building a solid advice team with specific roles, and will definitely help you learn how to effectively use that advice to be successful (even if it may not be what you want to hear)...
A worthy addition to the bookshelf of management at all levels...
Average customer rating:
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The Organization in Crisis: Downsizing, Restructuring, and Privatization (Manchester Business and Management Series)
Manufacturer: Blackwell Publishers
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ASIN: 0631212310 |
Book Description
The Organization in Crisis brings together a team of leading international researchers and practitioners to study the implementation and impact of organizational changes such as downsizing, restructuring and privatization.
The text provides a unique combination of research, theory and practice, and not only examines key issues associated with organizational change, but also suggests how such changes can be better managed in the future. Specific topics considered include the new employment relationship and its implications for careers, how organizational changes are affecting manager's views of their working lives, ethical issues in downsizing, and best practices for organizational renewal and revitalization. A range of case studies provides world-wide examples of initiatives being undertaken by leading-edge firms.
Together, the contributors capture the global nature of the difficulties confronting organizational leaders and highlight the need for creative solutions.
Book Description
"Making Six Sigma Last is the most practical and helpful resource that I have seen on this subject. George's charisma and charm spill over into this interesting and entertaining book. Using one of George's many analogies, 'this is an upper-deck shot,' and combined with his first book should become the benchmark for Six Sigma learning."-Dan Porter, Chairman and CEO, Wells Fargo Financial
"An energetic, step-by-step exploration filled with interesting and entertaining examples of real-world business experiences. Making Six Sigma Last is a powerful action plan for managers!"-Guenter Bulk, Managing Director, GE Capital IT Solutions
Customer Reviews:
Starting is Much Easier Than Staying the Course: Here's How.......2001-12-06
There are several outstanding books on the general subject of Six Sigma and Eckes has written two of the best. Previously in The Six Sigma Revolution, he examined major corporations such as Motorola and GE in which Six Sigma programs really did create revolutions which continue as I compose this review. These are properly acclaimed successes. Of course, little (if any) attention has as yet been devoted to those organizations which initiated and then later abandoned Six Sigma programs. The reasons for doing so vary, of course, but most can be classified within two categories of resistance to change: cultural and technical. As O'Toole brilliantly explains in Leading Change, it is a formidable task to overcome what he characterizes as "the ideology of comfort and the tyranny of custom." In this volume, Eckes suggests all manner of strategies and tactics by which to overcome resistance and then sustain Six Sigma programs, once launched. Correctly, he stresses the importance to an organization of achieving a "balance" between its culture and its technology. Moreover, at a time when change is (literally) the only constant and occurring at an ever-increasing velocity, its is also a formidable challenge to maintain the proper balance of the two. For many years, I believed that most people fear change. I no longer believe that. Rather, I have become convinced that most people fear the unfamiliar. Hence the importance of constant and effective communication between and among everyone involved. Eckes suggests that this book will show his reader how to "Create the need for Six Sigma" but, in fact, the need probably exists already so there is a need to help everyone recognize that need and appreciate the importance of responding to it. Therefore, Eckes also shows his reader how to "Shape a vision of Six Sigma so that employees understand the desired results and new behaviors of a Six Sigma organization." Also, he shows the reader how to "Mobilize commitment to Six Sigma and overcome resistance" which is inevitable. Only then can any organization change its systems and structures "to support the new Six Sigma culture." Next: "Measure Six Sigma cultural acceptance" and "Develop Six Sigma leadership." All of these components are absolutely essential, difficult to integrate, and even more difficult to sustain in appropriate balance. In this volume, Eckes explains how and he does so with precision and eloquence.
