Execution: The Discipline of Getting Things Done

Execution: The Discipline of Getting Things Done
Average customer rating:

Universal truths presented but people views flawed

execution 101

Beyond Talk

Prime Example of Mediocraty

Practical business

Execution: The Discipline of Getting Things Done
Larry Bossidy , Ram Charan , and Charles Burck
Manufacturer: Crown Business
ProductGroup: Book
Binding: Hardcover

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ASIN: 0609610570

Amazon.com

Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.

Execution is "the missing link between aspirations and results," and as such, making it happen is the business leader's most important job. While failure in today's business environment is often attributed to other causes, Bossidy and Charan argue that the biggest obstacle to success is the absence of execution. They point out that without execution, breakthrough thinking on managing change breaks down, and they emphasize the fact that execution is a discipline to learn, not merely the tactical side of business. Supporting this with stories of the "execution difference" being won (EDS) and lost (Xerox and Lucent), the authors describe the building blocks--leaders with the right behaviors, a culture that rewards execution, and a reliable system for having the right people in the right jobs--that need to be in place to manage the three core business processes of people, strategy, and operations. Both Bossidy, CEO of Honeywell International, Inc., and Charan, advisor to corporate executives and author of such books as What the CEO Wants You to Know and Boards That Work, present experience-tested insight into how the smooth linking of these three processes can differentiate one company from the rest. Developing the discipline of execution isn't made out to be simple, nor is this book a quick, easy read. Bossidy and Charan do, however, offer good advice on a neglected topic, making Execution a smart business leader's guide to enacting success rather than permitting demise. --S. Ketchum

Book Description

The book that shows how to get the job done and deliver results . . . whether you’re running an entire company or in your first management job

Larry Bossidy is one of the world’s most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they’ve pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.

After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world’s most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn’t just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.

Leading these processes is the real job of running a business, not formulating a “vision” and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.

The leader’s most important job—selecting and appraising people—is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there’s a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.

Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He’s been putting the ideas he writes about in Execution to work in real time.

Download Description

The book that shows how to get the job done and deliver results... whether you're running an entire company or in your first management job

Larry Bossidy is one of the world's most acclaimed CEOs, a man with few peers who has a track record for delivering results. Ram Charan is a legendary advisor to senior executives and boards of directors, a man with unparalleled insight into why some companies are successful and others are not. Together they've pooled their knowledge and experience into the one book on how to close the gap between results promised and results delivered that people in business need today.

After a long, stellar career with General Electric, Larry Bossidy transformed AlliedSignal into one of the world's most admired companies and was named CEO of the year in 1998 by Chief Executive magazine. Accomplishments such as 31 consecutive quarters of earnings-per-share growth of 13 percent or more didn't just happen; they resulted from the consistent practice of the discipline of execution: understanding how to link together people, strategy, and operations, the three core processes of every business.

Leading these processes is the real job of running a business, not formulating a "vision" and leaving the work of carrying it out to others. Bossidy and Charan show the importance of being deeply and passionately engaged in an organization and why robust dialogues about people, strategy, and operations result in a business based on intellectual honesty and realism.

The leader's most important job -- selecting and appraising people -- is one that should never be delegated. As a CEO, Larry Bossidy personally makes the calls to check references for key hires. Why? With the right people in the right jobs, there's a leadership gene pool that conceives and selects strategies that can be executed. People then work together to create a strategy building block by building block, a strategy in sync with the realities of the marketplace, the economy, and the competition. Once the right people and strategy are in place, they are then linked to an operating process that results in the implementation of specific programs and actions and that assigns accountability. This kind of effective operating process goes way beyond the typical budget exercise that looks into a rearview mirror to set its goals. It puts reality behind the numbers and is where the rubber meets the road.

Putting an execution culture in place is hard, but losing it is easy. In July 2001 Larry Bossidy was asked by the board of directors of Honeywell International (it had merged with AlliedSignal) to return and get the company back on track. He's been putting the ideas he writes about in Execution to work in real time.

Customer Reviews:

Universal truths presented but people views flawed.......2007-10-05

I thought there were many good take-aways in this book. Was it all original? Of course not. Most management books are saying the same things with a slightly different twist. I've got a bookshelf full of them. However, it seems that humans are so often incapable of remembering the fundamentals and have a tendency to overcomplicate things thus history repeats itself over and over.

The tone of the book regarding people gave me a little pause. Although I do think they were spot on in their assessment of how many companies do succession planning (not at all or incorrectly), it does seem to advocate that everyone needs to be a mini-Jack Welch type persona. I've worked in a company managed by ex-GE guys and believe me, they don't have it all figured out. I think organizations will benefit by having a mix of skills. Some people are better doers and others are better thinkers. Some superstars are good at both. It takes all types.

execution 101.......2007-08-22

I did receive this book in an executive seminar; read it over couples of nights, a simple book with day to day tips to make things happen.

A must read for any one how dreams to become a successful executive and a reality check for those already there.

Beyond Talk.......2007-08-20

So many times in this marketing-focused world, we do very well at the talking but not very good at the walking. Many of us have seen amazing sales presentations . . . only to realize that the promises would never be met.

This book engages us in the discussion about how to do what we promise. It helps us to go beyond the sales presentation and really design a process by which we can follow through, build relationships and live a life that is full of integrity and trustworthiness.

Prime Example of Mediocraty .......2007-08-11

This book did very little for me. Largely, the book is unoriginal and simply restates ideas already presented in tons of business leadership books. This book might as well have been written for the sole purpose of patting prominent CEOs, namely Jack Welch, on the back. You would be better served to bypass this one and just go read something by Welch on leadership.

Practical business.......2007-07-27

I teach MBAs. Its well known in the field that MBAs are very competent in analysis but not so good in implementation. The reason for this is that most professors who teach business have never actually worked in business and are research analysts. They teach analysis because they are excellent in that area. I worked in business 10 years before becoming a professor. I teach my students about implementation and they are interested. This is a book about implementation at the CEO level. I'm thinking of using it as a supplementary executive MBA text.

Second Chance: Three Presidents and the Crisis of American Superpower

Average customer rating:

The idealism is better than the realism
DR. BRZEZINSKI SHOULD BE RUNNING THIS COUNTRY
Second Chance: 3 presidents and the Crisis of American Superpower
J'Accuse
Brilliant. A must read as we approach the future election they are boring us with ...

Second Chance: Three Presidents and the Crisis of American Superpower
Zbigniew Brzezinski
Manufacturer: Basic Books
ProductGroup: Book
Binding: Hardcover

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ASIN: 0465002528

Book Description

From the most highly respected analyst of foreign policy writing today, a story of wasted opportunity and squandered prestige: a critique of the last three U.S. presidents' foreign policy.

