Showing posts with label decision-making. Show all posts
Showing posts with label decision-making. Show all posts

Leadership on the Line: Staying Alive through the Dangers of Leading Review

Leadership on the Line: Staying Alive through the Dangers of Leading
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Those who read Heifetz's previously published Leadership Without Easy Answers will be interested to know that the final section in that brilliant book ("Staying Alive") led to the development of this book which Heifetz co-authored with Linsky. "We wanted this second book to be more focused, more practical, and more personal. We hope this book will be accessible, eminently usable, and inspiring in your life and work." The material is presented within three Parts: The Challenge (which explains "why leadership is so dangerous and how people get taken out of the game"), The Response (which provides "a series of action steps designed to reduce the risk of getting pushed aside"), and Body and Soul ("which discusses "ways that people contribute to their own demise"), followed by a Notes section filled with especially informative annotations. Pogo once said "we have met the enemy and he is us." More often than not, I think that is true. I also think that most human limits are self-imposed. That is probably what Henry Ford had in mind when he observed "Whether you think you can or think you can't, you're right."
According to Heifetz and Linsky, "To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear -- their daily habits, tools, loyalties, and ways of thinking -- with more to offer perhaps than a possibility. Moreover, leadership often means exceeding the authority you are given to tackle the challenge at hand. People push back when you disturb the personal and institution equilibrium they know. And people resist in all kinds of creative and unexpected ways that can get you taken out of the game: pushed aside, undermined, or eliminated." Throughout human history, most of the greatest leaders were "eliminated" precisely because they were perceived to be intolerable threats to what James O'Toole calls "the ideology of comfort and the tyranny of custom." Draw up a list of the 10-15 greatest leaders in history. How many of them died of natural causes? On my own list, only Winston Churchill and he was twice voted out of office amidst ridicule and even contempt. One of this book's greatest value-added benefits is the brief summary of key ideas which concludes each chapter. I strongly recommend that the book be re-read within 2-3 weeks; also, that at least the chapter summaries be reviewed weekly thereafter.
It is important to understand that Heifetz and Linsky view the subject of leadership in a much wider and deeper context than one normally encounters in a business book. Consider these brief remarks with which they conclude: " Opportunities for leadership are available to you, and to us, every day. But putting yourself on the line is difficult work, for the dangers are real. Yet the work has nobility and the benefits, for you and for those around you, are beyond measure. We have written this book out of admiration and respect for you and your passion. We hope that the words on these pages have provided both practical advice and inspiration; and that you have better means now to lead., protect yourself, and keep your spirit alive. May you enjoy with a full heart the fruits of your labor. The world needs you."
Those who share my high regard for this book are urged to read Heifetz's previous book, Leadership Without Easy Answers. Also David Maister's Practice What You Preach, James O'Toole's Leading Change, and Larry Bossidy and Ram Charan's Execution: The Discipline of Getting Things Done.

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The Art of Decisions: How to Manage in an Uncertain World (Financial Times Series) Review

The Art of Decisions: How to Manage in an Uncertain World (Financial Times Series)
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Even though making decisions is a life skill, books on decision making never hit main stream. The minority of readers interested in the subject find a great choice of books incl. Think Twice, Seeking Wisdom, Smart Choices. What makes THE ART OF DECISIONS different to the other books is the applicability: the author provides real life issues with real life examples. This earns him my highest praise.
The author covers many examples on decision making as a manager, entrepreneur or VC. The intellectual capability of the author is impressive and readers who like the topics will be excited reading the book. Many of the decision making problems are viewed through the lense of a passionate poker player.
Readers who are familiar with the writings of Nassim Taleb will immediately see some resemblance the in the topics covered in this book. Chris Blake certainly likes Nassim Taleb and the reader might get the feeling that he imitates Nassim Taleb on occasions. While I'm a huge fan of Nassim Taleb, Chris Blake achieves something Nassim Taleb probably won't ever achieve; applicability. On the downside, you will laugh out loud a lot while reading Nassim Taleb which won't happen with this book.
My two favored chapters were `Deciding close to home' and `Deciding far from home'. Basically how we should make decisions where we are experienced (home) and where we are unexperienced (far from home). In particular the later, when we don't have, or don't trust our own experience, we can use `rules of thumbs' to guide our decisions - effectively the experience of others.
Business decisions are decisions about the deployment of resources - people, time or money. This book is worthy every minute and money spent on.


