Customer Reviews:
Since Everyone is on a Team - Read this book.......2007-01-25
I read this book initially with a focus on Business Team Building. I found it it simple and straightforward. I learned about creating a code of honor for myself first, and then for my family and business. It also helped me look at what I can do to improve me, create my own code and commit to the follow through and believe the results will follow.
Simple strategies - hard work to implement - abundant rewards for the people involved in the process.
I read a bunch of the negative reviews for this book and felt for my small invesment of time and money the book was worth 10 x's what I invested.
If you are a coach, parent, or in a business this will give you a new view on team builing for long term success.
I don't recommend this book.......2007-01-04
I am a big fan of Robert Kiyosaky, but I didn't like this book at all, what is a pitty, since I liked the other book by Blair Singer, Salesdogs. I expected much more from it. The author had only one idea -- "create a code of honor for your team" and wrote a book around it. Honestly, I don't think this book has anything to add. I suggest reading The Servant, by James C. Hunter instead. This one is a really awesome book about leadership.
Well written--but doesn't quite hit the nail on the head........2006-01-31
This is a very good book on the subject of finding the type of people to work for you. What it fails to do is to point out the specialty people required to get a business running and growing. That is what I expected, after reading the title. One thing that totally put me off as I read this book. The author spoke of owning a shipping business and having a time pressure to get a shipment loaded. All of the laborers pulled together as a team, working long hours and extra shifts without complaining or asking for overtime pay. Who made the lions share of the money? Not the ones who did the hard labor, but he as the owner. Compensation was something not mentioned in this book. I very much like the concept of a 'code of honor', in which this book was almost completely based. I am still not really sure, after reading this book, what the difference between a code of honor and a mission statement is. A couple of great books that also cover this concept very well are: On My Honor I Will, and The Lost Secret of Phenomenol Success. This kind of book makes you think about your values, and what you want from life. I recommend it. Just remember, it may not be what you expect.
DON'T BUY THIS BOOK!! .......2005-07-05
I am an entrepreneur and wanted some inspiration, sadly I just found a lot of crap in this book. There's nothing I can apply, anyone can come up with a book better than this. just by reading the index you know this book was written by someone who has no idea about business. I'll write it for you:
chap.1 why do you need a code of honor?
2 who you sorround yourself with will determine your wealth and success
3 creating your code of honor
4 what's your personal code
5 how to enforce the code to ensure championship play
6 leadership that teaches other
7 the biggest impact of the code
8 ensuring account. loyalty and trust
9 standing in the heat with the code
conclusion it's your time to have a code
the book is full of phrases like: (please ask yourself if you need to buy a book to learn this:)
"nature whats you to go for it" pg 122
"when in doubt support each other" pg 115
"accountability is in the stats, no stats no results" pg 108
"the code is an awesome recruiting tool and qualifier"
"steps for creating a code: 1 create a code in a sane environment"
"sample code: 1 never abandon a teammate in need"
Creating a Code of Honor.......2005-05-23
This book wasn't exactly what I was expecting. I was expecting a book on how to pick advisors like accountants, real estate brokerss, lawyers, etc. However this book was about creating a team that works according to a "code of honor" that is created by the team.
Essentially the code of honor is a set of rules that the team creates and lives by in order to maintain a high level of accountability and performance. The idea makes sense as teams and people and general need rules by which to live by. Author Blair Singer does a good job of organizing the information and presenting it in an easy to read fashion.
On the downside, I wish there were more examples in this book to illistrate the points he's makes. A list of rules would have been nice, or the lists of rules that some other companies have come up with.
However other than that, the book is well done. Anyone wanting to build a team or wanting to improve the accountability of their existing team should pick up this book. 4 out of 5 stars.
Book Description
Team building is not itself an activity, but the result of attending to the seventeen characteristics that demarcate effective teamwork. When these characteristics exist to a high degree, you have an effective team. When they do not, you have a weak team. It is the manager's job to assess the strength of these characteristics in the organization and then to remediate any weakness. That is effective team building. This widely read practical guide is free of technical jargon, with many examples of successful implementation.
Customer Reviews:
Excellent!.......2006-08-18
This book was a required reading for me but I would recommend it to any manager, employee and to all organizations who value the team approach. It is an easy read and it puts common knowledge into an easy to follow format. It is very informative and it makes you look at what your place of work does and does not do to help promote a successful environment.
Teambuilding Made Easy!.......2000-09-24
This is a must read for anyone in leadership. When working with two or more people, it is important to establish clear expectations of how groups are to work together. Harvey and Drolet's book is laid out in a simplistic format, easy to read, with simple procedural steps to follow to build teams of people to work productively for a common vision. Emphasis is placed laying strong foundation for the group and then identifying the importance of conflict and managing it.
