Leading Global Projects Review

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Leading Global Projects Review"Leading Global Projects" is a comprehensive guide when you need to coordinate activities with participants scattered in multiple locations. The authors use of real-world anecdotes coupled with practical templates and "how to's" make this an indispensable resource for our increasingly interconnected global workplace.
Leading Global Projects OverviewThis book is a must-read for anyone responsible for projects and initiatives that span functional and geographical divides.Authors Moran and Youngdahl bring extensive experience and learning from industry practice to present a clear and straightforward treatment of the leadership skills and knowledge required to lead projects that are global in nature. They have written the first book of its kind to address the three essential skills of global project leaders - strategic project management, project leadership, and cross-cultural leadership. The authors argue that global project leadership is an essential skill in our project-based world and that we are all either intentional or accidental project leaders. Intentional project leaders pursue formal project management education and even certification whereas accidental project leaders find themselves leading global project and initiatives as a result of a special assignment or promotion.Moran and Youndahl have found that the vast majority of global projects leaders fall into the accidental category and have written the book to be accessible to those who have not necessarily pursued formal project management education.Experienced intentional project managers can skip the single chapter on project management fundamentals to move to the more advanced chapters addressing topics such as influencing without formal authority across functional and geographical boundaries and leading global projects at the edge of crisis. . The only book that combines themes of strategic project management, project leadership and cross-cultural leadership . Rich with examples and stories to illustrate key skills and knowledge required to lead global projects*Only book to focus on leadership and cross-cultural skills in global project management*Robert Moran is well-known author in these fields*Book is designed for easy use in executive education courses

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Designing Team-Based Organizations: New Forms for Knowledge Work (Jossey-Bass Management) Review

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Designing Team-Based Organizations: New Forms for Knowledge Work (Jossey-Bass Management) ReviewDesigning Team-Based Organizations is a book with a more exciting title than content... though, the book is pretty good. It's not written in a very engaging style. Also the authors seem to have some assumptions about how to design new organizations which seemed weird to me.
The book consists of three parts. The first part is an introduction to teams and to the book. The second part talks about designing new organizations and the third part covers some implementation concerns.
The first two chapters provide an introduction in the rest of the book (and are probably two of the more interesting chapters). The first chapter covers different models of thinking about organizations and also introduces the three step model for designing organizations (basically: research, design, implement). The second chapter covers different organizations, teams and starts exploring how team-based organizations look like.
The second part has chapters called "Step one, Step two" etc. This is what bothered me most about the book. It suggested that you just follow five steps in designing a new organization and then just implement it (which is just one chapter). I got the impression that the authors were ONLY researchers and have never actually worked in or with organizations (though, they say they did research in organizations). Anyways..
The first step is to identify the teams. The second to discuss interteam issues and find ways for teams to work together. Interestingly enough, the authors seemed to be of opinion that management needs to create this structure more than the teams need to... (do the authors also have a traditional mindset?) Step three clarifies roles of management and roles of teams. Step four focuses on integration with the rest of the organization and... Step five on managing performance. This chapter contains some interesting info on different HR systems and is certainly worth reading.
Part three are *other* chapters that clarify issues. The first clarifies the different skill needs for teams and how this can be reached. The next (ninth) chapter talks about the concept of *empowerment*. The authors are of the opinion that the word is misused and want to clarify what they mean by this word. Some of the chapter is pretty good. The next chapter talks about different IT support. Though important, I found this chapter boring. Then with 40 pages left in the book, the authors move to "the implementation" and talk about different ways of transitioning to team-based organizations and in the last chapter, summarize the challenges. Interestingly, the book ends with a couple pages for researchers on what they think are future areas for research.
I was excited about the book when I started, though I had trouble finishing it (a bad sign). The writing was fairly dry and hard to follow. Some chapters were excellent, some chapters were boring (different authors wrote different chapters?). I was annoyed by the assumptions of the authors about the three simple steps of organizational design. This didn't seem to be equal to my reality. The authors did point that out, but still insist to structure their work like that. Also, the authors warn about traditional assumptions and yet they seem to have lots of traditional assumptions also related to the roles of management compared to teams. Management is responsible for planning and designing the organizations, there was very little to suggest that the actual teams should be involved in the design...
Anyways, I did enjoy the book and learned some new things from it. I was going for four stars, but the last three chapters ruined it and I switched to three stars. This book is worth reading only if you are very interested in the subject. If you are looking for more general team books, then this is probably not the right book.Designing Team-Based Organizations: New Forms for Knowledge Work (Jossey-Bass Management) Overview"A terrific book!" —David A. Nadler, chairman, Delta Consulting GroupTackle the organizational issues related to implementing teams. Learn new designs to support the knowledge work components of organizations. Drawing on over fifteen years of research and consulting with such companies as Honeywell, Hewlett-Packard, Pacific Bell, General Mills, Pratt and Whitney, Pfizer, and Texas Instruments, the authors shows you how to create new organization designs that empower teams so that they make a real difference.You'll discover how to:Design new work teamsIdentify new roles and responsibilitiesManage team performanceCreate an empowering team environmentOver 50 tables, figures, and exhibits reinforce the practical text. Even if teams already exist at your organization, you'll use this well-researched guide to push your teams to higher levels of performance!

