Average customer rating:
- Excellent Book in Gitomer's latest
- Not Impressed
- I have to admit... it's helpful
- Yes Attitude
- Another great book from Jeffrey Gitomer
|
Little Gold Book of YES! Attitude: How to Find, Build and Keep a YES! Attitude for a Lifetime of SUCCESS (Jeffrey Gitomer's Little Books)
Jeffrey Gitomer
Manufacturer: FT Press
ProductGroup: Book
Binding: Hardcover
 General
| Business & Investing
| Subjects
| Books
General
| Sales & Selling
| Marketing & Sales
| Business & Investing
| Subjects
| Books
Techniques
| Sales & Selling
| Marketing & Sales
| Business & Investing
| Subjects
| Books
Similar Items:
-
Little Green Book of Getting Your Way: How to Speak, Write, Present, Persuade, Influence, and Sell Your Point of View to Others (Jeffrey Gitomer's Little Books)
-
Little Black Book of Connections: 6.5 Assets for Networking Your Way to Rich Relationships
-
Little Red Book of Sales Answers: 99.5 Real World Answers That Make Sense, Make Sales, and Make Money (Jeffrey Gitomer's Little Books)
-
Little Red Book of Selling: 12.5 Principles of Sales Greatness
-
Customer Satisfaction is Worthless, Customer Loyalty is Priceless: How to Make Them Love You, Keep You Coming Back, and Tell Everyone They Know
ASIN: 0131986473 |
Customer Reviews:
Excellent Book in Gitomer's latest .......2007-09-27
I think this is a great book for anybody that needs an attitude adjustment or not. It is just a very good book with exercises in the book to help you realize what you are doing that could be setting you back or negative. Or what you are not doing that can help you improve and be more positive. It makes you think and ponder. Most people think they have a positive attitude. You may be surprised after taking his evalution tests whether you are. This book helps you go from a positive attitude to a Yes Attitude which is even better. Read the book it is definitely worth your time. And then say YES!
Not Impressed.......2007-08-29
Maybe 5 pages out of the whole book ENCOURAGED you to BECOME Positive with a YES attitude. The rest of the book was FLUFF.
He writes books...that's his job. He needs to sell books to buy the Beemer.
Did this book help me become MORE Positive?..... NO
Did it tell me how to become MORE Positive?..... NO.
So I went ahead and bought the "Magic of Thinking BIG" from Amazon instead.
ONE STAR because I liked the cover of the book.
Very overpriced and does NOT deliver.
I have to admit... it's helpful.......2007-08-14
Honestly, I wanted to dislike this book. It seemed shallow and more like a powerpoint presentation than a book.
Let's start: too simplistic, dumbed-down. Obvious. A rehash of what I already know. A huckster pushing a product...
But I have to admit that I just found it useful. I actually started to read it for 15 minutes a day in the morning - every weekday. And I actually found that it did help my attitude, that it did help me move forward and respond more positively to those around me. That it did help me take an extra moment when I am about to say something negative... and think it over.
I've started adopting various ideas from the book... and they help.
I'm almost embarrassed by liking this book. But it has been worth 10x the cover price to me.
In the end - well, I just will say "thanks".
Yes Attitude.......2007-08-11
This book was awesome. Very easy to read and FULL of inspirational things to think about and actions to take. I bought this book for all my employees to remind them to keep their "Yes" attitudes!
Another great book from Jeffrey Gitomer.......2007-07-23
Again another great book from Jeffery Gitomer. I discovered him lately, however I consider him one of the greatest contemporary writer about sales and motivational. Like other books also the Little Gold Book of YES! Attitude is easy to read, I am not a native English speaker, direct to the subject, full of common sense and the last, but not the least, 100% applicable everyhwere.
Average customer rating:
- IT means: Find Purpose, Live Identity, Coach Accountability
- Decent but not as good as the original
- Disneylayne
- Quick read, Back to basics
- A good followup to Fish!
|
Fish! Sticks: A Remarkable Way to Adapt to Changing Times and Keep Your Work Fresh
Stephen C. Lundin ,
John Christensen , and
Harry Paul
Manufacturer: Hyperion
ProductGroup: Book
Binding: Hardcover
General
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Motivational
| Management & Leadership
| Business & Investing
| Subjects
| Books
Organizational Behavior
| Business Management
| Professional & Technical
| Subjects
| Books
Similar Items:
-
Fish! A Remarkable Way to Boost Morale and Improve Results
-
Fish! Tales: Real-Life Stories to Help You Transform Your Workplace and Your Life
-
Fish! for Life: A Remarkable Way to Achieve Your Dreams
-
WHEN FISH FLY: LESSONS FOR CREATING A VITAL AND ENERGIZED WORKPLACE FROM THE WORLD FAMOUS PIKE PLACE FISH MARKET
-
Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life
ASIN: 0786868163 |
Amazon.com
In this third installment in the popular Fish! series, the authors examine change as a necessary, ongoing process that should never stop--at least not if one wants to keep the workplace vital and fully alive. Using a fictitious sushi restaurant as an example, this fable examines the three principles that Lundin, Christensen, and Paul believe are necessary for continuing success: Find It ("it" being each employee's personal vision of the business), Live It, and Coach It. Readers of the authors' previous books--Fish! A Remarkable Way to Boost Morale and Improve Results and Fish! Tales--should find its familiarity comforting. For those new to the series, this standalone volume is easy to read and highly valuable. --David Bombeck
Book Description
In this third installment in the popular Fish! series, the authors examine change as a necessary, ongoing process that should never stop--at least not if one wants to keep the workplace vital and fully alive. Using a fictitious sushi restaurant as an example, this fable examines the three principles that Lundin, Christensen, and Paul believe are necessary for continuing success: Find It ("it" being each employee's personal vision of the business), Live It, and Coach It. Readers of the authors' previous books--Fish! A Remarkable Way to Boost Morale and Improve Results and Fish! Tales--should find its familiarity comforting. For those new to the series, this standalone volume is easy to read and highly valuable. --David Bombeck
Download Description
The "o-FISH!-al" follow-up to the phenomenal bestselling Fish! and Fish! Tales, Fish! Sticks is a stand alone business parable that shows you how to come up with a vision for your business and how to keep it alive, vital, and renewed through tough times, such as turnover in management and staff or a troubled economy.
Using the example of a hugely successful, fictional sushi restaurant as a model for a vision of continual renewal, Fish! Sticks employs the same kind of easy-to-read story that was used in Fish! to illustrate its three major principals of continued success: Commit, Be it, and Coach it.
When Stephanie, a new manager, takes over from a wildly popular and now promoted boss, she is faced with the problem of how to keep spirits up in a corporate unit that has, frankly, started to get bored and cranky and revert to its old ways. But then she visits the amazing Taka Sushi (formerly Taka Teriyaki), with its lines of customers cheerfully waiting for hours to get in. Soon, she realizes that the way to keep her employees motivated and her customers delighted can be learned from a bunch of waiters who teach one another everything they need to know. And when she finds out just how the owner of Taka knew to switch her main bill of fare from teriyaki to sushi long before anyone else, what she really discovers is the secret of keeping your work fresh.
Customer Reviews:
IT means: Find Purpose, Live Identity, Coach Accountability.......2007-08-19
An easy read and good use of the fable to emphasis an often overlooked part of performance management; the importance of each individual finding a piece of their Me Inc. vision within the Business Inc. vision. Although authors Lundin, Christensen, and Paul never use the term Me Inc. in this fable about sustaining a performance transformation within the 6th-floor neurological care ward of Good Samaritan Hospital (Business Inc. in the fable), referring to the connection as IT; they clearly convey the message that sustainable performance is only possible when individuals find their IT within the wards vision of customer care.
Recognizing that sustainable motivation/energy can only be created when individuals connect their purpose, identity, and accountability with their business's performance vision, the authors show how the employee's must Find IT thru individual conversations, Live IT by putting their unique identity into action, and hold each other accountable thru a Coach IT process unencumbered by hierarchy. While fables can only go so far in conveying the complexity of organizational effectiveness, this fable brings a critical piece of the puzzle to the front. It is recommended for use with teams as the next step after the initial visioning and performance goal setting processes of performance management. Dennis DeWilde, author of "The Performance Connection"
Decent but not as good as the original.......2007-08-01
After reading about this book I was excited by the opportunity to get some more insight into the "Fish!" world, and I was especially interested in learning about `how to make change stick'. I liked how the book was another "fable" type story, and thought that this might make another good Book Club selection for our company book club.