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Decision Making and Problem Solving Strategies: Learn Key Problem Solving Strategies; Sharpen Your Creative Thinking Skills; Make Effective Decisions (Sunday Times Creating Success) Review

Decision Making and Problem Solving Strategies: Learn Key Problem Solving Strategies; Sharpen Your Creative Thinking Skills; Make Effective Decisions (Sunday Times Creating Success)
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Mr. Adair appears to be very knowledgeable in this area, but I found this book to be a too elementary. The strategies he suggests were very broad concepts that you could find in any book on this subject. What I liked about it was the section that he added to the end of each chapter titled "Key Concepts"; these helped me understand his important points.

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Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be Review

Hard Goals : The Secret to Getting from Where You Are to Where You Want to Be
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Murphy first introduced the idea of HARD Goals in his last book, Hundred Percenters. I was sold when the material was covered there---in just a single chapter, and as one way to inspire better employee performance. But for the past year, I've wanted more... a deeper focus on the thinking behind HARD Goals. Greater exploration into how to better put HARD Goals into effect. With this new book, I got exactly what I wanted.
The thing I like most about Murphy (I'm on his organization's email list, so I follow him pretty closely), is that I never feel like he is trying to bluff me into buying his stuff. He either has hard facts to back up his ideas and methodologies, or you don't hear about it. And I consider myself a pretty savvy skeptic, so believe me; I'm always on the lookout for the smoke and mirrors. There're none here.
HARD Goals firmly supports itself with the backing of brain science. Murphy grabbed onto some of these key scientific findings, and used this new knowledge to come up with ways to what he calls "outflank" the brain. Outflank... kind of an unusual word, so I looked it up to make sure I knew what it really meant. `To gain a tactical advantage over (a competitor, for example)' is the definition I think best applies.
When it comes to goals, my competitor is procrastination. I don't even want to think about how often I have failed to even start my most heartfelt goals; even though I constantly dream about how great life would be if only I achieved them. I want it, but it's like there's a brick wall between me and making it happen. I finally know how to bust through that wall.
I've had really good success this past year applying what I learned about HARD Goals from the first book. I lost 20 lbs, and I no longer buy into the myth that it's `impossible' to lose weight as you get older (I'm 46). I also started a real exercise program 9 months ago, and I've stuck to it--- like glue. I don't have luxuries like fancy gyms or private chefs and trainers. I just switched the way my brain was approaching these goals, and suddenly I was able to do what for so long I could not. I've also been able to better get what I want professionally by applying HARD Goals. I can't wait to see what I can create with the wealth of information this new book dispenses.
SMART Goals are done. As Murphy says, think back to a time when you were so fired up to achieve success that nothing got in your way. Then ask yourself if that goal fit the SMART criteria, especially regarding realistic and achievable. If I had stopped to consider factors like those in the face of my great achievements, I would have quit before I got started. Because as far as I knew, at that moment, what I wanted to do was impossible, at least for me.
That's what HARD Goals are, the tough challenges that make us learn and stretch and grow to become what we didn't know we could be. The kinds of goals that make us say "I'm better than before." And you don't get that by sticking to the realistic and the achievable, you absolutely have to push for more. Again, as Murphy says, we've all done the impossible before, and we can do it again.
HARD Goals shows you how to generate that same kind of energy around all your goals. You don't just have to wait around until a goal finally sweeps you off your feet. You can outflank your brain and gain a tactical advantage over whatever it is that might hold you back from success. It's kind of fun to mess with the brain on this level...some days I swear I can hear the snap, crackle pop of my neurons firing off as I put my HARD Goals into action.
My vote is: buy the book. It's a great and informative read, and if you, or someone you know, is about to embark on a tough New Year's resolution, you can't afford to pass it by. Interestingly, this is Murphy's first book (that I've read) that boldly steps outside the workplace. There's still a ton of information and examples about HARD Goals at work, but just as many appear on a personal level--- like dieting, time management, health, exercise and finances. Oh, and wait til you see how Murphy turns a well-known standard of economic theory into a clever way to make your brain believe any goal, financial or otherwise, is so required that your world will end if you don't achieve it. That's when the motivational juices really get flowing.
It's really good stuff, and it's really different from anything you've read before about goal setting. If you've got goals you want to achieve, you want this book.