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Creating a Culture of Competence Review

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Creating a Culture of Competence ReviewThe book contains numerous bits and pieces of advice, insights, and analyses on how to handle personal competencies, a person乫s traits and characteristics that help the individual become successful at performing their jobs. It is particularly useful with the tools and guidelines derived from the author乫s experience in the field of human resource management, i.e. headhunting.
It fails to provide any integrated view of how these ideas can be leveraged to create an organizational competence. For example, there is a very brief discussion of whether competency assessment should be linked to compensation, with a general list of pros and cons, and the answer is, 乬it depends on the organisation.乭 To adequately deal with this issue, we need at least a minimum understanding of the value of a 乬culture of competence乭 against those of alternative corporate cultures that place less emphasis on personal competencies than on other factors such as management control, cooperation, and competition.
I recommend the book for those seeking a practical understanding of personal competency management, but not for those seeking to 乬create a culture of competence.乭 The book only partially delivers on its stated promise, but remains useful for the hands-on guidance it contains.Creating a Culture of Competence OverviewCompetence-and its role in achieving peak performance-remains one of the hot issues in business today. Yet it's not enough for individual leaders, managers, and employees to demonstrate personal competencies. Rather, an entire organization must be unified to create a culture of competence. This culture can then be passed along to succeeding generations of employees who will continue to contribute to, and strengthen, a company's future.In Creating a Culture of Competence, Michael Zwell provides a bold, prescriptive approach to achieving organizational success through improved individual and group job performance and satisfaction. He clearly defines those core qualities that lead to peak performance, then illustrates, step-by-step, how companies can identify and develop individual leadership, managerial, and employee competencies for maximum personal and organizational benefit.Based on years of personal experience and research, Creating a Culture of Competence expertly combines behavioral theory with solid business practice to create positive organizational change. You'll discover how to:* Use vision and competencies for cultural transformation* Create competency models* Implement competencies in selection and performance managementYou'll learn what really makes an organization successful . . . understand how HR's role is becoming central to building a high-performance organization . . . find out what technologies are being used to change corporate culture . . . then combine these elements to create a highly effective, competency-based organizational strategy.Creating a Culture of Competence offers a blueprint for hiring, developing, and retaining a superior workforce. By encouraging individuals to realize their potential, then motivating them to work in concert, you can lead your organization to reach its objectives . . . and get superior business results.

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The Leadership Challenge, 4th Edition Review

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The Leadership Challenge, 4th Edition ReviewI am convinced that Jossey Bass will publish anything. I don't necessarily disagree with the material, however, it would make a better magazine article rather than a 400-page book. The authors go to an embarassing extreme in order to stretch the material out. See how I just used two sentences to make a single point? Annoying, right? This book uses pages and pages to illustrate rather pedestrian concepts. Ugggh!The Leadership Challenge, 4th Edition Overview

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The SIM Guide to Enterprise Architecture Review

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The SIM Guide to Enterprise Architecture ReviewThis should have a much snappier title to convey the usefulness and readability of what in other hands, can be a very dry subject. Kappelman brings out the important issues and ideas, and does it with some professional flair and personality, with input from some of the best in the field. This is an excellent overview of a complex subject. The starting roundtable synopsis sets the stage, and your brain, for the content that follows. A very useful work for bringing these ideas into management discussions and practice.The SIM Guide to Enterprise Architecture OverviewEnterprise architecture is leading IT's way to the executive boardroom, as CIOs are now taking their place at the management table. Organizations investing their time, money, and talent in enterprise architecture (EA) have realized significant process improvement and competitive advantage. However, as these organizations discovered, it is one thing to acquire a game-changing technology but quite another to discover ways to use it well.A project of the Society for Information Management's Enterprise Architecture Working Group and edited by Leon A. Kappelman, The SIM Guide to Enterprise Architecture provides insights from leading authorities on EA, including John Zachman, Larry DeBoever, George Paras, Jeanne Ross, and Randy Hite. The book supplies a solid understanding of key concepts for effectively leveraging EA to redesign business processes, integrate services, and become an Information Age enterprise. Beginning with a look at current theory and frameworks, the book discusses the practical application of enterprise architecture and includes a wealth of best practices, resources, and references. It contains the SIM survey of IT organizations' EA activities, which provides important metrics for evaluating progress and success. Successful businesses exploit synergy among business functions and push the boundaries of process design. IT's cross-functional position uniquely qualifies it to lead process innovation. EA lets CIOs integrate technology with business vision and is the roadmap for implementing new systems, changing behavior, and driving value. This book explores the vision, foundation, and enabling technology required to successfully transform organizations with enterprise architecture.

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Secrets of the Marketing Masters: What the Best Marketers Do -- And Why It Works Review

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Secrets of the Marketing Masters: What the Best Marketers Do -- And Why It Works ReviewThis is an excellent book which should be a timely and valuable resource to company executives and can also be of interest to consumers, as well.
The reader will certainly understand that marketing has changed a great deal in the past 10 years. The use of the internet as a marketing tool has greatly contributed to this.
The book is well-researched, and Dick Martin has captured the views of leading marketing experts in successful companies and executive search organizations.
It is astonishing to learn the measures that marketing experts are taking these days to delve more deeply into the habits, needs, and social settings of customers and potential customers. The author also points out that marketing is more than building a marketing department. Successful marketing involves nearly all of the various departments in a company working together to build a marketing culture in tune with goals and objectives of the CEO.Secrets of the Marketing Masters: What the Best Marketers Do -- And Why It Works OverviewAll the rules of marketing are up for grabs. Markets are fragmenting and globalizing; consumers have greater control over when and what media they watch; and digital technologies have changed how people shop, work and relax. But a small number of senior marketing leaders have tapped into the secrets of what engages consumers and keeps them coming back. This book reveals the keys to their success. Featuring exclusive interviews with experts from Ogilvy and Mather, Digitas, and Booz Allen Hamilton, "Secrets of the Marketing Masters" offers tips drawn from the experiences of the world's top marketers, from how to gain the confidence of your colleagues on the senior team, to how win your customers' trust. With this real-world, insider advice readers can discover the techniques that will set them apart from the crowd and create lasting customer loyalty.

