Posts Tagged ‘Leadership’

Book Review
Book: The 5 Coaching Habits of Excellent Leaders by Lee Colan and Julie Davis-Colan

Reviewer: Bobby Powers

My Thoughts: 7 of 10
I found The 5 Coaching Habits of Excellent Leaders to be a useful guidebook for improving my own reliability and my team’s output. Like most of Lee Colan and Julie Davis-Colan’s books, The 5 Coaching Habits is a bite-sized read that can be easily consumed in a short plane ride from L.A. to San Fran. The authors don’t waste time with nauseating repetition; they succinctly communicate their thoughts to save time for the reader. My favorite takeaway was the authors’ assertion that a leader’s
 personal reliability is the strongest predictor of their team’s success.

Takeaways from the Book:

Personal Reliability

  • “Your personal reliability has a disproportionate impact on your team’s reliability. You must be personally reliable before you can effectively coach your team to generate reliable results.”
  • Leadership is an inside job. It starts with your personal leadership traits, such as integrity, trust, competence, authenticity–all of which are aspects of personal reliability.”
  • “The most important question a leader should ask is, ‘How reliable am I?’”
  • Reliable people have a high say/do ratio. That’s the ratio of things you say you will do to the things you follow through on and do…Simply being aware of your say/do ratio can help change your behavior–improving your follow-through and more cautiously making promises.”
  • “When someone always follows through, it is impressive. It is the quickest way to build credibility and trust with others…However, most people tend to slip on their commitments because they overestimate their available free time, want to please others, have unclear priorities and lack guiding principles for when to say ‘yes’ or ‘no’ to requests.”
  • “The key to being a great coach is being a good student. It all starts with you! If your team sees your thirst for and openness to learning, they will model the same behavior.”
  • “When all is said and done, more is said than done.” -Aesop
  • “To be personally reliable, avoid non-committal answers like ‘maybe.’ Be clear and direct. Redefine the term ‘polite’ by taking the long view. You might be appeasing the other party by saying ‘yes’ now, but you will ultimately disappoint them (and yourself) by overcommitting and possibly not delivering on your word. In today’s noncommittal and less reliable world, ‘yes’ has become the new ‘maybe.’ If your ‘yes’ really means ‘yes,’ you immediately vault into the top 5 percent of reliable people.”
  • “Speaking with specificity creates a sense of reliability and commitment. Ambiguity is the Achilles heel of reliability. Ambiguous language increases frustration and rework, but specific language boosts reliability.”
  • “Build reliability for others and yourself by using specific phrases like these:”
    • “Yes, I will do that for you.”
    • “I’m not sure, but I’ll give you a firm answer by noon tomorrow.”
    • “I will own this.”
    • “I will make time to get this done.”
    • “It will be done by Friday, March 18 at 2 p.m. Central Time.”

The 5 Coaching Habits of Excellent Leaders

  1. Explain Expectations –> Leads to ALIGNMENT
  2. Ask Questions –> Leads to ENGAGEMENT
  3. Involve Team –> Leads to OWNERSHIP
  4. Measure Results –> Leads to ACCOUNTABILITY
  5. Appreciate People –> Leads to COMMITMENT

Explain Expectations

  • “The imperfect nature of human communication requires us to be more specific than we think we need to be. Lack of clear expectations is the most common reason for performance problems.”
  • “Like any aspect of leadership, gaining alignment does not just happen. It must be intentional. Our late friend and excellent leader Ron Rossetti liked to say, ‘Awesomeness is never accidental.’”
  • Four fundamental questions employees have regarding expectations:
    • “Where are we going?” (Goals)
    • “What are we doing to get there?” (Plans)
    • “How can I contribute?” (Roles)
    • “What’s in it for me?” (Rewards)

Ask Questions

  • “Excellent leaders prevent blind spots by making concerted efforts to keep in tune with the realities of their employees–listening for the truth. This is particularly important because the higher you are in an organization, the more filtered the information you receive.”
  • “He who talks the most loses.” -Andrew Levi
  • “By simply asking questions, your employees will reveal challenges and opportunities that could potentially take you months or years to identify.”
  • “Excellent leaders not only know the right questions to ask, but they also know how to patiently wait for an answer. They are comfortable with silence. If you are not comfortable with the silence, you will fill it with another question that leaves your original question unanswered and squelches engagement.”
  • “After asking an employee a question, your patience creates power. Resist the gravitational pull to fill the void. Your silence creates accountability for a response.