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SMART goals will get you only so far . . .If you're ready to take your life and career to the next level, you've got to do it the HARD Goals way.

"Ever felt like you weren't reaching your goals as fast as you would like? HARD GoalsK shows you how to change your thinking and get on the path to tremendous achievement!"Marshall Goldsmith, world-renowned executive coach and author of the New York Times bestsellers MOJO and What Got You Here Won't Get You There

"Hard Goals is full of fascinating insights regarding how to get yourself to achieve things you never thought possible, and Murphy's key ideas have strong research support. . . . If you want to achieve something great or important in your life, this is the book for you."—Edwin A. Locke, Ph.D., Professor Emeritus, University of Maryland

"If you want a mediocre life, set ho-hum goals. If you want a life filled with excellence and meaning, set HARD Goals. This book shows you how to set HARD Goals and love every minute of achieving them. The end result? Winning in life and unparalleled fulfillment."Lyle Nelson, four-time Olympian and author of Spirit of Champions

"Every company has goals these days. So why do most goals fall short? Why do leaders keep setting the same failed goals year after year? HARD Goals gives you the cutting-edge science to engage every employee in pursuing and achieving extraordinary goals. No more procrastination, foot-dragging, or giving up. With HARD Goals, your organization will achieve astonishing results. Every CEO, manager, and employee needs to read this book!"Kevin M. Andrews, President, SmartBen

About the Book:

Want to increase sales? Get promoted? Change the world? There's a goal for that . . .

Steve Jobs, Jeff Bezos, the school teacher next door who amassed a million-dollar fortune . . . Did these people succeed because they were more motivated or because they were more disciplined? The answer to both questions is yes—but not in the ways you might think. Anyone can achieve extraordinary things. The secret is setting goals that test the very limits of your abilities.

In Hard Goals, Mark Murphy, the acclaimed author of Hundred Percenters, explains the science behind getting from where you are to where you want to be in your career, business, and life.

Leadership IQ, Murphy's top-rated leadership training consultancy, studied nearly 5,000 workers from virtually every field and found that extraordinary goals—the kind that got America to the moon and back, developed the iPod, created nanotechnology, and helped individuals overcome tremendous personal adversity—stimulate and engage the brain in ways that are profoundly different from the goals most people set.

Research conducted for this book revealed that people who set Hard goals are up to 75 percent more fulfilled than people with easy goals. In these pages, Mark Murphy explains how success, and the satisfaction it brings, comes from knowing how to set goals that are:
Heartfelt—have an emotional attachment, "scratch an existential itch."
Animated—motivated by a vision, that movie that plays over and over in your mind.
Required—imbued with such a sense of urgency that you have no other choice but to start acting on them right here, right now.
Difficult—the greatest achievements come from the toughest challenges—but they also leave you feeling stronger, smarter, and more fulfilled.

People set goals all the time, but the majority end up unfulfilled or abandoned. With all the challenges facing us today, we could use a little more achievement.Hard Goals can help us get there by offering the hard science and practical techniques to conquer procrastination and unlock your brain's potential for realizing your goals.