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If Harry Potter Ran General Electric: Leadership Wisdom from the World of the Wizards Review

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If Harry Potter Ran General Electric: Leadership Wisdom from the World of the Wizards ReviewIf Harry Potter Ran General Electric is a bridge between the fantasy world of J.K Rowling's imagination and the world that business and professional people face every day. Both Rowling and author and public philosopher Tom Morris present us pictures of the ethical realities that both the young Harry and the rest of must address in order to be successful without losing our integrity.
Morris's book is more intentionally focused on leadership than his previous books. Whether you own a small business or staff a cubicle in a global corporation, there is something here for you. This isn't a formulaic approach to leadership. There is no leadership matrix revealed here, except that leadership is "always fundamentally a relational, interpersonal role"(p.152). Each chapter explores insights from the Harry Potter stories that illuminate the nature of leadership. Having spent two decades engaged with leaders and their development, I find Morris' perspective is right on the money. That perspective is that great leaders like Harry Potter and the headmaster of Hogwarts School, Albus Dumbledore, display the qualities of "high competence and deep character." (p.156). It is the deep character side of leadership that If Harry Potter Ran General Electric describes.
I've already bought two copies to give to young professionals who will be greatly encouraged by Morris' work. This is a book to share, discuss and celebrate.If Harry Potter Ran General Electric: Leadership Wisdom from the World of the Wizards Overview

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Powerful Partnerships: A Handbook for Principals Mentoring Assistant Principals Review

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Powerful Partnerships: A Handbook for Principals Mentoring Assistant Principals ReviewGary Bloom and Martin L. Krovetz's POWERFUL PARTNERSHIPS offers principals a handbook for mentoring assistant principals, discussing how to foster effective school leaders through a coaching-based relationship program. From developing a shared vision for growth to designing professional plans, POWERFUL PARTNERSHIPS is outstanding. A fine education library pick.Powerful Partnerships: A Handbook for Principals Mentoring Assistant Principals OverviewPrincipals and assistant principals can develop a coaching-based relationship that leads to more effective leadership teams today and adequately prepared school leaders for tomorrow.

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Alpha Male Syndrome Review

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Alpha Male Syndrome ReviewThis is a book that would have benefitted me greatly had I had it during my Enron years... Alpha Male Syndrome by Kate Ludeman and Eddie Erlandson. It would have helped me deal with a majority of the management there...
Contents: Alpha Male Syndrome; The Variety of Alpha Males; The Alpha Commander; The Alpha Visionary; The Alpha Strategist; The Alpha Executor; The Alpha Male Team; The Care and Feeding of the Alpha Male; Coaching for Alphas; Sample Alpha Assessment Report; The Alpha Scale; Notes; Index; About the Authors
Many people have heard the term "Alpha Male" in the business world... They are the dominating leaders who have charisma and produce results. And on the positive side, the alpha traits of the commander/visionary/strategist/executor can be a boon to your business. But with the strengths of each of those roles come a number of risks. Ludeman and Erlandson break down the traits of each alpha style in a clear and consistent fashion, and then proceed to speak to each of those personas with practical ideas on how they can capitalize on the strengths and minimize the risks. There is also an analysis of how each style plays out in the "alpha triangle", the interplay between villain, victim, and hero. The alpha and their coworkers each show up in the triangle, and often the players shift between roles with each situation. If you're *not* the alpha, you'll start to understand how to deal with each of those personality types, which might make the difference between your survival or burnout on the job. Oh, and women? You can be an alpha too. You show it differently, but you still have the same risks to manage...
When I worked at Enron Broadband, management was rife with all these types. Unfortunately, I didn't have these tools on hand to survive as well as I could have. It wouldn't have made a difference in their behavior, but it would have made a huge difference in my job satisfaction. A critical read if you have one of these creatures in your life...
Alpha Male Syndrome Overview

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Leadership by Design Review

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Leadership by Design Review"In today's changing business environment, traditional processes for developing leadership talent are in such a state of flux that a new vocabulary is emerging."Albert A. Vicere and Robert M. Fulmer write, "There is a little interest in the old mainstay term 'management development'. Managers today are often viewed as bureaucrats whose major function is to create complexity and preserve the status quo. 'Executive education' is a more desirable term, but in today's flatter, more networked organizations, there is a less demand for 'executives', often viewed as aloof and removed from the realities of the competitive marketplace. And the word 'education' connotes the esoteric contemplation of academic issues, a process at odds with today's fast-paced business environment. There does seem to be great interest in the term 'leadership development', which characterizes processes for identifying and developing exceptional people capable of moving an organization into the twenty-first century. Although developing tomorrow's leaders is a critical concern for most organizations, equally important is the need to create new structures and processes that will enable the organization to effectively compete in a rapidly changing, global economy. Rather than viewing these two concerns as separate challenges, benchmark organizations from around the world have begun to combine them in an expanded developmental focus which we call 'strategic leadership development'.This focus blends traditional executive education activities with management, leadership, and organizational development techniques to create hands-on, real-time learning laboratories within organizations, which facilitate concontinuous learning, continuous knowledge creation, and organizational competitiveness. This book focuses on the challenge of strategic leadership development-what it is, how it arose and is evolving, and how it is being addressed today" (from the Preface).
In this context, Albert A. Vicere and Robert M. Fulmer :
* discuss several critical ideas that are fundamental to their thinking, including the nature of strategic leadership and the concept of a learning organization.
* describe the traditional paradigm for leadership development, and discuss today's challenges to this traditional way of thinking, and hence describe how organizations are refocusing their leadership development efforts to better develop their pool of strategic leadership talent.
* discuss how strategically focused leadership development processes can help build sustainable organizational competitiveness.
* discuss the nature of new paradigm for effective organizations, how it operates, and how it relates to the evolving approaches to leadership development.
* present a systems model for strategic leadership development to illustrate the major forces shaping the behaviors and outcomes within the field.
* discuss the nature of various techniques and methodologies for leadership development and present a framework for selecting among them.
* compare internal and external strategic leadership development programs, and through case study analyses of university-based general management and company-specific programs define the strengths and weaknesses of each approach.
* present the processes for selecting and managing providers of strategic leadership development.
* discuss assessment and evaluation techniques.
* present six leading-edge examples of new paradigm approaches to leadership development.
* present the seven core elements of strategic leadership development process/'seven Pc' to illustrate the evolution of the field from the past, through today's transition state, to the future.
I highly recommend this invaluable study to all executives and HR practitioners.Leadership by Design OverviewWith an emphasis on real-world tools and guidelines, this text presents a comprehensive review of late-1990s thinking on leadership and of the major literature on leadership development.

