Leading at the Edge, Second Edition by Dennis N.T. Perkins with Margaret P. Holtman and Jillian B. Murphy

Subtitle: Leadership Lessons from the Extraordinary Saga of Shakleton’s Antarctic Expedition

Title and AuthorLeading at the Edge, Second Edition by Dennis N.T. Perkins with Margaret P. Holtman and Jillian B. Murphy.  Subtitle: Leadership Lessons from the Extraordinary Saga of Shakleton’s Antarctic Expedition

Synopsis of Content:

In 1913 Canadian explorer Vilhjalmur Stefansson led an expedition to explore the Arctic between Canada and the North Pole. He used a ship called the Karluk. In 1914 Sir Ernest Shakleton led the British Imperial Trans-Antarctic Expedition which aimed to be the first men to cross the Antarctic continent. They used a ship called the Endurance.

In both cases the ships were trapped in ice and ultimately destroyed by ice. In both cases the surviving explorers and their crews had to battle unimaginable ice and cold to survive and return to civilization.

Leading at the Edge chronicles these two expeditions and how two very different men led their teams. The book contrasts the leadership styles of these two men and how it affected their teams. The Canadian team deteriorated into squabbling chaos and suffered numerous deaths. Their leader adhered to a strictly hierarchical and authority based leadership model that did not serve him or his men well. In the end Stefansson deserted his own team leaving them to die or survive on their own. He did survive.

Shackleton adopted an entirely different leadership style. He put the welfare of his men first. He endured tremendous personal suffering and sacrifice to save them. His team remained united and exhibited repeated acts of courage and self-sacrifice for their team mates.

Drawing primarily on these two epic stories but also on other survival stories, his experience in Vietnam and in business Perkins develops ten leadership strategies that lead to success “at the edge”, that is in extreme conditions where men’s abilities are put to the ultimate test of endurance and the struggle is for survival. Perkins then explains how these same strategies can be used by anyone in a leadership position to more effectively lead their team, company or institution. The ten strategies are:

  1. Never lose sight of the ultimate goal and focus energy on short term objectives.
  2. Set a personal example with visible, memorable symbols and behaviors.
  3. Instill optimism and self-confidence, but stay grounded in reality.
  4. Take care of yourself: maintain your stamina and let go of guilt.
  5. Reinforce the team message constantly: “We are one – we live or die together”.
  6. Minimize status differences and insist on courtesy and mutual respect.
  7. Master conflict – deal with anger in small doses, engage dissidents, and avoid needless power struggles.
  8. Find something to celebrate and something to laugh about.
  9. Be willing to take the Big Risk.
  10. Never give up – there’s always another move.

At the end of the book Perkins provides “tools” to help the reader apply the lessons learned in the book including inventories and methods to develop one’s own leadership skills to include the ten strategies and he explains how this can apply to everyday business.

What I found useful about this book:

Few of us will ever have to survive in hostile life threatening environments or be responsible for the lives of a team of other people. Yet from these adventures on the edge we can learn the leadership strategies that not only have served adventurers in these extreme situations but can serve us as well in more normal conditions.

The ten strategies are easy to understand and to apply to the everyday working world. While luck can play a role in any venture the best leadership skills can make the ultimate difference.

Readability/Writing Quality:  

Much like Perkin’s second book, Into the Storm, Leading at the Edge is a page turning adventure story which also teaches valuable leadership lessons applicable to all of us. It is well written and easy to read. It is well organized.

Notes on Author:

Dennis N.T. Perkins is CEO of The Syncretics Group, a consulting firm. He graduated from the Naval Academy and served in Vietnam as a Marine company commander. He has taught at the Yale School of Management. He is passionate about his work and actually went to Antarctica and retraced Shackleton’s route on the ice. Margaret P. Holtman and Jillian B. Murphy are consultants specializing in leadership skills and coaching.

Related Website:

http://www.syncreticsgroup.com/

Three Great Ideas You Can Use:

  1. It is critical to never lose sight of your ultimate goal while focusing on short term objectives to get there.
  1. Optimism is essential to keep a team motivated but it must be grounded in realism; when it is necessary to change direction the leader must do so.
  1. An effective leader minimizes status differences on the team to forge a united group all working toward the same goal.

Other Books by This Author:

Into the Storm

Publication Information:   

Title and Author:  Leading at the Edge, Second Edition by Dennis N.T. Perkins with Margaret P. Holtman and Jillian B. Murphy

Copyright holder: 2012 by Dennis NT Perkins

Publisher: Amacom (American Management Association)

Note: “Leading at the Edge” is a registered trademark.