America's most distinguished commentator on foreign policy, former National Security Adviser Zbigniew Brzezinski, offers a reasoned but unsparing assessment of the last three presidential administrations' foreign policy. Though spanning less than two decades, these administrations cover a vitally important turning point in world history: the period in which the United States, having emerged from the Cold War with unprecedented power and prestige, managed to squander both in a remarkably short time. This is a tale of decline: from the competent but conventional thinking of the first Bush administration, to the well-intentioned self-indulgence of the Clinton administration, to the mortgaging of America's future by the "suicidal statecraft" of the second Bush administration. Brzezinski concludes with a chapter on how America can regain its lost prestige. This scholarly yet highly opinionated book is sure to be both controversial and influential.

Customer Reviews:

The idealism is better than the realism .......2007-08-29

Intelligence is no substitute for integrity. In surveying the world - situation and the role three U.S. Presidents had after the fall of the Soviet Union Brezinski fails to give prominent place to one major development he himself had considerable responsibility for i.e. the rise of Islamic fundamentalism. It was he who as Carter's foreign policy chief - advisor supervised the fall of the Shah in Iran, and did nothing to prevent the rise of the radical Islamic regime there. He also helped put into place the Mujadeen in Afghanistan, and they have been a key element in the rise of Global Islam worldwide.
In this book he focuses on what he considers the missed opportunities of the U.S. after the fall of the Soviet Union. He is especially critical of the current President.
Brezinski does have interesting things to say about current American weaknesses including the balance of payments problem, the problem of a loss of kind of moral discipline.
His idea of the United States leading mankind to a new era of dignity and freedom is a good one. And for his 'idealism' expressed most fully in the final chapter the book is worth reading.

DR. BRZEZINSKI SHOULD BE RUNNING THIS COUNTRY.......2007-07-25

I feel strongly, that this book says what most rational people in the "world!" are thinking. It is pure and clear truth. It could have been a lot less disasterous for our country, if Dr. Brzezinski could have tutored bush/cheney/rice, on how to lead a great nation with "integrity, honor and some backbone." Can we find a way for a man like Dr. Brzezinski,(who was born in Europe/Poland), to run for President?! Fantastic book! I read it in one sitting.

Second Chance: 3 presidents and the Crisis of American Superpower.......2007-07-21

Grim yet fairly non-biased assessment of the administrations since the fall of the wall. There is some hope at the end of the book, but it will take an extraordinary turn of events to keep America from losing its place in global stature.
His critical eye on the current administration is no nonsense and, sadly, accurate.

J'Accuse.......2007-07-08

This is nothing more than a scathing indictment on eight years of GWB misrule.

To distinguish his indictment from other partisan rhetoric, ZB has placed his argument in a much wider and rational perspective. He has reviewed also the missteps of the previous two US Presidents in the foreign policy arena, and the lost chances of securing and cementing a true global leadership position for USA.

What is so different with the current regime is of course not just a matter of lost chances but colossal cost to US interests abroad. Not to mention lack of any significant progress in any key domestic agenda issues to balance it all.

ZB tries to make the argument at the end that all is not lost, and US still has a chance to regain its leadership position following certain steps.

His argument is not very credible though. He ignores the fact that US, as a nation, thinks and feels very differently than the one of 50s and 60s which put US on a moral path to global leadership. Things are indeed different, and second chance seems to be wishful thinking mostly.

Writing is excellent as expected, delivery and reasoning forceful and complete. Interesting reading for those of us contemplating the next chapter.

Brilliant. A must read as we approach the future election they are boring us with ..........2007-06-28

I happen to hear this guy on Charlie Rose the other night and went out and bought his book. The book isnt as interesting as he is in an interview live but its well worth the read.

His analysis of the past three administrations is superb. It is balanced and I think offers great insight into the hits and misses of our leaders. He goes on to explain his views on the world post Russia and our missed opportunites. His close of post 2008 I would love to hear discussed by him and others.

An important book for this country. Get it and read it and act.

The First 90 Days: Critical Success Strategies for New Leaders at All Levels

Average customer rating:

Good way to get prepared
Practical and Actionable. It is an excellent book on the subject of management transitions.
*****First 90 Days
A Must Read
Some great tips, but often not well developed or organized

The First 90 Days: Critical Success Strategies for New Leaders at All Levels
Michael Watkins
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

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Right From The Start: Taking Charge In A New Leadership Role

ASIN: 1591391105

Book Description

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job.

In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly.

Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves-emotionally as well as professionally-during what is often an intense and vulnerable period.

Concise and actionable, this is the survival guide no new leader should be without.

"Few companies develop a systematic 'on-boarding' process for their new leaders, even though this is a critical function with major organizational implications. Michael Watkins's The First 90 Days provides a powerful framework and strategies that will enable new leaders to take charge quickly. It is an invaluable tool for that most vulnerable time-the transition."

-Goli Darabi, Senior Vice President, Corporate Leadership & Succession Management, Fidelity Investments

"Every job-private- or public-sector, civilian or military-has its breakeven point, and everyone can accelerate their learning. Read this book at least twice: once before your next transition-before getting caught up in the whirl and blur of new faces, names, acronyms, and issues; then read it again after you've settled in, and consider how to accelerate transitions for your next new boss and for those who come to work for you."

-Colonel Eli Alford, U.S. Army

"Watkins provides an excellent road map, telling us what all new leaders need to know and do to accelerate their learning and success in a new role. The First 90 Days should be incorporated into every company's leadership development strategy, so that anyone making a transition in an organization can get up to speed quicker and smarter."

-Suzanne M. Danielle, Director of Global Leadership Development, Aventis

"Michael Watkins has nailed a huge corporate problem and provided the solution in one fell swoop. The pressure on new leaders to hit the ground running has never been greater, and the likelihood and cost of failure is escalating. Watkins's timing with The First 90 Days is impeccable."

-Gordon Curtis, Principal, Curtis Consulting

"The First 90 Days is a must-read for entrepreneurs. Anyone who's been the CEO of a start-up or early-stage company knows that you go through many 90-day leadership transitions in the course of a company's formative years. In this groundbreaking book, Michael Watkins provides crucial insights, as well as a toolkit of techniques, to enable you to accelerate through these transitions successfully."

-Mike Kinkead, President and CEO, timeBLASTER Corporation, serial entrepreneur, and Cofounder and Trustee, Massachusetts Software Council

Customer Reviews:

Good way to get prepared.......2007-07-04

It just makes sense, and is very thorough. Many things I would not have thought about, or gotten around to thinking about - we live in such a fast paced world that it would have been a challenge to do. Luckily, I had a cross country trip, so this gave me the time to read this book and compile my "list" of notes and apply them to my upcoming job change. Bottom line - many good new perspectives that I simply would not have thought of. Highly recommended.