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The Right Decision Every Time: How to Reach Perfect Clarity on Tough Decisions(paperback) Review

The Right Decision Every Time: How to Reach Perfect Clarity on Tough Decisions(paperback)
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One of those I really wished I could have browsed at a local store. Judging from the quotes she pulled from books listed in the bibliography, you'd be better served buying some of those. There is little that is original here, and the whole "achieve clarity" mantra comes across as an attempt to create the next BIG THING in management fads. Soon we'll all be going off on expensive training sessions to work on our clarity.
Frankly, and I know some readers won't appreciate this, I gave up detailed reading after a few pages, skimmed the rest of the chapter, skipped and skimmed around a bit more, and had had enough.
I'm clear about one thing: I wasted my money.

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The Go Point: When It's Time to Decide--Knowing What to Do and When to Do It Review

The Go Point: When It's Time to Decide--Knowing What to Do and When to Do It
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Facing a major decision in your life? Pick up a copy of "The Go Point"! Michael Useem explores the process of how leaders make decisions, that is, to go or not go. The way he does it is masterful. "The Go Point" operates on three levels: one, it's a terrific narrative; two, it is an exploration of the decision-making process from a leadership perspective; and three, it's a self-paced course in decision-making. The leaders Useem profiles are taken from the front and the back pages of history, business and current events. All the leadership stories works to illuminate the factors that go into decisions. An added plus is that each chapter ends with a summary of points that identify key aspects to decision-making that readers are encouraged to discover from the narrative and then compare to the printed results. "The Go Point" is a book that every decision-maker at every level will want to read, study, and put into practice. It is a treasure.

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What do you do when it's time to get off the fence? One of the world's most noted leadership experts, Michael Useem uses dramatic story­telling to show how to master the art and science of being decisive. He places you smack in the middle of people who faced their go point, when actions–or lack of them–determined the fates of individuals, companies, and countries. • Why on earth did Robert E. Lee send General George Pickett on an almost suicidal charge against the Union lines at Gettysburg?• How does the leader of a firefighting crew make life-or-death decisions when one direction means safety, the other danger?• You've just assumed responsibility for a scandal-wracked corporation, a company teetering on the brink of disaster. What you decide over the course of the next several days will have consequences for thousands of employees and investors. How do you fulfill your responsibilities?You'll discover why some decisions were flawless, perfectly on target, and others utterly disastrous. Most of all, you'll learn how to make the right calls yourself, whether you're changing your career, launching a product, or deciding on a potential acquisition or merger.

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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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Heads Up: How to Anticipate Business Surprises and Seize Opportunities First Review

Heads Up: How to Anticipate Business Surprises and Seize Opportunities First
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Business "surprises" occur with an alarming frequency. It is an understatement to say they exact a considerable toll on the organization.
According to Kenneth G. McGee, even the worst catastrophes rarely happen without warning. The author is a group vice president and research fellow at Gartner, Inc., a consultancy that specializes in information technology. His book, Heads Up, is about predicting the present.
Managers need to understand what is happening now and how these current events will impact future success. This involves extracting raw empirical information, analyzing it and determining its meaning and implications.
So what is new, you ask? McGee answers managers do not need all the data to understand the present. Only enough to answer the question, "Where are we right now in meeting our corporate goals?"
To an effective executive, this current information always reveals opportunities to improve results. There is a tendency to confuse real-time information with real-time response. In the perfect situation, the following processes happen in the background between the time when an event happens and that event's impact is felt.
1.Information related to the event is monitored.
2.A change in the information is captured.
3.The information is analyzed.
4.The information is reported.
5.A response is initiated.
No manager can afford to monitor all his information sources. To determine which sources to monitor, information should be filtered using the following Identification Model:
1.List goals for the planning period.
2.Prioritize them.
3.Evaluate them.
4.List causal events.
5.Prioritize the causal events.
6.Evaluate whether the real-time information will enable the executive to respond effectively.
Each candidate generated by the Identification Model is subjected to the Justification Model:
1.Does the goal the information further the corporate vision and mission?
2.Does the goal meet current corporate priorities?
3.Is the information material to the goal?
4.What is the goal's corporate impact?
McGee's book goes beyond the usual real-time hype. It will help executives anticipate events and changes. The result: potential disasters will be transformed into opportunities.