Well, I read the book, and although I thought it had some merit, it was not nearly as easily accessible and distillable to the same audiences as the first "Fish!" book was. I was still glad I bought the book, and I did get something out of it, but I had real trouble imagining trying to pass this message on to others in our company.
I will say this, though. One message that came out of this book and that hit me loud and clear was that for "change" to stick, the meaning of the change has to be personalized to each individual, and it has to mean something to them, because once all the bells and whistles of the program are gone, and the initial excitement dies down, it will be impossible to keep a culture change program going unless others can relate to it personally and continue to buy into it on a day to day basis.
So, I thought THAT message was valuable and worth buying the book for, but I don't think I will be passing this out at our next book club. It was just not a book that was otherwise easily understandable to a much wider audience.
However, if you haven't read the original "Fish!" book yet, I HIGHLY recommend it...
Disneylayne.......2007-04-14
YOU MUST READ FISH. F I R S T.
THIS IS FOR ANYONE WHO JUST WANTS TO ENJOY LIFE AND NOT ALLOW THE EVERY DAY FOOLISHNESS AT WORK OR LIFE GET TO YOU....
YOU WILL PROBABLY BUY MORE THAN ONE COPY AND GIVE THE TWO BOOKS AS PRESENTS.
WE NEED TO FIND A WAY TO LIGHTEN OUR HEARTS, ESPECIALLY WITH ALL THE BAD THINGS THAT ARE HAPPENING IN THE WORLD TODAY. OR JUST IN YOUR NEIGHBORHOODS.
Quick read, Back to basics.......2007-01-10
This book is one in the FISH series. It is a quick read. If you like the story telling approach to learning, you will like this book. Not one of my favorites.
A good followup to Fish!.......2006-11-10
This is an excellant, easy to read follow up to Fish! It continues the process, to keep the good things going. I strongly recommend this book.
Average customer rating:
- Not your ordinary motivational guide...
- Make Your resolutions come true
- This Little Book is a Charm
- Mash Note to Author
- Inspiration, encouragement and advice for change
|
This Year I Will...: How to Finally Change a Habit, Keep a Resolution, or Make a Dream Come True
M. J. Ryan
Manufacturer: Broadway
ProductGroup: Book
Binding: Hardcover
General
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Motivational
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Personal Transformation
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Applied Psychology
| Psychology & Counseling
| Health, Mind & Body
| Subjects
| Books
Similar Items:
-
It's All Too Much: An Easy Plan for Living a Richer Life with Less Stuff
-
The Life Organizer: A Woman's Guide to a Mindful Year
-
The Happiness Makeover: How to Teach Yourself to Be Happy and Enjoy Every Day
-
Rightsizing Your Life: Simplifying Your Surroundings While Keeping What Matters Most
-
Trusting Yourself: How to Stop Feeling Overwhelmed and Live More Happily with Less Effort
ASIN: 0767920082
Release Date: 2006-12-26 |
Book Description
Are you really ready to change? Take this quiz and find out.
Every New Year’s Day, my list of resolutions is:
Ambitious. I aim for everything from losing weight to saving more money for my retirement.
Realistic. I just try to bump my good behavior up a notch--be a better friend, give more money to charity---without giving myself any strict deadlines or goals.
Precise. I decide exactly how many men I will ask for a date, or how many new jobs I will apply for.
Whenever I decide to change something, it’s usually because:
My doctor has put the fear of God into me.
I read a magazine article about why making this change is important.
I start daydreaming about how great life will be after I make the change.
True or False: When you want to make a big change in your life, timing is crucial.
Failure is:
Impossible.
Inevitable.
Not in my vocabulary.
(The answers are on the inside back flap.)
Learn the secret to making changes that stick
Every so often people get inspired (again!) to lose weight, get organized, start saving, or stop worrying –but a few months later they give up, frustrated. It doesn’t have to be that way. In This Year I Wil . . .l, bestselling author M.J. Ryan offers breakthrough wisdom and coaching to help readers make this time the time that change becomes permanent.
Why do people find it so hard to change? The secret is that everyone has their own formula for making changes that stick, but most people don’t know what theirs is. They think there is one way to lose five pounds, and another way to stay on top of their e-mail, but they don’t realize that for all changes, there is one system that works best for each individual. This Year I Will . . . helps you lock on to your unique formula for planning, implementing, and seeing a life change through, so you can use it again and again to tackle anything else you’d like to do.
For anyone who has broken a New Year’s resolution, fallen off a diet, or given up on fulfilling a dream, the ingenious strategies, inspiring stories, and sheer motivational energy of This Year I Will . . . help you make a promise to yourself that you can actually keep.
Answers to the jacket quiz: c, c, false, b. Take the whole quiz and learn your score at M.J. Ryan’s Web site, www.mj-ryan.com.
Customer Reviews:
Not your ordinary motivational guide..........2007-08-31
I'm almost finished with this book and when I do, I plan to start it over again! Absolutely the best book of it's kind that I've ever read. Thank you, MJ Ryan. PS- I lost 27#, work at the gym now and quit smoking...all in the last 4 months. Her book has been instrumental in helping me to make these 'dreams' a reality.
Make Your resolutions come true.......2007-05-10
One of the best I've read. Easy to understand. Motivated me to take action immediately.
This Little Book is a Charm.......2007-03-28
MJ Ryan is one of my favorite authors. Her book, Random Acts of Kindness, started all kinds of initiatives that contribute to the world being kinder.
Her latest book is very, very special. This book is a perfect December read BEFORE one makes New Year's resolutions that are often shattered within the first couple of weeks. In an easy read style that characterizes her writing, she logically sets out why we so often find personal change difficult and then shares her prescription for making changes.
Corny as it may seem to some, I carry this book with me during my many business trips across the country. It has become both a symbol and a guidebook for a series of changes I am implementing in 2007. For me, this little book is working like a charm.
Ah...yet another kindness from Ms. Ryan. One for which I am most grateful.
Mash Note to Author.......2007-03-14
I love this book. Anything that makes me do something I've been avoiding for so long is powerful. I only have this book for a couple of days and already I'm energized. Thank you M.J. Ryan.
Inspiration, encouragement and advice for change.......2007-01-30
What I like best about M.J. Ryan is that she is a compassionate writer. She is writing about something that is very difficult to do: change. It is clear that she understands that change is hard; nobody is perfect, and people will slip. Her acceptance inspires your own acceptance of the perils of change and your personal foibles. She encourages you to take the leap into change despite your doubts. She makes you believe that change may be hard but with her advice it is possible and even probable.
Her advice is clear and precise; the book is jam-packed with information but without an excess of words. She looks at all the essential issues involved in making changes. She begins with the basics, the things that you must do to make a change and make it last: You must be specific. You must plan. You must prepare. You must really want it. You must make a commitment. You must take action. You must re-evaluate when things aren't working. You must get back on track when you slip up.
Yes, all of that sounds very familiar. What isn't so familiar is her analysis of exactly how all that works, why it works the way it does, and precisely what to do to assure that it works the way it should. She also tells you the probable reasons for your efforts going awry, as well as what to do when you do run into trouble.
Like any good writer who compels your attention, she illustrates her points with apt examples and anecdotes. As with the rest of her writing, the stories are made most effective by their brevity. I am reminded of a textbook I was once assigned in college. It was called "The Force of Few Words" and was about how poetry achieves its powerful effects. M.J. Ryan is not writing poetry, but her words are full of "rhyme and reason" and her advice together with her stories will make you believe in your power to change.
Average customer rating:
- Results: Keep what's good, fix what is wrong, and unlock great performance
- Well-Done!
