Remember Every Name Every Time: Corporate America's Memory Master Reveals His Secrets Review

Remember Every Name Every Time: Corporate America's Memory Master Reveals His Secrets
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Overall this book will achieve its intended purpose of helping me remember names; however, this book has many weaknesses. First and foremost, the first 3 or 4 chapters were 100% worthless. He states how important it is to remember names 50 different ways and using quotes from many different people. My response to that is: "I know it is important to remember names... that's why I bought the book." A short simple introduction would have been adequate. My next criticism is that 90% of the book is fluff. This book could be summarized in a page and be just as effective in 10 pages. If I knew which pages to skip, I could have read the book and gotten the same result out of it in 1 hour. To summarize this whole book up for those of you out there, he recommends two methods. FACE (focus, ask, comment, and employ). To remember someones name you focus on them and ask them a question about their name (ie. How do you spell it), comment to them or yourself about the name and cross reference it in your head (I have a sister named amy), and then employ the name (ie. Goodbye Amy). I will admit that this method works; however, It's not very impressive and not worth wasting an hour to read what I just wrote in one sentence. The second method (advanced method) is where the book adds value. He calls this method the NAME method where you Nominate a facial feature, Articulate about it (it is big, hairy, etc), Morph the name (ie. Turn Amy into Aim or a target) and then Entwine (you picture this Target on her body part such as a mole). He does have some examples and some practice photos to help master this method. Overall, I have just summarized the entire book. I hope I can save some people some money and tell the author that he needs to learn something about brevity.

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"I'm sorry, but...I can't remember your name." Even the boldest corporate leaders are terrified of forgetting an important name at a crucial moment. They know that forgetting a name can cost them an important deal -- and that remembering it can cement a lifelong business relationship. That's why they have studied with Benjamin Levy, whose astounding memory feats have made him one of America's most highly sought-after corporate entertainers. Now, for the first time, Levy steps off the stage and out of the boardroom to share his surefire techniques with you. In Remember Every Name Every Time, Levy takes you step by step through his time-tested, executive-approved memory program. With his techniques, you'll effortlessly remember the names of people you've just met for the very first time, no matter how rushed the introduction, no matter how stressful the circumstances remember one name, five names, thirty or more names at events ranging from high-powered board or client meetings to business dinners and employee gatherings remember even the most difficult names and the most nondescript faces -- for the long term. Realistic business scenarios, bite-size summaries, and dozens of full-color photographs help you hone your skills. In case you ever do forget a name, Levy even offers savvy tips on how to handle the situation with grace and aplomb. Rounded out with firsthand advice and anecdotes from some of Levy's world-renowned CEO clients, who reveal why remembering names is a vital skill in today's economy, Remember Every Name Every Time gives you the tools you need to create a great impression at any business occasion and send your career soaring higher than you've ever imagined possible.

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Franchise Times Guide to Selecting, Buying & Owning a Franchise Review