Practical and Actionable. It is an excellent book on the subject of management transitions........2007-06-22

As a human resources professional, I have seen a great deal of management transition. Many succeed but some do not. Unfortunately for our people and our organizations those that do not leave a stream of damage in their wake.

Recently I wrote a review about Scott Eblin's, "The Next Level" and I called it a real disappointment. This book is not and it is a far more actionable and practical approach to managing transitions.

One of the reasons this book is so practical is that each section not only provides you with clear direction but each section also ends with an action checklist. This make creating a 90-day transition plan doable and improves your prospects for success.

Lastly, the steps from this book create a framework that a company can use to create a "transition strategy" for all its new and upwardly moving managers. This alone will enable a firm to increase their odds that a new hire or promotion will be in the "win" column.

*****First 90 Days.......2007-06-10

I only ordered this for a superior and he is VERY VERY happy with the book...he asked for it by name so we ordered three copies! Thank you for the great service you provide.

A Must Read.......2007-05-30

Great book for all business leaders who are advancing to a new role or coming from the outside into an organization. Simple, easy to read with pertinent lessons for a successful transition.

Some great tips, but often not well developed or organized.......2007-05-28

We bought this book along with the "New Leader's 100-Day Action Plan" and read them side by side.

Pro:
-"STaRS" concept is excellent. Start-ups, Turnarounds, Realignments and Sustaining success are all different scenarios that you might be thrown into, and the environment you join directly affects what you need to do.
-Checklists are helpful, when available, to boil thoughts down to the most essential elements
-There are many good tips interspersed throughout the book that are good reminders of the basics you need to adhere to in order to be successful
-Breaks the "sink or swim mindset" often associated with starting a new position

Con:
-Does not really address the time opportunity BEFORE you start a job and in my experience is a major lost opportunity that I've been able to surprise and delight. Set up pre-meetings, arranging for email/phone and a place to sit, etc. as a chance to listen and learn without the pressure to perform. Any items that can/should be done ahead of time appear to me as afterthoughts, underdeveloped, and often out of sequence in this text.
-Would not serve as a handy reference... better chapter summaries and a stronger introduction with time lines and meaty chapter outline would have been helpful both now and in the future
-I think that many good concepts like "STaRS" were underdeveloped or under leveraged... I sense more detail that was perhaps omitted
-To me, many of the illustrations were filler and did not offer additional information
-Sometimes poor or awkward word choice or idea sequence (e.g. rather than "Promote Yourself" why not just call it "Prepare Yourself" as this is what you are really saying, so why not just say it that way?)
-Real life examples were unnecessarily detailed, consuming time and space that I think could be better used by the author as he's clearly brilliant and has some great observations
-I think that the scope is too narrow, picks up after you've started the job (day 1) and neglects the opportunity (and chaos) beforehand of the interview, moving, doing "pre-work" to get your basics at work set-up

Bottom line: While there were some interesting moments, I was disappointed. The book does offer several cautionary tales of CEOs who crashed and burned, and if nothing else serves as both warning and motivation to be smarter about your transition.

What Got You Here Won't Get You There: How Successful People Become Even More Successful

Average customer rating:

Leadership Development 101
Good, but not the whole story
This years fall must read!!
Getting to the next level in life's journey
Incredible book

What Got You Here Won't Get You There: How Successful People Become Even More Successful
Marshall Goldsmith , and Mark Reiter
Manufacturer: Hyperion
ProductGroup: Book
Binding: Hardcover

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The SPEED of Trust: The One Thing that Changes Everything

ASIN: 1401301304

Book Description

America's most sought-after executive coach shows how to climb the last few rungs of the ladder

The corporate world is filled with executives, men and women who have worked hard for years to reach the upper levels of management. They're intelligent, skilled, and even charismatic. But only a handful of them will ever reach the pinnacle -- and as executive coach Marshall Goldsmith shows in this book, subtle nuances make all the difference. These are small "transactional flaws" performed by one person against another (as simple as not saying thank you enough), which lead to negative perceptions that can hold any executive back. Using Goldsmith's straightforward, jargonfree advice, it's amazingly easy behavior to change.

Executives who hire Goldsmith for one-on-one coaching pay $250,000 for the privilege. With this book, his help is available for 1/10,000th of the price.

Customer Reviews:

Leadership Development 101.......2007-10-03

I have coached over 500 individuals over the last 10 years. I do referral only business. After reading Marshall's book, I felt as if someone punched me hard in the stomach! I at first wanted to dismiss his premise that leaders want to win, be right, and generally look good. Was that me? After careful reflection and becoming introspective, I found Marshall's insights profound, and so simple, not only as a coach, but also as a manager in business. I now use the book as a reference book, and have purchased two copies. For me it's a must read for anyone interested in their personal development, or the development of others.

Good, but not the whole story.......2007-09-16

Bo Burlingham's book offers an interesting look at the ultimate objectives of privately held businesses. Each case is unique and engaging. However, I think Bo could have spent more time discussing exit strategies. Some of the owners stuck with their companies when they could have cashed out and do an even bigger, better company with the proceeds. Risk has to be considered and the failure to more heavily weight this aspect is the only issues I have with Mr. Burlingham's book. I will pass it along to others.

This years fall must read!!.......2007-09-14

I have recently graduated college and decided to read this book for that short time in between school and the real world. Although, it's intended for top CEO's, I believe this book has help me become more successful. For starters, I did get my first full time office job after reading it.

Marshall's book inspires you to become a better leader, as well as a better person by learning how to communicate more effectively with co-workers, which easily carries over into other facets of life. Marshall uses smart tactics such as humor, personal stories and work stories, which all make the book very relatable and helps get his points across.

It's a very fun and effective way to learn the business dos and don'ts in order to succeed. I recommend this book to CEO's, high school students and everyone in between!

Getting to the next level in life's journey.......2007-09-13

This is a must audio for anyone that wants to get to the next step in business. This audio is also a must for all of your subordintes.

Incredible book.......2007-09-12

This book is a step by step exploration of the holes we "successful" types dig for ourselves. It really lays it out in a way that's easy to hear - what you're doing wrong, why, and how to fix it. If you want to be much more successful, or even just more effective as a leader or as a person, read this book.

Good to Great CD: Why Some Companies Make the Leap...And Others Don't

Average customer rating:

A very thought-provoking book for people trying to grow their business.
"Good" is not "good enough".
Good To Great
My Business Bible
Still applicable in 2007

Good to Great CD: Why Some Companies Make the Leap...And Others Don't

Manufacturer: HarperAudio
ProductGroup: Book
Binding: Audio CD

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Execution: The Discipline of Getting Things Done

ASIN: 0060794410
Release Date: 2005-06-14

Amazon.com's Best of 2001

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards

Book Description

Built To Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

But what about companies that are not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? Are there those that convert long-term mediocrity or worse into long-term superiority? If so, what are the distinguishing characteristics that cause a company to go from good to great?