Book of the Month, November 2013.

 

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

The 7 Habits of Highly Effective People by Stephen R. Covey

A Book Review by Daniel R. Murphy

Title and Author:  The 7 Habits of Highly Effective People by Stephen R. Covey

Subtitle: Powerful Lessons in Personal Change

Synopsis of Content:

The seminal book on personal development and leadership of the 1980s this book, first published in 1989, was a #1 best seller and continues to be a popular book. In it Covey divides personal development into seven categories and assigns to them a habit or set of habits that will improve one’s life.

First Covey discusses the importance of principles and of leading one’s life according to principles. He also discussed our perceptions and how we can change the way we look at things through shifting a paradigm. Then he moves to the seven habits.

The seven habits are Be Proactive, Begin with the End in Mind, Put First Things First, Think Win-Win, Seek First to Understand, Then to be Understood, Synergize and Sharpen the Saw. Covey labels the first three habits as the Personal Victory, how we master our own lives. The last four are called the Public Victory, how we become more effective with others.

He maintains that one must first achieve effectiveness for ourselves, the private victory, before we can attain effectiveness with others. The habits are presented in an order based on what we need to work on first, second, etc.

Covey’s analysis of perceptions and paradigms was a novel approach to a self-help book at the time it came out. The brilliant aspect of the book was not so much the content of the seven habits, there was little new in that, it was the way he organized these ideas and related them to one another. His reliance on principle centered thinking was also unique.

A second unique aspect of the book is the emphasis on basing one’s decisions on principles, which Covey maintains are universal. He argues that principles are timeless, they have always existed and always will, and are universal; they apply equally to every culture and place. He emphasizes that because principles are universal and inherently true they serve as a sound basis to guide one’s life.

What I found useful about this book:

I can still remember the day I bought this book in 1994. I cannot say that about any other book I purchased nearly twenty years ago. I can remember standing in front of the bookstore bookshelf and looking over the book, wondering if it was worth the price and the time to read it. In time I read the book six times and am now reviewing it for the seventh time. Each time I read it I learn more.

I must admit this is my favorite book on personal development and improvement. It is comprehensive in scope, covering every important aspect of personal development. It challenges you and informs you. To the extent you can apply the principles and habits Covey teaches you realize great benefit. This book contains valuable lessons about how to organize your time and your life.

I highly recommend this book. If you read only one book on personal development this year this should be the book.

Readability/Writing Quality:  

The book is written in an easy and very readable style. It has excellent examples and illustrations of the lessons he teaches. It is very well organized.

Notes on Author:

Dr. Stephen R. Covey was a university professor, writer and lecturer. He was very influential. He was co-founder of the Franklin-Covey Co. Dr. Covey died in 2012.

Three Great Ideas You Can Use:

  1. Live out your imagination, not your history. Know that you have full control over what you do. Accept full responsibility for your life. The key is not to prioritize what’s on your schedule, but to schedule your priorities.
  1. A cardinal principle of Total Quality escapes too many managers: you cannot continuously improve interdependent systems and processes until you progressively perfect interdependent, interpersonal relationships.
  1. The bottom line is, when people are crystal clear about the most important priorities of the organization and team they work with and prioritized their work around those top priorities, not only are they many times more productive, they discover they have the time they need to have a whole life.

The Books2Wealth Book of the Month for October 2013

Publication Information:  

Title and Author: The Seven Habits of Highly Effective People by Stephen R. Covey

Copyright holder: 1989 by Stephen R. Covey

Publisher: Simon and Schuster

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Rumsfeld’s Rules by Donald Rumsfeld.

Book Review

Title and Author:  Rumsfeld’s Rules by Donald Rumsfeld.

Synopsis of Content:

Donald Rumsfeld has had a tremendous career in the military, business and government. He served as a flight instructor in the US Navy from 1954-1957, Administrative assistant to two Congressman, Stock Broker, and Representative from Illinois to Congress from 1962-1969. He served four Presidents as Director of the Office of Economic Opportunity, Director of the Economic Stabilization Program, Counselor to the President, Ambassador to NATO, White House Chief of Staff, twice as Secretary of Defense, once under President Ford and later under President Bush. He was CEO of two large corporations, special envoy for the President to for the Law of the Sea Treaty, Special Presidential Envoy to the Middle East, and Chairman of the Ballistic Missile Threat Commission. His experience covers the period from 1954-2006 – five decades in business and government.

