Book Review
Book: The Power of Positive Leadership by Jon Gordon

Reviewer: Bobby Powers

My Thoughts: 8 of 10
Every leader has dealt with negativity on their team and knows that it can be tempting to give in to negative emotions. The best leaders rise above that temptation and continue to lead with positivity and enthusiasm in the face of difficulty. In The Power of Positive Leadership, Jon Gordon shares his thoughts on why it’s so crucial to remain positive. I desperately hoped this book would offer enough “meat” and offer real content rather than “pie in the sky” aphorisms. Gordon delivered. Thankfully, this book is nothing like the 1950s book The Power of Positive Thinking by Norman Vincent Peale. My apologies to those of you who loved Peale’s book, but I thought it was loaded with pithy sayings rather than substance. If you want a book of substantive information about positivity, check out Gordon’s book The Power of Positive Leadership. I also recommend The Happiness Advantage by Shawn Achor.

The Reader’s Digest Version: A leader’s most important job is to drive the culture, and positivity should be a core tenet of every work culture.

The Importance of Positivity

  • “One positive leader will inspire many others to become positive leaders as well.”
  • “Throughout history we see that it’s the optimists, the believers, the dreamers, the doers, and the positive leaders who change the world.”
  • “As a leader your attitude, energy, and leadership is contagious, and it has a big impact on your culture.”
  • “Our attitude helps create a self-fulfilling prophecy. Because optimists believe in a positive future, they actually delude themselves into working more to make it possible. Their belief makes them willing to take actions to achieve it.”
  • “Gallup estimates that negativity costs the economy $250-$300 billion a year and affects the morale, performance, and productivity of teams.”
  • “The most important characteristic of a leader is optimism.” -Bob Iger

Dealing with Difficulty

  • “Greatness is never born from easy circumstances. We can become stronger when the world becomes harder.” -Erwin McManus
  • “The Gallup Organization did a study where they asked people to name the best and worst event of their lives. They found that there was an 80 percent correlation between the two events. Somehow the worst event of our lives often leads to the best, if we stay positive, stay the course, and keep moving forward.”
  • “There is always a way forward.”

Vision and Purpose

  • “When people know how they are contributing to a bigger vision and have a bigger purpose at work–and feel like their manager-leader-coach genuinely cares about them–the research shows that engagement soars.”
  • “Purpose fuels positivity and is the reason why you overcome all the challenges and keep moving forward. Purpose is why you wake up and want to transform your team and organization and change the world. Without a greater purpose, there’s no great desire. Every great organization must have a greater purpose for why they exist and every positive leader must be driven by purpose to lead others and make a greater impact.”
  • “People think that hard work is what makes us tired. Hard work doesn’t make us tired. A lack of purpose is what makes us tired.”
  • “Happiness isn’t an outside job. It’s an inside job. It doesn’t come from the work you do but rather the meaning and purpose you bring to your work.”
  • “As a positive leader you will want to carry a telescope and a microscope with you on your journey. The telescope helps you and your team keep your eyes on your vision, North Star, and big picture. The microscope helps you zoom-focus on the things you must do in the short term to realize the vision in your telescope. If you have only a telescope, then you’ll be thinking about your vision all the time and dreaming about the future but not taking the necessary steps to realize it. If you have only a microscope, then you’ll be working hard every day but set-backs and challenges will likely frustrate and discourage you because you’ll lose sight of the big picture. You need to frequently pull out your telescope to remind yourself and your team where you are going, and you’ll need to look through your microscope daily in order to focus on what matters most and follow through on your commitments. Together they will help you take your team and organization where you want to go.”

Weed Out the Negativity

  • “You are meant to define your circumstances…Remember that it’s never about the circumstance. It’s not the challenge, change, economy, election, adversity, or setback you are facing. It’s always your state of mind and your thinking that produces how you feel and respond. When you see that the world has no power over you, you will lead more powerfully in the world.”
  • “Positive leadership is not just about feeding the positive, but also about weeding out the negative. As a leader you must recognize that negativity exists and you can’t ignore it. One of the biggest mistakes leaders make is that they ignore the negativity within their team and organization. They allow it to breed and grow, and it eventually sabotages the team and organization. You must address the negativity. Confront it, transform it, or remove it.”
  • “Every one of us will deal with negativity and naysayers on our journey. Not everyone will have the same vision as you. Not everyone will believe in your dreams. Not everyone will get on your bus. But to succeed, your positive energy must be greater than all the negativity.”
  • “I will not let anyone walk through my mind with their dirty feet.” -Gandhi

Tips for Leading

  • “Positive leaders are humble and hungry. They don’t think they know it all. They are life-long learners who are always seeking ways to learn, improve, and grow.”
  • “I also believe positive leaders and communicators rely on nonverbal communication. They encourage through nods, facial expressions, high-fives, handshakes, pats on the back, fist bumps, and even hugs when appropriate. Positive communication isn’t just verbal. It’s also physical.”
  • “Love is the greatest leadership principle on the planet…We are who we are because someone loved us and our team will be impacted by our love. Love is what separates good and great. Good teachers know their lesson plans. Great teachers know and love their students. Good coaches know X’s and O’s. Great coaches know and love their players. Good salespeople know how to sell. Great salespeople love their clients…If you want to build a great team, business, family, school, or organization, love the people you lead and work with.”
  • “Once you know what you stand for, decisions are easy to make. When your culture dictates your decisions, you are on the right path to positive results.”
  • “It’s important to remember that being a big-time leader starts with doing the little things to serve those you lead.”

 

If you like this book, you may like…
The Happiness Advantage by Shawn Achor
How to Win Friends and Influence People by Dale Carnegie
Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

Other notable books by the author:
The Energy Bus
You Win in the Locker Room First
The No Complaining Rule

Below you will find a series of quotes that I have found particularly impactful over the past three months. Feel free to leave a comment to let me know what you think or share your own book quotes that have impacted you recently.

“If you possess leadership responsibility in the workplace, you have an effect on the people you lead, every single day. You are a person of influence. Your attitudes, behaviors, choices, words and even facial expressions make a difference in people’s everyday lives.” -Bill Hybels, from Who You Are When No One Is Looking

“We need more people who love others with such devotion that they will risk their current comfort level in the relationship and say whatever needs to be said in order to protect the other person’s well-being.” -Bill Hybels, from Who You Are When No One Is Looking

“The paradox of listening is that by relinquishing power–the temporary power of speaking, asserting, knowing–we become more powerful.” -Amy Cuddy, from Presence

“People do not stop learning and improving because they have reached some innate limits on their performance; they stop learning and improving because, for whatever reasons, they stopped practicing–or never started. There is no evidence that any otherwise normal people are born without the innate talent to sing or do math or perform any other skill.” -Anders Ericsson, from Peak

“When people assume that talent plays a major, even determining, role in how accomplished a person can become, that assumption points one toward certain decisions and actions. If you assume that people who are not innately gifted are never going to be good at something, then the children who don’t excel at something right away are encouraged to try something else…The prophecy becomes self-fulfilling.” -Anders Ericsson, from Peak