Over five years, Jim Collins and his research team have analyzed the histories of 28 companies, discovering why some companies make the leap and others don't. The findings include:

Level 5 Leadership: A surprising style, required for greatness.
The Hedgehog Concept: Finding your three circles, to transcend the curse of competence.
A Culture of Discipline: The alchemy of great results.
Technology Accelerators: How good-to-great companies think differently about technology.
The Flywheel and the Doom Loop: Why those who do frequent restructuring fail to make the leap.

Customer Reviews:

A very thought-provoking book for people trying to grow their business........2007-10-02

This was a very interesting book for me to read. I have to imagine that I am in a pretty narrow target market for this book, though the concepts may be broadly applied. I work for a small business and can see many opportunities to put this book's findings to work.

The book tells the various stories of companies that made a transition from a market participant to market leader and saw sustained success for at least 15 years. The author was able to identify a few common factors between these companies, and he and his research team present them as a model for us to follow.

I had but one small issue, which is probably not information that contributes to the rest of the research. They detail radical decisions made by upper management, sometimes completely changing the face of an established business. I figure there must be a largely disproportionate number of business that fail when they made the same or a similar move. I would have liked to see some detail behind how those successful companies came to make that decision. The decision itself was largely overlooked.

Like many "business" books, I feel that much of what was written here was largely common sense. They weren't necessarily ideas that I have had or would have come up with on my own, but as I read them they seemed mundane in analysis. It made the reading slow going, but there was a silver lining -- for instant gratification, each chapter ends with a few pages of main concepts extracted from the text.

There was some very insightful research in Good to Great. The common elements identified were relevant and practical. It would not be an easy model to follow, but if it were it would defeat its own purpose to isolate those corporate characteristics that set successful companies apart. If you have ever wondered what steps you should follow to take your company from Good to Great, this is a book you should read (even if it is just the chapter summaries).

"Good" is not "good enough"........2007-10-02

"Good" is not "good enough". When organizations and/or individuals settle for "good" as "good enough" they set themselves up to become obsolete. "Good to Great" looks at those organizations that decided never to settle for "good enough" and became "Great". How about you? Are you striving to become great at what you do, or have you settled for being good enough to get by? Does the organization that you work for have a plan to move from good to great? Are you a part of the change that will take your company to the next level or do you believe that your company is "good enough" right where it is?

I believe there is more value to be gained by pushing good organizations to become great than trying to turn mediocre organizations into good ones. The data presented in "Good to Great" shows just how much value can be gained by those willing to make the leap to Great. The book also shows you what principles of business those companies that made the leap had to adopt.

My favorite chapters are chapter two (Level 5 Leadership) and three (First Who...Then What). Level 5 Leadership address the benefits of having personal humility combined with a strong will to build something great. We have to many leaders at the top that have let their egos become more important than the organizations they run. "Good to Great" explains how the leaders of those companies that made the leap avoided the ego trap while having great ambitions for building something exceptional. Everyone who wishes to become a leader that makes a difference should read this chapter.

"First Who...Then What" does a good job of showing how great companies put "talent" at the top of the agenda. Any leader who wants to build a strong organization must put "talent" at the top of their agenda. Jim Collins address two critical issues companies need to address when it comes to recruiting and developing their talent. He shows us why it is important to get the right people on the bus and the wrong people off the bus. And then goes on to explain how great companies get the people in the right seat. How many people in your organization are in the wrong seat? How many should be taken off the bus entirely? Companies are not good at hiring the right people and then are terrible at assigning them to the right job. This chapter is a must for anyone involved in the hiring of talent.

I also recommend spending some time at jimcollins.com. I have visited and revisited this site to get more information on the concepts presented in "Good to Great". Buy the book, then go to the website and start your own journey from good to great.

Larry Kevin Adams
theactionator.com

Good To Great.......2007-09-28

Our company is taking the advice of the book to heart. We have formed our "hedgehog" group and all are excited. We want to work in an environment of greatness. The book shows us the way. We have 7 of our employees who have agreed to "donate their time" at lunch several times a month to help us identify our circles. I would recommend this book to any company or organization that truly wants to have their maximum impact in the arena in which they operate!

My Business Bible.......2007-09-24

If I have a bible for business, this is it. First who then what is the only way to go!

Still applicable in 2007.......2007-09-19

I enjoyed the thought provoking aspect of this book. The different levels of leadership, the hedgehog concept are the two takeaways from this book.

How many of us fall into the trap of being everything to everyone? Most I suspect from the findings presented in the book.

Read this book to find out how you can strive to be a Level 5 leader. I found the book very insightful. Jim Collins and his team hit a homerun!

The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization

Average customer rating:

Leadership 360
Everyday Practicality
Required Reading for Today's Leaders
OK
Developing middle-managers

The 360 Degree Leader: Developing Your Influence from Anywhere in the Organization
John C. Maxwell
Manufacturer: Thomas Nelson
ProductGroup: Book
Binding: Hardcover

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The 360 Degree Leader Workbook: Developing Your Influence from Anywhere in the Organization
25 Ways to Win with People: How to Make Others Feel Like a Million Bucks
The 21 Irrefutable Laws of Leadership
The Difference Maker: Making Your Attitude Your Greatest Asset
The 21 Indispensable Qualities of a Leader: Becoming the Person Others Will Want to Follow

ASIN: 0785260927

Book Description

In his nearly thirty years of teaching leadership, John Maxwell has encountered this question again and again: How do I apply leadership principles if I'm not the boss? It's a valid question that Maxwell answers in The 360 Degree Leader voted best business book of the year by Soundview Executive Book Summary subscribers, and 2006 recipient of their Harold Longman Award. In this award-winning book, Maxwell asserts that you don't have to be the main leader to make significant impact in your organization. Good leaders are not only capable of leading their followers but are also adept at leading their superiors and their peers. Debunking myths and shedding light on the challenges, John Maxwell offers specific principles for Leading Down, Leading Up, and Leading Across. 360-Degree Leaders can lead effectively, regardless of their position in an organization. By applying Maxwell's principles, you will expand your influence and ultimately be a more valuable team member.

Customer Reviews:

Leadership 360.......2007-08-09

John Maxwell does it again. He bring perspective to you and your environment wherever you may be in the orgnaization and helps you look at yourself in a different light.

Everyday Practicality.......2007-08-06

Once again John Maxwell gives us sound advice on how to be more effective and he does it in ways that we can actually accomplish.