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Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers Review

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Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers ReviewYou might think that a recession is exactly the time when good employees batten down their hatches and cling to their jobs, even if they do not like them. Think again. Really talented employees can find work during any economic period. Indeed, they change jobs all the time. Such turnover cuts productivity, making operations less efficient, and burdens companies with heavy employee replacement costs. Although the tariff can be staggering, most organizations do not have a formal - or even an informal - retention abatement process. Instead, they relegate retention to a sideline human resources department activity. To correct this operational oversight, retention consultant Richard P. Finnegan provides the "Rethinking Retention Model," a robust best-practices program you can use to cut down on expensive employee churn. In his heavily researched and sourced book, Finnegan thoroughly details the exact steps organizations should implement to increase retention. He offers numerous case studies that illustrate how companies hold on to their best employees. getAbstract highly recommends this comprehensive, logical, thoughtful guide as an ideal resource for CEOs, managers and HR executives who need to close the revolving door.Rethinking Retention In Good Times and Bad: Breakthrough Ideas for Keeping Your Best Workers OverviewHow do organizations keep the workers they want? Until now, employee retention strategies have been based on instincts rather than research. With no firm body of knowledge to use as a guide, employee turnover has been a problem for all organizations. This book is the first to offer a top-to-bottom, organization-wide retention action plan. Many organizations lose employees and profits because they don't know which processes to put into place to cut employee turnover. They speak of building retention cultures but don't know who should do what and when. This hands-on tactical guide gives those answers, providing specific strategies and tactics backed by the author's own research and on-site experience. It is essential reading for all types of organizations-large or small, public or private, with high concentrations of low-skilled or high skilled workers, and across multiple industries. Also addressed is how to retain your high-performing workers in slow economic times. If you are losing workers you want to keep, this book will tell you how to put retention solutions in place across Read this book with a pen in your hand. Circle ideas you like, strike through those you don't, and make notes as to how you can apply these tactics in your company. Then pass it on to a colleague and ask her to do the same. Stir up your company's thinking on employee retention so progress happens, fast.-From the Introduction, Rethinking Retention

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How to Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department Review

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How to Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department ReviewI haven't purchased the book and it may well be worth five stars from everyone. This review is intended as a sanity check for other people who buy lots of books on Amazon.com and who count on natural reviews to help guide their purchases.
I took a look at this book based in part on the remarkable rating. However, all current ratings (as of July 21, 2010) are five stars, mostly by Real Name(tm) reviewers who've never reviewed another book, mostly from around the day the book was first released (fast readers or advance copies?).
While the current thirteen rave reviews may indeed be legitimate, representative, and spontaneous, my spidey sense tingled as I went through them. I certainly don't doubt they're real people given that at least a couple of them (e.g. Jennifer Pausch and Rich Ledbetter) both appear to be existing customers of the author who've also provided nice testimonials for his website.
I theorize this is a deliberate (and a little too obvious) marketing campaign rather than spontaneous reviews like we rely on for most other books (or maybe other authors' publicists are just more subtle). If the former, to me that feels misleading and in bad faith towards those who look for a pattern in natural reviews to help make a buying decision.
Maybe Amazon also needs a "Disclosure: I know the author on a first name basis(tm)" demarcation? Or perhaps this is indeed a really awesome book with an unfortunate and irrelevant confluence of indicators in the reviews. I'm keen to see additional spontaneous and bona fide reviews from people who don't know the author and have read this book.
How to Hire A-Players: Finding the Top People for Your Team- Even If You Don't Have a Recruiting Department Overview
How to find great employees, make great hires, and take your business to the next level

It is always easy to find people who want a job, but it's never easy to find and hire A-players. In How to Hire A-Players, consultant Eric Herrenkohl shows owners, executives, and managers of small and medium-size businesses where and how to find A-player employees. It is these individuals who will help keep quality high and growth and profits strong.
Herrenkohl explains how to use your existing marketing, sales, and networking efforts to find top candidates. He provides current examples of companies that consistently hire A-players without big recruiting departments as well as step-by-step explanations for making these strategies work in your own company.
Shows you how to find and hire top employees.
Ideal for owners of small businesses, executives and managers of large businesses, as well as corporate recruiters and HR specialists who need new ideas
Herrenkohl's client list includes privately held businesses in over 50 industries as well as big corporate names like Bank of America, Edward Jones, and Northwestern Mutual Life

A-player employees are the life blood of any growing business. This handy hiring guide shows you where to look, what to ask, and who to hire to boost your business today