“The creative, the restless, and the driven are not content with the status quo, and they look for ways to move forward, to do things that others have not. And once a pathfinder shows how something can be done, others can learn the technique and follow. Even if the pathfinder doesn’t share the particular technique…simply knowing that something is possible drives others to figure it out.” -Anders Ericsson, from Peak

“When you want to change things, you can’t please everyone. If you do please everyone, you aren’t making enough progress.” -Mark Zuckerberg

“[Eric Schmidt] explained that only one criterion mattered when picking a job–fast growth. When companies grow quickly, there are more things to do than there are people to do them…He told me, ‘If you’re offered a seat on a rocket ship, you don’t ask what seat. You just get on.’” -Sheryl Sandberg, from Lean In

“Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.”-Harvard Business School Definition of Leadership

“There’s a reason I devote so much energy to identifying interpersonal challenges in successful people. It’s because the higher you go, the more your problems are behavioral.” -Marshall Goldsmith, What Got You Here Won’t Get You There

“When somebody makes a suggestion or gives you ideas, you’re either going to learn more or learn nothing. But you’re not going to learn less. Hearing people out does not make you dumber. So, thank them for trying to help.” -Marshall Goldsmith, What Got You Here Won’t Get You There

“Too many people spend money they haven’t earned, to buy things they don’t want, to impress people they don’t like.” -Will Rogers

“Choose to act and not be acted upon. Deciding to take action instead of being paralyzed by adversity and trials is the true mark of courage and greatness.” -Dr. C.K. Bray, from Best Job Ever!

“As a positive leader you will want to carry a telescope and a microscope with you on your journey. The telescope helps you and your team keep your eyes on your vision, North Star, and big picture. The microscopehelps you zoom-focus on the things you must do in the short term to realize the vision in your telescope. If you have only a telescope, then you’ll be thinking about your vision all the time and dreaming about the future but not taking the necessary steps to realize it. If you have only a microscope, then you’ll be working hard every day but set-backs and challenges will likely frustrate and discourage you because you’ll lose sight of the big picture. You need to frequently pull out your telescope to remind yourself and your team where you are going, and you’ll need to look through your microscope daily in order to focus on what matters most and follow through on your commitments. Together they will help you take your team and organization where you want to go.” -Jon Gordon, from The Power of Positive Leadership

 “He who receives an idea from me, receives instruction himself without lessening mine; as he who lights his taper at mine, receives light without darkening me.” -Thomas Jefferson

Book Review
Book: Peak: Secrets from the New Science of Expertise by Anders Ericsson and Robert Pool

Reviewer: Bobby Powers

My Thoughts: 9 of 10
Ever heard of the 10,000-hour rule? It was popularized by Malcolm Gladwell in his book Outliers. Gladwell based that rule on the research of Anders Ericsson, who just released his own book that sets the record straight on what exactly is required to become an expert in a given field. The 10,000-hour rule isn’t quite true (read Peak to find out why), but it does get a few things right–namely that talent is overrated and hard work rules the day. Ericsson shares research conducted on chess grandmasters, violinists, musicians, ballerinas, and others at the top of the world in their craft. The research conclusively shows that deliberate practice trumps innate talent in the battle for the podium in any given area of expertise. Peak is an amazing book that has practical implications spanning education, sports, and personal drive to be the best in whatever you love to do.

The Reader’s Digest Version: Innate talent is largely a myth. Expertise derives from intense, deliberate practice.

Expertise Takes Hard Work

  • “We now understand that there’s no such thing as a predefined ability. The brain is adaptable, and training can create skills that did not exist before…Learning isn’t a way of reaching one’s potential but rather a way of developing it. We can create our own potential.”
  • “I can report with confidence that I have never found a convincing case for anyone developing extraordinary abilities without intense, extended practice.”
  • “When people say God blessed me with a beautiful jump shot it really pisses me off. I tell those people, ‘Don’t undermine the work I’ve put in every day.’ Not some days. Every day. Ask anyone who has been on a team with me who shoots the most. Go back to Seattle and Milwaukee, and ask them. The answer is me.” -Ray Allen, 10-time NBA all-star and greatest three-point shooter in the history of the league
  • “People do not stop learning and improving because they have reached some innate limits on their performance; they stop learning and improving because, for whatever reasons, they stopped practicing–or never started. There is no evidence that any otherwise normal people are born without the innate talent to sing or do math or perform any other skill.

Mental Representations

  • A mental representation is a brain schema/shortcut developed through deep experience and practice. “Any relatively complicated activity requires holding more information in our heads than short-term memory allows, so we are always building mental representations of one sort or another without even being aware of it.”
  • “The thing all mental representations have in common is that they make it possible to process large amounts of information quickly, despite the limitations of short-term memory.”
  • “The main thing that sets experts apart from the rest of us is that their years of practice have changed the neural circuitry in their brains to produce highly specialized mental representations, which in turn make possible the incredibly memory, pattern recognition, problem solving, and other sorts of advanced abilities needed to excel in their particular specialties.”
  • “The main purpose of deliberate practice is to develop effective mental representations.”
  • “In any area, not just musical performance, the relationship between skill and mental representations is a virtuous circle: the more skilled you become, the better your mental representations are, and the better your mental representations are, the more effectively you can practice to hone your skill.”

Deliberate Practice

  • “Deliberate practice is purposeful practice that knows where it is going and how to get there.”
  • “Deliberate practice takes place outside one’s comfort zone and requires a student to constantly try things that are just beyond his or her current abilities. Thus it demands near-maximal effort, which is generally not enjoyable.”
  • “Doing the same thing over and over again in exactly the same way is not a recipe for improvement; it is a recipe for stagnation and gradual decline.”
  • Key aspects of deliberate practice:
    1. Requires a teacher who can provide specific practice activities
    2. Involves well-defined, specific goals (not aimed at some vague overall improvement)
    3. Requires a person’s full attention and conscious actions
    4. Involves feedback and modification of efforts in response to that feedback
    5. Produces and depends upon effective mental representations
    6. Systematically works to improve micro-aspects of each skill
  • “Remember: if your mind is wandering or you’re relaxed and just having fun, you probably won’t improve.”
  • “The hallmark of purposeful or deliberate practice is that you try to do something you cannot do–that takes you out of your comfort zone–and that you practice it over and over again, focusing on exactly how you are doing it, where you are falling short, and how you can get better.”

Other Insights

  • “When people assume that talent plays a major, even determining, role in how accomplished a person can become, that assumption points one toward certain decisions and actions. If you assume that people who are not innately gifted are never going to be good at something, then the children who don’t excel at something right away are encouraged to try something else…The prophecy becomes self-fulfilling.”
  • “Since the 1990s brain researchers have come to realize that the brain–even the adult brain–is far more adaptable than anyone ever imagined, and this gives us a tremendous amount of control over what our brains are able to do.”
  • “This is how the body’s desire for homeostasis can be harnessed to drive changes: push it hard enough and for long enough, and it will respond by changing in ways that make that push easier to do.”
  • “Once you have identified an expert, identify what this person does differently from others that could explain the superior performance.”
  • “To date, we have found no limitations to the improvements that can be made with particular types of practice.”
  • “The creative, the restless, and the driven are not content with the status quo, and they look for ways to move forward, to do things that others have not. And once a pathfinder shows how something can be done, others can learn the technique and follow. Even if the pathfinder doesn’t share the particular technique…simply knowing that something is possible drives others to figure it out.”
  • “I suspect that such genetic differences–if they exist–are most likely to manifest themselves through the necessary practice and efforts that go into developing a skill. Perhaps, for example, some children are born with a suite of genes that cause them to get more pleasure from drawing or from making music. Then those children will be more likely to draw or to make music than other children. If they’re put in art classes or music classes, they’re likely to spend more time practicing because it is more fun for them. They carry their sketchpads or guitars with them wherever they go. And over time these children will become better artists or better musicians than their peers–not because they are innately more talented in the sense that they have some genes for musical or artistic ability, but because something–perhaps genetic–pushed them to practice and thus develop their skills to a greater degree than their peers.”

