Showing posts with label cognitive science. Show all posts
Showing posts with label cognitive science. Show all posts

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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Winning Decisions: Getting It Right the First Time Review

Winning Decisions: Getting It Right the First Time
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A relative glut of periodicals and books exist on decisionmaking, whether personally or professionally. Many have solid foundations, many are commercialized tripe. In MAKING DECISIONS, authors Russo and Shoemaker hit on a timely subject for professional managers or entrepreneurs. The economy has plummeted and the stock market has deflated propelling each individual responsble for their company's path to success into crucial, perhaps vital decisions on a daily basis. And the rapid rate of change is forcing all executives and managers to make decisions faster.
Given the current environment, it is well worth the time to revisit an executive/manager's most basic of tasks: making a decision...a subject devoid of attention except in academic journals or business books. In a straightforward, well-presented fashion, the authors break down the decisionmaking process into four steps:
1. Framing or deciding what you are going to decide-and not decide;
2. Gathering intelligence-real intelligence, and not just information that will support your internal biases;
3. Coming to conclusions-determining how your company acts on the intelligence it gathers, and;
4. Learning from experience.
The authors guide the reader through each of the steps providing insight into the process, highlighting key concepts, and providing case studies and worksheets so the reader can begin to track their own issues at hand. Russo and Shoemaker have presented this material in such a way as to demystify the "process" of decisionmaking. The "process" gets so much attention as being clandestine, complex and erudite. However, by providing a detailed framework reflecting a relatively mechanical and logical process to making a decision, the authors have uncorked the mystery. When confronted with the need to assess a situation, gather information and reach a decision, most managers depend on a hit-or-miss approach. This approach is different from executive-to-executive and is measured relative to the frequency and experience an executive may have "putting out the proverbial fire." While there's nothing inherently wrong or incorrect about this type of venerable process, this process typically results in a lower-end spectrum result when nothing but mid-high to high results will suffice as a necessary competitive edge.
The alternative approach presented by the authors allows executives/managers to reframe issues by asking such questions as "What is the crux of the issue that I am facing?" so that they don't end up solving the wrong problem (i.e. analogous to "looking from the outside in"). It also allows them to increase their options by doing such things as "not necessarily taking yes for an answer," when it comes to initial research findings. In fact, these alternatives may result in something quite creative and innovative, a veritable whack on the side of the head.
As they should, the authors stress to the reader that improving one's decisionmaking skills is not an ironclad guarantee to success. Execution of a solid operating (business) plan and being in the right place at the right time (luck) are factors tantanmount to any successful venture. However, it is rational and logical that if one makes better decisions, one's odds of success are bound to increase. And, as one gains experience in making decisions and acting upon the achieved results, desired or not, success rates grow exponentially.
A solid read.

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