In the course of this rich experience he collected a series of principles, rules of conduct, executive tips, government tips, and leadership lessons. This book is a compilation of those rules and some interesting insight into where their use or lack of use led to success and failure.

The book though is also a peek inside the White House during four presidencies (Nixon, Ford, Reagan and Bush) as well as government outside those administrations. The rules are set out under some rubrics, including On Business and Management, On Serving in Government, On Politics and Congress, On the Press, Serving in the White House, For the Department of Defense, On Intelligence, and On Life and Other Things.

The rules include quotes and lessons learned from many of the key leaders around the world during the 20th century, many of whom Rumsfeld knew and his own experience and lessons learned.

This book is also a political commentary of sorts. Rumsfeld is a lifelong Republican and does not hide that fact. He peppers his stories with political commentary.

However whether you agree or disagree with Rumsfeld’s political views you can benefit from learning about his rules and lessons on a large number of subjects under the general heading of effective leadership – both in business and in government.

What I found useful about this book:

First this is a rich collection of anecdotes and lessons from a lifetime of service in government and business. The list of “rules” is very long but is very instructive. It was also interesting to see government through the eyes of a long time insider in Washington.

Readability/Writing Quality:  

The book is very well written, easy to follow and entertaining as well as instructive.

Notes on Author:

Donald Rumsfeld served in government and business for five decades and under four Presidents. His experience is broad. He is a thoughtful man who has collected the best lessons about leadership he could find over a lifetime.

Three Great Ideas You Can Use:

  1. You never really lose until you quit trying (Mike Ditka).
  1. When you are skiing, if you are not falling, you are not trying.
  1. Simply because a problem is shown to exist it does not necessarily follow that there is a solution.

Books2Wealth Book of the Month for September 2013.

Publication Information:  

Title and Author: Rumsfeld’s Rules by Donald Rumsfeld.

Copyright holder: ©2013 by Donald Rumsfeld

Publisher: Broadside Books, Harper Collins Publishers. Available on Kindle.

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Good Habits, Better Habits and Change

Good Habits are always good, right? Well, maybe not always. Stephanie Vozza recently wrote at the Fast Company blog about how some good habits may be holding you back. How can this be?

It can be because of change. We face change more and more today. It happens in places it did not used to happen. It happens faster than ever before and often it is more disruptive than in the past. As a result what worked well yesterday will not necessarily work well tomorrow. It may not work at all.

Vozza cites arguments made by Rod Favaron, CEO and president of technology company Spredfast. He came in to lead a startup and now that they have some sustained success he finds he is leading a different kind of company. He finds that what worked for the startup does not necessarily work for the more established business.

Vozza also points out that what might have worked well in one company may not work well at all in another company. People move from one business to another more often these days so this could be very important.

All these points are well made but I suggest they only tell part of the story. There are some universal habits based on unchanging principles that do not change. Habits based on acting with integrity for example serve one well regardless of the change around us. Acting with integrity may well be more important in a rapidly changing world.

I suggest that the challenge is to discern between those habits that still serve you well and those that may not. To help make that distinction I suggest these steps:

  1. Is the habit based on a timeless principle such as integrity or honesty? If it is it will not likely lose effectiveness regardless of what else changes.
  2. Is the habit still working? Does getting up and running every morning still contribute to your fitness?
  3. Has the habit failed to keep up with technology? Can email better communicate to an organization than a paper memo?

Although Vozza’s article was directed at young companies transforming from startups to a second stage growth the principles involved in evaluating the continuing value of a habit can apply equally to other situations including our private lives.

Learn how you can achieve more and realize your goals in my book, The Success Essentials.

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

How Did That Happen? by Roger Connors and Tom Smith

Books2Wealth Book of the Month for April 2013 

Title and Author:  How Did That Happen by Roger Connors and Tom Smith

Synopsis of Content:

The subtitle of this book, Holding People Accountable for Results the Positive, Principled Way, is a good description of the book’s purpose. The book starts with questions about How Did That Happen – first focusing on the financial crisis which began in 2007. Financial markets melted down, billions of dollars were lost, banks faced bankruptcy and many other businesses were in trouble. Using this as a starting place the authors ask the frequently heard question, how did that happen, and then discuss how to avoid the need for that question by using proper accountability systems.

The authors have devised a graphic presentation of their work consisting of two concentric rings: an inner ring and an outer ring. These rings define what they call the accountability sequence.

The outer ring includes the basis for establishing expectations, a foundation to insuring accountability. The outer ring includes a focus on Form, Communication, Alignment, and Inspection. They explain in great detail how these functions should be used to create clear expectations for employees and others.