 

If you like this book, you may like…
Mindset by Carol Dweck
Grit by Angela Duckworth
The Talent Code by Daniel Coyle
Talent is Overrated by Geoff Colvin

Other notable books by the authors:
Toward a General Theory of Expertise edited by Anders Ericsson and Jacqui Smith
Beyond Engineering: How Society Shapes Technology by Robert Pool

Review: “Rise”

Posted: April 24, 2017 in Book Reviews
Tags: , ,

Book Review
Book: Rise by Patty Azzarello

Reviewer: Bobby Powers

My Thoughts: 8 of 10
Rise is an empowering book. It’s a book that frees you to focus on the truly important things of your job rather than getting caught up in the minutiae of day-to-day tasks that try to bog you down. Author Patty Azzarello encourages leaders to be confident in their abilities, seek to give more than you receive, and ruthlessly prioritize time in order to be successful. She offers tangible ideas for freeing up more of your time to focus on higher-level projects in your work.

The Reader’s Digest Version: Each level of management requires different skills and demands that you find/make time to do the truly important things for your specific role.

Deal with the Chaos

  • “No one other than YOU has any motivation whatsoever to make you less busy…If you are overwhelmed by the activities of your job and you use up all your time and energy on your current job, you are not ready for a bigger one. Simple as that.”
  • “It’s important to realize that not only do you have permission, but also as a leader you are expected to be able to deal with an overwhelming workload and not be overwhelmed. That’s the job.”
  • “Your job as a leader is to deal with chaos and pressure and make it more manageable. You are supposed to create systems and processes to get more done with less effort. You are expected to think strategically, prioritize, and focus on the most critical tasks. But you’ll never get to do any of this if you don’t first give yourself permission to be less busy.”
  • “Just know that it’s not the work that matters; it’s the outcomes you deliver. You don’t win the game for running up and down the court; it’s the points on the board that count.”
  • “Trust that giving yourself time to think will help you find ways to deliver higher-value business outcomes and get the right work done in less time.”

Ruthlessly Prioritize

  • “Overachieve where it counts.”
  • “Simply put, highly successful people don’t do everything. Watch them. They drop the ball on all kinds of things. They disappoint people. They may have disappointed you from time to time. But if they are successful, the other thing that you will notice is that they have a ruthless focus on the things they care about.”
  • “The ability to work this way is not a status that is granted to you. These people were not given permission to focus on a few things and drop others. They were not less busy or less constrained than others. They took risks. They worked it out. You need to work it out.”
  • “The work almost never comes across the table at you the way you should do it.”
  • “Because you are genuinely succeeding at the things that have the biggest impact on this business, you’ll be forgiven for the things you don’t get done.”
  • “You need to communicate your Ruthless Priorities over and over and over again…Unless you are completely sick and tired of talking about your message, you aren’t even close to getting your audience to adopt it.”

Make More Time

  • “Take some time back. Just take it. Actually schedule time to think. If you have no time to think, you will continue to use up all your time. For a start, schedule two hours per week and hide.”
  • “Make your container of time for your current activities smaller…Decide how much time various areas of work are worth, and don’t exceed that amount of time.”
  • “Don’t resolve things that don’t need to be resolved.”
  • Have a “Don’t Do” list.
  • Create a list with three columns: (1) Things I am getting done (2) Things you think I am doing that I am not (3) Things I know are important that I can’t get to at all
  • “Successful people fail more than unsuccessful people. They try a lot, they do a lot, and they fail a lot. They just get over it and keep going.”

Working with Your Strengths

  • “Manage your circumstances to ensure you’ll be doing what you are naturally good at most of the time.”
  • “Once you have your strengths in focus, you need to think about how you can tune your job to put yourself in your ‘power alley’ more of the time.”
  • “I love my job. I am doing exactly what I am really good at. It’s taken me twenty years to get all the stuff I suck at out of my job description.”

The Level Dilemma

  • “Each time you step up a level, what it means to be good at your job changes.”
  • “Your value is in developing strategy, people, and teams, not in delivering the work personally.”
  • “As a leader who has stepped up, you need to associate your value with different stuff. If you don’t start to associate your value with the higher-level managerial and leadership work, you will automatically gravitate back to the detail, because that is where you feel the value is. You’ll keep working at the wrong level, and you’ll fail to do an effective job as a leader.”
  • “Being stuck in the content and detail is working in the business. Rising above the content to lead and build capability in your team is working on the business. Essentially, you want to spend more time thinking and less time doing. If you are spending all your time doing, you are probably not working on the business.”

Trust

  • “I have never seen a smart person damaged by letting a smarter person thrive beneath him or her.”
  • “If you send people the signal that you trust them, and you encourage them to do big things, they will be more motivated to do big things. And more often than not, they will do them.”
  • “The hardest part about building trust is that you need to be unfailingly consistent. As soon as you let up, change your mind, disappear for a while, don’t pounce on a consequence, let something slide, fail to give credit, or back off on communicating, you are degrading trust. I have a mentor who describes this part of leadership as ‘the hard, boring, and required stuff.’ Stay ever diligent on measures, consequences, and communicating. The payoff is big.”
  • “The higher you go, the more you need the support of others. As you advance, success becomes less about what you yourself can do and more and more about what you can accomplish through others.”

Authentic Networking, Not Politics

  • “Keep in mind that networking as two distinct parts: (1) Keeping in touch with the people you already know (2) Meeting new people.”
  • “Most of the power from networking actually comes from keeping in touch with the people you already know.”
  • “Networking is actually about giving, not taking…Once you start to think about building your network by what you can give, and by adding genuine value for others, it becomes much more meaningful and feels much less political. Remember, your network only has value if you put value into it.
  • “The trick to authentic networking: Give when you don’t need anything. Take less than you give—always.”

Confident or Fearless: Your Choice

  • “Fearlessness is partly about having the imagination to see yourself in that role, deserving that role. It is also about being willing to go there before you feel ready and comfortable. Over and over again, I have seen less-talented, less-qualified people move beyond higher performers for the sole reason that they were willing to do so.”
  • “If you aspire to big things or the top jobs, you can’t get there without putting aside your confidence issues and just doing it anyway. If you are smart, you will catch up with your leap. I promise. I’ve done this with pretty much every job transition I’ve made.”
  • “A key test of executive presence is to look like you are doing your job with ease and grace. Even if behind the scenes it is chaos, what people should see is you being calm and in control.”
  • “It’s ok to be terrified. In fact, if you are terrified, you are doing it right! I was lucky to have mentors and coaches share this with me, and I want to share it with you. All executives feel at certain points like they are in over their heads, don’t know what to do, aren’t doing a good enough job, and are going to be ‘found out’—particularly when they start a new job.
  • “One sign that you are on a fast track is that you spend most of your career at the bottom of the pay curve, because you get promoted too quickly to ever climb up a pay curve for a particular level. Part of the success formula is being willing to take these leaps and throw yourself into situations where you don’t know much or where you could be challenged as inexperienced. You need to trust yourself to be smart enough, and then you need to learn really fast!”