Franchise Times Guide to Selecting, Buying and Owning a Franchise
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I liked this book very much. It is basically a marketing piece for Franchise Times magazine. It is written by a contributing writer to the magazine. And the book's forward is written by the founder of the magazine. The book is well written and very well organized. It is split into five sections and 18 chapters:
§1. Getting started: Finding the right franchise for you (1-7)
§2. The nuts & bolts: Investigating and buying a franchise (8-12)
§3. Getting ready for business: How to hit the ground running (13-15)
§4. Franchising today and tomorrow (16-18)
§5. Franchise directory
1. Who are today's franchisees?
2. Are you meant to be a franchisee?
3. Beyond burgers: Consumer-oriented franchisers
4. Service-oriented franchises: Everything from cars to computers
5. Finding your perfect franchise fit
6. Beginning your franchise search
7. You're interested. Now what?
8. The Uniform Franchise Offering Circular: Not exactly beach reading
9. Checking out your franchise of choice
10. Discovery day or the time I almost bought a sub shop
11. Franchise attorneys: Pay now or pay more later
12. Franchising your franchise
13. Franchise training
14. Finding a home for your new enterprise
15. Getting your franchise up and running
16. Trouble in paradise: Keeping the peace with your franchise
17. The diverse faces of franchising
18. The roles you can play in franchising's future
Let me say here that I am not a fan of franchising. As a practicing attorney I had a few clients who were franchisees and they did not have positive experiences in that capacity. Franchise agreements usually place too many restrictions on a small business owner and limit the company's growth potential. Sometimes those agreements also force a business to go under. And then there are the situations where franchisors allow other franchisees to set up shop too close to an existing franchisee and sales suffer for both franchisees.
Some people look to franchising in order to have a ready-made business plan and distribution system waiting for them as they start down the entrepreneurial path. Others seek a franchise so they will have a ready made customer-base because of the brand the franchisor has created. Some franchises deliver all three: business plan, distribution system, and customers. This last type typically cost a fortune to buy into, and they are the kind that come closest to buying a business. Unfortunately by buying into a franchise there are so many strings attached. By buying a business (instead of a franchise) you are free to grow the business as you see fit. You can even franchise it as a franchisor.
Yesterday I read a few books on franchising in order to get a feel for how good this book is. One of the other books I liked and reviewed: "BBB's Insider Guide to Buying a Franchise" (ISBN: 1933895012). I gave it a positive review rating, but I complained that it lacked sufficient meat on the bones to warrant the highest rating. I like the instant book in a similar way. But in my humble opinion, this book has the meat on the bones to warrant the 5-star rating.
I would have liked this book better if it had included Chapter 18 from the BBB book mentioned herein above. Athough a franchise comes with a proven business model and something called a business plan for start-up purposes, every franchisee must prepare their own business plan for their franchise. That will involve scoping out the local competition and seeing how they market their product or services. The competition's customers are something that every franchisee must become expert about because the franchisee is going to work at stealing some (or all) of those customers. Without customizing the business plan for a franchise so it will fit into a local market and new location, the franchisee is at serious risk of failure. 5 stars!

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Buying a franchise can be a handy shortcut to the American dream of owning your own business. But there are dangerous pitfalls-and possible drawbacks to even the best franchise deals. Here, for every prospective franchisee, is authoritative advice from a trustworthy source. The experts of Franchise Times offer their picks of the top 200 franchises and 100 up-and-comers, complete with contact information, financial requirements, fees, and more. There are practical tips on everything from hiring and marketing to financing your franchise, leasing a retail space (or setting up a home office), and deciding if you should buy or run a franchise with your spouse. With anecdotes and advice from current franchisees and franchisors, this is a book every would-be entrepreneur should read before signing a contract.

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Fish Sticks: A Remarkable Way to Adapt to Changing Times and Keep Your Work Fresh Review

Fish Sticks: A Remarkable Way to Adapt to Changing Times and Keep Your Work Fresh
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How do you get a group of people to adopt new strategies of coping with change? This story provides food for thought. I recommend you read it along with Optimal Thinking: How to Be Your Best Self. When we use Optimal Thinking, we take the most constructive actions and achieve what is supremely important.

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The Performance Prism: The Scorecard for Measuring and Managing Business Success Review

The Performance Prism: The Scorecard for Measuring and Managing Business Success
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Neely, Adams & Kennerley caught my attention.
They note that the various performance measurement / management systems, such as Balance Scorecard to name one of many examples cited, despite their usefulness, are only partial or point solutions to the whole performance measurement / management problem. The Performance Prims attempts to remedy this by providing an integrative framework which is more comprehensive and more comprehensible (in how its component part fit together) based on Stakeholder Satisfaction, Stakeholder Contribution, Strategies, Processes and Capabilities - all neatly tied together in a visually appealing configuration which they call the Performance Prism. I suspect the PP is also a partial solution, but it does indeed build upon its predecessors and goes much further. While we might consider the Balanced Scorecard as a K Generation approach. PP is definitely a K+1 Generation approach. I suspect, unfortunately, it is a little too ahead of its time, but, in due course, will receive the attention it deserves.
I can't help but comment on one particular part of the book which resonates with me because of the myriad of strategic and operational planning texts I have read none of which have come to grips with what I see as THE fundamental thread of insight into producing something truly useful and practical: the difference between means and ends; the way such means and ends can be built into systems which have components operating at different levels (organisations and their subunits); and, most importantly, the relationship between the two. Many have tried, some have almost succeeded, but not quite. The clue is often "Where to Start".
At page 164 - 166 (2002 edition), the authors talk about "where to start" and, in doing so, note that "One of the great myths (and fallacies) of measurement design is that performance measures should be derived from strategy. ... Strategy, however, is not about destination. Instead, it is about the route you choose to take -how to reach the desired destination". They then go on to focus their first steps on ends / objectives based on identifying stakeholders and what constitutes stakeholder satisfaction.
Such bold statements about strategy deserve attention. I think they are right - despite the fact that strategy has a myriad of intepretations (which the authors themselves concede) which may distract you from the boldness and the intent of the statement. I think this is the clue I have been looking for in driving ever closer to a performance measurement / management text which, perhaps building on the Performance Prism, will be the seminal work for many years to come. The understanding of what ends are and how they are stated both implicitly and explicitly is the clue.
The Performance Prism is a marvellous book with a wealth of information. It is an extremely useful source book of performance related insights. I suspect and I hope it will get greater and greater attention in the future as others develop it. Generation K+2 is built on Generation K+1, not Generation K. I look forward to more books from these authors which focus on the PP. I hope that they expand on their case study chapter which saw the use of PP by DHL UK. Not quite at the level of sophistication as some of the Balanced Scorecard case studies, but, the BSC is grounded in an extraction of insight from innumerable cases over a ten year period. I think, in due course, PP, if it can move from measurement to measurement and management will be even better.