Inside the outer ring is the inner ring which focuses on the four solutions: motivation, training, culture and accountability.

Together these functions create clear expectations and then provide the basis for accountability for the execution of those expectations. They also stress the importance of doing this work in a positive principled way.

The book is a very thorough examination of what goes wrong with accountability and why. These reasons include a failure to clearly define expectations, properly communicate them, provide proper positive and principled feedback, and holding everyone from the top to the bottom of an organization accountable for following through. The authors use both a detailed theoretical explanation as well as a rich palette of examples of what can go right and wrong depending on how you implement these solutions.

Usefulness:

Anyone who works in any organization where people’s performance is critical to success can benefit from this book. It is equally applicable in business, nonprofits, and government. It provides a framework for how to clearly establish a foundation for accountability and making it work. It will prove particularly valuable to those in management and control of an organization but elements of it would be useful to anyone working with others where expectations and accountability are important. It is difficult to imagine any organization where these things are not critical.

Readability/Writing Quality:  

The book is well organized and well written. It is moderately difficult and builds on a sequence of concepts that require some study and review.

Notes on Author:

The authors are well established advisors and consultants who have written other best seller business books including The Oz Principle and Journey to the Emerald City. Their business is Partners in Leadership, Inc.

Related Website:

www.howdidthathappen.com

Three Great Ideas You Can Use:

  1. It is most useful to assume that people are trying to do the right thing. Searching for flaws in the system which establishes expectations is more productive then finding fault.
  1. It is critical to clearly define and communicate expectations to insure accountability.
  1. It is equally critical to manage expectations and focus attention on that process throughout any business operation.

Publication Information:  

Title and Author: How Did That Happen by Roger Connors and Tom Smith

Copyright holder: 2009 by Roger Connors and Tom Smith

Publisher: Penguin Group

Get the book here:

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Steve Jobs by Walter Issacson

A Book Review by Daniel R. Murphy

Title and Author:  Steve Jobs by Walter Issacson

Synopsis of Content:

This is an in depth study of the life of Steve Jobs, co-founder of Apple Computer and one of the most instrumental people in the development of the personal computer and other digital products.

Jobs was a genius, an artist, a successful businessman, a corporate leader, a thought leader, an innovator, a rebel and an eccentric. In the late 1970s he dropped out of Reed College in Oregon and founded Apple with his friend Steve Wozniak in 1976. He developed the concept of a fully integrated personal computer with software and hardware that Apple controlled exclusively. He was forced out of Apple in 1985 and went on to form his own company to build the NeXt computer. He then became a key player in Pixar and helped launch it as the most successful digital animation producer in the world. Apple eventually purchased Pixar.

In 1994 he returned to Apple at their invitation when the company was not doing well. What followed was one product success after another with the iMac, the iPod, iPhone, iTunes and iPad. On October 5, 2011 Jobs died of pancreatic cancer which he had struggled with for over six years. He was 56.

In addition to telling the story of Apple and Job’s influence on it and its products, the book delves into his personal life and his personality. Few punches are pulled. Jobs is depicted as narcissistic and often brutal in his relationships with colleagues, friends and family. He generally put his work before everything else. His relationships with his children were often troubled. He had little contact with his first daughter, Lisa.

In 1991he married Laurene Powell, a business student. Their marriage is described as successful though Powell had to learn to live with someone who was often difficult.

Jobs was known for being brutally honest in his work. He would declare a proposed idea or product “shit” and demean the people involved in it. He claimed his single aim was to assemble A class people to build A class products to serve the public in the best possible way. He had a unique ability to get the most performance out of people who respected him despite his often difficult inter-personal style. He also would lavish praise on people and their work when he liked it. People often found themselves liking him despite his rough edges.

He was famous for perfecting the “launch” of a new product with a carefully planned stage presentation. New products were kept secret until he unveiled them at these presentations. He was a master at public relations and marketing. He did not believe in asking the customer what they wanted. Rather, he believed it was his role to discover what the next big thing should be and then educate the public about it. He would tell them what they needed and this was almost always successful.

His artistic and design emphasis kept a focus on hardware and software that was elegantly designed. At the same time he possessed a vision of the future while paying excruciating attention to detail.

The computer industry developed along two separate tracks: the open system where software was licensed on different computers, championed by Bill Gates at Microsoft and the totally controlled and integrated model that Jobs maintained at Apple. He would rarely license any Apple software for other manufacturers. If you wanted Apple software and products you had to get them from Apple. Apple became the largest computer company and the most profitable on Job’s watch.