 

If you like this book, you may like…
Presence by Amy Cuddy
The Seven Habits of Highly Effective People by Stephen Covey

Other notable books by the author:
Move: How Decisive Leaders Execute Strategy Despite Obstacles, Setbacks, and Stalls

Book Review
Book: Fierce Conversations by Susan Scott

Reviewer: Bobby Powers

My Thoughts: 9 of 10
One of my favorite books is Crucial Conversations by Patterson, Grenny, McMillan, and Switzler. Since reading that book, I’ve been on the lookout for other impactful books that teach how to have meaningful difficult conversations. I finally found one. Susan Scott’s work contains numerous insights useful for having tough conversations with colleagues, friends, and family. The most memorable one for me was Scott’s description of “official truth vs. ground truth,” which is described further below.

The Reader’s Digest Version: The most productive conversations are those full of intense candor and depth.

Fierce Conversations

  • “When you think of a fierce conversation, think passion, integrity, authenticity, collaboration. Think cultural transformation. Think of leadership.”
  • “Doesn’t ‘fierce’ suggest menacing, cruel, barbarous, threatening? Sounds like raised voices, frowns, blood on the floor, no fun at all. In Roget’s Thesaurus, however, the word fierce has the following synonyms: robust, intense, strong, powerful, passionate, eager, unbridled, uncurbed, untamed. In its simplest form, a fierce conversation is one in which we come out from behind ourselves into the conversation and make it real. While many are afraid of ‘real,’ it is the unreal conversation that should scare us to death. Whoever said talk is cheap was mistaken. Unreal conversations are incredibly expensive for organizations and for individuals.
  • “Success occurs one conversation at a time.”
  • “Begin listening to yourself as you’ve never listened before. Begin to overhear yourself avoiding the topic, changing the subject, telling little lies (and big ones), being imprecise in your language, being uninteresting even to yourself. And at least once today, when something inside you says, ‘This is an opportunity to be fierce,’ stop for a moment, take a deep breath, then come out from behind yourself into the conversation and make it real. Say something that is true for you.”
  • “During a fierce conversation, my role is not to say what is easy to say or what we all can say, but to say what we have been unable to say. I try to pay attention to things that may pass unobserved by others and bring them out into the open. The most valuable thing any of us can do is find a way to say the things that can’t be said.”

Ways to Know You Just Had a Fierce Conversation

  • You identified and focused on the real issue.
  • You didn’t get sidetracked by rabbit trails.
  • You took him or her deeper and deeper into the issue until you found the core.
  • You weren’t distracted by anything else going on in the room.
  • You used silence powerfully.

Interrogate Reality

  • “We believe that, in order to execute initiatives and deliver goals, leaders must have conversations that interrogate reality, provoke learning, tackle tough challenges and enrich relationships.”
  • Ask yourself, “What are the leaders in my organization pretending not to know? What am I pretending not to know?”
  • “Several years ago I was introduced to the military term ground truth, which refers to what’s actually happening on the ground versus the official tactics. One of the challenges worth going after in any organization–be it a company or a marriage–is getting to ground truth…What is ground truth in your organization? Every day companies falter and fail because the difference between ground truth and the ‘official truth’ is significant.”
  • “The official truth is available for general circulation and is viewed by most team members as propaganda. Ground truth is discussed around the water cooler, in the bathrooms, and in the parking lot, but it is seldom offered for public consumption and rarely shows up when you need it most–when the entire team is assembled to discuss how to introduce a new product or analyze the loss of a valuable customer and figure out how to prevent it from happening again.”
  • “Profitability requires an ongoing interrogation of reality, of ground truth.”
  • “In any situation, the person who can most accurately describe reality without laying blame will emerge as the leader, whether designated or not.” -Edwin Friedman
  • “The point here is to draw others out with good questions and incredible listening on your part.”
  • “A fierce conversation is not about holding forth on your point of view, but about provoking learning by sitting with someone side by side and jointly interrogating reality. The goal is to expand the conversation rather than narrow it. Questions are much more effective than answers in provoking learning.”

The Decision Tree

  • “The president of the company I worked for in my late twenties took me through this exercise when I was promoted to my first management role. She drew a rough sketch of a tree and said: ‘Think of our company as a green and growing tree that bears fruit. In order to ensure its ongoing health, countless decisions are made daily, weekly, month. Right now in your development, you have a good history of making decisions in these areas [we reviewed those areas]. So let’s think of these areas as leaf-level decisions. Make them, act on them, don’t tell me what you did. Let’s make it our goal to move more decisions out to the leaf level. That’s how you and I will both know you’re developing as a leader.’”
  • “She pointed to her sketch of the tree and explained four categories of decisions.”
    • Leaf Decisions: Make the decision. Act on it. Do not report the action you took.
    • Branch Decisions: Make the decision. Act on it. Report the action you took daily, weekly, or monthly.
    • Trunk Decisions: Make the decision. Report your decision before you take action.
    • Root Decisions: Make the decision jointly, with input from many people. These are the decisions that, if poorly made and implemented, could cause major harm to the organization.
  • “Remind everyone that the goal is to move more and more decisions out to the leaf level.”
  • “At a GE plant, managers were told, ‘You have six months to teach everyone who reports to you to get along without you.’”
  • “If your employees believe their job is to do what you tell them, you’re sunk.”

Confrontations and Giving Feedback

  • “All confrontation is a search for the truth. Who owns the truth? Each of us owns a piece of it, and nobody owns all of it.”
  • “When we are preparing to confront someone’s behavior, our obligation is to describe our reality concerning the behavior and then invite our partner to describe the reality from his or her point of view.”
  • “People deserve to know exactly what is required of them, how and on what criteria they will be judged (including attitude), and how they are doing. Praise is essential when deserved. And when you praise, keep that conversation separate, focused, and clear. Reserve your praise for specific behaviors and results deserving of celebration and congratulation. Do not use praise as a lead-in to a confrontation.
  • “When we script what others will say and do prior to a conversation, we can be so locked into the responses we’re expecting that when someone responds differently, we do not notice. He may not seem angry right now, but inside I bet he’s seething. I know how he is…Our bodies manifest the pictures our minds send to them, so pay fierce attention to the negative scenario you are running in your mind.”
  • “Healthy relationships require appreciation and confrontation.”
  • “Fierce conversations cannot be dependent on how others respond.”