- Finally, a diagnostic tool for the rest of us
- Excellent reading
- Anatomy of Change for High-Performance Organizations
|
Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance
Gary L. Neilson , and
Bruce A. Pasternack
Manufacturer: Crown Business
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Similar Items:
-
Executive Intelligence: What All Great Leaders Have
-
The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success
-
Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management
-
Thinking for a Living: How to Get Better Performances And Results from Knowledge Workers
-
Ten Rules for Strategic Innovators: From Idea to Execution
ASIN: 1400098394
Release Date: 2005-10-18 |
Book Description
Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA.
Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization is:
• Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall
• Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions
• Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole
• Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses
• Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest
• Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook
• Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels
For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business.
Also available as an eBook
Customer Reviews:
Results: Keep what's good, fix what is wrong, and unlock great performance.......2007-05-14
A very reader friendly, handy and excellent reference book. A must have for future middle level managers and leaders
Well-Done!.......2006-03-18
Obviously, all human effort produces results, including no change of the status quo. What Neilson and Pasternack are talking about are efforts which sustain what is both effective and efficient, repair or eliminate what isn't, and thereby result in ("unlock") great performance. They identify four separate but interdependent "building blocks" (decision rights, information, motivators, and structure) on which to establish a program to achieve whatever the desirable results may be. Perhaps to manage growth. Perhaps to rightsize. Perhaps to introduce a new product or service and/or to penetrate a new market.
In Chapters One through Nine, they examine several different types of organizations:
Passive-Aggressive: "Everyone Agrees But Nothing Changes"
Fits-and-Starts: "Let 1,000 Flowers Bloom"
Outgrown: "The Good Old Days Meet a Brave New World"
Overmanaged: "We're from Corporate and We're Here to Help"
Just-in-Time: "Succeeding by the Skin of Our Teeth"
Military Precision: "Flying in Formation"
Each of the first six types has specific characteristics, most (if not all) of which are perversions of what would otherwise be desirable. For example, most executives would agree that an organization's operations should be disciplined, consistent, and lean; also, that there should be a well-defined chain of command. However, in a Military Precision organization, there can be serious problems which result from "command and control" management which discourages (if not punishes) principled dissent and individual initiative. Almost everyone involved awaits "orders" to be followed without question or hesitation. As I read Chapter Eight in which Neilson and Pasternack discuss the Military Precision organization, it struck me that it could run off independent thinkers and develop within those who remain a passive-aggressive attitude which results in subversive behavior. However, there are at least some organizations on which the appropriate emphasis should be on everyone knowing his or her role and implements it diligently, producing fluid and consistent execution of its policies and procedures.
As Neilson and Pasternack suggest, "7-Eleven exemplifies the Military Precision organization because it is top-down with a twist. It takes its direction from above, but its intelligence lies in the field...and it recognizes that. it's an organization bent on providing a consistent, quality customer experience to the thousands, often millions, that pass through its doors every day."
As for the Resilient organization, which Neilson and Pasternack describe as the "healthiest" of all, it also has several organizational traits which include entertaining the inconceivable ("seeing" what isn't yet...but could be); building a culture of commitment and accountability; "moving the goal post...every three years" at least; at all times and in every way demonstrating the "courage of its convictions"; recovering from adversity and then moving on; thinking horizontally (i.e. rather than in terms of hierarchies); Self-correcting (i.e. having mechanisms which identify small problems before they become major crises; listening to complainers to identify patterns and trends of dissatisfaction enterprise-wide; linking motivators to what is most important; and realizing any "success" is transient ("a little paranoia is good for you"). I presume to add one point: Today's Resilient organization can very quickly become one of the other seven. That is to say, each of the ten positive traits which Neilson and Pasternack identify, if taken to an extreme, defining characteristics of an "unhealthy" organization.
According to Neilson and Pasternack, the symptoms of a Passive Aggressive organization include smiles which conceal dissent, "shopping for decisions" (i.e. seeking until finding decisions preferable to those of one's supervisors); hoarding of resources which creates a "Bermuda Triangle" of information flow; "mixed message motivators" which create confusion and dissonance; and widespread use of the CYO strategy in anticipation of unfavorable consequences. These symptoms obviously suggest often deeply submerged feelings of dissatisfaction and perhaps even hostility.
What makes this volume so informative, indeed valuable is the fact that Neilson and Pasternack identify all manner of causes of dysfunctional organizations, suggest how those causes can be avoided or eliminated, and then explain what a "healthy" organization is but also how to establish and then sustain one. It occurs to me that most organizations proceed through phases during any one of which they exemplify one of the seven types. Therefore, some of the attributes of one type (e.g. Passive-Aggressive) should be replaced by some of those of another (e.g. Military Precision). It remains for decision-makers to understand which of the seven types best describes their organization and then, guided and informed by what Neilson and Pasternack provide in this volume, make whatever corrective or preventive adjustments may be necessary.
To Neilson and Pasternack, I now offer "Well-done!"
Finally, a diagnostic tool for the rest of us.......2006-02-27
The authors present extensive research on companies that consistently deliver results and those that do not. Their proposal is that the differentiator is a proper meshing of the following four building blocks:
* Decision rights: underlying rules about why and by whom decisions are truly made
* Motivators: incentives, career alternatives, corporate culture and values, and other elements that drive peoples' behavior.
* Information: performance metrics, and processes to coordinate activities and transfer knowledge.
* Structure: overall organization model, including, but not limited to, the "lines and boxes" of the organization chart.
The authors proceeded to investigate, in a very large number of companies, how the above four building blocks fit together, or fail to. Looking at their research results, the authors found out that the data tended to gather around seven organizational "syndromes" four unhealthy, two healthy, and one ideal, as follows:
The Passive-Aggressive Organization: Building consensus in such companies is easy, but execution is next to impossible. That's because people agree to things, but as soon as the meeting is over, begin to sabotage the implementation. Passive-aggressive companies are full of people looking like they support some initiative but in reality are - actively or passively - doing their best to guarantee it never gets done. The authors confess that this is the most difficult type of organization to fix. People are unable to take decisive action, because what looks like acquiescence is actually resistance in disguise. And when decisions are made they're almost certain to be vetoed or ignored. The solution begins when decision rights are placed with those best able and positioned to effect positive outcomes. But you can't stop there: a solution must make sure those people who are going to make the decisions 1) have timely access to good information and 2) are accountable, appraised and rewarded for making decisions that lead to successful execution. Finally senior management must streamline the decision process, removing obstacles and naming process owners to shepherd execution.
The Fits and Starts Organization: These attract intellect, initiative, and entrepreneurship, and these very special people, if they're highly self-motivated, will make great things happen, provided there's 1) a solid value system among the troops, and 2) senior management provides essential direction and redirects potential collisions/redundancies. Otherwise, the marketplace receives conflicting messages from their spasmodic behavior, and as result consistently undervalues these companies. What's going on? A Fits and Starts organization clearly shines in the Talents department, but lacks the management skills to effectively harness all this creative energy. Under pressure, they just work harder, thus bringing out even more their coordination shortcomings. Too many people are empowered to make decisions, often with little or no information beyond the data generated by that decision maker's immediate group. You can guess the rest: compensation schemes vary all over the place. Weak performance appraisals invariably lead to rewards largely unrelated to the company's strategic direction (if in fact there is one). Soon, people start updating their résumés. The best quit first. And the Fits and Starts company loses its chief competitive advantage: its people.
The Outgrown Organization: Outgrown organizations are exactly that - they're bursting at the seams because their management model was designed for a much smaller company. It may now be too large and complex to be run effectively by a small team of executives at headquarters. It reacts slowly to market developments. When it does, it's reactive and/or too late. Information pertinent to decision-making is placed as far as possible from those invested with the power of deciding, ie, it languishes in those units closest to the customer. People talk wistfully about the "good old days" when all one had to do before making a decision was shout across the hall or make a couple of quick phone calls. People close to the customer design intricate ways to circumnavigate headquarters. Ultimately, there are more exceptions than rules. Solutions must retain the benefits of scale while pushing decision-making out towards the client. Identify those who make a difference and reward them accordingly, keeping in mind that the best have probably already left. Because these companies have warm, powerful cultures, recharging people's batteries may be just a matter of broadcasting that the changes they've yearned for have finally come to pass.