Involve Team

  • “Employees will exchange their involvement for ownership in the outcomes.”
  • “You can get just about anything in life you want if you help enough other people get what they want.” -Zig Ziglar

Measure Results

  • “Keeping score brings out our best because we inherently like to win…You can keep score on your revenue, profitability, customer satisfaction, quality, prospect pipeline, cost per sales, employee engagement, defects, inventory, call-center response time and so on…To keep it simple, measure only what matters most. Do not measure everything.”
  • You get the behaviors you are willing to tolerate. If you rank your team by performance level, your lowest performer is a public statement of the performance level you are willing to tolerate. That is what your team sees as your performance standard. Ignoring issues puts your team and your leadership credibility at risk.”

Appreciate People

  • “Unfortunately, the reality is that the lack of appreciation is the No. 1 reason people leave their jobs.”
  • “While we judge ourselves by our intentions, others judge us by our actions. What is important is not how much you appreciate people, but rather how much you demonstrate that appreciation.”
  • “Look for things [employees] are doing well and reinforce it. For example, recognize positive movement or effort toward the goal. Demonstrate your appreciation for their approach, not just their results.”
  • “After interviewing 25,000 leaders, Ferdinand Fournies found the most effective leaders had one thing in common–they expressed a sincere interest in their employees.”
  • “Know your PEOPLE, not just your EMPLOYEES.”

 

If you like this book, you may like…
The 21 Irrefutable Laws of Leadership by John Maxwell
The Coaching Habit by Michael Bungay Stanier

Other notable books by the authors:
Sticking to It: The Art of Adherence
The Nature of Excellence
7 Moments…That Define Excellent Leaders

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Book Review
Book: Principles: Life and Work by Ray Dalio

Reviewer: Bobby Powers

My Thoughts: 8 of 10
Bridgewater founder Ray Dalio is one of the 100 richest men in the world, according to Forbes magazine. In Principles: Life and Work, Dalio shares the principles that have led to his success. Told with raw honesty and enlightening examples, Principles is a fascinating look at how Dalio has created the largest and most successful hedge fund in the world. You need only read the first few pages of Principles to discover the uniqueness of Dalio’s approach; he encourages readers to doubt everything, suggesting that radical open-mindedness is the best way to learn. He has built a culture of radical truth and transparency at Bridgewater that has created an “idea meritocracy” where the best ideas emerge after relentless debate between equals. Although the book is somewhat repetitive, I greatly enjoyed Dalio’s forthright personality and insights into how to become a more successful person, leader, and employee. You should definitely check out Principles.

The Reader’s Digest Version: Radical truth and radical transparency are the best way to create a successful company.

The Power of Principles

  • “Without principles we would be forced to react to all the things life throws at us individually, as if we were experiencing each of them for the first time.”
  • “All successful people operate by principles that help them be successful, though what they choose to be successful at varies enormously, so their principles vary.”
  • “To be principled means to consistently operate with principles that can be clearly explained.”
  • “Using principles is a way of both simplifying and improving your decision making. While it might seem obvious to you by now, it’s worth repeating that realizing that almost all ‘cases at hand’ are just ‘another one of those,’ identifying which ‘one of those’ it is, and then applying well-thought-out principles for dealing with it. This will allow you to massively reduce the number of decisions you have to make (I estimate by a factor of something like 100,000) and will lead you to make much better ones. The key to doing this well is to:
    1. Slow down your thinking so you can note the criteria you are using to make your decision.
    2. Write the criteria down as a principle.
    3. Think about those criteria when you have an outcome to assess, and refine them before the next ‘one of those’ comes along.”