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This book offers a new set of metrics for identifying, analyzing, and responding to the right information at the right time - helping companies to avoid disasters and seize opportunities. Based on exclusive research into recent business catastrophes - and drawing parallels to a range of nonbusiness disasters from 9/11 to the Challenger disaster - "Heads Up" outlines a four-step approach managers can use to identify which pieces of information merit real-time delivery, and as importantly, which do not. McGee then provides a practical methodology - real time opportunity detection - for monitoring, analyzing, and responding to that critical information in time to ward off negative surprises and jump on potential opportunities ahead of competitors.

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The Confident Decision Maker: How to Make the Right Business and Personal Decisions Every Time Review

The Confident Decision Maker: How to Make the Right Business and Personal Decisions Every Time
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Dawson goes over many concepts that are common sense such as realizing the qualities of a good decision-maker, finding categories for decisions. I found it helpful for students taking courses on general OR/MS. The author provides a guideline to categorize the decision problems. Is it a problem or an opportunity you must decide upon this distinction is important. Do you really have to make a decision at all?
Dawson emphasizes something that students must learn what is OR/MS is all about. One must have access to information to be able to understand the problem and make a decision. The author also emphasizes at length the importance of intuitive decision making as well as logical decision making. Both are equally important for any decision. I feel that, while students know how to do it logically, this book helps them to understand it even better. Successfully decision-making is not a talent but a 'learned skill' composed of 'concentrated though'' and 'rapid reasoning powers'. His predictable formula for reaching the best decisions and solutions combines analysis, synthesis and judgment and requires developing a sense of timing and ability to handle uncertainty and elements of risk.
The book contains interesting topics categorized into twelve chapters: The Qualities of a Good Decision Maker; Categorizing the Decision; Blueprinting the Decision; Intuitive Decision Making; Developing Rapid Reasoning; Expanding Your Options; Logical Decision Making; Reaction Tables and Decision Trees; Huddling; Barriers to Confident Decisions; Styles of Decision Making; The Nine Traits of Great Decision Makers; and The 21-Day Plan for Confident Decision Makers. Dawson lists seven steps to confident decision making, these are: Accurately categorize the situation so you start looking for the solution in the right decision. Blueprint the problem accurately, so your mind totally focuses on the problem it has to solve. Saturate your mind with facts about the problem. Position your mind for Rapid Reasoning by shutting down the left brain and stimulating the right. Move away from the problem, either physically or mentally, so your mind can view it objectively. Increase your options through a checklist of ten creative possibilities. The last step is illustrated in the book by several examples which show that often our intuition lets us down and we make sub-optimal decisions. Some decisions require for the most part, logic. Dawson uses the same example most instructors use in classrooms that of the coin toss. He describes using the coin toss to help make a decision, if only to see how you really feel about the outcome of the coin toss. He suggests making a list of the many possibilities, rating those possibilities on a scale of 1 to 10.
The author discusses reaction tables and decision trees in chapter 8. He uses a very good example of whether or not to build a house on a piece of land he owns. This decision becomes extremely complicated with costs rising or falling, different house styles, falling in love with someone who hates the house, etc? 'Decision Tree enables you to break down decision so that you can manager uncertainty more effectively. As you develop your tree of options, you need to accurately predict the likelihood of something happening or nor happening. That's where the science of probabilities comes into play. Dawson stresses the importance of showing the likelihood of an out come happening on a decision tree. Finally I would like to leave you with Dawson's 'Good' Decision Makers:Having a high tolerance for ambiguity, having a well-ordered sense of priorities, being a good listener, always building the consensus around a decision, avoiding stereotypes, always remaining resilient, being comfortable with both soft and hard input, being realistic about cost and difficulty, and avoiding a decision minefield. Overall, I have come to value the idea and usefulness of making decision using logical tools such as decision trees. I recommend 'The Confident decision Maker' for everyone interested to know what OR/MS is all about.

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Dawson has helped hundreds of thousands of people negotiate the best deal with his Secrets of Power Negotiating tape series. Now, after talking to hundreds of top executives about successful and not-so-successful decisions they've made, he reveals the art and science of making excellent decisions.

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