In recent years, I have become more involved in Six Sigma or process improvement programs which vary somewhat in terms of their design and scope but all of which encountered several of the "pitfalls" which Eckes discusses in Chapter 8:
1. Feeling obligated to achieve quick success
2. Clogging up agendas with competing distractions
3. Having unrealistic time frames
4. Ignoring previous quality efforts
5. Conducting poor Six Sigma cultural planning and follow-through
6. Delegating (i.e. dumping) cultural development or seeing it as a one-time event
7. Not having appropriate cultural goals or objectives
8. Not allowing for unexpected interruptions
9. Allowing false or cosmetic positive readings to suggest authentic cultural transformation has been achieved
10. Underestimating resource allocation
Of course, whether or not involved with Six Sigma initiatives, any organization can experience some or even all of these "pitfalls." In this book, Eckes offers sound, street-smart advice on how to avoid them. Time and again, he places great emphasis on the importance of cultural values by which everyone involved in a Six Sigma can be guided and, when under duress, sustained. Herb Kelleher has this in mind whenever he explains what Southwest Airlines competitive advantage is: "Maintaining excellent customer service involves a process of getting people to understand the importance of it to them in their daily lives as well as in others'. We were a little concerned as we go bigger that maybe some of our early culture might be lost so we set up a culture committee whose only purpose is to keep the Southwest Airlines culture alive. Before people knew how to make fire, there was a fire watcher. Cave dwellers may have found a tree hit by lightning and brought fire back to the cave. Somebody had to make sure it kept going because if it went out, there would be serious problems. That cave dweller was the most important person in the tribe. I said to our culture committee, `You are our fire watchers, who make sure the fire does not go out. I think you are the most important committee at Southwest Airlines.' I really do believe that to be the case." This is precisely what Eckes means by "culture" in this book. For everyone in any organization already embarked on a Six Sigma program or now considering one, this is a "must read."
Making Six Sigma Last Is The Best Of Strategic Excellence!.......2001-11-24
The new book: Making Six Sigma Last, by Mr. George Eckes, is the the most comprehensive and excellent road map to reach corporate cultural excellence.
The previous book by Mr. Eckes: The Six Sigma Revolution, successfully teaches us the way to implement the tactical component of Six Sigma: process management excellence.
The current book is the only book to date that offers a complete process to achieve the key strategic component of Six Sigma: corporate cultural excellence.
Mr. Eckes has again produced an enjoyable, very enlightening and important Six Sigma book that is easy to read and comprehend.
It is perfect for corporate executives, managers, employees, consultants, quality practitioners, and students of best business practice.
Thank you for the opportunity to express my high regard for the outstanding book: Making Six Sigma Last.
Regards,
Marc St.James
November 24, 2001
Highly Recommended!.......2001-08-08
No one knows Six Sigma, which seeks near perfect customer satisfaction, like George Eckes, the consultant who literally wrote the book on it (The Six Sigma Revolution: How General Electric and Others Turned Process into Profits). In his second book, Eckes emphasizes the importance of molding organizational culture to generate broad acceptance of a Six Sigma initiative, using illustrative examples from his workshops. He describes ways to overcome internal resistance to change, to sell the program's benefits and to get key people as well as the masses on board. If you are launching a Six Sigma program, Eckes provides many specific suggestions of strategies you can employ. But because much of Eckes' wisdom can be applied more generally to organizational change efforts, we [...] recommend this insightful book to any executive, whether or not Six Sigma is your strategy of choice.
Best Book On How To: Create & Sustain a Six Sigma Culture.......2001-06-22
Think about it. Seriously think about it. What was the downfall of your quality endeavor? Your performance improvement plan? Your Six Sigma initiative? Was the wrong strategy used or was it the wrong tactical approach? Mostly likely it was neither your strategy nor your tactical approach. The failure was most likely do to people. Most likely your people hadn't really bought in. Buy-in from your people is necessary for an initiative such as Six Sigma to be successful. The people in your organization create your organizations' culture. How do you get cultural buy-in? How can you sustain that buy-in?
In the book Making Six Sigma Last, the author, George Eckes shows us how. Through heart-felt stories, humorous personal examples, and real business illustrations the author takes us through the process needed to create and sustain a culture that supports Six Sigma.
First we learn about Q x A = E. This powerful formula shows us that: "Q" Quality, the technical and strategic elements of a Six Sigma initiative, times "A" Cultural Acceptance, of the technical and strategic elements of Six Sigma, determines "E" the success of the Six Sigma process. Then, the author addresses resistance. We are reminded that it's a natural process for people to resist change. Eckes describes four types of resistance and offers specific strategies for overcoming each. The next chapters show how to sell it and then manage it. Now it's time to ask did it work? Did you get the cultural buy-in you were attempting? How do you know? In Making Six Sigma Last, Eckes offers a model that is used to measure the cultural acceptance within the organization or as Eckes says, "how well Six Sigma has been baked into the organization". Five case studies are used to illustrate these concepts. Then through profiles of leadership, the author shares real business examples of what worked, what didn't and why. Finally we learn how to sustain the culture that will support Six Sigma initiatives with the chapter on pitfalls: 10 things to avoid.