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Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success Review

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Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success ReviewI have been a Rummler fan (including the current PDL group) since I was first exposed to his thoughts in the mid-1990s. Geary and his comrades had/have a unique way of describing what SHOULD be done in process design, management and improvement. Does this new book break new ground - no, not in terms of process design and improvement; but I don't think it was intended to. This book is meant for the senior leaders of an organization and describes how processes should be managed both individually and as a collective system. The senior leaders are the ones who most need to understand this philosophy and change how they view and manage their organizations. This book should be required reading for ALL senior executives and managers.
The authors make crystal clear at the beginning of this book that this book is not intended for "users" (or process analysts as I believe they describe them). They wrote this book aimed clearly at the top level management of organizations. I believe their intent was that organizations should use this book and their preceding book (White Space Revisited) as a complementary pair. This book attempts to define WHY organizations must change and then defines how the new management structure and processes would work. If anything, this is the book that was always missing. Process management is the hard part and process management has never been adequately defined or described by any author I am familiar with. The process analysts level people are not the ones who need to change - it is the management level - and this book is written specifically for that level!
I was thoroughly satisfied (and, in fact, delighted) with this book. I intend to try to get my organization to purchase copies for all of our senior leaders. If that doesn't succeed, I at least intend to buy and give one to my boss and his boss (at my own expense - I think it is well worth the money). I highly recommend this book - but not for process analysts/workers - as a wedge to use into management. You'll be more than compensated for purchasing this book if you get even one senior level executive to think differently with regard to process management.
Rediscovering Value: Leading the 3-D Enterprise to Sustainable Success Overview"To paraphrase a number of philosophers, the major challenge any executive or manager (and especially any CEO) faces is that his or her experience of the reality of the organization is not the same as the reality itself. How then does an executive: 1) develop a more accurate and complete representation of the organization, 2) identify critical business issues and improvement opportunities across this system, 3) design a way forward, and 4) install the feedback and measurement mechanisms necessary to ensure the organizational system delivers the performance and stays on course? This is where this book comes into its own."-- Michael DeNoma president and CEO, Chinatrust Commercial Bank
"Every CEO (or executive managing a business) should read and understand Rediscovering Value if they want to effectively lead and manage their company. Leading a company without an understanding of the value and resource dimensions and how to manage them is like flying an airplane without a navigation system. The team at PDL has done an unbelievable job of describing the principles of an organization and how to effectively organize, lead, and manage the enterprise. Our company used PDL's systems approach to planning and managing and it was like turning on the lights in a dark room. Our people became process- and work-focused and morale improved dramatically as we moved away from the silo approach of running a business. Rediscovering Value is a must-read for any executive."-- Steve Hassenfelt CEO, Granville Capital, Inc.
From author of the acclaimed Improving Performance, an exploration of the concept of Value Management and technology, comes the next step resource that introduces the transformation model. Rediscovering Value gives a preliminary description of the SOE phase, and covers the dimensions of the model. The book dissects each phase of the model, and describes what is accomplished along each dimension, the criteria to reach the next phase, and the key challenges of each phase (Stabilize, Optimize, Exploit in detail). It lays out the success factors for effective process design, improvement, and management.

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The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success Review

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The Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success ReviewMarcia Hughes and James Terrell truly understand what it takes to develop emotional intelligence in groups. This is a magnificent tool for Coaches, Team Building Practitioners and Leaders who work with teams. The Seven Step approach is insightful, easily understood and a tool that would deliver results. I recommend this book to anyone who wants to maximize the performance of teams.
William B. Sutherland, ACC MBA MAOD PMP, President of the Sutherland Group, Executive Coaching, Leadership Development and Management ConsultingThe Emotionally Intelligent Team: Understanding and Developing the Behaviors of Success Overview"Finally, a resource....guide...roadmap....to help team members and team leaders alike understand what it takes to function as a high performing team, how doing so can personally enrich your life, and why it's critical for organizations to function only in this way. The Emotionally Intelligent Team connects the dots between the task at hand, achieving and making a difference, and personal happiness. Imagine where humankind would be if every entity on the planet operated within a series of high performing teams. Marcia Hughes and James Terrell show us that it's possible!"—Suzanne Kirk, SVP, Branch Service Center, Bank of the West
"We value teams at Medtronic so we know that this book will be a powerful tool in understanding and developing successful team behaviors!"—Michael Mihalczo, District Manager, Walter Cooper, District Manager, Medtronic CRDM
"Marcia Hughes' and James Terrell's latest book, The Emotionally Intelligent Team, is a 'must read' for every school district, business and organization that wants to ensure high functioning and productive teams. Based on solid research, this easy-to-read book describes the seven social emotional skills necessary for effective teams, and includes practical strategies any team leader can use to develop and maintain an emotionally intelligent team. Marcia's and James' book has been of tremendous value to the work of the senior administrative team in our school district!"—Linda Fabi, Director of Education, Waterloo Region District School Board
"Marcia and James provide a good lens for the way people view others in a team environment. This insight, when combined with measuring one's own EQ through a test such as the Emotional Quotient inventory (EQ-i ®), provides a powerful lever for improving team performance."—Steven J. Stein, Ph.D., Founder and CEO of MHS, Co-author of the best seller The EQ Edge: Emotional Intelligence and Your Success and author of Make Your Workplace Great: The 7 Keys to an Emotionally Intelligent Organization
"Discovering ways to strengthen teams in an organization can lead to impressive improvement in morale, engagement, productivity, and results. The Emotionally Intelligent Team will help any team take practical steps toward greater collaboration and effectiveness."—Brian Twillman, EPA Training Officer & Organization Development Specialist, Lead Author EPA's Team Leader Resource Guide US EPA - Office of Executive Services, Office of the Administrator
"The most important issue in our networked world is teamwork across levels and boundaries. This masterful work offers a completely new perspective, bringing the power of emotional and social intelligence through engaging insights, exercises and stories to high performance teamwork - creating the opportunity for potentially extraordinary results that are seamless, dynamic, and productive."—Eileen Rogers, Global Director, Leadership Excellence Programs, Deloitte
In this compelling book, authors Marcia Hughes and James Terrell offer practical information and a guide for businesses that want to draw on the power of the emotional competencies of their teams. They reveal how individuals, team members, and leaders can take the steps to become more emotionally intelligent team (ESI) members and show how to put in place the practices and exercises that will help any team grow in emotional intelligence. The book outlines the seven emotional competencies of teams.