The book does a masterful job of showing us who Steve Jobs was as a person, a CEO, a designer, visionary and businessman. He was a complex man with a genius for knowing what the public would want before they knew what they would want.

This is an outstanding book both as a biography and a study of what makes success in business.

Usefulness:

Reading about successful people is always useful. You can learn a lot about the importance of focus, simplicity, dedication to detail and devotion to quality from this book. You will also learn some aspects of a CEO personality which probably would not be wise to emulate.

Readability/Writing Quality:  

The book is very well written. It holds your attention and is well organized. The author juggles lots of characters and time lines well. You never feel lost.

Notes on Author:

Walter Issacson is the CEO of the Aspen Institute. He has been chairman of CNN and managing editor at Time magazine. Issacson also wrote bestselling biographies of Benjamin Franklin, Henry Kissinger and Albert Einstein.

Three Great Ideas You Can Use:

  1. It is critical to maintain focus to be successful. It is as important to know what to say no to as to what to say yes to. Jobs always focused on perfecting a few products rather than being weighed down with too many.
  1. Attention to detail is as important as attention to the grand vision. Jobs understood this and launched a series of high quality products that generated customer loyalty and lots of revenue. He said he was not interested in making money but in changing the world. If he made money in the process that was fine.
  1. To get the most out of people you must challenge them. A high quality company needs high quality people and some ruthlessness in maintaining quality is essential to product success.

Publication Information:  

Title and Author: Steve Jobs by Walter Issacson

Copyright holder: 2011 Walter Issacson

Publisher: Simon and Schuster

Book of the Month for July 2013

Buy the book here:

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Into the Storm by NT Perkins with Jillian B. Murphy

A Book Review by Daniel R. Murphy

Title and Author:  Into the Storm by Dennis N. T. Perkins with Jillian B. Murphy

Synopsis of Content:

Two books in one, Into the Storm is a thrilling account of the 1998 Sydney to Hobart yacht race and especially the challenges faced by the amateur crew of the AFR Midnight Rambler, a small 35 foot yacht that won the race. In the second part of the book the author analyzes the team dynamics of the winning boat and those that lost. From this analysis the authors provide excellent lessons on how to form a team, manage a team and the team dynamics that work best, especially when the team is faced with an extremely demanding challenge.

At its best the Sydney to Hobart race, in Open Ocean, from Sydney, Australia to Hobart, Tasmania, some 732 statutory miles, is a grueling challenge in sailing. It requires the best prepared boats and teams, the highest caliber of sailing skill and the most effective team work. At its worst this race is deadly. The 1998 race was unique in that the boats sailed into a hurricane they did not expect and faced extreme peril. Of the 115 boats participating only 44 reached the finish line. Twenty-five sailors were washed over board and seven died. Fifty-five sailors were rescued. It was the largest sea rescue in Australian history.

The crews that stayed in the race were faced with over 36 hours of bruising conditions. The waves reached 100 feet and winds exceeded 100 knots. The overall race winner, the AFR Midnight Rambler, accomplished what larger boats and professional sailors were not able to due to the remarkable team work.

In the second part of the book the authors discuss the ten prime lessons of team work that made the AFR Midnight Rambler a survivor and a winner. These lessons can be of great value to any team even those not faced with a life threatening challenge.

Usefulness:

Anyone who works with other people, anyone who is part of any kind of team and anyone who depends on a team working effectively will benefit from reading this book. While most readers will never face the challenge this race provided the lessons in team work taught will benefit every team no matter what the challenge.

Readability/Writing Quality:  

This book is very well written. The first part is a fast paced page-turner that is entertaining, educational and inspiring. The second part provides useful analysis that is easy to understand but not over simplified.

Notes on Author:

Dennis N. T. Perkins, author of Leading at The Edge, is CEO of Syncretics Group. His group serves as consultants to helping leaders succeed. He is a graduate of the US Naval Academy at Annapolis. Jillian B. Murphy is Director of Client Services at Syncretics and works as an executive coach.

Related Website:

http://www.syncreticsgroup.com/

Three Great Ideas You Can Use:

  1. Make the team the rock star. High profile sailors are often given special privileges on boats and they are called rock stars. Treating individual team members this way can have a negative effect on team cohesiveness and effectiveness. Making the entire team a unit and making all members equally important contributes to team success.
  1. Extreme preparation for any challenge is the first essential. When the team believes they have prepared enough they need to prepare even more. Nothing can be over looked and nothing can be assumed.
  1. Effectiveness at “the Edge” requires Relentless Learning by the entire team. It requires continuous innovation and improvement of skills and methods. In the highly competitive world where teams operate today this principle is essential.