Other Leadership Lessons

  • “For a leader, there is no trivial comment. Something you might not even remember saying may have had a devastating impact on someone looking to you for guidance and approval. By the same token, something you said years ago may have encouraged and inspired someone who is grateful to you to this day.”
  • “I am successful to the degree that who I am and what I live are in alignment.”
  • “As a leader, you get what you tolerate.”
  • “If you want to build a ship, don’t gather your people and ask them to provide wood, prepare tools, assign tasks. Call them together and raise in their minds the longing for the endless sea.” -Antoine de Saint-Exupery

 

If you like this book, you may like…
Crucial Conversations by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler
Difficult Conversations
by Douglas Stone, Bruce Patton, and Sheila Heen
Thanks for the Feedback by Douglas Stone and Sheila Heen

Other notable books by the author:
Fierce Leadership

I’m trying something new with this post. Below you will find a series of quotes that I have found particularly impactful over the past three months. Leave a comment to let me know what you think or share your own book quotes that have impacted you recently.

“My job is to not be easy on people. My job is to take these great people we have and to push the and make them even better. How? Just by coming up with more aggressive visions of how it could be.” -Steve Jobs, from The Legacy of Steve Jobs by Fortune Magazine

“True to form, the shepherd to his Apple flock often teaches in parables. One such lesson could be called ‘The Difference Between the Janitor and the Vice President,’ and it’s a sermon Jobs delivers every time an executive reaches the VP level. Jobs imagines his garbage regularly not being emptied in his office, and when he asks the janitor why, he gets an excuse: The locks have been changed, and the janitor doesn’t have a key. This is an acceptable excuse coming from someone who empties trash bins for a living. The janitor gets to explain why something went wrong. ‘When you’re the janitor,’ Jobs has repeatedly told incoming VPs, ‘reasons matter.’ He continues: ‘Somewhere between the janitor and the CEO, reasons stop mattering.’ That ‘Rubicon,’ he has said, ‘is crossed when you become a VP.’” -From The Legacy of Steve Jobs by Fortune Magazine

“I am successful to the degree that who I am and what I live are in alignment.” -Susan Scott, Fierce Conversations

“As a leader, you get what you tolerate.” -Susan Scott, Fierce Conversations

“Several years ago I was introduced to the military term ground truth, which refers to what’s actually happening on the ground versus the official tactics. One of the challenges worth going after in any organization–be it a company or a marriage–is getting to ground truth…What is ground truth in your organization? Every day companies falter and fail because the difference between ground truth and the ‘official truth’ is significant.” -Susan Scott, Fierce Conversations

“No matter what he does, every person on earth plays a central role in the history of the world. And normally he doesn’t know it.” -Paulo Coelho, The Alchemist

“It seems wrong to call it ‘business’…What we were doing felt like so much more. Each new day brought fifty new problems, fifty tough decisions that needed to be made, right now, and we were always acutely aware that one rash move, one wrong decision could be the end. The margin for error was forever getting narrower, while the stakes were forever creeping higher–and none of us wavered in the belief that ‘stakes’ didn’t mean ‘money.’ For some, I realize, business is the all-out pursuit of profits, period, full stop, but for us business was no more about making money than being human is about making blood. Yes, the human body needs blood. It needs to manufacture red and white cells and platelets and redistribute them evenly, smoothly, to all the right places, on time, or else. But that day-to-day business of the human body isn’t our mission as human beings. It’s a basic process that enables our higher aims, and life always strives to transcend the basic processes of living…I redefined winning, expanded it beyond my original definition of not losing, of merely staying alive. That was no longer enough to sustain me, or my company. We wanted, as all great businesses do, to create, to contribute, and we dared to say so aloud. When you make something, when you improve something, when you deliver something, when you add some new thing or service to the lives of strangers, making them happier, or healthier, or safer, or better, and when you do it all crisply and efficiently, smartly, the way everything should be done but so seldom is–you’re participating more fully in the whole grand human drama. More than simply alive, you’re helping others to live more fully, and if that’s business, all right, call me a businessman.” -Phil Knight, Shoe Dog

“Any useful statement about the future should at first seem ridiculous.” -Jim Dator, from Tools of Titans by Tim Ferriss

First, figure out what gets your adrenaline going. Next, figure out a way to make a career out of your passion. And finally, outwork everyone around you.” -Anderson Cooper, from Getting There by Gillian Zoe Segal

“The Boston Beer Company has a simple hiring standard–never hire someone unless they will raise the average. Before we employ anyone, we ask, ‘Is this person better than the average of the current people we have working in this position?’ If the answer is no, we don’t make the hire. When you bring someone on board who is below your company’s average, you degrade the quality of your company. If you always hire people who raise your average, your company gets increasingly better.” -Jim Koch, from Getting There by Gillian Zoe Segal

The business gets better when you get better. Never wish it were easier, wish you were better.” -Jim Rohn, from Good Leaders Ask Great Questions by John Maxwell

Review: “Mindset”

Posted: February 23, 2017 in Book Reviews
Tags: ,

Book Review
Book: Mindset by Carol Dweck

Reviewer: Bobby Powers

My Thoughts: 9 of 10
Over the past several months, I’ve read numerous books that referenced Carol Dweck’s research on the “fixed mindset” and the “growth mindset.” By the fourth or fifth reference, I asked myself why I was bothering to read what amounted to secondary research: authors quoting Dweck. I finally went straight to the source and picked up a copy of Dweck’s book Mindset. In the book, 
Dweck blows the doors off IQ bias and explains why hard work and continuous improvement are more important than innate traits like static intelligence. Powerful book. Powerful research. I definitely recommend checking out Mindset. It will cause you to question many assumptions you’ve likely held about intelligence.

The Reader’s Digest Version: Continuous learners achieve more than those with superior innate intelligence

Qualities of the Fixed Mindset

  • Based on the belief that your qualities are carved in stone
  • Creates an urgency to prove yourself over and over, as everything comes back to a question of whether you’re good enough
  • To those with a fixed mindset, “failure” on a task leads the person to question their identity, intelligence, etc. and apply labels like “I’m a total failure,” “I’m an idiot,” etc.
  • “Leads to a desire to look smart and therefore a tendency to (1) avoid challenges (2) get defensive or give up easily (3) see effort as fruitless or worse (4) ignore useful negative feedback and (5) feel threatened by the success of others. As a result, [fixed mindset individuals] may plateau early and achieve less than their full potential.”