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Fleeing the Nazis, Surviving the Gulag, and Arriving in the Free World: My Life and Times Review

Fleeing the Nazis, Surviving the Gulag, and Arriving in the Free World: My Life and Times
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Here is the astonising story of someone who grew up in Auschwitz when it was an unknown small town in Poland before the war. Zarnowitz escaped behind Soviet lines to survive and later become a famous economist. He tells his story in a personal tone, as if he were telling you about his life over coffee. This first hand account lends a sense reality that can't be found in fiction.

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Making Change Happen One Person at a Time: Assessing Change Capacity within Your Organization Review

Making Change Happen One Person at a Time: Assessing Change Capacity within Your Organization
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"Making Change Happen" is good, as far as it goes. The discussion of people and their ability to fit in a changing organization and promote the change is good. If you are buying this book to guide in change planning and implementation, it provides some good groundwork information. But it is not sufficient, by itself. This author uses supervisors' assessments of "change readiness", etc.. Other books and articles provide more rigorous and objective testing of staff change readiness, etc. The author also does not deal with the morale and organizational impact of forced reassignments and "outplacement" (lay-offs or firings). He even strongly implies that the staff that remain will have higher morale during the process. Obviously, he is a consultant. He has never been close to the workforce in an organization that is in the midst of an organizational change process, or one that has had lay-offs or firings in the proceeding months or years. Nor has he read the research on how those impact morale, retention of business knowledge, and, ultimately, productivity. In that sense, this book reminds me of the Hammer and Champy "Reengineering" books of the last decade; pregnant with potential, but lacking a connection with critical components of the realities of what is happening in the corporation.

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Renewable Advantage: Crafting Strategy Through Economic Time Review

Renewable Advantage: Crafting Strategy Through Economic Time
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Jeffrey Williams has delivered a new and important way for businesses to view their strategic position. Whether slow cycle, or fast cycle, his most important revelation is that no business has the right simply to exist. All businesses exist to maximize value to the stakeholder.
Sometimes, maximum value is only achieved by transforming your business. Ultimately, maximum value may be achieved by breakup or dissolution of the business. Once these sobering realizations are assimilated, Professor Williams proceeds in a very readable and informative way to help businesses understand where they are, where their markets are, and how to maximize value where they need to be. A must read for voyagers through the New Economy.