The Over-managed Organization: These illustrate all the bad traits of the traditional Command and Control organization. Because the higher-ups spend most of their time checking on the information they receive, action is slow, misdirected, or non-existent. Over-managed organizations share a top-down decision system with Outgrown organizations, but their midsections are much fatter. In fact, wading through the middle ranks to get anything done can be a major task. Meetings generally take place in auditoriums because conference rooms are never big enough to contain all those involved. There, those who make presentations prepare much bigger backup presentations ("just in case they ask") that never get presented. The authors report that those inside Over-managed companies have the bleakest outlook and the most negative attitudes of all people surveyed. No wonder: there is no consistency to rewards and promotions, ownership and accountability are unclear, and the people with initiative have no permission to exert it. Senior management has no reliable information, and line managers have no idea how their division, let alone the total company, is doing. Summarily lopping off middle management is hardly ever a solution, because all those lines and boxes are a symptom rather than the cause. Rather, over-managed companies must single out key processes, find out who needs to make what decisions and when, design a new organization around them, make sure the proper information reaches them in time, and finally design and implement a new reward system that clearly reflects the new priorities.
The Just-in-Time Organization: These have a strong sense of mission, contain significant numbers of very talented people, and are able to change direction quickly in response to market trends, although seldom as a result of proactive measures to anticipate such changes. They are excellent places to learn, and foster an atmosphere of discovery, even of breakthrough. But, unless tight structures and consistent processes are in place, they can often be one-hit players rather than a reliable source of competitive advantage. These are companies that deliver results, but just barely. They may not be very good at nurturing long-term relationships with key clients. Also, they're seldom scalable. Their internal "heroes" are always people who snatched success from the jaws of defeat, just seconds before the Game Over bell rang. Yet right after one more such celebration they wonder how many times it was done in the past, and why nobody back then bothered to document that earlier victory so all this adrenalin would not be wasted again. Outsiders always get the impression that people are moving a little faster than they should be. But the human body is not designed to sprint a marathon, so Just in Time organizations are famous sources of management burnout. The solution is complicated by the fact that people in such organizations abhor greater emphasis on process and structure as initiatives that will render it "boring". All solutions must therefore slowly but deliberately take apart the "cowboy who shoots from the hip" mentality. Unfortunately, it may only come about after some high-profile executive burns out.
The Military-Precision Organization: Like flying in formation, everyone knows his/her role in a Military-Precision organization. It is disciplined and enormously coordinated. It is hierarchical and can process large volumes of similar transactions. They are run like good sports teams, drilling standard plays over and over until they become instinctual. While it brilliantly executes all activities that were carefully planned for, the same cannot be said for its ability to deal with the unexpected. Because future leaders must be groomed, not just drilled, their biggest challenge is finding and preparing the next generation of leadership. They can also get so wrapped up with continuous improvement of their internal processes that they fail to read - y compris between the lines - the information that flows into headquarters from the front lines. And because they typically don't deal well with the unexpected, this mistake can keep them ignorant of major but subtle changes in the marketplace until it's too late.
The Resilient Organization: Resilient organizations seem to have it all - their results are brilliant, their brands are respected, and they attract the best people. Everyone knows his/her priorities, and that the reward systems in place are closely tied to those priorities. Thus, if someone works 50% harder than his peer next door, he knows he's going to get paid a 50% bigger bonus. Yet Resilient companies hate media exposure, never rest on their laurels, are constantly scanning the horizon for change, and are ready to reinvent themselves every Monday morning. Resilience is not an end state, but rather a continuous journey. All Resilient companies have a "Secret Sauce", that changes from one company to the next, but that consistently includes the following four ingredients 1) an effective BS filter that separates fads from actual trends, 2) strong links to clients and customers (witness FedEx's Customer Summit), 3) a self-correcting mechanism that soaks up information about those market trends and turns them into effective internal redesign, and 4) an attitude of sincerity and frankness, sometimes brutally so, with all constituencies. On this last point, survey respondents mention the ability of top management to bring bad news across to employees, and take corrective measures swiftly. They know that complacency retains the mediocre and drives away the truly talented.
There is a website also http://www.orgdna.com where, by answering a simple questionnaire (19 questions, estimated total time 5 minutes) in one of 12 languages, you can submit your own organization to a test and find out which type it is. Some of you will gain some real insights about why some things are not working in your companies, and hopefully have the power or the influence to do something about it.
Most people will not be surprised to learn that 54% of questionnaire respondents work for unhealthy organizations (either Passive-Aggressive, Fits and Starts, Outgrown, or Overmanaged). Passive-Aggressive alone answers for 27% of questionnaires! Those 17% who work for Resilient organizations report that the experience is "fulfilling", and that returns are "higher than" their peers in the industry. The two other healthy profiles (Military Precision and Just in Time) account for another 14% of respondents. The 15% balance of survey respondents was judged "inconclusive" by the authors. Finally, the authors ranked responses by company annual sales, and, not surprisingly, find that very large companies (above US$ 10 billion in annual sales) can be extremely unhealthy, and are very difficult to run in a results-oriented fashion.
Succumbing to the instant gratification of being able to read the book a couple of minutes after buying it on amazon.com, I chose the e-book alternative, and, after some fiddling with the Adobe settings and my own sitting position, found that it was a very convenient way to read.
Results is not the silver bullet that the title suggests, but is a simple (sometimes too simple) diagnostic tool for ailing organizations. The cases and examples (and quite often the actual company name is mentioned) are excellent, and inserted at the right moment. I particularly liked the one about 7-Eleven, originally a Fits and Starts, Outgrew that model, filed for bankruptcy protection, reorganized as Military Precision, and is today on its way to becoming Resilient. The irony is that this last step has involved collapsing eleven management layers into seven, and that includes the CEO and the store managers!
All seven "syndromes" are beautifully described, although I would have preferred to see a more thorough treatment of Passive-Aggressive, exactly the one the authors contend is the most difficult of them all. The Resilient is beautifully covered, which is excellent, as it gives the rest of us - who don't work for a Resilient company - something to strive for.
If you're an executive and like to keep a dozen management books in the office that you can reference quickly, this should definitely be one of them. Also, this is an excellent book for coaches to recommend to clients who are at a loss for a diagnostic tool for their organizations' inability to consistently deliver results. Finally, those who, having read Execution (Gary Bossidy and Ram Charam), and afterwards felt that there was something missing, may find that something in this book.
Excellent reading.......2006-01-20
I found this book very interesting, full of practical examples and in general very illustrative
Anatomy of Change for High-Performance Organizations.......2006-01-06
I wasn't going to review this book, because I have a connection to it. I am the editor-in-chief of strategy+business (http://www.strategy-business.com), where an adaptation of part of Results appeared. But the first review, while complimentary, seems to have its own axe to grind, and someone should put Results in perspective.
This is a book about leverage for changing organizations into a high-performance, employee-energizing, model. There are a lot of books on that subject, but Results is distinguished by three things. First, it's theoretically rich. Drawing on both economic organizational theory and the authors' own extensive global surveys (still going on at www.orgdna.com), it has a coherent theory of the "building blocks" that leaders can either design effectively or not. These levers include decision rights, information flows, incentives, and other practices that are usually tackled piecemeal. Results shows how to put them together.
Second, Results is distinguished by the way it labels organizations. The link between the combinations of "building blocks" and the perceived personalities (resilient, passive-aggressive, military, and so on) is remarkably consistent, and it helps people see the nature of the organizations they work for - and the reasons why they got that way.
Third, Results is distinguished by its writing style. It's accessible, but not glib. The examples are substantial, and worthy of attention, like Caterpillar, whose story represents one of the most genuine transformation stories I know of -- from a company on the point of stagnation to an extremely successful high-performance global enterprise.
I spend a lot of time trying to make sense of the entity called "organizations," which are so influential - and so difficult to influence. I find myself continually returning in my mind to the stories and the building blocks of Results. It's a very pragmatic book, targeted directly at people who want to make useful change in organzations and not waste their time. It's deceptively simple on that level, but it's not superficial at all. It's not the only book a change-oriented manager might read -- there's a lot of organizational learning material that would represent a good complement to it -- but it has at its heart one of the critical things that an organizational leader needs to know: The way the tangible policies and practices of a company or enterprise shape the human culture of that company or enterprise, and the aspirations and sensibilities of the people inside it.