A nice follow up to this book is The Practical Decision Maker by Harvey, Bearley and Corkrum. This book takes the next step and gives specific tools and strategies on how to harness and direct the conflict to elevate the team to higher levels of thinking and reaching stronger decisions.
Book Description
Profits and people are often seen as competing needs in business, but in Perry J. Ludy's view, cultivating a loyal, productive workforce is crucial to business success. In Profit Building, Ludy -- who has worked for top companies in every major field from manufacturing to retail -- outlines a new approach called PBP (Profit Building Process), specific techniques for improving profitability by stimulating creative thinking and motivating teams to work together more effectively.
This program gives business leaders a daring yet accessible approach to increasing earnings without the shortsighted solution of layoffs. Using step-by-step examples, Ludy shows how to encourage employee participation in an atmosphere where creative problem solving flourishes. This entails the systematic application of four interdependent concepts: teams, innovation management, brainstorming, and action step planning.
Customer Reviews:
Cost Cutting with a Conscience.......2006-08-06
It is axiomic that the role of the firm is to maximise profit; some would say to maximise shareholder value. Profit can be increased by selling goods and services at a premium price that the customer is prepared to pay. However, in a highly competitive environment, prices can be depressed and the company may have to focus on cutting costs whilst maintaining an acceptable level of service and quality.
With the various economic shocks that the world is subjected, one typical and favourite target for cost cutting is reducing the workforce. This short-sighted approach to cost cutting not only causes a lot of human suffering but seldom achieves the intended objective of reducing costs in the long-run. Perry Judy proposes a more progressive approach that focuses on profit improvement. The Profit-Building Process that the author proposes appears to be an effective and workable method for building profit without employing the short-sighted and often self-defeating cost-cutting through cutting people.
I work in the airline industry where people cutting is a favourite strategy employed during lean times. Very often, following the drastic reduction in manning levels, service levels are reduced to such an extent that customers are turned away, further worsening the plight of the airlines concerned. The step-by-step approach of building on-going profit through motivated teams appears to be an excellent strategy for companies to employ when cost-cutting is required.
The book is required reading for all managers tasked with the responsibility to cut costs and build profits in any department.
Profit Building - Cutting Cost Without Cutting People.......2001-08-29
If you are looking for a way to increase profits in your organization, I strongly recommend that you start by first reading Profit Building - Cutting Costs Without Cutting People. Mr. Ludy takes you step by step though the process of building an on-going profit build team for your organization. We have used it as a blueprint for our company and it has really turned our employees. The book moves fast and I found it to be an easy read.
Highly Recommended!.......2001-04-24
Perry J. Ludy, a seasoned executive, presents his strategies for building profits and cutting costs in this well conceived book. He provides a team-based, profit-making plan that companies of any size could implement. In this simple, highly effective book, Ludy dispels myths about cutting costs and building profits. He uses examples from his professional experience to show his suggestions in action. We [...] recommend this book to managers and executives who are responsible for cost cutting and profit building.
Build-Up Profit Improving Skill Rather than Having Lay-offs!.......2001-03-05
As one CEO said to me recently, "No one who has a conscience ever wants to lay anyone off." Yet the headlines are filled with announcements that companies are making massive cuts in jobs and employees. Recently, these cuts are even coming in the fastest growing technology industries. If people don't like to fire anyone and people don't like to be fired, why is this happening?
Mr. Ludy argues that faced with missing budgets, the orders come down to spend less. Most people do know how to fire someone, so that option gets plenty of attention. Most people do not know many other ways to cut costs or boost profits in the short term, so the alternatives get little attention.
Our firm did a study more than a decade ago that has been quoted in dozens of books and magazine articles. We found that the stocks of companies which did layoffs usually underperformed the stocks of companies that did not. By the end of four years, the differences were enormous in favor of those who did not do layoffs.
Many people believe that this is because people do layoffs poorly, and many people do. But it also because the effort that goes into the layoffs could be better deployed in activities that increase profits. Usually, the bulk of those who go are the most employable people. They end up working for the competition, or having to be hired back as expensive consultants. How does either alternative help, while you are paying severance benefits as an additional cost?
Mr. Ludy points out, based on his extensive experience, that most executives, managers, and supervisors know little about profit improving.
Much of the recent training in companies has been on how to reduce errors, and that may help cut costs in main processes. That learning is often of little help in secondary processes and in areas where the processes need to be totally replaced, revised, or outsourced. Xerox and Motorola are both famed for their quality processes, and both companies are struggling now to make a profit.
Mr. Ludy has developed a process described in the book that helps to get people focusing on the best opportunities, and following through to implement the opportunites that they select. He also provides lists of items which many companies ignore, to help get the process started.