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Tutor And Grow Rich: Make A Full Time Income As A Part Time Tutor. Review

Tutor And Grow Rich: Make A Full Time Income As A Part Time Tutor.
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I am giving this book two stars because many people suspect that one-star reviews are simply vendettas written by people that might not like an author personally or have ideological differences with him/her--neither of which is implicated in my evaluation of this book. First, consider that the typical published paperback has 400 words per page; this book has approximately 175 words per page, which makes that fewer than a double-spaced typewritten one. Morever, the type selected is quite large 16 or 18 pts., simply to add more pages to the book. Do the math and you will see that this book--if it followed conventional guidelines--would be about 30 pages long. Remember creating very wide margins in school when the teacher gave you an assignment of ____ pages? To top it off, about 10 or 15 pages are devoted to inane tips like how to create a memorable e-mail or website title. Thus, it is smarter to have an e-mail address like greattooter.com than Imamoron.com.
Next, the book is abysmally written. Consider this handy tip: "If you are a cell phone user, you might consider entering everyone's phone numbers into your phone." Unfortunately, my cell phone doesn't have a directory that can input 5,000,000,000 different numbers. Maybe yours does.
Last, and least, there is nothing in this book you couldn't find out by just doing a internet search of tutoring. I could go on, but I've wasted enough time writing this review, and reading this....book?
As for positive reviews of this book, although it's impossible to find out, I wouldn't be surprised if they were written by friends of the "author." At least I hope so!

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Learning Paths: Increase Profits by Reducing the Time It Takes Employees to Get Up-to-Speed Review

Learning Paths: Increase Profits by Reducing the Time It Takes Employees to Get Up-to-Speed
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"Learning Paths" by Rosenbaum and Williams takes an innovative look at training and how people develop beyond "graduation day" to "independence day". This book is chuck full of great ideas that anyone with basic training and curriculum development ability should be able to implement within 30 days. My three favorite ideas: shorten the training cycle time to get people productive quicker, proficient at what they need to do, not just trained with skills/competencies. Secondly, the 30/30 jump start CD Kit helps you actually do what they suggest .. I love it. And finally, this book will help those who want to make the transition from trainer to performance consultant, helping get real business results. I can't wait for the follow-up "field book" on learning paths.

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If You Haven't Got the Time to Do It Right, When Will You Find the Time to Do It Review

If You Haven't Got the Time to Do It Right, When Will You Find the Time to Do It
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The truth is that many of the quick fix techiniques and tips that are given to the many unorganized people as I used to be don't work well for long. I was on a quest to find out how to become organized my self and be part of the select few who seem to be born that way. By following what this books says I have been able to do it. See, many of the things that are believed to help aren't very effective, such as writing down things to do on an agenda that has times written down--doesn't work because its easy to be interrupted and not finish something on the alotted time etc. etc, but these are the foundations of personal organization. I have observed that these also happen to be the things that real organized people actually do. Now they might seem simple, but these book truly brings all the aspects of personal organization together--the three pillars as i like to call them, which with one missing, the other two fall in despair and chaos once again. Master List, Master filing system, and a clean work area--sound simple, it is, but trust me, read the book. Easy read, and well worth your time if you're disorganized--true testimonial form me, I can't stress it enough. My word.

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A renowned time-management consultant offers his program tothe general public in a comprehensive manual that details the principles of organization and improving productivity.

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Financial Times Guide to Making the Right Investment Decisions: How to Analyse Companies and Value Shares (2nd Edition) (Financial Times Guides) Review

Financial Times Guide to Making the Right Investment Decisions: How to Analyse Companies and Value Shares (2nd Edition) (Financial Times Guides)
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As to be expected Michael covers the major concepts, ratios and models used by the investment industry in determining the absolute and relative valuation of company shares. The insights he brings from his experiences as a sell-side equity analyst, an executive coach and trainer distinguish his writing. These perspectives enable him to go beyond the accepted wisdom to explain the nuances and complexities of managements and businesses across a range of industries. He uses commons sense and an intuitive approach in his explanations. The seasoned investor and the novice alike will benefit from reading this book.
Michael demonstrates that a blind faith in numbers or ratios can disguise what is really happening to the health and long-term prospects of a business. Also accounting distortions can give a much rosier picture of the underlying situation and the company's ability to generate cash. He cautions against excessive reliance on sophisticated mathematical models, which don't capture the vagaries of human behaviour and the real world. Further he challenges the industry's tendency over the last decade to focus narrowly on growth without adequate consideration of how the growth is being funded and the attendant business and financial risks.
Michael devises the `Valuation Villa' framework to explore the key ingredients of growth, risk and quality in assessing a company's potential to create sustainable wealth. He emphasizes the need to pay attention to all three and not to be swayed by one measure alone. He digs deeper by considering the management and strategy of the business, its financial position, the returns it generates and its outlook. This approach provides a more comprehensive understanding of what drives value. He also outlines the thinking of some influential writers and investors such as Warren Buffet, Michael Porter and Jim Collins
In considering the quality of management Michael explores corporate values, governance and cultural aspects. He points to the folly of managements managing share price or earnings rather than focusing on the business. Their attention to targets can distort their decision-making and their long-term prospects. In addition a narrow goal to maximize shareholder returns through growing earnings without also taking into account other stakeholders will prove a pyrrhic victory. The example of Enron and its contrast to Apple highlights these issues.
The book is well organized and easy to read. Michael provides helpful summaries, checklists and a glossary of terms. I only wish that when I was a fund manager I had had access to this work. It would have assisted my analytical process and sharpened my money-making abilities whilst taking account of broader issues and multiple stakeholders.