Average customer rating:
- Discusses Basic NLP Building Blocks
- Mediocre but solid
- another shallow pointless NLP book
- An interesting and informative change of pace
- GIVE ME MY CHANGE BACK!!!
|
Change Your Mind-And Keep the Change : Advanced NLP Submodalities Interventions
Connirae Andreas , and
Steve Andreas
Manufacturer: Real People Press
ProductGroup: Book
Binding: Paperback
General
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Personal Transformation
| Self-Help
| Health, Mind & Body
| Subjects
| Books
General
| Psychology & Counseling
| Health, Mind & Body
| Subjects
| Books
New Age
| Religion & Spirituality
| Subjects
| Books
| Astrology
| Chakras
| Channeling
| Divination
| Dreams
| General
| Goddesses
| Meditation
| Mental & Spiritual Healing
| Mysticism
| New Thought
| Reference
| Reincarnation
| Self-Help
| Theosophy
| Urantia
| Visionary Fiction
Similar Items:
-
Heart of the Mind: Engaging Your Inner Power to Change With Neuro-Linguistic Programming
-
Core Transformation: Reaching the Wellspring Within
-
Using Your Brain--For a Change: Neuro-Linguistic Programming
-
Beliefs: Pathways to Health and Wellbeing
-
Patterns of the Hypnotic Techniques of Milton H. Erickson, M.D
ASIN: 091122629X |
Book Description
This advanced NLP book builds on the foundation established in Heart of the Mind, by the Andreases, and Using Your Brain--for a CHANGE, by Richard Bandler. Presented in "live seminar" format, this book offers rich information and specific examples of how to work successfully in helping people change. Specific methods are presented for changing habits, for congruently finally saying "no" when that is appropriate, eliminating compulsions, building self-concept, becoming more self-referenced and less vulnerable to others' opinions, utilization of timelines and time frames for planning and motivation, shifting the relative importance of criteria/values, and much more.
Customer Reviews:
Discusses Basic NLP Building Blocks.......2006-09-24
If you are an advanced student of NLP (at least having completed a practitioner training) and wish to get a deeper and more practical understanding of using and interpreting time lines, the swish pattern, submodalities, and the internal-external meta program; then this book is definitely for you. It is written by two NLP leaders who put their vast practical knowledge on paper from which the rest of us can benefit. Specific applications such as Eliminating Compulsions, "The Last Straw" Threshold Pattern and Responding to Criticism are presented in detail. Given this book was written in 1987, many newer and more elegant techniques have been developed since. However Steve and Connirae Andreas provide us with a rich understanding of NLP basics that gives us greater insight as to why the newer techniques work, what we need to be aware of when using these techniques and how we can actually use these basic building blocks to develop our own approaches. A significant part of the book consists of transcripts of actual sessions. For me, this did not enhance my reading enjoyment; however it did provide clear descriptions as to how the techniques can be used in practice.
Mediocre but solid.......2004-04-14
I consider this to be your typical run of the mill NLP book. It's solid in its approach, addresses the key pieces and is well written. But it doesn't stand out.
another shallow pointless NLP book.......2004-01-24
disclaimer: I studied with Steve Andreas when he was at the top of his form and I think it was the best general experience of NLP that I have experienced, perhaps with the one exception of Richard Bandler in a peak moment.
having said that: NLP must have the worst literaure ever generated by a discipline which imagines that it should be taken seriously.
This book is simply awful, not much more or less awful than every other NLP book out there. Whatever NLP is, it doesn't translate to the written word... maybe no more than Jimi Hendrix transcriptions translate Jimi Hendrix... this detritus, and that's all it should be labelled as, this compost of concept, has all of the impact that hearing Voodoo Child played on an insipid string synthesizer at half tempo in a bloodless shopping mall out in the midwest somewhere... only much less interesting...
An interesting and informative change of pace.......2001-03-20
This book follows on from "Using Your Brain for a Change", a book based on Bandler's 1982 seminars. It's therefore a good idea to read "Using Your Brain..." before coming to this one so that you get the full benefit of the plot, so to speak.
Having said that, whilst the Andreas' willingly acknowledge their indebtedness to Bandler, this is very much their own book.
It includes plenty of information on subjects such as Timelines, the Swish pattern, eliciting criteria and submodalities - stuff that was relatively new and novel when it was first published, in 1987, but how does it look fourteen years later?
In my opinion it is still pretty relevant, and I'd expect that will have something to offer all but the most experienced NLPers, either in the sections on "life skills" or on the more directly therapy-oriented sections that deal with compulsions, destructive behaviour, etc.
One word of caution: This book is *not* presented in the same chatty style that characterises many of the Andreas' other books (including "Using Your Brain ..."). The authors explain the reason thus:
This book is more technological than most, because we know that detailed technology gets results, and that the "coldest" technology can be delivered with humanity and respect.
Ummmmm, yes, I guess so. I certainly wouldn't let this put me off buying the book.
GIVE ME MY CHANGE BACK!!!.......1999-07-18
The authors Andreas may have had some interesting points to convey in a concise clear context, but took the lazy approach and used mind deadening conversations from recordings. This technique filled space with maximum words and minimum worthwhile content. In my opinion, grossly overrated by previous reviewers.
Average customer rating:
- I'm a Convert!
- Vision - beyond the hype
- Read this book -- then give it to all your direct-reports
- From the Perspective of an Entrepreneur
|
Guiding Growth: How Vision Keeps Companies on Course
Mark Lipton
Manufacturer: Business School Press
ProductGroup: Book
Binding: Hardcover
Strategy & Competition
| Management & Leadership
| Business & Investing
| Subjects
| Books
Statistics
| Economics
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Human Resources & Personnel Management
| Industries & Professions
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Entrepreneurship
| Small Business & Entrepreneurship
| Business & Investing
| Subjects
| Books
Similar Items:
-
Crisp: Organizational Vision, Values, and Mission: Building the Organization of Tomorrow (A Fifty-Minute Series Book)
-
Rise and Fall of Strategic Planning
-
The Mission Primer: Four Steps to an Effective Mission Statement
-
Organization Development: A Jossey-Bass Reader (The Jossey-Bass Business and Management Reader Series)
-
Growing Pains: Transitioning from an Entrepreneurship to a Professionally Managed Firm
ASIN: 1578517060 |
Book Description
When it comes to sustained success, vision matters more than strategy. Scores of studies have proven this statement, and millions of business leaders believe it. Yet few executives understand what vision is. They embrace the idea, but ignore the implementation-a disconnect that threatens companies striving for growth in a volatile marketplace.
Organizational expert Mark Lipton argues that this "believing-doing" gap exists because today's fast-paced world demands short-term fixes-pressuring executives to make tactical decisions that ultimately create larger strategic problems down the road. But Lipton shows that vision has more substance than leaders think-and that it is an essential factor in building scalable organizations that last for the long haul.
Based on extensive research and real-world consulting work with executives implementing the scaling process, I>Guiding Growth provides fresh examples of established and new firms that have developed powerful growth visions. Moving beyond token "mission statements," Lipton outlines a step-by-step process for establishing an actionable vision, presenting it to the company, and embedding it into the organizational fabric.
Illustrating how visions become guiding forces for day-to-day behavior and overall company direction, Guiding Growth reveals how companies can stay their course, even as they grow.
AUTHORBIO: Mark Lipton is Founder of the consulting firm Lipton & Co., which specializes in organizational growth. He is Professor of Management and Chair, Human Resources Management and Organizational Change Management at the Milano Graduate School, New School University, in New York City.
Customer Reviews:
I'm a Convert!.......2003-06-21
Ah, corporate vision statements. Before reading Guiding Growth I did not put great faith in them. I, as the author, Mark Lipton, was not convinced of the power of corporate visions at the beginning of his research. Visioning to some extent has been a management fad that has come and gone. However Lipton's research finds that for companies who truly have a vision that helps their companies stretch and grow, and is deeply embedded in their organizations; the market returns are demonstrably better.