Although I have not seen this process working in practice, it is similar enough to elements of successful processes I have seen that is has credibility to me.
If you decide to pursue this process, I suggest that you can improve upon it. First, rather than just having one small team working on this, you should try to get as many people working in small teams as possible. The most successful profit-improvement program I ever saw involved over 14,000 people in suggesting ideas. Second, be sure to compare the performance you are achieving in one part of the company with what you are achieving in another part of the company in the same activity. Most large companies get their best ideas from benchmarking to their own best practices. Third, be sure to create an e-intelligence capability to get more information to everyone about how the company is performing. E-Business Intelligence is a book that can help you understand this point better.
The three strengths of Mr. Ludy's process to me are:
1. The emphasis on finding ways to improve profits, without hurting people.
2. Training people about how to improve profits.
3. Eliciting questions to locate opportunities.
In regard to the second point, you may find it helpful to read Dr. Ram Charan's new book as well, What the CEO Wants You to Know. That book focuses on simple business concepts and metaphors to make everyone better able to relate to the issues of the enterprise.
One of the major weaknesses of companies is that leaders are often asked to pursue tasks for which they do not have relevant information, experience, or training. Where else does your company have this issue? In my experience, two areas stand out.
(1) Finding better solutions to repetitive problems.
(2) Choosing directions that will lead to better results, regardless of business conditions.
May you find more intelligent, and more humane, ways to profit!
Affirmation of people power in commerce.......2001-02-24
Perry Ludy's book, Profit Building examines a powerful dichotomy for business in the new millennium. It empowers commerce to make effective choices to achieve profit building by cutting costs without cutting people.
Profit Building is also an imperative to examine conventional business models during periods of economic uncertainity. This book is precise, concise and truly on the cutting edge of contemporary issues in today's economy.
Profit Building is a must read for savvy business management - or those who expect to join the ranks - to "get ahead of the curve" or virtually reinvent the human possibilities.
Reviewed by former Group Publisher CBS.
Book Description
Finally, a book dedicated to the day to day reality of managing people. A book designed to teach you the skills necessary to effectively manage your people, and build high performance teams.
Customer Reviews:
the publishing date should be correted !.......2006-09-14
Hi the Author and Amazon team, you should correct the publishing date.
Lots of experience in 150 pages.......2006-03-14
In my MBA program I have encountered endless writings on management theory. This book puts it in simple language. There is no buzz or catch words, just the real stuff. Get rid of the countless 300 hundred page books and go with the one that gets to the real points in 150.
Impactful, a must for every manager!.......2003-11-25
This book is perfect for every manager who wishes to increase his/her capacity as a manager, but doesn't want to read countless pages on the "A, B, C's" of Management. Alex Malone conveys his message in a personable way that most managers will identify with, relaying personal experience and learnings that we can relate to and learn from to become better people managers. This book is definitely not the "same old thing" and offers a unique viewpoint into effective people management. Even highly experienced managers will find themselves easily identifying areas for improvement, resulting in stronger management skills and more productive teams. Highly Recommended!
More than just an effective and practical guide........2003-11-06
If you are a team manager or aspiring to become one, 'Managing Your Greatest Assets' will likely promote thought, provide insight and evoke unexpected laughter. The author skillfully describes numerous experiences while evolving as a manager with refreshing clarity and warmth. He shares his successes, failures and practical lessons intelligently in a concise and very readable style. I highly recommend this book. Well done, Alex.
A Sure Bet.......2003-10-24
I have not read this book yet, but will bet it is right on the mark. Alex and I worked together through his learning years (side by side). The environment, business state and people challenges taught us both alot. The successes were many and achievements great. In the end, Alex gets his biggest kick out of watching people develop and grow. Today many of those folks are at a place they could never of imagined. Having work beside, watched and contributed, I am absolutely thrilled to see Alex share his values and approach.
Congrats ! my friend. You have made a difference.
Don
Average customer rating:
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Leading By Design
Manufacturer: Baxter Press
ProductGroup: Book
Binding: Hardcover
ASIN: 1888237538 |
Product Description
Insights about the way Jesus related to 12 types of people: Eager people, Rigid people, Demanding people, Available people, Hurting people, Negative people, Cautious people, Sneaky people, Vicious people, Hurried people, Invisible people. The principles can apply to family and business.
Customer Reviews:
Inspiring Training.......2006-04-08
This is an excellent seminar. It covers the subject of team building extremely well and it's a pleasure to listen to the virtuoso technique of the presenter. The tape medium has some advantages over books or live attendance, because you can listen to it on the way to work, thereby making good use of time that might not otherwise be productive. And you can stop, rewind and reflect on the relevance of the presenter's ideas. Arguably, it's better than being a part of the live audience.