Qualities of the Growth Mindset

  • Based on the belief that your basic qualities are things you can cultivate and grow through your efforts
  • In this mindset, the hand you’re dealt is just the starting point for development
  • To those with a growth mindset, “failure” exposes areas for personal growth, as they now know what they need to improve.
  • Although people may differ in every which way–in their initial talents and aptitudes, interests, or temperaments–everyone can change and grow through application and experience.
  • “Leads to a desire to learn and therefore a tendency to (1) embrace challenges (2) persist in the face of setbacks (3) see effort as the path to mastery (4) learn from criticism and (5) find lessons and inspiration in the success of others. As a result, [growth mindset individuals] reach ever-higher levels of achievement.”

growth-mindset-vs-fixed-mindset

Comparing the Two Mindsets

  • “In one world–the world of fixed traits–success is about proving you’re smart or talented. Validating yourself. In the other–the world of changing qualities–it’s about stretching yourself to learn something new. Developing yourself.”
  • “From the point of view of the fixed mindset, effort is only for people with deficiencies…Why is effort so terrifying? There are two reasons. One is that in the fixed mindset, great geniuses are not supposed to need it. So just needing it casts a shadow on your ability. The second is that it robs you of all your excuses. Without effort, you can always say, ‘I could have been [fill in the blank].’ But once you try, you can’t say that anymore. Someone once said to me, ‘I could have been Yo-Yo Ma.’ If she had really tried for it, she wouldn’t have been able to say that.”
  • “In the growth mindset, it’s almost inconceivable to want something badly, to think you have a chance to achieve it, and then do nothing about it.”
  • “Mindsets frame the running account that’s taking place in people’s heads. They guide the whole interpretation process. The fixed mindset creates an internal monologue that is focused on judging: ‘This means I’m a loser.’ ‘This means I’m a better person than they are.’ ‘This means I’m a bad husband.’ ‘This means my partner is selfish.’ In several studies, we probed the way people with a fixed mindset dealt with information they were receiving. We found that they put a very strong evaluation on each and every piece of information. Something good led to a very strong positive label and something bad led to a very strong negative label.”

Implications for Teaching and Training

  • “I think it’s too easy for a teacher to say, ‘Oh, this child wasn’t born with it, so I won’t waste my time.’ Too many teachers hide their own lack of ability behind that statement.” -Dorothy DeLay
  • “Great teachers set high standards for all their students, not just the ones who are already achieving.”
  • “Just because some people can do something with little or no training, it doesn’t mean that others can’t do it (and sometimes do it even better) with training.”
  • “Great teachers believe in the growth of the intellect and talent, and they are fascinated with the process of learning.”

Applications for Parents

  • “Parents think they can hand children permanent confidence–like a gift–by praising their brains and talent. It doesn’t work, and in fact has the opposite effect. It makes children doubt themselves as soon as anything is hard or anything goes wrong. If parents want to give their children a gift, the best thing they can do is to teach their children to love challenges, be intrigued by mistakes, enjoy effort, and keep on learning.”
  • “Does this mean we can’t praise our children enthusiastically when they do something great? Should we try to restrain our admiration for their successes? Not at all. It just means that we should keep away from a certain kind of praise–praise that judges their intelligence or talent. Or praise that implies that we’re proud of them for their intelligence or talent rather than for the work they put in.”
  • “After seven experiments with hundreds of children, we had some of the clearest finding I’ve ever seen: Praising children’s intelligence harms their motivation and it harms their performance.
  • “One more thing about praise. When we say to children, ‘Wow, you did that so quickly!’ or ‘Look, you didn’t make any mistakes!’ what message are we sending? We are telling them that what we prize are speed and perfection. Speed and perfection are the enemy of difficult learning.”

i-try-too-hard

Other Insights

  • Even the IQ test was not designed to test static intelligence. Alfred Binet, its creator, designed the test “to identify children who were not profiting from the Paris public schools, so that new educational programs could be designed to get them back on track. Without denying individual differences in children’s intellects, he believed that education and practice could bring about fundamental changes in intelligence.”
  • “It’s not always the people who start out the smartest who end up the smartest.”
  • “If you only go through life doing stuff that’s easy, shame on you.”
  • “We endow our heroes with superhuman abilities that led them inevitably toward their greatness…People with the growth mindset, however, believe something very different. For them, even geniuses have to work hard for their achievements. And what’s so heroic, they would say, about having a gift?”

 

If you like this book, you may like…
Grit by Angela Duckworth
Outliers by Malcolm Gladwell

Other notable books by the author:
Mathematical Mindsets by Jo Boaler and Carol Dweck
Succeed: How We Can Reach Our Goals by Heidi Grant Halvorson and Carol Dweck
Self-Theories: Their Role in Motivation, Personality, and Development by Carol Dweck

2016 Year in Review

Posted: January 1, 2017 in Surveys

2016-year-in-reviewBook Survey Hosted by Perpetual Page Turner

Stats:

  • # of Books Read: 73 (see Book List)
  • # of Pages Read: 23,441
  • # of Re-Reads: 6
  • Genre You Read the Most: Business

 

1. Best book you read in 2016?

The Signal and the Noise by Nate Silver

2. Book you were excited about & thought you were going to love, but didn’t?

Good Profit by Charles Koch

3. Most surprising (in a good way or bad way) book you read? 

This Will Make You Smarter edited by John Brockman

This book is full of vignettes from a bunch of incredibly smart people. However, I was surprised that so many of them struggled with simplifying complex information. That is quite an important skill, but many of the authors were impeded by either their own hubris or “the curse of knowledge” of not being able to simplify the message they wanted to convey.

4. Book you “pushed” the most people to read (and they did) in 2016?

How to Win Friends and Influence People by Dale Carnegie

5. Best series you started in 2016?

The Lord of the Rings by J.R.R. Tolkien

Remarkably, I had never read this series before. I tried reading The Hobbit a couple times when I was younger, but I couldn’t get past the flowery language and dense writing style. It took me about 100 pages or so until I really started to get into The Fellowship of the Ring, but now I’m hooked and excited to finish the series in early 2017. I’m reading The Two Towers right now.

lord-of-the-rings

6. Favorite new author you discovered in 2016?

Ryan Holiday

I read Trust Me, I’m Lying by Holiday back in 2013 and wasn’t very impressed. However, this year I stumbled upon a snippet from Holiday’s new book Ego is the Enemy and immediately ordered the book. That book and The Obstacle is the Way are both amazing. I look forward to reading future books by Holiday.

7. Best book from a genre you don’t typically read/was out of your comfort zone?

The Monster of Florence by Douglas Preston with Mario Spezi

I don’t read many true crime books, but I’m glad I made an exception for this one. As a fan of the Hannibal television series, it was fascinating to hear about the real-life killer who motivated Thomas Harris to create the character Hannibal.

8. Most action-packed/thrilling/unputdownable book of the year?

Ready Player One by Ernest Cline

9. Book you read in 2016 which you are most likely to re-read next year?

Ego is the Enemy by Ryan Holiday

10. Favorite cover of a book you read in 2016?

The Star Wars Trilogy (Barnes & Noble leather bound edition)

star-wars-trilogy

11. Most memorable character from a book you read in 2016?

Captain Nemo from 20,000 Leagues Under the Sea

12. Most beautifully written book read in 2016?

Candide by Voltaire

Honestly, I wasn’t a huge fan of the book as a whole–perhaps because I listened to it on audio and didn’t take enough time to fully process the story. Regardless, it was well-written and I like Voltaire’s sarcastic writing style.

13. Most thought-provoking/life-changing book of 2016?

Mindset by Carol Dweck

Dweck reveals mind-blowing research about the power of having a “growth mindset” as opposed to a “fixed” one. The implications of her studies are vast–spanning education, parenting, coaching, and managing. Her research is also the foundation behind some other books I love like Grit by Angela Duckworth.