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Mastering Equity Derivatives (Financial Times Series) Review

Mastering Equity Derivatives (Financial Times Series)
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Good solid introduction to the subject - but wont leave you as a "master". All of the fundamental concepts are set out - and as you would expect from an introductory text they are all explained well but there is a real lack of depth in terms of pricing, market operations and dealing with real world issues - eg how do you cope with derivatives on dividend paying stocks? How do you model vol smiles etc.
Good as a first reader - or for a person who wants to "blag the interview" - but you will need to buy another book sooner or later.
Tom

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FutureThink: How to Think Clearly in a Time of Change Review

FutureThink: How to Think Clearly in a Time of Change
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According to Weiner and Brown, their book "defines the ABCs of clearly seeing patterns, weighing choices, understanding trends, getting the future right, making good and innovative decisions about the future, and, indeed, influencing what that future will be." Frankly, my own crystal ball imploded many years ago but, that said, I am grateful to Weiner and Brown for providing some truly unique and thought-provoking perspectives on how to "think [more] clearly in a time of change." Weiner and Brown respond to a number of critically important questions:
1. How can (and do) "personal traps" such as individual biases prevent us from recognizing and then understanding change?
2. How can (and do) "organizational traps" also do so?
3. How can we avoid (or extricate ourselves from) these "traps" in order to see what Weiner and Brown characterize as "The Big Picture"?
4. How can we use metaphors to help us to "see" more...and to see it more clearly?
Rather than "give away the plot" by attempting to summarize Weiner and Brown's responses to these questions, it would be more appropriate for me to provide some brief excerpts from their narrative. In Chapter 2, they suggest: "The important thing to remember is that both trend and countertrend present opportunities for profit. At the fork in the road, businesspeople should not merely ask which is the best road to take. We should also ask how our assets and constituencies can be used to our advantage on either or both roads." Why? "Not realizing that every trend creates a countertrend will leave you confused and surprised by unfolding events and changes ahead. Understanding the existence of countertrends will untrap your mind and allow it to process change much more accurately."
For example, understanding disintermediation which involves bypassing traditional channels for the delivery of goods and services, offering lots more options, choices, and sources of information.
Then in Chapter 7, Weiner and Brown example the mental trap of entropy which can be especially difficult because its requires thought and action which most people prefer to avoid. What to do? "Give up many `sacred cows' and start over...Pick your fights more wisely...Lose the fear of experimenting, particularly with less significant things...Be more aware, active, and informed politically...Give up relying solely on the best practices of others in running your business...[and finally] Stop trying to fit every opportunity or challenge into an old framework."
Weiner and Brown conclude Chapter 14 with a recap, noting that "football is a useful metaphor for how sellers must approach the modern marketplace. There's first down, which is some combination or price, quality, convenience, and assortment. Second down is personalization or customization. Third down is company reputation. Fourth down is the punt (giving up and going on defense), the field goal (a business-to-business strategy), or the touchdown (the relationship)."
Granted, these brief excerpts are taken out of context but they at least offer a sense of how innovatively Weiner and Brown think when focusing their attention on situations and circumstances which seem so familiar that most people give them little (if any) rigorous thought.
To me, Chapter 15 (all by itself) is worth far more than the cost of this book. Weiner and Brown suggest how to manage effectively by "harnessing evolution." Darwin's Theory of Evolution has two major components: differential reproduction and sexual selection. Weiner and Brown observe that a "newer, disputed addition to evolution theory is [in italics] punctuated equilibrium [end italics], which is when a sudden event, such as a natural catastrophe (a crisis) or a mutation (a new development) creates an abrupt new path toward development." That is, it disrupts what is generally referred to as the process of natural selection. To decision-makers in all organizations (regardless of size or nature), Weiner and Brown recommend what they consider to be "the next big management tool." Specifically, the idea of time-pacing which involves "deliberate recombination, procreation, and mutation [in all areas of operation within an organization] at predetermined intervals." Only then can flexibility be the central characteristic of an organization's culture. And only in such a culture can those who share it function effectively at a time "when evolution moves so quickly that it becomes revolution."
In Leading Change, Jim O'Toole examines various barriers to change, suggesting that the worst of them is what he calls "the ideology of comfort and the tyranny of custom." Presumably Weiner and Brown agree. In FutureThink, they suggest that, in fact, there are no effective barriers to the process of natural selection and that the velocity of this process continues to accelerate rapidly and irrevocably.
One final point. If I understand Weiner and Brown correctly (and I may not), what we do now to avoid or extricate ourselves from the personal and organization "traps" they have identified may not be wholly sufficient in years, perhaps even in months ahead. But at least understanding the "16 proven mental paths to insight and foresight" which they recommend in this volume will help us to respond to change in the future, whatever its nature and extent may prove to be.