I like the fact that he gives us tasks and subtasks that allow us to meet each goal and become effective from where ever we may be in the company. Everyone has the potential to influence others if they can only find the right way to do it.

Maxwell believes that leading can occur from most anywhere and he gives practical ways to do just that. The thing that holds many people back is that they often feel that because they don't have any direct reports or because they are not in middle management or above that they can't lead and have influence. Maxwell refutes that myth and shows us how to lead up, down and across. These 3 directions will touch everyone and improve their ability to lead.

The book is broken into sections that covers each of the leadership directions and each direction is filled with tips and advice. The book isn't too long and is never boring. It it worth reading again and again to make sure that you are staying on track with your leadership goals and growth.

Required Reading for Today's Leaders.......2007-07-07

Another great book by leadership guru, J. Maxwell. This is an excellent book on leadership and contains many good ideas that anyone can apply from anywhere in their organization.

OK.......2007-06-20

This book has a lot of usefull information in it however at times I felt myself getting a little bored. The writer used to be a pastor and refers back to that a lot. Although I know he is trying to use real world examples I feel as though I have no relation with that genre of life. All in all, it's a good book and I learned a lot but I wish it was a little more interesting and more importantly exciting!!!

Developing middle-managers.......2007-06-13

This is a very good book to develop middle managers in an organization. John Maxwell points out how those in the middle can have a great leadership influence and shouldn't wait until they make it to the top to sharpen their skills. The book is easy to read and full of insightful quotes and stories.

Never Eat Alone: And Other Secrets to Success, One Relationship at a Time

Average customer rating:

You get what you give
Never Eat Alone
Tip of the iceberg for building relationships
Underwhelmed...
The Gold Standard of Books on Connecting with Others

Never Eat Alone: And Other Secrets to Success, One Relationship at a Time
Keith Ferrazzi , and Tahl Raz
Manufacturer: Currency
ProductGroup: Book
Binding: Hardcover

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How to Win Friends & Influence People

ASIN: 0385512058
Release Date: 2005-02-22

Book Description

Do you want to get ahead in life?

Climb the ladder to personal success?

The secret, master networker Keith Ferrazzi claims, is in reaching out to other people. As Ferrazzi discovered early in life, what distinguishes highly successful people from everyone else is the way they use the power of relationships—so that everyone wins.

In Never Eat Alone, Ferrazzi lays out the specific steps—and inner mindset—he uses to reach out to connect with the thousands of colleagues, friends, and associates on his Rolodex, people he has helped and who have helped him.

The son of a small-town steelworker and a cleaning lady, Ferrazzi first used his remarkable ability to connect with others to pave the way to a scholarship at Yale, a Harvard MBA, and several top executive posts. Not yet out of his thirties, he developed a network of relationships that stretched from Washington’s corridors of power to Hollywood’s A-list, leading to him being named one of Crain’s 40 Under 40 and selected as a Global Leader for Tomorrow by the Davos World Economic Forum.

Ferrazzi's form of connecting to the world around him is based on generosity, helping friends connect with other friends. Ferrazzi distinguishes genuine relationship-building from the crude, desperate glad-handling usually associated with “networking.” He then distills his system of reaching out to people into practical, proven principles. Among them:

Don’t keep score: It’s never simply about getting what you want. It’s about getting what you want and making sure that the people who are important to you get what they want, too.

“Ping” constantly: The Ins and Outs of reaching out to those in your circle of contacts all the time—not just when you need something.

Never eat alone: The dynamics of status are the same whether you’re working at a corporation or attending a society event— “invisibility” is a fate worse than failure.

In the course of the book, Ferrazzi outlines the timeless strategies shared by the world’s most connected individuals, from Katherine Graham to Bill Clinton, Vernon Jordan to the Dalai Lama.

Chock full of specific advice on handling rejection, getting past gatekeepers, becoming a “conference commando,” and more, Never Eat Alone is destined to take its place alongside How to Win Friends and Influence People as an inspirational classic.

Download Description

Do you want to get ahead in life?

Climb the ladder to personal success?

The secret, master networker Keith Ferrazzi claims, is in reaching out to other people. As Ferrazzi discovered early in life, what distinguishes highly successful people from everyone else is the way they use the power of relationships–so that everyone wins.

In Never Eat Alone, Ferrazzi lays out the specific steps–and inner mindset–he uses to reach out to connect with the thousands of colleagues, friends, and associates on his Rolodex, people he has helped and who have helped him.

The son of a small–town steelworker and a cleaning lady, Ferrazzi first used his remarkable ability to connect with others to pave the way to a scholarship at Yale, a Harvard MBA, and several top executive posts. Not yet out of his thirties, he developed a network of relationships that stretched from Washington’s corridors of power to Hollywood’s A–list, leading to him being named one of Crain’s 40 Under 40 and selected as a Global Leader for Tomorrow by the Davos World Economic Forum.

Ferrazzi’s form of connecting to the world around him is based on generosity, helping friends connect with other friends. Ferrazzi distinguishes genuine relationship–building from the crude, desperate glad–handling usually associated with “networking.” He then distills his system of reaching out to people into practical, proven principles. Among them:

Don’t keep score: It’s never simply about getting what you want. It’s about getting what you want and making sure that the people who are important to you get what they want, too.

“Ping” constantly: The Ins and Outs of reaching out to those in your circle of contacts all the time–not just when you need something.

Never eat alone: The dynamics of status are the same whether you’re working at a corporation or attending a society event&mdash “invisibility” is a fate worse than failure.

In the course of the book, Ferrazzi outlines the timeless strategies shared by the world’s most connected individuals, from Katherine Graham to Bill Clinton, Vernon Jordan to the Dalai Lama.

Chock full of specific advice on handling rejection, getting past gatekeepers, becoming a “conference commando,” and more, Never Eat Alone is destined to take its place alongside How to Win Friends and Influence People as an inspirational classic.

Customer Reviews:

You get what you give .......2007-10-06

Generosity over courting someone hoping to get an in...The author points out that the key to success is holding a generous mentality toward others. Being a leader is based on working for and with others not ahead of or independent from them. When you are excited to help others progress their ideas, they will innately do the same for you.

Never Eat Alone.......2007-09-28

What a wonderful read!

At the core of this entertaining book are Keith's suggestions how to build a powerful network of friends and acquaintances. He starts out reasoning that you won't make it (or at least have a real hard time) in today's business world without contacts. What makes him really likeable though is his twist on the motivation and how to approach it. It is clear that he despises the calculating networking jerks that are just out to take something from a new relationship, but are not willing to give anything. On the contrary, his advise is to stretch out to others and offer your help, your advise where you have expertise, and your existing contacts to do the other a favor, and not ask and not even expect anything in return. He argues that return favors will come automatically and plentiful, without you asking for it (through your network, not necessarily from every person you ever helped).