14. Book you can’t believe you waited until 2016 to finally read? 

The Lord of the Rings by J.R.R. Tolkien, as mentioned above

15. Favorite passage/quote from a book you read in 2016?

I have several:

“The world is a dangerous place, not because of those who do evil, but because of those who look on and do nothing.” -Albert Einstein

“As our island of knowledge grows, so does the shore of our ignorance.” -John Wheeler

“I’ve never really viewed myself as particularly talented. Where I excel is ridiculous, sickening work ethic.” -Will Smith

16. Shortest and longest book you read in 2016?

Shortest: Candide by Voltaire (94 pages)

Longest: Harry Potter and the Order of the Phoenix by J.K. Rowling (870 pages)

17. Favorite book you read in 2016 from an author you’ve read previously?

Black Box Thinking by Matthew Syed

18. Best book you read in 2016 which was based SOLELY on a recommendation from somebody else/peer pressure?

Ready Player One by Ernest Cline

My buddy Ben recommended this book to me earlier this year and the book was absolutely incredible. Ready Player One will be turned into a movie directed by Steven Spielberg in 2018. If the movie is half as good as the book, it will attract a lot of fans.

ready-player-one

19. Best debut you read in 2016?

The Signal and the Noise by Nate Silver

20. Best world-building/most vivid setting you read this year?

Ready Player One by Ernest Cline

21. Book which put a smile on your face/was most FUN to read?

 Holes by Louis Sachar

holes

22. Book which made you cry or nearly cry in 2016?

Harry Potter and the Cursed Child by J.K. Rowling, Jack Thorne, and John Tiffany

23. Hidden gem of the year? 

The Fallout by S.A. Bodeen

S.A. Bodeen is one of my favorite YA authors. She has written several great books like The Compound and The Gardner. She has several other novels in publication, so I plan to check out more of her work in 2017.

24. Book which crushed your soul? 

The Lovely Bones by Alice Sebold

25. Most unique book you read in 2016?

Fix It: Getting Accountability Right [Advance Copy] by Roger Connors, Tom Smith, Craig Hickman, Tracy Skousen, and Marcus Nicolls

This book is unique in that it gives so many actionable solutions for improving accountability in your personal life, team, and organization. It reads almost like a “choose your own adventure” book. You select areas of personal struggle, then turn to the part of the book that contains possible solutions for that issue.

26. Book which made you angry (doesn’t necessarily mean you didn’t like it)?

The Smartest Guys in the Room by Bethany McLean and Peter Elkind

This book depicts the tale of Enron’s spectacular fall. The arrogance, dishonesty, and corruption embodied by Ken Lay, Jeffrey Skilling, and the rest of Enron’s motley crew are sickening.

enrons-spectacular-fall

27. One book you didn’t read in 2016 but will be a top priority in 2017?

Shoe Dog by Phil Knight

My friend Hunter recommended this book to me earlier this year, and I just picked up a copy. I’ll be reading it as one of my first books of 2017.

Book Review
Book: Think and Grow Rich by Napoleon Hill

Guest Reviewer: Zach Richardson

My Thoughts: 9 of 10
“This is not a novel. It is a textbook on individual achievement that came directly from the experiences of hundreds of America’s most successful men.” –Miller Reese Hutchison, Associate of Thomas Edison

Think and Grow Rich is one of the influential texts in American economic history that inspired a generation of business owners and workers of all trades to pursue the American Dream vigorously and reap rewards in proportion to their contributions. It continues to do so to this day. Napoleon Hill–with the help of his good friend, Andrew Carnegie–interviews 500 of the most successful and influential people of the day in hopes of discovering what common threads wound their success. In his pursuit, he uncovers thirteen such commonalities, which he outlines in this book. Seven are summarized below.

Desire

  • “There is one quality which one must possess to win, and that is DEFINITENESS OF PURPOSE, the knowledge of what one wants, and a burning DESIRE to possess it.”
  • “Any person who wins in any undertaking must be willing to burn his ships and cut all sources of retreat.”
  • “He did not say to himself, ‘I will try to induce Edison to give me a job of some sort.’ He said, ‘I will see Edison, and put him on notice that I have come to go into business with him.’”
  • “He succeeded because he chose a definite goal, placed all his energy, all his will power, all his effort, everything back of that goal.”
  • “He stood by his desire until it became the dominating obsession of his life–and–finally, a fact.”

Faith

  • “What the mind can conceive and believe, the mind can achieve.”
  • “All thoughts which have been emotionalized, and mixed with faith, begin immediately to translate themselves into their physical equivalent.”
  • “There are no limitations to the mind except those we acknowledge. Both poverty and riches are the offspring of thought.”
  • “There are millions of people who BELIEVE themselves ‘doomed’ to poverty and failure, because of some strange force over which they have no control. They are creators of their own ‘misfortunes.’”

faith

Specialized Knowledge

  • “You will require SPECIALIZED KNOWLEDGE of the service, merchandise, or profession you intend to offer in return for fortune.”
  • “SPECIALIZED KNOWLEDGE is among the most plentiful, and cheapest forms of service which may be had. If you doubt this, consult the payroll of any university.”
  • “Knowledge will not attract money, unless it is organized, and intelligently directed.”
  • “Any man is educated who knows where to get knowledge when he needs it, and how to organize that knowledge into definite plans of action.”
  • “Success requires no explanations. Failure permits no alibis.”

Planning

  • “The most intelligent man living cannot succeed in accumulating money–nor in any other undertaking–without plans which are practical and workable.”
  • “To be sure of success, you must have plans which are faultless.”
  • “You may originate your own plans, either in whole or in part, but SEE THAT THOSE PLANS ARE CHECKED, AND APPROVED BY THE MEMBERS OF YOUR ‘MASTER MIND’ ALLIANCE.”
  • “The successful leader must plan his work, and work his plan.”
  • “When defeat comes, accept it as a signal that your plans are not sound, rebuild those plans, and set sail once more toward your coveted goal.”

Leadership

  • “There are two forms of Leadership… LEADERSHIP BY CONSENT… and LEADERSHIP BY FORCE…History is filled with evidences that Leadership by Force cannot endure.”
  • “Decide at the outset whether you intend to become a leader in your chosen calling, or remain a follower. The difference in compensation is vast.”
  • “Most great leaders began in the capacity of followers. They became great leaders because they were INTELLIGENT FOLLOWERS.”
  • “An intelligent follower has many advantages, among them the OPPORTUNITY TO ACQUIRE KNOWLEDGE FROM HIS LEADERSHIP.”
  • “The really great leader CLAIMS NONE OF THE HONORS.”