Learning Humility

  • “The most painful lesson that was repeatedly hammered home is that you can never be sure of anything: There are always risks out there that can hurt you badly, even in the seemingly safest bets, so it’s always best to assume you’re missing something.”
  • “Sincerely believe that you might not know the best possible path and recognize that your ability to deal well with ‘not knowing’ is more important than whatever it is you do know.”
  • “In retrospect, my crash was one of the best things that ever happened to me because it gave me the humility I needed to balance my aggressiveness. I learned a great fear of being wrong that shifted my mind-set from thinking ‘I’m right’ to asking myself ‘How do I know I’m right?’ And I saw clearly that the best way to answer this questions is by finding other independent thinkers who are on the same mission as me and who see things differently from me. By engaging them in thoughtful disagreement, I’d be able to understand their reasoning and have them stress-test mine. That way, we can all raise our probability of being right.”

Thoughtful Disagreement

  • “As you will see, we are simply a group of people who are striving be excellent at what we do and who recognize that we don’t know much relative to what we need to know. We believe that thoughtful, unemotional disagreement by independent thinkers can be converted in believability-weighted decision making that is smarter and more effective than the sum of its parts.”
  • “In other words, I just want to be right–I don’t care if the right answer comes from me. So I learned to be radically open-minded to allow others to point out what I might be missing. I saw that the only way I could succeed would be to:
    1. Seek out the smartest people who disagreed with me so I could try to understand their reasoning.
    2. Know when not to have an opinion.
    3. Develop, test, and systemize timeless and universal principles.
    4. Balance risks in ways that keep the big upside while reducing the downside.”
  • “I urge you to be curious enough to want to understand how the people who see things differently from you came to see them that way.”
  • “To be effective you must not let your need to be right be more important than your need to find out what’s true.”
  • “In thoughtful disagreement, your goal is not to convince the other party that you are right–it is to find out which view is true and decide what to do about it. In thoughtful disagreement, both parties are motivated by the genuine fear of missing important perspectives.”
  • “Remind yourself that it’s never harmful to at least hear an opposing point of view.”
  • “Being effective at thoughtful disagreement requires one to be open-minded (seeing things through the other’s eyes) and assertive (communicating clearly how things look through your eyes) and to flexibly process this information to create learning and adaptation.”
  • “Making suggestions and questioning are not the same as criticizing, so don’t treat them as if they are.”

Radical Truth

  • “To me a meaningful relationship is one that’s open and honest in a way that lets people be straight with each other. I never valued more traditional, antiseptic relationships where people put on a facade of politeness and don’t say what they really think…I spoke frankly, and I expected those around me to speak frankly…When I thought someone did something stupid, I said so and I expected them to tell me when I did something stupid. Each of us would be better for it. To me, that was what strong and productive relationships looked like. Operating any other way would be unproductive and unethical.”
  • “I learned that the more caring we gave each other, the tougher we could be on each other, and the tougher we were on each other, the better we performed and the more rewards there were for us to share.”

Introspection

  • “I have come to realize that bad times coupled with good reflections provide some of the best lessons, and not just about business but also about relationships.”
  • “Self-reflection is the quality that most differentiates those who evolve quickly from those who don’t. Remember: Pain + Reflection = Progress.”
  • “Create a culture in which it is okay to make mistakes and unacceptable not to learn from them.”
  • “It seems to me that if you look back on yourself a year ago and aren’t shocked by how stupid you were, you haven’t learned much.”
  • “Reflect and remind yourself that an accurate criticism is the most valuable feedback you can receive.”

Harnessing Pain to Drive Positive Change

  • “I came to understand that my encounters were tests of my character and creativity…In gaining this perspective, I began to experience painful moments in a radically different way. Instead of feeling frustrated or overwhelmed, I saw pain as nature’s reminder that there is something important for me to learn. Encountering pains and figuring out the lessons they were trying to give me became sort of a game to me.”
  • “In time, I realized that the satisfaction of success doesn’t come from achieving your goals, but from struggling well.”
  • “Regularly use pain as your guide toward quality reflection. Mental pain often comes from being too attached to an ida when a person or an event comes along to challenge it. This is especially true when what is being pointed out to you involves a weakness on your part.”