Vision, in Lipton's model is composed of three elements: raison d'être, strategy and values. In Guiding Growth Whole Foods Market is quoted as saying `our vision statement reflects the hope and intentions of many people. We do not believe it always accurately portrays the way things currently are at Whole Foods market so much as the way would like things to be. It is our dissatisfaction with the current reality, when compared with what is possible, that spurs us toward excellence and toward creating a better, company and world.' Strong stuff indeed. And in ManyWorlds' experience, for many companies the articulation of a vision is often based on their heritage, not to where they want to grow, and not what differentiates them.
Lipton also examines the role of executive groups (not teams) and the alignment of people processes with vision, to bring the vision alive, real and accountable. The book is as much about leadership and organizational culture as it is about growth and vision, which are of course the fruits and seeds of each other, within the organizational greenhouse. He writes, `Organizations rocketing through extended periods of growth. To succeed, they need a combination of all the right ingredients and they must be in near-perfect alignment. If one element is missing, or out of alignment, then the potential for failure rockets as well...all organization share the same need to have the right ingredients in place and to ensure they are aligned and that is what the executive group accomplishes through the vision framework.'
Peppered with examples from a range of companies and with deeper analysis of high-growth organizations such as Oakley, Lipton has done an excellent job of presenting both a visioning framework and insights into culture and leadership into a practical and usable work. Helpful lists of questions, checklists and exercises bring this already enthusiastic text to a more approachable and actionable level. Highly recommended for executives and managers from a variety of functional areas including business unit heads and `service lines' such as HR.
Vision - beyond the hype.......2003-03-18
Reading "Guiding Growth" has been a joy - finally a practical book about vision. Like Lipton, I was suspicious about the whole vision industry, but his book has helped to look at the concept in a different light.
The distinction between the 3 principles - raison d'etre, strategy and values is most insightful (especially since raison d'etre and strategy are often mixed up).
Despite all good intentions, the reality is that the vision process often ends with the communication of a vision statement. Lipton shows how the real impact can go far beyond just an energising event: it is pivotal in guiding and sustaining growth.
In my own experience vision is often treated with more suspicion in Europe than in the US. Lipton's book, however, is as valuable for those who are in charge of building or changing an organisation in the US as in Europe (or any other part of the world) - Guiding Growth goes beyond the hype. It asks some tough questions and invites you to think about how you can unlock the wholehearted commitment of your workforce by providing meaning to the existence of the organization. A must.
Read this book -- then give it to all your direct-reports.......2003-01-20
Yippee! No academic psycho-babble, overly complex diagrams, or overly simplistic management fables in this one. "Guiding Growth" is smart, witty, and engaging - a must-read for business leaders concerned about sustainable competitive advantage.
Lipton begins by admitting something few other professor/consultant/authors would ever dare: he was wrong. Convinced that the link between vision and growth was over-rated, that vision statements were just a passing fad, Lipton was surprised when his research proved exactly the opposite. Now, readers can reap the benefits of Lipton's change of heart. In "Guiding Growth," he leads us through the journey of understanding how valuable a clear vision can be when articulated and acted upon in a powerful way.
Mark Lipton's writing voice is passionate and profoundly personal. While this book is well-grounded in research and experience, it is Lipton's use of stories and metaphors that will have a long-lasting effect on you. Yes, he makes you think; more important, he makes you feel something in your heart and in your gut. It is this quality that sets this book apart from other business books.
Be forewarned: the feelings "Guiding Growth" provokes can be very uncomfortable at times. Throughout the early chapters, I stopped often to think and jot down notes about my own vision, my own raison d'etre, as Lipton raised "Why?" questions over and over again. By the end of Chapter 4, I was saying "Yes! Yes! Yes!" as the vision for my work became clearer. Reading Chapter 5 brought tears to my eyes as he described the strong connection between vision and deeply held values based on life experiences.
The second half of the book holds valuable advice for all business leaders: how to put that vision into action, overcome obstacles, and avoid pitfalls. Lipton's Vision Framework has been tried and tested - he proves his points with examples drawn from well-known companies.
Kudos to Mark Lipton for having the guts to publicly concede that he was wrong and for taking the time to share his lessons learned with us in this book. -- Cynthia C. Froggatt, author of "Work Naked: Eight Essential Principles for Peak Performance in the Virtual Workplace" (Jossey-Bass/Wiley, 2001), ...
From the Perspective of an Entrepreneur.......2003-01-11
I was the founder and CEO of a small software company ..., and was approached by a much larger technology company ... . After making an acquisition offer I could not refuse, I sold my business to them and agreed to run it for four years.
If only we had read this book about using vision to guide growth during our transition. Ultimately, the acquisition failed within two years for the buyer. This book offers three components of a well-developed organizational vision: raison d'etre, strategy and values. The buying company never took the time to go beyond a "bumper sticker" for a vision statement. Although it did seem on track with my company's reason for being, there was never an agreement on the strategy. The tension and disagreement (not to mention the time taken) related to these differences effectively crippled my previously highly motivated and productive staff. The key values of the two companies could not have been more different. The centerpiece of our values before acquisition involved doing whatever it took to make our customers happy-most of which had on-going consulting contracts with us. The executive from the buying company literally told my staff that this philosophy was both unnecessary and an expensive luxury.
This book struck a real chord with me because it made it so clear where the gaps were. It obviously would have taken more than a book to convince the buying company to think more carefully through their plan, but having it all documented could've made the upcoming potholes in the road more obvious. And if we had actually implemented an agreed vision, I am sure the business could have continued on its previous success.
The first half of the book lays out how vision is important and why it is not just another buzzword, but how it is a crucial element to grow a company. The second half gives more guidelines on the details of implementation. It took some patience to pull all the ideas together in Part I-it is much more conceptual than Part II-- but stick with it-its worth it. The anecdotes are great and the corresponding checklists and appendices give it a lot of substance. The second half is an easier read and filled with practical management advice-some related directly to vision and some just good solid management practice guidelines.
As a seller of my business, I was very successful. I would have preferred to make the buyer even more successful and watch my company flourish with their greater resources. This book came four years too late for me. I will certainly recommend it to current clients in my consulting practice and keep it handy for my next venture.
Average customer rating:
- Want To Break Negative Habits? This Book Is For YOU!
|
Why Do I Keep Doing That? Why Do I Keep Doing That?: Breaking the Negative Patterns in Your Life
Dennis Wholey
Manufacturer: HCI
ProductGroup: Book
Binding: Hardcover
Substance Abuse
| Recovery
| Health, Mind & Body
| Subjects
| Books
General
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Personal Transformation
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Applied Psychology
| Psychology & Counseling
| Health, Mind & Body
| Subjects
| Books
Compulsive Behavior
| Mental Health
| Health, Mind & Body
| Subjects
| Books
General
| Health, Mind & Body
| Subjects
| Books
Similar Items:
-
Courage to Change: Personal Conversation About Alcoholism with Dennis Wholey
-
Are You Happy?: Some Answers to the Most Important Question in Your Life
-
Outrage: How Illegal Immigration, the United Nations, Congressional Ripoffs, Student Loan Overcharges, Tobacco Companies, Trade Protection, and Drug Companies Are Ripping Us Off . . . And
ASIN: 0757305822 |
Book Description
Why We Do What We Dont Want to Do--and How to Stop Why Do I Keep Doing That? Why Do I Keep Doing That? explains why we all experience the compulsion to repeat and discover the most successful ways to stop doing what we dont want to do . . . whether we drink it, smoke it, snort it, pop it, spend it, gamble it, eat it, work it, feel it, or have sex or a relationship with it. As a recovering alcoholic, Dennis Wholey knows firsthand what it takes to break an addiction. In his New York Times bestseller The Courage to Change, Wholey brilliantly changed the way people viewed the negative pattern of substance addiction. Now, in this highly anticipated book, Why Do I Keep Doing That? Why Do I Keep Doing That?, Wholey expands the exploration of the compulsion to repeat by tackling other negative and self-defeating patterns of various types and degrees. Habits are hard to break--especially destructive ones that bring about pain in our lives, create continuous problems or obstacles, keep us with people who are bad for us, and prevent us from reaching our full potential. We all have our own answer and our own path to healing. Dennis Wholey helps you find yours. He shows us how to make these changes with expert insights from his team of behavioral experts along with personal stories of different negative behaviors and lifestyles, questionnaires, evaluations, and personal inventories that dig into your own life and background. Why Do I Keep Doing That? Why Do I Keep Doing That? shows you how to find the answers you seek, the support you deserve, and the understanding you must have to forge your way to a happier, more rewarding life--and a truer sense of who you are.