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How To Say It for First-Time Managers: Winning Words and Strategies for Earning Your Team's Confidence Review

How To Say It for First-Time Managers: Winning Words and Strategies for Earning Your Team's Confidence
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Managers must be able to communicate with their employees. However, new supervisors generally do not get promoted on the basis of their communication skills. The executives who promote them assume, often mistakenly, that terrific salespeople or bookkeepers magically will become strong communicators. If newly appointed managers can't communicate their ideas, directions and instructions, the areas they supervise will fall apart. Jack Griffin's valuable book on communication for novice managers dictates what they need to say and how and when they need to say it. He suggests the best words to use and those to avoid, and even the body language inexperienced managers should adopt. getAbstract finds this book insightful, informative and comprehensive, filled with useful tips and techniques that will benefit anyone who wants to communicate.

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Florida Cow Hunter: The Life and Times of Bone Mizell Review

Florida Cow Hunter: The Life and Times of Bone Mizell
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Using a bigger than life cow hunter, these tales of Florida before tourist and railroads ruined our only semi-tropical frontier, Bone Mizell is of raw grit and survival. I like an up to date map when I read a book of this type.

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Money Masters of Our Time Review

Money Masters of Our Time
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I have read Mr. Train's earlier books The Money Masters and The New Money Masters and found them informative and interesting, gaining insights from some of the worlds most sucessful investors. Mr. Train's research seemed to rely heavily on personal interviews of these Masters often providing the reader with unique investment philosophies not readily available elsewhere. I especially recommend Mr. Train's first book in this series The Money Masters because this book moved me away from the trading of stocks and futures as practiced by Robert Wilson the short seller and Stanly Kroll the great commodity speculator. The techniques they employed seemed too elusive and fraught with risk and if this was the basis of the trading game it was not the game for me. I was instead attracted to the similer philosophies of mentor and student Ben Grahman and Warren Buffett. Looking at a stock as a share of a business not a piece of paper with a number on it. This was the first time I had been exposed to the wisdom of these two investors and I am grateful to Mr. Train for revealing to the public their methods. The problem I have with the current rendition is that it really adds nothing new. In fact Mr. Train seems to have copied parts of the first Money Masters and spliced them into this version. I may be wrong but it doesn't seem that the effort or creativity that went into the original went into this work. Another sort of irritating quality in this instance thankfully not present in the first book is Mr. Train's need to psychoanalyze some of his subjects especially Mr. Buffett. This adds an edge to the book that is not worthy of Mr. Train.

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Competitive Selling: Out-Plan, Out-Think, and Out-Sell to Win Every Time Review

Competitive Selling: Out-Plan, Out-Think, and Out-Sell to Win Every Time
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This is a well thought-out book that highlights the key elements of the sales cycle. Chase does a great job in breaking down the critical failure points to avoid in making a pitch that has applications beyond traditional sales situations. If you are looking for a straightforward method of improving your overall negotiation and influencing skills, this book will help.

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