Embrace Reality and Deal with It

  • “Truth–or, more precisely, an accurate understanding of reality–is the essential foundation for any good outcome. Most people fight seeing what’s true when it’s not what they want it to be. That’s bad, because it is more important to understand and deal with the bad stuff since the good stuff will take care of itself.”
  • “You shouldn’t be upset if you find out that you’re bad at something–you should be happy that you found out, because knowing that and dealing with it will improve your chances of getting what you want. If you are disappointed because you can’t be the best person to do everything yourself, you are terribly naive.”
  • Ultimately, embracing reality comes down to five decisions:
    1. Don’t confuse what you wish were true with what is really true.
    2. Don’t worry about looking good–worry instead about achieving your goals.
    3. Don’t overweight first-order consequences relative to second- and third-order ones.
    4. Don’t let pain stand in the way of progress.
    5. Don’t blame bad outcomes on anyone but yourself.

Dalio’s 5 Step Process

  1. Have clear goals.
  2. Identify and don’t tolerate the problems that stand in the way of your achieving those goals.
  3. Accurately diagnose the problems to get at their root causes.
  4. Design plans that will get you around them.
  5. Do what’s necessary to push these designs through to results.

Other Thoughts

  • “Maturity is the ability to reject good alternatives in order to pursue even better ones.”
  • “Remember that great expectations create great capabilities. If you limit your goals to what you know you can achieve, you are setting the bar way too low.”
  • Idea Meritocracy = Radical Truth + Radical Transparency + Believability-Weighted Decision Making
  • “In the end, accuracy and kindness are the same thing. What might seem kind but isn’t accurate is harmful to the person and often to others in the organization as well.”
  • “Avoid the anonymous ‘we’ and ‘they,’ because they mask personal responsibility. Things don’t just happen by themselves–they happen because specific people did or didn’t do specific things. Don’t undermine personal accountability with vagueness…Someone created the procedure that went wrong or made the faulty decision. Glossing over that can only slow progress toward improvement.”

 

If you like this book, you may like…
Radical Candor by Kim Scott
The Obstacle Is the Way by Ryan Holiday

Other notable books by the author:
(None)

Book Review
Book: Start with Why by Simon Sinek

Reviewer: Bobby Powers

My Thoughts: 10 of 10
I am so thankful I finally read this book. I had heard dozens of people talk about Start with Why, but I prioritized reading other books because I thought 
Simon Sinek’s TED talk (see link at the bottom of this post) likely captured all I needed to know about the book. I was wrong. This book is definitely worth a thoughtful read, and I will likely re-read it several times in the coming years. Sinek cuts to the core of why certain companies and leaders are successful. It all comes down to their ability to define the WHY behind their actions and align all marketing efforts and communication with that WHY. This is an incredible book for marketers, leaders, and anyone looker for a deeper sense of purpose in their work.

The Reader’s Digest Version: WHY you do things is more inspirational than WHAT you do

Manipulation Does Not Create Loyalty

  • “There are only two ways to influence human behavior: you can manipulate it or you can inspire it.”
  • “Typical manipulations include: dropping the price; running a promotion; using fear, peer pressure or aspirational messages; and promising innovation to influence behavior–be it a purchase, a vote or support.”
  • “Selling based on price is like heroin. The short-term gain is fantastic, but the more you do it, the harder it becomes to kick the habit.”
  • “I cannot dispute that manipulations work…But there are trade-offs. Not a single one of them breeds loyalty. Over the course of time, they cost more and more. The gains are only short-term.”
  • “Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you.”