Customer Reviews:
Want To Break Negative Habits? This Book Is For YOU!.......2007-05-21
Through frank, yet tender self-disclosure, and with intentions of promoting self-worth and high self-esteem, TV host and author Dennis Wholey, invites readers to become aquainted with why they continue destructive patterns of pain. Though the book deals with negative patterns, its presentation is optimistic. Through interviews with leaders in the field of psychology, he introduces concepts that explain why many of us repeatably behave in self-destructive ways. As a LMSW and psychotherapist, I applaud the author's assertion that therapy is an excellent way people may come to know themselves with insight and awareness, and start to make changes that produce more self-fuling lives. Bravo!
Average customer rating:
- How innovation really works
- Excellent text on innovation
- Excellent text on innovation
|
Innovation by Design: What It Takes to Keep Your Company on the Cutting Edge
Gerard H. Gaynor
Manufacturer: American Management Association
ProductGroup: Book
Binding: Hardcover
General
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Organizational Change
| Organizational Behavior
| Business & Investing
| Subjects
| Books
Ethics
| Business Life
| Business & Investing
| Subjects
| Books
Entrepreneurship
| Small Business & Entrepreneurship
| Business & Investing
| Subjects
| Books
Similar Items:
-
The Seeds of Innovation: Cultivating the Synergy That Fosters New Ideas
-
How Breakthroughs Happen: The Surprising Truth About How Companies Innovate
-
Ten Rules for Strategic Innovators: From Idea to Execution
-
Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant
-
Driving Growth Through Innovation
ASIN: 0814406963 |
Book Description
Executives in all industries prize innovation as a key ingredient in market relevance, brand awareness, and bottom-line growth. Too often, though, innovation is relegated to traditional cradles of creativity like R & D and marketing. Now this important new book shows how innovation can be a boon not just to a company's product line, but to every facet of its business.
"Doing innovation" company-wide requires not only an attitude of innovation from every individual, but a corporate commitment to a new organizational model, in which every department is expected to innovate. Empowering companies toward that end, the author discusses:
* idea generation, creating new models, and breaking rules * the roles of individuals, groups, and corporate culture in innovation * assessing the organization's infrastructure and resources * overcoming resistance and identifying what makes innovations fail * and every other component of creating economic value through innovation.
Customer Reviews:
How innovation really works.......2005-01-25
If you're looking for a definitive guide to the way that innovation really works, then this book is for you. With decades of experience as a successful innovator, including 25 years at 3M, Mr. Gaynor knows the subject well.
There are abundant gems of wisdom in this book, many of which challenge conventional thinking about innovation. As Gaynor emphasizes, every organization needs to innovate, and innovation must permeate every department of the organization. Innovation is only meaningful when it is oriented to customers and produces beneficial results in the marketplace.
While the entire book is excellent, two chapters offer great quick takes on innovation. Chapter 11, "The Virtual Innovation Prevention Department," is a roadmap for how to kill innovation, and Chapter 13, "Making Innovation Happen" is the guide for how to make innovation work in the real world.
I enthusiastically recommend this book for anyone who is serious about promoting innovation in their jobs and organizations. Come to think of it, that should describe us all!
Excellent text on innovation.......2003-04-19
This text is a great treatment of the topic of innovation. Innovation often seems as a random event or personal characteristic. Mr. Gaynor's book describes a more structured framework by which innovation can be approached, encouraged, and fostered. It describes how organizations can be formally, although possibly unconsciously, resistant to innovation in products and processes. The first chapter is required reading and the chapter on the Innovation Prevention Department would be funny if it did not ring so true. A keeper.
Excellent text on innovation.......2003-04-19
This book is an excellent treatment of the topic of innovation. Innovation is a difficult subject to address because it is believed that innovation is a characteristic that either exists or does not. Mr. Gaynor's book put structure to it and describes ways that organizations are formally, even if unconsciously, opposed to innovation and how it can be remedied. The first chaper should be required reading and the chapter on the "Innovation Prevention Department" would be funny if it did not point out painful realities. A keeper.
Average customer rating:
- Career Hunters need to Dance Naked!
- Great for Employers, too!
- Beating a path to your own door
|
Dancing Naked: Breaking Through the Emotional Limits That Keep You from the Job You Want
Robert C., Ph.D. Chope , and
Robert C. Chope
Manufacturer: New Harbinger Publications
ProductGroup: Book
Binding: Paperback
General
| Job Hunting & Careers
| Business & Investing
| Subjects
| Books
Guides
| Job Hunting & Careers
| Business & Investing
| Subjects
| Books
Job Hunting
| Job Hunting & Careers
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
Human Resources & Personnel Management
| Industries & Professions
| Business & Investing
| Subjects
| Books
Management & Leadership
| Business & Investing
| Subjects
| Books
| Business Ethics
| Consolidation & Merger
| Decision-Making & Problem Solving
| Distribution & Warehouse Management
| Industrial
| Information Management
| Leadership
| Management
| Management Science
| Motivational
| Negotiating
| Operations Research
| Planning & Forecasting
| Pricing
| Production & Operations
| Project Management
| Quality Control
| Risk Assessment
| Statistics
| Strategy & Competition
| Systems & Planning
| Systems Analysis
| Teams
| Total Quality Management
| Training
Success
| Self-Help
| Health, Mind & Body
| Subjects
| Books
Emotions
| Mental Health
| Health, Mind & Body
| Subjects
| Books
General
| Health, Mind & Body
| Subjects
| Books
Similar Items:
-
The Job Loss Recovery Guide: A Proven Program for Getting Back to Work -- Fast!
-
Do What You Are: Discover the Perfect Career for You Through the Secrets of Personality Type
-
I Could Do Anything If I Only Knew What It Was: How to Discover What You Really Want and How to Get It
-
The Pathfinder: How to Choose or Change Your Career for a Lifetime of Satisfaction and Success
-
What Color Is Your Parachute? 2007: A Practical Manual for Job-Hunters and Career-Changers (What Color Is Your Parachute)
ASIN: 1572241845 |
Book Description
The experts tell us that a typical job search can drag on for up to seven months-so it's no surprise that many job seekers become dispirited by the process. In this guide, a psychologist who specializes in career counseling helps you strip away your emotional defenses, embrace the uncertainties of today's job market, and move beyond the issues that prevent you from finding the work you love. Dancing Naked is full of practical job-hunting tips, but it's much more than the typical job-search book. It's about bringing creativity, spontaneity, even exuberance to the job search process. Guided by imaginative exercises, you'll learn how to sidestep self-doubt, recognize your career identity, pinpoint your goals, and use contacts and resources to manage your career with confidence and maximum effectiveness.
Customer Reviews:
Career Hunters need to Dance Naked!.......2002-02-03
An excellent addition to books on careers. The book has a whole section on career identity. This is useful as most of us identify ourselves by our career identity rather than our personal characteristics, family background or origins from the part of the world we come from. Another section deals with managing emotions in the context of career change. Ultimately, it is indeed a book not only for career counsellors but also for any career hunter or someone who has been affected by redundancies! Some very useful and helpful ideas to re-invent yourself and your career. A book that fills a void in career counselling! Thank you, Prof. Chope.
Great for Employers, too!.......2000-09-25
This book is aimed at employees who are interested in changing their career or their job, depending on age and circumstance. As an employer, I purchased this book from Amazon to learn how "new" employees were thinking. I learned a lot from the employee's viewpoint, but found many of the chapters extremely thought provoking and useful for employers.