Making Six Sigma Last is an informative and easy read. It's effective and efficient, hallmarks of Six Sigma. The book leaves you inspired and hopeful that this stuff really can work. Don't start without it!
If you like the psychology of business, read this book.......2001-06-13
What I enjoyed most about this book was the applied "psychology of business" in other words, how to get people (organizations)to do what you want them to do and like it!
The book gives you answers to the "what if" questions that anyone trying to succeed in changing their corporate culture has. The examples and the personal tone of the book make it a fast, informative and easy read.
Average customer rating:
- Leadership Wisdom
- Common Sense Stuff
- Insightful!
- High on the "must read" list
- Real Asset
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Leadership Skills for Managers
Marlene Caroselli
Manufacturer: McGraw-Hill
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Skills for New Managers
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Presentation Skills For Managers
ASIN: 0071364307 |
Book Description
Leadership Skills for Managers is an in-depth exploration of the abilities and qualities of a leader (as opposed to just a manager). Leadership attributes such as problem-solving, team-building, and communication are analyzed. Tools, techniques, and real-life examples help the reader develop a plan of action for transforming a vision of leadership into an implementable reality.
Customer Reviews:
Leadership Wisdom.......2006-06-25
This is a good introductory book into the principles and practice of leadership. It teaches about the leadership skills that are critical in today's highly dynamic operating environment where change is the only constant. In this case, it is essential to have leaders (rather than managers) who can provide the vision for the organization, show the direction and motivate people towards the realization of the vision.
The author clearly explains the critical attributes of a leader which include team building, good communication skills, decision making ability, and the ability to motivate and coach others for the effective accomplishment of goals.
The book is a good investment for those who in leadership positions, particularly those who are at the beginning of their careers in this field without much experience or previous training. The author gives useful tips which are excellent guide readers. The checklist at the end of each chapter is a useful tool to reinforce what the reader would have studied in the text.
Common Sense Stuff.......2005-10-24
I found this book only provides common sense stuff, not very insightful. There are numerous grammatical errors throughout this book.
Insightful!.......2005-04-04
If this book were an entrée, it would mostly consist of meat and potatoes. Author Marlene Caroselli accompanies her valuable handbook on the basics of leadership with insightful quotations and anecdotes. "Basic" is the operative word here. The book makes no pretense, for example, of delving into the theoretical side of leadership development. Nor does it prepare managers for specific business tasks that they're more likely to encounter as leaders, such as budgeting and strategic planning. Rather, this book is specifically tailored for current managers who have leadership ambitions, and for newly minted leaders who need a little expertise to seize control of their new roles. We recommend it as a solid menu option with lots of good advice for that eager-to-lead audience. The book is thoroughly crafted to achieve its purpose, though more experienced readers may find themselves asking, "Where's the gravy?"
High on the "must read" list.......2001-02-06
Leadership Skills for Managers(published by McGraw-Hill) provides some unusual slants on the topic of leadership. For example, the assertion that "leaders form strategic alliances" was something I hadn't considered before. The Prism of Partnerships showed exactly how to form such alliances. Thank you for some new slants on an old subject.
Real Asset.......2001-02-06
This book is a real asset to any business manager - a must read- easy to follow - great tips for sound management.
Customer Reviews:
Required Reading for Agents of Educational Change.......2004-09-25
Any school leader serious about change should have this book at his side. Several decades of research on the messy process of bringing change to the classroom led to the development of Hall and Hord's Concerns-based Adoption Model. I have used the CBAM model to bring about and monitor change in classrooms, schools, and school districts over the past 15 years. When one wants to bring about long-lasting change, the process that Hall and Hord so clearly present in this text can be an invaluable tool. We all know that too often the very best ideas for improving student learning and teacher performance are diluted as time passes. The reason is simple: we fail to put in place a valid monitoring process to help us understand to what degree teachers are actually using (and how they are using) the new programs we train them to implement.
Using the CBAM model, especially its criteria for Levels of Use and Stages of Concern, can provide educational leaders with a research-based tool to ensure that the time and money spent to bring change to classrooms is well-spent. This book is too often relegated to the category of graduate school text. It deserves to be front and center in any change initiative at the school and district level. If you believe the cliche, "Change is a process, not an event" is true, no book will help you more in your efforts to bring much needed change to our classrooms.
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