The Golden Circle (WHY -> HOW -> WHAT)

  • “The Golden Circle shows how these leaders were able to inspire action instead of manipulating people to act…When you start with WHY, those who believe what you believe are drawn to you for very personal reasons.”
  • “Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money–that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?”
  • “It’s not WHAT Apple does that distinguishes them. It is WHY they do it. Their products give life to their cause…Apple’s WHY, to challenge the status quo and to empower the individual, is a pattern in that it repeats in all they say and do.”
  • “What authenticity means is that your Golden Circle is in balance. It means that everything you say and everything you do you actually believe.”
  • “It is a false assumption that differentiation happens in HOW and WHAT you do…Differentiation happens in WHY and HOW you do it.”
  • “Your role in the process is to be crystal clear about what purpose, cause or belief you exist to champion, and to show how your products and services help advance that cause. Absent a WHY, new ideas and technologies quickly find themselves playing the price-and-feature game–a sure sign of an absence of WHY and a slide into commodity status.”
  • “With a WHY clearly stated in an organization, anyone within the organization can make a decision as clearly and as accurately as the founder. A WHY provides the clear filter for decision-making.”
  • “[Marketing is] just one of the things I’ve done–it’s not my passion and it’s not how I define my life. My cause–to inspire people to do the things that inspire them–is WHY I get out of bed every day. The excitement is trying to find new ways, different WHATs to bring my cause to life, of which this book is one. Regardless of WHAT we do in our lives, our WHY–our driving purpose, cause or belief–never changes. If our Golden Circle is in balance, WHAT we do is simply the tangible way we find to breathe life into that cause.”

Charisma and Finding Your Why

  • “Charisma is hard to define, near impossible to measure and too elusive to copy. All great leaders have charisma because all great leaders have clarity of WHY; an undying belief in a purpose or cause bigger than themselves.”
  • “Charisma has nothing to do with energy; it comes from a clarity of WHY. It comes from absolute conviction in an ideal bigger than oneself. Energy, in contrast, comes from a good night’s sleep or lots of caffeine. Energy can excite. But only charisma can inspire. Charisma commands loyalty. Energy does not.”
  • “Most organizations today use very clear metrics to track the progress and growth of WHAT they do–usually it’s money. Unfortunately, we have very poor measurements to ensure that a WHY stays clear.”

Logos vs. Symbols

  • “Most companies have logos, but few have been able to convert those logos into meaningful symbols. Because most companies are bad at communicating what they believe, so it follows that most logos are devoid of any meaning. At best they serve as icons to identify a company and its products. A symbol cannot have any deep meaning until we know WHY it exists in terms bigger than simply to identify the company. Without clarity of WHY, a logo is just a logo.”
  • “For a logo to become a symbol, people must be inspired to use that logo to say something about who they are.”
  • “Symbols are any tangible representation of a clear set of values and beliefs.”

Leadership

  • “Great organizations become great because the people inside the organization feel protected. The strong sense of culture creates a sense of belonging and acts like a net. People come to work knowing that their bosses, colleagues and the organization as a whole will look out for them. This results in reciprocal behavior. Individual decisions, efforts and behaviors that support, benefit and protect the long-term interest of the organization as a whole.”
  • “All leaders must have two things: they must have a vision of the world that does not exist and they must have the ability to communicate it.”
  • “Leaders achieve very little by themselves; they inspire people to come together for the good of the group. Leaders never start with what needs to be done. Leaders start with WHY we need to do things. Leaders inspire action.”

 

If you like this book, you may like…
Find Your Why by Simon Sinek
Made to Stick by Chip Heath and Dan Heath
The Tipping Point by Malcolm Gladwell

Other notable books by the author:
Find Your Why
Leaders Eat Last
Together is Better

 

Simon Sinek’s TED Talk – “How Great Leaders Inspire Action”

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

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

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

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)

Book Review
Book: Ego Is The Enemy by Ryan Holiday

Reviewer: Bobby Powers

My Thoughts: 9 of 10
I love books that teach tangible skills, but books that make you contemplate your moral fiber and strive to improve as a person are even better. Ryan Holiday’s new book Ego Is The Enemy is absolutely a book that made me want to improve my character. Incorporating ideas from ancient and modern philosophers, war generals, politicians, and businessmen, Ego Is The Enemy challenges readers to not let pride stand in the way of attaining or repeating success.