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Leadership and the Sexes: Using Gender Science to Create Success in Business (J-B US non-Franchise Leadership) Review

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Leadership and the Sexes: Using Gender Science to Create Success in Business (J-B US non-Franchise Leadership) ReviewI am a professor of Cognitive Science who specialized in brain imaging at a major research University. I write this review having been disgusted to recently read some quotes from this book in a paper by a student. This book makes baldly false claims. It is worthless from a scientific point of view. Gender differences in the brain are subtle, and so far it has proven hard to identify any reliable brain differences that translate through to behavioral differences. I often look for such differences in my research on social and scientific reasoning, and to date I have found them too small to be significant. This is not to say that there are no biological gender differences. There are small behavioral differences (e.g. on mental rotation), and some small biological differences (see work by Larry Cahill). However cultural effects of gender stereotype are also very strong - the current evidence would suggest they are far stronger than any genuine biological differences. Self-report measures show clear differences, because those measures assess people's self-concept, but neither objective behavior nor neural measures show such clear differences.
Books like this one play loose with scientific facts in the service of reinforcing social stereotypes. These stereotypes tend to be heavily internalized by men and women, so that they actually influence their performance on tests, causing them to perform less well than they might otherwise. This phenomenon is called stereotype threat - you can google it. Because of stereoptype threat, we can't even be sure the small differences we see between genders on objective performance tests reflect genuine differences in potential, or are merely reflections of social sterotypes.
I hope this makes it clear that a book like this not just scientifically inaccurate, it is also socially dangerous.
Those who want to read a scientifically respectable, well-informed, and balanced book about gender differences in the brain should read Lise Eliot's book "Pink Brain, Blue Brain".Leadership and the Sexes: Using Gender Science to Create Success in Business (J-B US non-Franchise Leadership) Overview

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Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization Review

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Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization ReviewA different way to lead using proven techniques that bring the best out in everyone. Appreciative Leadership is so simple, yet powerful for unleashing organizational potential, leading to superior performance, which drives increased business results. I especially am drawn to the concepts of:
(1) Analysis of root cause success ... daily acts of excellence
(2) The formula for Principled Performance
(3) The Key Ingredients for Organizational Success
Appreciative Leadership is the way that I want to lead and be led.
Thank you Diana, Amanda, and KaeAppreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization Overview
Advance Praise for Appreciative Leadership:
"A must-read for leaders at all levels who believe that both common sense and business sense require engaging and encouraging rather than mandating or manipulating. It may become my most-recommended book." -- Frank Rogers-Witte, Ph.D., Director, Executive Staff Effectiveness, Hewlett-Packard IPG
"Building on a simple but powerful idea, Appreciative Leadership offers an approach to organizational transformation applicable to institutions as varied as businesses, universities, church bodies, and health systems. Packed with dozens of stories andsuggestions, it offers key insights translated into replicable strategies for action." -- Jane McAuliffe, Ph.D., President, Bryn Mawr College
"The positive basis of power is illuminated brilliantly in this courageous leadership book. Appreciative Leadership touches the heart of leadership--the kind people most deeply desire--in a way that will change lives, businesses, and every relationship you wish to build." -- David L. Cooperrider, Ph.D., Professor of Social Entrepreneurship, Case Western Reserve University
"Leadership driven by principles and integrity is more important today than ever. Appreciative Leadership shows how to blend principles of collaboration, quality, and service for both long-term achievement and practical daily impact. It provides amodel of success for a new generation of leaders." -- R. Edward Howell, Vice President and Chief Executive Officer, University of Virginia Medical Center
The Positive Approach to Leadership That Brings Out the Best in Everyone Appreciative Inquiry has become one ofthe most popular new management tools in business today. Its premise is simple yet profound: Instead of focusing on what's wrong in the workplace, learn about and build upon what works.
Dr. Diana Whitney--a leader in the field of Appreciative Inquiry--and colleagues Amanda Trosten-Bloom and Kae Rader bring the next generation of these ideas forward, with practical and proven tools for leadership. Arefreshingly different approach to managing organizations, Appreciative Leadership turns conventional management thinking on its head, demonstrating how to get results with "positive power." All you need are the five "I's" . . .
INQUIRY: Leading with positively powerful questions.
ILLUMINATION: Bringing out the best in people and situations.
INCLUSION: Engaging with others to cocreate the future.
INSPIRATION: Awakening the creative spirit.
INTEGRITY: Making choices for the good of the whole.