Mark Sanborn is an expert speaker with years of experience in giving seminars and motivational speeches. In one of his stories he gives a clue as to his own motivation for developing this expertise. He relates that early in his career he was promoted to be a manager and that, having had no preparation or training for this job, he tore his hair out for 8 months before his supervisor sent him to a training seminar to learn how to do it. He also points out that if you can develop 10 people to be 10% more effective, then you've created a whole unit of productivity. Since he's personally felt the benefit of this kind of training and has since trained thousands of people, he must feel good about his contribution.
Sanborn breaks the team building exercise into six steps: 1) Locate, 2) Educate, 3) Cooperate, 4) Communicate, 5) Motivate, and 6) Celebrate. In each of these steps he provides additional sub-steps, illustrated by entertaining stories and anecdotes.
The advice is practical and would surely help anyone building a team from scratch. It could also be used by anyone wanting to build either large organizations or small teams, whether the team is new or has been in place for some time. For example, a couple of pieces of advice I found useful for my team were:
1. Break team meetings into six components: 1) Accomplishments and Blunders -- review successes and failures, 2) Accountability -- check that what was supposed to get done got done, 3) Action Plan -- plan what needs to be done by the next meeting, 4) R&R -- single out team members for rewards and recognition (and not just the superstars), 5) Professional Development -- provide growth and enrichment using audio, video, or guest speakers, 6) Announcements -- pre-print and distribute and point to the highlights
2. Eliminate the term "constructive criticism." Instead, use the following three steps of "effective feedback:" 1) Criticize behavior not the person -- describe what was done and what happened as a result of what was done, 2) involve them in discussion -- ask "What they would do differently?" and "Have you considered...?" 3) Wait for the teachable moment -- provide instruction feedback just before the new behavior is needed.
These are just a couple of examples, but there are many other practical lists and tips for hiring, creating a leadership team, providing non-monetary rewards and other major aspects of team building. Sanborn has an excellent grasp of the subject. He follows the general thinking and enlightened management approaches of Maslow, Drucker and others, providing memorable descriptions of his main points with well-chosen anecdotes and stories to back them up.
Tapes are very effective, but there's a downside. The music and talk introductions that CareerTrack supplies are irritating. Also the need to package the material into neat lists and present them in a slick way to an audience makes one question whether the material is solid and actionable, and I, personally, would have liked to have had a companion book that covers the same material, but in more depth. In fact, I'd recommend using the tape in conjunction with some books like Drucker's "The Effective Executive," and Hiam's "Motivating and Rewarding Employees."
However, Sanborn is a great presenter who knows and cares about his subject and I found the content well chosen. The tapes are worth their price just for using as the professional development component of team meetings. I'll be introducing an audio segment into my team meetings, and this will be the first tape that I'll use.
Graham Lawes
Mark Sanborn is a great Team Motivator.......2003-06-11
As a teacher in a middle school, teamwork is very important to me. I picked up this workshop on cassette because I felt there were some aspects of our team that were dysfunctional. Sanborne presents some very specific opinions about teams and the role of individuals in any work group. His theories aren't just concepts out of context though. He presents some very solid habits, practices and useful advice for making a team more effective.
He begins by outlining some very basic principles of what teamwork is, and breaks down misconceptions of team work. Then he moves to specific strategies offered to make team playing more effective. He has advice for administrators, managers, middlemen and even the "lowly" intern that make effective teamwork.
His tape also addresses Risk Taking, Effective Communication, Team Recruiting, Job Trading, Management Training, Empathy at work, Goal Setting, and the effectiveness of increased responsibility. Practitioners of his benchmarks that provide good examples of his concepts include business giants such as Wal-Mart, and McDonalds as well as others.
Though the trends talked about in his tape are reflective of yesterday's corporate trends, he has very good ideas that are still practical and useful today. I am eager to pick up the tape and listen to it again in August, just before school starts this fall because it will reinforce the practical strategies I have developed from his advice. I strongly suggest implementing Mark's ideas because they are sound and practical. Putting them into practice will make any team more efficient, successful and dynamic.
Average customer rating:
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Building relationships: proving it can be done.: An article from: Presbyterian Record
Gale Reference Team
Manufacturer: Thomson Gale
ProductGroup: Book
Binding: Digital
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ASIN: B000P28BQS
Release Date: 2007-04-02 |
Book Description
This digital document is an article from Presbyterian Record, published by Thomson Gale on February 1, 2007. The length of the article is 641 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Building relationships: proving it can be done.
Author: Gale Reference Team
Publication:
Presbyterian Record (Magazine/Journal)
Date: February 1, 2007
Publisher: Thomson Gale
Volume: 131
Issue: 2
Page: 23(1)
Distributed by Thomson Gale
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