Persistence

  • “Without PERSISTENCE, you will be defeated, even before you start. With PERSISTENCE you will win.”
  • “OPPORTUNITY has spread its wares before. Step up to the front, select what you want, create your plan, put the plan into action and follow through with PERSISTENCE. ‘Capitalistic’ America will do the rest. You can depend upon this much–CAPITALISTIC AMERICA INSURES EVERY PERSON THE OPPORTUNITY TO RENDER USEFUL SERVICE, AND TO COLLECT RICHES IN PROPORTION TO THE VALUE OF THE SERVICE. The ‘System’ denies no one this right, but it does not, and cannot promise SOMETHING FOR NOTHING, because the system, itself, is irrevocably controlled by the LAW OF ECONOMICS which neither recognizes nor tolerates for long, GETTING WITHOUT GIVING.”
  • “There may be no heroic connotation to the word ‘persistence,’ but the quality is to the character of the man what carbon is to steel.”
  • “THERE IS NO SUBSTITUTE FOR PERSISTENCE! It cannot be supplanted by any other quality! Remember this, and it will hearten you, in the beginning, when the going may seem difficult and slow.”

never-give-up

The Master Mind

  • “You must have the advantage of the experience, education, native ability and imagination of other minds.”
  • “Perhaps you may need much more specialized knowledge than you have the ability of the inclination to acquire, and if this should be true, you may bridge your weakness through the aid of your ‘Master Mind’ group.”
  • “Economic advantages may be created by any person who surrounds himself with the advice, counsel, and personal cooperation of a group of men who are willing to lend him wholehearted aid.”
  • “No two minds ever come together without, thereby, creating a third, invisible, intangible force which may be likened to a third mind.”
  • “Connect with this fact, the additional knowledge that [Henry] Ford’s most rapid strides became noticeable, from the time he became a personal friend of Thomas A. Edison, and you will begin to understand what the influence of one mind upon another can accomplish.”

 

If you like this book, you may like…
The 7 Habits of Highly Effective People by Stephen Covey
How to Win Friends and Influence People by Dale Carnegie
The Lean Startup by Eric Ries

 

Other notable books by the author:
The Law of Success

Review: “Work Rules!”

Posted: November 5, 2016 in Book Reviews
Tags: , ,

Book Review
Book: Work Rules! by Laszlo Bock

Reviewer: Bobby Powers

My Thoughts: 9 of 10
Work Rules! should be used as a bible for recruiters, HR managers, and executives. I realized just how good this book was when I recommended it to our company recruiter and he told me that he had already read it twice and begun incorporating the book’s principles into our hiring process. Author Laszlo Bock offers a rich background of HR experience from his work at Google, and even shares the results of several groundbreaking projects and studies from Google’s People Operations team.

Leadership

  • “Leaders who build the right kind of environments will be magnets for the most talented people on the planet.”
  • “Managers serve the team.” -Eric Schmidt
  • “We’ve found that trusting people to do the right thing generally results in them doing the right thing.”
  • “As Larry (Page) often says: If your goals are ambitious and crazy enough, even failure will be a pretty good achievement.”

Think Like an Owner

  • “All it takes is a belief that people are fundamentally good—and enough courage to treat your people like owners instead of machines. Machines do their jobs; owners do whatever is needed to make their companies and teams successful.”
  • “It is within anyone’s grasp to be the founder and culture-creator of their own team, whether you are the first employee or joining a company that has existed for decades.”
  • “Whatever you’re doing, it matters to someone. And it should matter to you. As a manager, your job is to help your people find that meaning.”
  • “The man who does not get a certain satisfaction out of his day’s work is losing the best part of his pay.” -Henry Ford

stepbrothers-interview

Hiring and Interviews

  • “Our single greatest constraint on growth has always, always been our ability to find great people.”
  • “We wanted to hire ‘smart generalists’ rather than experts. [Other] firms were mystified that we’d prefer hiring someone who was clever and curious over someone who actually knew what he was doing.”
  • “There have been volumes written about how ‘the first five minutes’ of an interview are what really matter, describing how interviewers make initial assessments and spend the rest of the interview working to confirm those assessments…Psychologists call this confirmation bias, ‘the tendency to search for, interpret, or prioritize information in a way that confirms one’s beliefs or hypotheses.’”
  • “There’s no correlation between fluid intelligence (which is predictive of job performance) and insight problems like brainteasers.”
  • “Typical, unstructured job interviews were pretty bad at predicting how someone would perform once hired. Unstructured interviews have an r-squared of 0.14, meaning that they explain only 14 percent of an employee’s performance…The best predictor of how someone will perform in a job is a work sample test (29 percent)…The second-best predictors of performance are tests of general cognitive ability (26 percent).”
  • “We do our interviewing based on really testing your skills. Like, write some code, explain this thing, right? Not look at your resume, but really see what you can do.”
  • “Before you start recruiting, decide what attributes you want and define as a group what great looks like. A good rule of thumb is to hire only people who are better than you. Do not compromise. Ever.”
  • “If you’re hiring people who are better than yourself, most other people issues tend to sort themselves out.”
  • “At Google, we front-load our people investment. This means the majority of our time and money spent on people is invested in attracting, assessing, and cultivating new hires. We spend more than twice as much on recruiting, as a percentage of our people budget, as an average company.”
  • “We want the people who will perform their best here, not the ones who will perform their best elsewhere.”

Ikea Job Interview

Work Culture

  • “In most organizations, you join and then have to prove yourself. At Google, there’s such faith in the quality of the hiring process that people join and on their first day are trusted and full members of their teams.”
  • “We look across our portfolio of talent and ensure we have the right balance of generalists and experts.”
  • “Our operating assumption is that anything we’re doing, we can do better.”
  • “If you want a nonhierarchical environment, you need visible reminders of your values. Otherwise, your human nature inevitably reasserts itself. Symbols and stories matter.”
  • “Innovation thrives on creativity and experimentation, but it also requires thoughtful pruning.”

Google’s “Project Oxygen”

  • “Teams working for the best managers also performed better and had lower turnover. In fact, manager quality was the single best predictor of whether employees would stay or leave, supporting the adage that people don’t quit companies, they quit bad managers.”
  • The 8 Project Oxygen attributes shared by top managers: (1) Be a good coach. (2) Empower the team and do not micromanage. (3) Express interest/concern for team members’ success and personal well-being. (4) Be very productive/results-oriented. (5) Be a good communicator—listen and share information. (6) Help the team with career development. (7) Have a clear vision/strategy for the team. (8) Have important technical skills that help advise the team.
  • “Unexpectedly, we found that technical expertise was actually the least important of the eight behaviors across great managers. Make no mistake, it is essential. An engineering manager who can’t code is not going to be able to lead a team at Google. But of the behaviors that differentiated the very best, technical input made the smallest difference to teams.”

Training

  • “Have the people who are best at each attribute train everyone else. We ask our Great Manager Award recipients to train others as a condition of winning the award.”
  • “I promise you that in your organization there are people who are expert on every facet of what you do, or at least expert enough that they can teach others.”
  • “Individual performance scales linearly, while teaching scales geometrically.”
  • “Training is, quite simply, one of the highest-leverage activities a manager can perform.” -Andy Grove
  • “Engage in deliberate practice: Break lessons down into small, digestible pieces with clear feedback and do them again and again.”

Compensation

  • 4 principles: (1) Pay unfairly. (2) Celebrate accomplishment, not compensation. (3) Make it easy to spread the love. (4) Reward thoughtful failure.
  • “Pay unfairly. Your best people are better than you think, and worth more than you pay them.”
  • “In a misguided attempt to be ‘fair,’ most companies design compensation systems that encourage the best performers and those with the most potential to quit…Why would a company design a system that makes the best and highest-potential people quit? Because they have a misconception of what is fair and lack the courage to be honest with their people.”

 

If you like this book, you may like…
How Google Works by Eric Schmidt and Jonathan Rosenberg
Creativity, Inc. by Ed Catmull with Amy Wallace

Other notable books by the author:
(None)