This revolutionary approach brings people together, drives companies forward--and takes your leadership skills to a whole new level.
Appreciative Leadership shows you how to fully engage your team through positive inquiry and open dialogue--so that everyone feels included and valued, inspired and motivated . . . and ready to work together to win. In this user-friendly guide, you'll discover excitingnew techniques to open up discussions, exchange ideas, agree on a plan, and follow up on your goals. You'll learn simple tips on how to keep your team on track with a can-doattitude. And you'll find satisfying new ways to be engaged, passionate, and present.
This book isn't a quick-fix solution to your management problems. It's a full-time, lifelong commitment to your values, your vision, and your connection to others. This is how the best leaders in the world bring out thebest in people, their organizations, and themselves. This is Appreciative Leadership.
Diana Whitney, Ph.D., is the president of Corporation for Positive Change, an international consultancy based in North Carolina, bringing Appreciative Inquiry to the most pressing issues of our time. She is a sought-after speaker, consultant,and executive advisor for clients such as Merck, British Airways, Verizon, and Johnson & Johnson. Amanda Trosten-Bloom is the managing director of Corporation for Positive Change. She is an internationally recognized consultant, author, and speaker. Kae Rader is a consulting partner of Corporation for Positive Change, has extensive managerial experience, and is an experienced consultant and speaker.

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Communities that Learn, Lead, and Last: Building and Sustaining Educational Expertise Review

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Communities that Learn, Lead, and Last: Building and Sustaining Educational Expertise ReviewThis book provide essential elements we need to consider when addressing the needs of our students and staff in today's schools. It's about bringing together all stakeholders into a Community for Learning. I highly recommend the book.Communities that Learn, Lead, and Last: Building and Sustaining Educational Expertise OverviewCommunities That Learn, Lead, and Last offers a fresh and compelling perspective while providing practical guidance for schools and districts on how to develop "professional learning communities" that serve to instill educational ideals, share wisdom, improve practice, and enhance capacity across the system. Comprised of any combination of teachers, school leaders, staff developers, district personnel, and even students, professional learning communities, as described in this book, break new ground and challenge the status quo by focusing on the reconciliation of individual and organizational expertise, vision, and needs through a variety of collaborations, activities and projects?ranging from classroom-related work to broader issues of policy, leadership, and organizational improvement. Depending on their needs, maturity, purpose, and membership, professional learning communities can be centered on learning, leading, or lasting. Showing how such communities can become the means for improving teaching and learning, as well as promote and sustain educational innovations, the book maps out the community-building essentials, providing guidance, tools, and carefully crafted rubrics.

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Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure Review

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Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure ReviewIt is almost certain that an experienced Project Manager has, at one time or another, run up against a project that is over-budget, running late, or otherwise out of control...a project that is "in the red." Rescue the Problem Project by Todd Williams presents methods for recovering red projects, reminds us that recovery is itself a project and provides insights into keeping projects out of the red in the first place.
The book presents suggestions and prescriptions based on the author's 25 year experience as a "Senior Audit and Recovery Specialist" and each chapter is peppered with very readable, brief case studies highlighting examples of his applying the techniques he describes. While there are a few examples that come off as a bit self-aggrandizing all are immensely helpful in understanding how and why the techniques work which provides a degree of credibility lacking in many business books.
A seasoned Project Manager will recognize their own experience as the author notes that poor scope definition, lack of executive leadership, and ineffective change management are barriers to project recovery (and most likely contributed to problems in the first place). And no PM should be surprised at the need to perform an audit and engage with stakeholders to collect data and understand the current and desired states. However the author follows his own prescriptions providing specificity in his examples of how each of these is often done wrong and how to do them right.
It may be unsettling to some PM's to read the suggestion that a specialized, external "Recovery Manager" rather than the Project Manager him or herself is the best person to perform the audit and analysis. The chief argument in favor of this approach is that "An objective view is critical to a proper audit and reducing any preconceptions of a solution." The book notes the potential for resistance to this notion but it seems a reasonable approach and calls to mind the frequently cited Einstein quote that "Problems cannot be solved by the same level of thinking that created them."

The audit is the second of the five steps in the recovery process with the first being the problem realized and the remaining three being analyze data, negotiate solutions, and execute the new plan. The "how to" of each step is well described and the book's companion website provides templates and spreadsheets to assist in rescuing your own projects should your organization decline to hire a recovery manager. Another of the recurring themes of the author's method is to start performing root-cause analysis early and to respond to the findings quickly, "This is a distinguishing feature of my approach; other approaches often omit root-cause analysis or leave it for the end of the process." The reason for this is straightforward...until the root causes are found and mitigated; they are still able to exert the same kind of pressure on the project that put it in the red in the first place.
Identifying and recovering from project failure are not the only goals of the book; prevention is an essential theme to which the last 40 pages are dedicated and again the author's experience proves valuable as he provides details for improvement in, and specific examples of the areas of leadership, team management, risk and handling change. Chapters 10 through 13 are not officially part of the section on prevention but clearly could be. These chapters provide some of the best primers on and comparisons of classical, agile and critical chain methodologies that I've read and I couldn't agree more that when it comes to methodology, "This philosophy--one size fits all--really fits no project." The idea is to treat methodologies as tools in the bag where the marrying of the right methodology to the particular project can go quite a long way toward avoiding problems.
While many of the 261 pages of Rescue the Problem Project present ideas with which an experienced Project Manager is likely familiar, there is much to gain in the detailed examples and the way in which the ideas are presented. New PM's (those who have some education or experience in the field) will certainly benefit as they learn from the author's advice and experience how to prevent projects from going into the red.
Rescue the Problem Project: A Complete Guide to Identifying, Preventing, and Recovering from Project Failure OverviewWhen budgets are dwindling, deadlines passing, and tempers flaring, the usual response is to browbeat the project team and point fingers of blame. Not helpful. For these situations, what is needed is an objective process for accurately assessing what is wrong and a clear plan of action for fixing the problem. "Rescue the Problem Project" provides project managers, executives, and customers with the answers they require. Turnaround specialist Todd Williams has worked with dozens of companies in multiple industries resuscitating failing projects. In this new book, he reveals an in-depth, start-to-finish process that includes: techniques for identifying the root causes of the trouble; steps for putting projects back on track audit the project, analyze the data, negotiate the solution, and execute the new plan; nearly 70 real-world examples of what works, what doesn't, and why; and, guidelines for avoiding problems in subsequent projects. Many books explain how to run a project, but only this one shows how to bring it back from the brink of disaster. And with 65 per cent of projects failing to meet goals and 25 per cent cancelled outright, that's essential information.