Publication Information:  

Title and Author: Into the Storm by Dennis N. T. Perkins with Jillian B. Murphy

Copyright holder: 2013 by Dennis N. T. Perkins

Publisher: Amacom Books, a division of the American Management Association.

Books2Wealth Book of the Month for June 2013

Buy the book here:

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Real Influence by Mark Goulston and John Ullmen

A Book Review by Daniel R. Murphy

Title and Author:  Real Influence, Persuade Without Pushing and Gain Without Giving In by Mark Goulston and John Ullmen

Synopsis of Content:

“Most people, most of the time, aren’t motivated to do what you want them to do”. This book is essentially about how to motivate others to do what you want them to do. On a basic level it is a book on sales. You must sell people on doing what you want them to do. To do that you apply a very basic sales technique: you identify what the other person wants and use that to influence them.

Goulston and Ullmen argue that the forms of influence taught in higher education are “disconnected influence”. It is trying to influence and motivate others without being connected to them. People recognize this immediately and are resistant to it.

They also argue that because we are convinced, often based on the very best intentions, that what we want others to do is adequate good reason for them to do it. By ignoring what others want and focusing on what we want we create a form of blind spot in our thinking which reduces our effectiveness.

To overcome this blind spot we must concentrate on effectively influencing others in the context of what they want and need. To do this they suggest four approaches:

  1. Seek to motivate others by inspiring them to achieve great outcomes. Do not settle for what is possible, look for what might be possible to inspire.
  1. Listen past your blind spot: find out what others really want and listen. Seek to truly connect with others.
  1. Engage people in their mindset: find out what they believe and what they truly want. You then explain to them how what you seek them to do will further their desires. In sales talk this means you provide them with a “solution” to their problems using your approach.
  1. Do More. It is not enough to merely identify their needs and try to solve them through your solution. You must go beyond that and do more than they could possibly expect. You must not just impress them with your solutions, you must wow them.

This approach is not easy. It is hard work. It forces you to really understand what you want people to do and why. It forces you to really listen and understand what they want and why and then reconcile the two.

When others feel truly understood and feel connected to you they are more likely to be receptive to your message and to allow themselves to be motivated to do what you want them to do to the extent it matches and meets their needs and wants. This must be a genuine process, not a sophisticated form of manipulation. People will sense insincerity and being sold. They must believe that you truly care about them and have a genuine relationship with them. This is the most effective way to influence others.

Usefulness:

This book is very useful to anyone who wants or needs to influence others or to persuade them. It is therefore useful to anyone.

Readability/Writing Quality:  

Well written and organized.

Notes on Author:

Mark Goulston, MD, is a psychiatrist and business advisor. He is author of the bestselling book, Just Listen.

John Ullmen, PhD, is an executive coach on influence. He is on the faculty at UCLA.

Related Website:

www.MotivationRules.com

Three Great Ideas You Can Use:

  1. Overcome your blind spot by genuinely listening to others. This is hard work and requires continuous effort.
  1. Seek to understand what others really want and why.
  1. Identify how the ways you seek to influence others will meet their genuine needs and wants.

Publication Information:  

Title and Author: Real Influence, Persuade Without Pushing and Gain Without Giving In by Mark Goulston and John Ullmen

Copyright holder: Mark Gouston and John Ullmen © 2013

Publisher: Amacom

ISBN: 9780814420157

272 pages.

Books2Wealth Book of the Month for May 2013

Buy the book here:

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com

Hemerling: 5 Ways to Lead in an Era of Change

Jim Hemerling is a leadership expert who gave a TED talk in May 2016 about what he calls the 5 imperatives of successful leadership in an organization. His idea is that to be successful an organization must be in a continuous state of transformation that focuses on people.

Put People First—using these five imperatives:

  1. Identify and Connect to a Sense of Purpose
  2. Go all in – not just cutting costs but develop initiatives on how the organization operates.
  3. Enable people with capabilities to succeed during a transformation
  4. Instill a culture of continuous learning.
  5. Leaders need to have vision, a roadmap and willing to hold people accountable. They need to be inclusive.

To learn the details of Hemerling’s ideas here watch his 13 minute TED talk:

Wishing you well,

Daniel R. Murphy
Educating people for building wealth, adapting to a changing future and personal development.
www.danielrmurphy.com
www.books2wealth.com