As a personal advise to anybody's development, he offers a three step plan (sounds familiar). Only in the last step he suggests to actively look for people who can help you achieve your goals, and start networking so that you get to know them.

All throughout the book Keith parts with his incredible wealth of knowledge how to handle the most common situations on your mission to create your network, like dealing with the secretaries of powerful people (the gatekeepers), how to warm cold calls, following up, or the art of small talk. I have to say that I discovered many interesting tips that I had not heard or read before. Meanwhile, Keith is really entertaining, and this pearl never gets boring. There is so much information contained about how to start relationships, how to maintain them, and on principle how to be a people attractor that it will take quite a while for anybody to put all these principles to good use.

I admit that some of it may be too intense, and if you are not necessarily inclined or motivated to become a Fortune 500 CEO, some of the material sounds like overkill. Nevertheless, there are many aspects presented and advise given that apply to regular human interactions as well, and if studied and applied should help you become a better communicator and people attractor.

Tip of the iceberg for building relationships.......2007-09-27

Excellent read. Fast read that sets-up a lot of tangible strategies through heartfelt experiences of success and failure. Some great references to other texts that have also turned out to be fantastic reads.

Underwhelmed..........2007-09-23

After significant media PR, I went out and bought this book. Like that great movie your friends (the media) say that you have to see, this one is a pass. After you cut through the fluff, there are two important concepts to be taken away from this book: 1) always be networking and 2) the most effective way to network is to think about how many ways you can give value, provide leads, or be of service to those in your professional network - this goodwill granted will come back to you in spades.

The Gold Standard of Books on Connecting with Others.......2007-07-30

I found this book as I was perusing the aisles of my local bookstore and have recommended this book to all of my friends who are interested in becoming better or sharpen their "networking" (I prefer the word "connecting") abilities. As a recent college graduate who is just starting out my career, I feel that his book is extremely helpful by providing a solid outline of specific tools and tips for those just starting out and even for those well-seasoned careerists.

In addition, I enjoyed how he wrote the book in a way where both extroverts and introverts could benefit from reading the book. I liked how he used personal examples in his book (which uses his tip of having a certain level vulnerability when communicating with others) which really opens him up to his readers.

Finally, I would highly recommend people to either attend one of his seminars (if possible) or simply watch the short clips of Keith Ferrazzi readily available on YouTube.

Average customer rating:

Winning Recipe
Guru to the MBAs, false prophet to the working grunt
Winning
Great Business Book
Great advice from a highly successful and experienced CEO

Winning
Jack Welch , and Suzy Welch
Manufacturer: Collins
ProductGroup: Book
Binding: Hardcover

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ASIN: 0060753943
Release Date: 2005-04-05

Amazon.com

If you judge books by their covers, Jack Welch's Winning certainly grabs your attention. Testimonials on the back come from none other than Warren Buffett, Bill Gates, Rudy Giuliani, and Tom Brokaw, and other praise comes from Fortune, Business Week, and Financial Times. As the legendary retired CEO of General Electric, Welch has won many friends and admirers in high places. In this latest book, he strives to show why. Winning describes the management wisdom that Welch built up through four and a half decades of work at GE, as he transformed the industrial giant from a sleepy "Old Economy" company with a market capitalization of $4 billion to a dynamic new one worth nearly half a trillion dollars.

Welch's first book, Jack: Straight from the Gut, was structured more as a conventional CEO memoir, with stories of early career adventures, deals won and lost, boardroom encounters, and Welch's process and philosophy that helped propel his success as a manager. In Winning, Welch focuses on his actual management techniques. He starts with an overview of cultural values such as candor, differentiation among employees, and inclusion of all voices in decision-making. In the second section he covers issues around one's own company or organization: the importance of hiring, firing, the people management in between, and a few other juicy topics like crisis management. From there, Welch moves into a discussion of competition, and the external factors that can influence a company's success: strategy, budgeting, and mergers and acquisitions. Welch takes a more personal turn later with a focus on individual career issues--how to find the right job, get promoted, and deal with a bad boss--and then a final section on what he calls "Tying Up Loose Ends." Those interested in the human side of great leaders will find this last section especially appealing. In it, Welch answers the most interesting questions that he's received in the last several years while traveling the globe addressing audiences of executives and business-school students. Perhaps the funniest question in this section comes at the very end, posed originally by a businessman in Frankfurt, who queried Welch on whether he thought he'd go to heaven (we won't give away the ending).

While different from the steadier stream of war stories and real-life examples of Welch's first book, Winning is a very worthwhile addition to any management bookshelf. It's not often that a CEO described as the century's best retires, and then chooses to expound on such a wide range of management topics. Also, aside from the commentary on always-relevant issues like employee performance reviews and quality control, Welch suffuses this book with his pugnacious spirit. The Massachusetts native who fought his way to the top of the world's most valuable company was in many ways the embodiment of "Winning," and this spirit alone will provide readers an enjoyable read. --Peter Han

Book Description

Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.

Since Welch retired in 2001 as chairman and chief executive officer of GE, he has traveled the world, speaking to more than 250,000 people and answering their questions on dozens of wide-ranging topics.

Inspired by his audiences and their hunger for straightforward guidance, Welch has written both a philosophical and pragmatic book, which is destined to become the bible of business for generations to come. It clearly lays out the answers to the most difficult questions people face both on and off the job.

Welch's objective is to speak to people at every level of an organization, in companies large and small. His audience is everyone from line workers to MBAs, from project managers to senior executives. His goal is to help everyone who has a passion for success.

Welch begins Winning with an introductory section called "Underneath It All," which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all.

The core of Winning is devoted to the real "stuff" of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your career—from finding the right job to achieving work-life balance.

Welch's optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack's distinctive no b.s. voice, Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

Download Description

Jack Welch knows how to win. During his forty-year career at General Electric, he led the company to year-after-year success around the globe, in multiple markets, against brutal competition. His honest, be-the-best style of management became the gold standard in business, with his relentless focus on people, teamwork, and profits.

Welch begins Winning with an introductory section called ""Underneath It All,"" which describes his business philosophy. He explores the importance of values, candor, differentiation, and voice and dignity for all.

The core of Winning is devoted to the real ""stuff"" of work. This main part of the book is split into three sections. The first looks inside the company, from leadership to picking winners to making change happen. The second section looks outside, at the competition, with chapters on strategy, mergers, and Six Sigma, to name just three. The next section of the book is about managing your career -- from finding the right job to achieving work-life balance.

Welch's optimistic, no excuses, get-it-done mind-set is riveting. Packed with personal anecdotes and written in Jack's distinctive no b.s. voice, Winning offers deep insights, original thinking, and solutions to nuts-and-bolts problems that will change the way people think about work.