The last part of the book is primarily great advice, but the first part of the book I could not put down as it taught me quite a bit. In fact, I have passed it on to some business owners I know as I found the information very useful. The book is also very well written and easy to read.
Beating a path to your own door.......2000-09-11
This job search book helped me understand why the job market of today feels so stressful -- one reason being that lots of people are changing jobs (I love the term "portfolio career") or, like I did in my 40's, starting a second career. So it helps to have a tool like this to take your pulse and remind you that it's not you, it's THEM -- you're just reacting normally to a crazy world -- and then guide you with ways to cope. The author doesn't make yet another approach at explaining how to prepare resumes and write letters. Instead, Robert Chope addresses the emotions that come up when you're looking for a job or considering a career, which can be scary and confusing. For instance, maybe you want to make a change but doing that would go against a parent's or partner's desires. Maybe just the idea of a job quest makes you nervous or suddenly need a nap. This book addresses situations like that and many many others: fear, anger, uncertainty, indecisiveness, and the book reminds us too that physical well being is important. The rules, exercises, examples, suggestions, and lists of resources are helpful and goal directed, and most of all the positive, encouraging tone is energizing. If you're stumped, Chope's book will help you find your way.
Average customer rating:
- Why can't they just stay in their pews?
- Excellent
- At best a misleading title, more likely a knowing lie
- Long Overdue Critique
- Beware of VOTF
|
Keep The Faith, Change The Church: The Battle By Catholics For The Soul Of Their Church
James Muller , and
Charles Kenney
Manufacturer: Rodale Books
ProductGroup: Book
Binding: Hardcover
General
| Catholicism
| Christianity
| Religion & Spirituality
| Subjects
| Books
Inspirational
| Catholicism
| Christianity
| Religion & Spirituality
| Subjects
| Books
Roman Catholicism
| Catholicism
| Christianity
| Religion & Spirituality
| Subjects
| Books
General
| Religion & Spirituality
| Subjects
| Books
Similar Items:
-
Commonweal Confronts the Century : Liberal Convictions, Catholic Tradition
-
The Liberation Of The Laity: In Search Of An Accountable Church
-
Faith That Dares To Speak
-
Sex, Priests, and Secret Codes: The Catholic Church's 2,000-Year Paper Trail of Sexual Abuse
-
The Coming Catholic Church: How the Faithful Are Shaping a New American Catholicism
ASIN: 1579548903 |
Book Description
A shocking trail of abuse and deceit by the clergy has caused a crisis of faith among Roman Catholics today. The root of the problem, say the authors, lies in the Church's corrupting power structure, which too often has chosen to protect its own authority rather than follow the example of Christ. James E. Muller, M.D., and Charles Kenney tell the remarkable story of Voice of the Faithful, an organization that has grown to 30,000 members in only 2 years, whose inspired mission is to empower the Catholic laity. This is the gripping story of a movement that started in a church basement and spread throughout the country; of devoted mainstream Catholics rising up to insist upon having a legitimate voice in the affairs of the Church and working to change policies that have driven so many away. 'I envision a Church,' says Dr. Muller, 'where millions who have left are returned; a Catholic Church that can provide its many spiritual benefits for future generations.'
Customer Reviews:
Why can't they just stay in their pews?.......2007-07-17
VOTF has the "radical" idea that the Church will benefit if the laity has a place at the institutional table.
How dare they?
We former "pray, pay, and obey" Catholics now realize our silence gave consent to the abuses, sexual and otherwise.
The Documents of Vatican II is now nightly reading.... wow, talk about "radical".
Blessed John XXIII, Pray for us
Excellent.......2005-02-23
Amazing that so many conservative catholics pick from the old testament whatever supports their agenda, and then ignore whatever doesn't. This book is excellent and should be a major resource to anyone wanting to see the church of the future. Fellow catholics, the progressives have already won, but let's not let down the guard. There is still a lot of work to do! Read this book, inform yourself, and let's change what needs to be changed, and let's walk with our amigo, Jesus.
At best a misleading title, more likely a knowing lie.......2004-07-08
This book is by the founders of an organization known as Voice Of The Faithful. Ostensibly, this was an organization founded to stand with the victims of sex abuse. As a member of the laity I can support this goal wholeheartedly, and without reservation.
However, I work with, and attend graduate school with, members of VOTF and I can tell you that this organization has nothing to do with its stated goal. In practice, VOTF members are out to excommunicate people like me (and ALL orthodox Catholics if they can) from the Body of Christ. Do you believe birth control is immoral? If you do then you stand on the rock of biblical teaching and 2000 years of revealed truth. If you do, then VOTF wants you silenced. Do you believe that marriage is between one man and one woman. If you do you stand on the rock of biblical teaching and 2000 years of revealed truth. If you do, the VOTF wants you silenced. Do you believe that we must confess our mortal sins in the sacrament of penance before receiving our lord in the Holy Eucharist? Do you believe that the Catholic church is one holy and apostolic? If so, the members of the VOTF will slander you, throw rocks at you, and call you vicious names. They will NOT treat you with dignity or listen respectfully. They will pursue their anti-Catholic agenda with reckless disregard for the consequences.
These people are not out to "keep the faith," thus the title of this book is little more than a lie. They are out to persecute orthodox Catholics, and deny us our voice, and our church, by any means necessary. This book is simply a cover-up for their agenda.
Long Overdue Critique.......2004-06-26
For too long a time have the faithful been silent, bowing to the ever-present dictum "pray, pay and obey". A revolution has begun and it is being conducted by all segments of the Church - laity, clerical and hierarchy. Dr Jim Muller, president of the Voice of the Faithful (of which my wife and I are members), is leading this revolution.
I have just finished reading, for the second time, "Keep the Faith, Change the Church" and warmly recommend it to all who would follow Jesus - who said "Suffer the little children to come unto me for of such is the kingdom of heaven."
Beware of VOTF.......2004-04-16
VOTF is an organization based on deception. They do not represent "the faithful" but only those Catholics with a left wing agenda and that have been around for years (Call to Action, etc)reconsituted under a new and more appealing title for those who are not aware. The membership numbers that they claim is only a list of email addresses that they collect from thier web-site and not true members. They are using the abuse crisis as rocket fuel to forward an agenda that is mostly against Catholic teaching and tradition. I suggest that you go to the VOTF website and see what Muller's "vision" of the church really is verses what he claims it is in public and your eyes will be opened wide. I am sure the content of this vision is not included in the book because he doesn't want the public to know this right away.
Books:
- Little House on the Prairie Boxed Set ((9 Books) Little House On the Prairie; Farmer Boy; On the Banks of Plum Creek; the Long Winter; These Happy Golden Years; the First Four Years; By the Shores of Silver Lake; Little House In the Big Woods; Little Town On the Prairie)
- Louis Comfort Tiffany and Laurelton Hall: An Artist's Country Estate (Metropolitan Museum of Art Publications)
- Magic Tree House Boxed Set of 4, Books 9-12: Dolphins at Daybreak, Ghost Town at Sundown, Lions at Lunchtime, and Polar Bears Past Bedtime
- Mayflower: A Story of Courage, Community, and War
- Mommy Knows Worst: Highlights from the Golden Age of Bad Parenting Advice
- My Horizontal Life: A Collection of One-Night Stands
- Oh, the Places You'll Go! (Classic Seuss)
- On the Edge: the Spectacular Rise and Fall of Commodore
- Paradise
- Pediatric Endocrinology, Fourth Edition (Clinical Pediatrics, 9)
Books Index
Books Home
Recommended Books
- Conversations with God : An Uncommon Dialogue
- The Toyota Way
- Security Policies and Procedures: Principles and Practices
- Robert's Rules in Plain English 2e: A Readable, Authoritative, Easy-to-Use Guide to Running Meetings
- The Condition of Postmodernity: An Enquiry into the Origins of Cultural Change
- The Tao of Pooh
- The Customer Service Training Tool Kit : 60 Training Activities for Customer Service Trainers
- Doing Business in the New Latin America: A Guide to Cultures, Practices, and Opportunities
- State and Evolution: Russia's Search for a Free Market
- Executive Treason: A Novel