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Fearless Leadership: How to Overcome Behavioral Blindspots and Transform Your Organization Review

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Fearless Leadership: How to Overcome Behavioral Blindspots and Transform Your Organization ReviewHow well is your team adjusting to the new reality that exists locally and globally? Given the economic crisis we have all endured, our pathways to success have changed dramatically. After you determine your new pathway, you will have to focus on needed transformation. FEARLESS LEADERSHIP provides a number of unique, experience-based concepts and initiatives that can help leaders like you transform their teams, their companies, and themselves.
The author, Loretta Malandro, identifies 10 common blind spots that derail leaders by diminishing teammate trust, which can seriously undermine business results and inhibit meaningful change. FEARLESS LEADERSHIP also provides methods for leaders to diagnose their personal blind spots, which are invisible to them and clearly visible to their teammates, peers and competitors.
FEARLESS LEADERSHIP can help you become a more courageous leader by guiding you through LEADERSHIP EXPLORATION (i.e., ways to identify your negative leadership elements) and providing ideas for LEADERSHIP ACTION (i.e., effective initiatives designed to overcome identified leadership problems).
Increase your courage, transform your company, and become the kind of new leader that we need in this New World.Fearless Leadership: How to Overcome Behavioral Blindspots and Transform Your Organization Overview
Do you want to move your company in a new direction? Fearless Leadership provides you with the tools to successfully drive change, overcome obstacles, and engage and align people in working effectively together to achieve your business objectives.

Leadership guru Dr. Loretta Malandro has developed a groundbreaking behavior-based methodology that is used around the globe to create top-performing leaders and high-performance organizations. It is based on a simple but profound concept: In order to change your organization, you must be willing to alter your behavior and help others make the choice to change their behavior. This means demanding 100% accountability from your people--and yourself.

In today's ultra-competitive business environment, a new leadership approach is needed. Fearless Leadership takes you step by step through the process of raising behavioral standards that directly impact the bottom line. You will learn the secrets behind:
Confronting the blind spots that sabotage success
Overcoming the success-strangling "need to be right"
Eliminating silo mentality and building committed partnerships
Ending compliance and gaining full support and alignment
Talking straight and confronting difficult situations head on
Building a culture of 100% accountability

Too many people in leadership positions attempt to enact change through systemic means, such as restructuring or altering processes. The secret to real and lasting change lies in changing behavior--how people work together. Change the level of ownership and performance of people and you will transform your organization.

Leaders who are able to act courageously when faced with uncertainty or fear, take bold stands, and engage with people in very real ways are those who generate great and long-lasting results. Fearless Leadership shows you how.


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Crew Resource Management for the Fire Service Review

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Crew Resource Management for the Fire Service ReviewI think, if embraced, CRM could do more to prevent FF injury and fatality than any combination of initiatives currently in vogue in the fire service. CRM is about using all resources available to accomplish the mission. The mission, by the way, is not the standard risk management slogan we all know: risk a lot for lives, risk a little for property... The mission is that everyone goes home safely. Safety is the operation.
CRM derives from the aviation industry in the 1970s. What was found was that airplanes were not causing crashes, human behavior was. Meaning, it was not mechanical malfunctions causing planes to go down, it was the pilots flying them. Interesting. Fewer fires, more protective gear, building codes, suppression systems, SOPs, risk management, safety officers, command teams, IRIC and RIC teams, excellent training, TICs, etc., and we still kill 100 firefighters per year. Are we that steeped in tradition that we can't see that human behavior kills firefighters? Let's give CRM a chance. If the aviation industry is an example, we will see a dramatic decrease in FF injury and fatality.
This book is above average. My only constructive criticism was the implementation aspect. While there is a lot of good information, including the last chapter about implementing CRM, the substance of the book doesn't really define how that would happen. That said, I really liked this book. It will be tough for a lot of firefighters to digest because it is conceptual and not practical hands-on stuff.
For another excellent introduction to CRM I would refer readers to Dennis Rubin and his series on CRM through Firehouse magazine. These articles also provide a good introduction to this topic.
It is worth purchasing this book and I would recommend adding it to any fire department library, or personal library.Crew Resource Management for the Fire Service OverviewCrew Resource Management for the Fire Service will provide fire service professionals with the necessary communication, leadership, and decision-making tools to operate safely and effectively under stressful conditions, thereby reducing injuries and deaths on the emergency scene. Although the concept of crew resource management has been around since the 1970s, this is the first book to apply CRM to the fire service industry. CRM emphasizes that in most cases technology isnÂ't the root cause of catastrophe—human error is the culprit. Therefore steps taken to minimize the impact of errors are the keys to reducing the magnitude of the inevitable human failing. This book will be valuable for college classes, and may be used internationally by the fire service, emergency medical services, industrial fire brigades, technical rescue teams, and any other emergency service provider systems. Features & benefits: Explains the predictable manner in which firefighters react to stressful situations Teaches methods and tools to combat these problems to provide safer and more effective operations Provides a framework for cultural change in fire departments Perfectly suited for both wildland and structural firefighters

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