Customer Reviews:

Winning Recipe.......2007-09-16

Jack Welch gives a comprehensive guide to winning in business. He provides practical advice on a broad array of topics to include: Leadership, people management, change management, setting strategy, crisis management, and budgeting. He gets personal too, giving tips on how to find the right job and how to find the proper work life balance.

Jack's approach to budgeting is enlightening. He advocates setting targets, but compensating based on performance against last year and against the competition. This ensures energy is not wasted on efforts to come up with magic numbers and playing the common budgeting games. Rather, the focus is on finding opportunities for growth and eliminating obstacles. Wouldn't it be nice if your company followed a similar process?

There is much to learn in this one.

Nick McCormick - Author, Lead Well and Prosper: 15 Successful Strategies for Becoming a Good Manager

Guru to the MBAs, false prophet to the working grunt.......2007-09-16

He has his bits of general good advise, but nothing really wildly new except his enthusiam in regurgitating it. However, many of his philosophies seem like simplitic generalizations from the executive 30,000ft level. It's easy to come off like a fearless leader, full of direction, when it's other 'human resources' below you're squeezing like lemons for the needed juice of 'change', 'cost reductions', etc. He doesn't get into details of actually getting it done too much, which is typical of these high-power executive types. Doesn't sound like somebody who's really acquainted with the bloody, dirty nuts-and-bolts details of the low-level grunt world. His piece on dealing with Communist China is exemplary of this: why, we'll just re-invent ourselves perpetually to always be ahead of them... right! His point of view is that of Julius Cesar high up in his emperor's stand, whereas life looks a lot different if you're one of the gladiators or christians down in the sand waiting for his thumb signal!

Winning.......2007-09-15

This is the best business book on the shelf. Organizations should make this required reading for all managers and employees.

Great Business Book.......2007-09-03

I think that it is a very good business book. Jack Welch is been an icon in the business industry and his shares can help to improve anyone performance.

Great advice from a highly successful and experienced CEO.......2007-08-30

The writing style is excellent: simple and straight to the point. It's full of great advice from the icon of CEOs in the 80s and the 90s. Highly recommended!

Average customer rating:

The path to being a great manager.
Managing the Human Element
an excellent guide
Overdue Update on First, Break All the Rules with Detailed Examples
Production flaws

12: The Elements of Great Managing
Rodd Wagner , and James K. Harter
Manufacturer: Gallup Press
ProductGroup: Book
Binding: Hardcover

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ASIN: 159562998X

Book Description

12: The Elements of Great Managing is the long-awaited sequel to the 1999 runaway bestseller First, Break All the Rules. Grounded in Gallup's 10 million employee and manager interviews spanning 114 countries, 12 follows great managers as they harness employee engagement to turn around a failing call center, save a struggling hotel, improve patient care in a hospital, maintain production through power outages, and successfully face a host of other challenges in settings around the world.
Authors Rodd Wagner and James K. Harter weave the latest Gallup insights with recent discoveries in the fields of neuroscience, game theory, psychology, sociology, and economics. Written for managers and employees of companies large and small, 12 explains what every company needs to know about creating and sustaining employee engagement

Customer Reviews:

The path to being a great manager. .......2007-10-01

If you are a manager - PLEASE READ THIS BOOK! If you are not a manager, buy this book; gift-wrap it, and GIVE IT TO YOUR MANAGER!

Managers take note - This book is the answer to getting your people engaged.

I love good advice and this book has plenty. I took out my highlighters and marked all over this book. It goes on my reference shelf for years to come. As I work with organizations to help them engage their people to take action (see theactionator.com) this book will go on my "must read" list. If you have a list of books to read this year, add "12 The Elements of Great Managing".

My favorite element is number three: The Opportunity to Do What I Do Best. This chapter addresses the issue of "matching a person to the right job, or a job to the right person". This is one of the hardest elements to pull off but the payback is HUGE! Imagine how engaged your workforce would be if everyone had an opportunity to do what they do best!

Buy this book, get out your highlighters, and get to work. The 12 elements in this book can help the good manager become GREAT!

Larry Kevin Adams
theactionator.com

Managing the Human Element.......2007-09-09

Once again, researchers from The Gallup Organization remind us of the performance benefits that accrue when leaders acknowledge the `human element' of business. In this expanded dialogue about the 12 elements of great managing, as identified from extensive research in the 1999 best seller First, Break All the Rules: What the World's Greatest Managers Do Differently; authors Wagner and Harter bring each element to life through shop-floor stories interwoven with Gallup's foundational research that provides the elements' psychological underpinning. The result is a convincing and readable book that might have you wondering why so many organizations work so hard "to make their "human resources" more productive while fighting what makes them human."

Hidden within this book is the underpinnings of a methodology for meeting the needs of the organization (Business Inc.) while meeting the needs of the individual (Me Inc.), and it is not just about the money - and as the 13th element of great managing, the authors tell you why in a section titled, "The Problem with Pay." Great book delivering the underpinnings of a great concept; it is highly recommended for anyone interested in engaging people with the performance demands of their business. Dennis DeWilde, author of The Performance Connection.

an excellent guide.......2007-05-13

I have found this book helpful as the writers combine real situations and stories from their research to bring to life the theory. I am already putting into place some of the ideas in my role at work. Highly recommended.

Overdue Update on First, Break All the Rules with Detailed Examples.......2007-03-27

If you haven't read First, Break All the Rules, I have good news for you: Just read this book instead. 12: The Elements of Great Managing is a better book.

If you have read First, Break All the Rules, chances are it was a long time ago. You are probably ready for a refresher if you read that book back in 1999 or 2000 as I did.

As before, the Gallup people have asked that reviewers not list the 12 elements. I think they are overly sensitive, but I'll honor their request.

Let me characterize the 12 elements instead: Each point relates to either a necessity for being able to do your job well, having a sense that people care that you come to work, feeling engaged by your work, and seeing a future in what you are doing. Employees who feel engaged in these dimensions usually stay longer, are less likely to be out sick, and perform at higher levels of productivity. After you see the list, you'll accept those conclusions, I'm sure.

Since the first book came out, Gallup has done a lot more interviews. One of the benefits of all hose millions of additional interviews is to provide extra information about how and why each element is important. I was pleased to see that the authors also draw on psychological and physiological research to help explain their findings.

But the best parts, for me, were the 12 case studies that were like mini-fables of the sort that Ken Blanchard likes to write . . . except these cases involve real people. The leaders make mistakes as well as do things right, and you get a sense of how hard it is to improve performance in an important employee dimension when your organization has been doing it badly for some time. One of the things I liked best about the cases was that the authors didn't go overboard by just presenting organizations that perform in the top 1 percent that wouldn't seem quite real to most people.