The Reader’s Digest Version: Don’t let your ego get in the way of success

The Perils of Ego

  • “Wherever you are, whatever you’re doing, your worst enemy already lives inside you: your ego.”
  • “If you start believing in your greatness, it is the death of your creativity.” -Marina Abramovic
  • “We can seek to rationalize the worst behavior by pointing to outliers. But no one is truly successful because they are delusional, self-absorbed, or disconnected.”
  • “Ego needs honors in order to be validated. Confidence, on the other hand, is able to wait and focus on the task at hand regardless of external recognition.”

Ego Shadow

Don’t Believe Your Own Press

  • With success comes the temptation to tell oneself a story, to round off the edges, to cut out your lucky breaks and add a certain mythology to it all…It’s a type of storytelling in which eventually your talent becomes your identity and your accomplishments become your worth. But a story like this is never honest or helpful.”
  • “Crafting stories out of past events is a very human impulse. It’s also dangerous and untrue. Writing our own narrative leads to arrogance.”
  • “The first principle is that you must not fool yourself—and you are the easiest person to fool.” -Richard Feynman
  • “Instead of pretending that we are living some great story, we must remain focused on the execution—and on executing with excellence. We must shun the false crown and continue working on what got us here.”

Humility

  • “When we remove ego, we’re left with what is real. What replaces ego is humility, yes—but rock-hard humility and confidence. Whereas ego is artificial, this type of confidence can hold weight. Ego is stolen. Confidence is earned.
  • “One might say that the ability to evaluate one’s own ability is the most important skill of all. Without it, improvement is impossible.”
  • “What is rare is not raw talent, skill, or even confidence, but humility, diligence, and self-awareness.”
  • “We don’t like thinking that someone is better than us. Or that we have a lot left to learn…For this reason, updating your appraisal of your talents in a downward direction is one of the most difficult things in life, but it is almost always a component of mastery. The pretense of knowledge is our most dangerous vice, because it prevents us from getting any better. Studious self-assessment is the antidote.”

Don't Stop Learning

Lifelong Learning

  • “It tends to surprise people how humble aspiring greats seem to have been…The reality is that, thought they were confident, the act of being an eternal student kept these men and women humble.”
  • “It is impossible to learn that which one thinks one already knows.” -Epictetus
  • “An amateur is defensive. The professional finds learning (and even, occasionally, being shown up) to be enjoyable; they like being challenged and humbled, and engage in education as an ongoing and endless process.”
  • “I never look back, except to find out about mistakes…I only see danger in thinking back about things you are proud of.” -Elisabeth Noelle-Neumann
  • “This characteristic (focusing on how to improve even in success) is characteristic of how great people think. It’s not that they find failure in every success. They just hold themselves to a standard that exceeds what society might consider to be objective success. Because of that, they don’t much care what other people think; they care whether they meet their own standards. And those standards are much, much higher than everyone else’s.”

Hard Work

  • “The way to do really big things seems to be to start with deceptively small things.” -Paul Graham
  • “To become what we ultimately hope to become often takes long periods of obscurity, of sitting and wrestling with some topic or paradox.”
  • “Greatness comes from humble beginnings; it comes from grunt work. It means you’re the least important person in the room—until you change that with results.”

Other Thoughts

  • “Talk depletes us. Talking and doing fight for the same resources. Research shows that while goal visualization is important, after a certain point our mind begins to confuse it with actual progress.”
  • “Play for the name on the front of the jersey and they’ll remember the name on the back.” -Credited to several people, including Tony Adams

 

If you like this book, you may like…
Thanks for the Feedback by Douglas Stone and Sheila Heen
Meditations by Marcus Aurelius

Other notable books by the author:
The Obstacle Is the Way
Trust Me, I’m Lying
Growth Hacker Marketing