I also liked the section at the end about how pay overlaps with all of the other findings. Most people are affected by their pay, and I thought that the authors put that into perspective quite well.

Although part of the message is that you need Gallup surveys to figure out what your problem is with employee engagement, the book is tactfully quiet on that point. Nice!

Although you may be tempted to either just read the list and feel like you've got it or just read the cases in areas where you think you have problems, I encourage you to read all of the material. You might get a new assignment tomorrow that will look totally different from where you are today. That happened to several people in the book. You'll be better prepared when that happens.

I thought that First, Break All the Rules was better than an MBA education on how to be an effective leader. This book is probably better than most DBA educations on the same subject.

Be engaging!

Production flaws.......2007-03-21

Disk #2 and #4 have the same disk #4 material. Disk #2 information is missing.

Average customer rating:

Great Information
Fascinating but Painful
A Great Read!
Eye-opening
getting an inside view of the war on Iraq

State of Denial: Bush at War, Part III
Bob Woodward
Manufacturer: Simon & Schuster
ProductGroup: Book
Binding: Hardcover

Iraq | Middle East | History | Subjects | Books

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ASIN: 0743272234
Release Date: 2006-09-30

Book Description

"Insurgents and terrorists retain the resources and capabilities to sustain and even increase current level of violence through the next year." This was the secret Pentagon assessment sent to the White House in May 2006. The forecast of a more violent 2007 in Iraq contradicted the repeated optimistic statements of President Bush, including one, two days earlier, when he said we were at a "turning point" that history would mark as the time "the forces of terror began their long retreat."

State of Denial examines how the Bush administration avoided telling the truth about Iraq to the public, to Congress, and often to themselves. Two days after the May report, the Pentagon told Congress, in a report required by law, that the "appeal and motivation for continued violent action will begin to wane in early 2007."

In this detailed inside story of a war-torn White House, Bob Woodward reveals how White House Chief of Staff Andrew Card, with the indirect support of other high officials, tried for 18 months to get Defense Secretary Donald Rumsfeld replaced. The president and Vice President Cheney refused. At the beginning of Bush's second term, Stephen Hadley, who replaced Condoleezza Rice as national security adviser, gave the administration a "D minus" on implementing its policies. A SECRET report to the new Secretary of State Rice from her counselor stated that, nearly two years after the invasion, Iraq was a "failed state."

State of Denial reveals that at the urging of Vice President Cheney and Rumsfeld, the most frequent outside visitor and Iraq adviser to President Bush is former Secretary of State Henry Kissinger, who, haunted still by the loss in Vietnam, emerges as a hidden and potent voice.

Woodward reveals that the secretary of defense himself believes that the system of coordination among departments and agencies is broken, and in a SECRET May 1, 2006, memo, Rumsfeld stated, "the current system of government makes competence next to impossible."

State of Denial answers the core questions: What happened after the invasion of Iraq? Why? How does Bush make decisions and manage a war that he chose to define his presidency? And is there an achievable plan for victory?

Bob Woodward's third book on President Bush is a sweeping narrative -- from the first days George W. Bush thought seriously about running for president through the recruitment of his national security team, the war in Afghanistan, the invasion and occupation of Iraq, and the struggle for political survival in the second term.

After more than three decades of reporting on national security decision making -- including his two #1 national bestsellers on the wars in Afghanistan and Iraq, Bush at War (2002) and Plan of Attack (2004) -- Woodward provides the fullest account, and explanation, of the road Bush, Cheney, Rumsfeld, Rice and the White House staff have walked.

Customer Reviews:

Great Information .......2007-10-07

There is a reason our country is such a mess and this book will give you all the true facts

Fascinating but Painful.......2007-09-20

From a political perspective, reading this book is like watching a horrific car wreck happening at slow motion. The man at the wheel happens to be one George W. Bush. I never believed in him, but those that still do should read this tome with an open mind and come to their own conclusions. Woodward's sources and methods are objective and credible, and the only real criticism I have of the book is that it came out far too late to make any difference.

A Great Read!.......2007-09-16

As are all of Woodwards's books this one is well written and informative. I enjoy all his books and I have no problem keeping up with the events and my interest stays peaked. I'm sure you'll enjoy reading this book too. I would have given five stars but I just feel all books are too high priced!

Eye-opening.......2007-09-01

Woodard evokes honestly in all his writings. We can hear the credibilty of his words. Very thought provoking and this should raise many subsequent questions about how one in Washington power uses facts or fails to use people and facts.

getting an inside view of the war on Iraq.......2007-08-12

Bob Woodward's sweeping narrative is an eye opener into the elite world of political and military Washington. He rarely tells information, but lets the players speak for themselves. Reading this book, I often felt like I was in the oval office listening in on a conversation between Bush, Rice and Rumsfeld. The incredible incompetency, inefficiency, and hypocrisy of the adminstration is staggering.
One thing that I wish the book had was a character list. Because there are so many characters coming in and out of each chapter that it's hard to keep track of them. I suggest you keep such a list as you read.
This book really helped me to see why we are in the mess we are in, and I feel like I will be better informed as I read the news these days. (The situation in August 2007, today, seems just as bad if not worse than it was when the book was finished.)

In this book you find out:

The facts about Iraq

- An average of 2500 enemy initiated attacks a month since the war started
- Iraqis were relieved to have Saddam Hussein removed from power, but dismayed and angered by how long it took for basic services such as sewage, electricity, and food supplies to be restored.
- In 2006, at the end of the book, electricity, sewage, and oil pipelines were still mostly disfunctional in Iraq
- President Bush would tally the number of Iraqis killed as a measure of how successful is the war on terror, a number that the Iraqis use to recruit insurgents.
- Sectarian violence increased after the election.
- Death tolls are getting higher and the country becoming more insecure.

About why the administration failed:

- They all believed that it was going to be quick and easy, so there was no plan or funds allocated for an extended exit strategy.
- President Bush was adamant in staying the course, regardly of how the course wasn't working.
- President Bush never asked for alternative opinions or how things were really going, he only wanted to hear and speak of good news.
- Donald Rumsfeld was arrogant and domineering, often blocking the efforts of people around him to fix problems.
- Lots of people saw what was going on and gave advice on how to fix it, but it could never be implemented because of the fighting among the members of the administration, and Bush's policy of not revising their strategy.
- The administration hid the facts about Iraq from the public and often from themselves.
- Bush, Cheney and Rumsfeld all held the incredibly callous view that Iraqi casualties are irrelevant, only winning matters
- The administration put into power people who agreed with them and ostracized the ones who were critical. 'If you don't agree with us you are not a team player.'
- The competent people got frustated and some of them gave up trying to fix the problem.

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