Showing posts with label psychology. Show all posts
Showing posts with label psychology. Show all posts

HOW TO BUILD YOUR IDEAL PRACTICE IN 90 DAYS: A Practical Guide To Having More Fun, Clients, Money, Success, and Fulfillment In Your Private Practice With Less Time And Money Than You Thought Possible Review

HOW TO BUILD YOUR IDEAL PRACTICE IN 90 DAYS: A Practical Guide To Having More Fun, Clients, Money, Success, and Fulfillment In Your Private Practice With Less Time And Money Than You Thought Possible
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Although this book contains a few moderately useful suggestions, most of the book is a waste of time. Fortunately, it won't take up much of your time to read it because it is so simple. Many pages are simply blank lines, where you are supposed to answer questions. Some chapters contain such simplistic information that it is hard to believe someone would actually write it down.
I did not understand how so many people could have possibly given this book a good review until I read the chapter "How to Get and Use Testimonials." Then it because a little more clear.
I gave this book two stars instead of only one because it did have a handful of useful ideas in it. However, those ideas were not worth the price of the book. The book doesn't contain any insights that you could not figure out on your own or find online with a minimal amount of effort.
The book was not completely useless, but pretty close. The notion that is book is a twelve week program is quite an overstatement. It would not take twelve weeks for anyone of reasonable intelligence to work through this book. A more accurate description or title would be "A Few Useful Tips For Marketing Your Practice."


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"Practical solutions that really work" "Complete road map" "Simple yet powerful" "I'm working less and making more!" A complete practice building guide, Building Your Ideal Practice In 90 Days provides detailed, step-by-step instru

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The One to One Future: Building Relationships One Customer at a Time Review

The One to One Future: Building Relationships One Customer at a Time
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Peppers and Rogers may be the pioneers of one-to-one marketing techniques (or maybe even not), but they're terrible book writers. I've read their articles on the same topics, and they're much more concise. In the book, you learn all you really need to know in the first few paragraphs of each chapter; the rest is just regurgitation. I eventually gave up; I just couldn't read it anymore. You'd be better off reading a few articles, or someone else's books, unless you have an extremely high attention span or no background whatsoever in the concepts they discuss. They're very smart people, but if you've already learned the basics, this book will waste your time.

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Beyond Halftime: Practical Wisdom for Your Second Half Review

Beyond Halftime: Practical Wisdom for Your Second Half
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I recently re-read two of Bob Buford's books: this one as well as Halftime: Changing Your Game Plan from Success to Significance. (I correctly assumed that it would be best to read them in that sequence.) Inevitably, there are some repetitions throughout the three volumes because most of Buford's core concepts are articles of faith and he takes full advantage of every appropriate opportunity to reaffirm them. However, over the years he has revised and updated the material in new editions as his own life experiences have indicated the need to do so. In this volume, he offers practical advice in the form of "musings" about how to navigate one's way through life while acknowledging that life tends to be "messy, disorderly, one surprise after another."
One of the key issues in Buford's books is having a "purpose in life," one that (as Rick Warren has so eloquently explained) "drives" what we think, feel, and do. Buford changed purposes in what he refers to as "the second half of [his] life" (i.e. life after age 50), by which time he had learned "to embrace discomfort and to celebrate disorderliness. I have [also] learned to trust the unknown that comes with abandoning the drive to succeed." This precisely what Reinhold Niebuhr once had in mind when suggesting this prayer: "God grant me the serenity to accept the things I cannot change; the courage to change the things I can; and the wisdom to know the difference." In Chapter 21, Buford explains what happened when he gave a presentation to a young secular audience of business leaders and their spouses. During the Q&A session that followed, one person in the audience said, "I'm a believer in the philosophy of Ayn Rand. Her philosophy is based on selfishness, that the best way to live is to look out for yourself. What do you think about that?"
This response indicated to Buford and the values and purpose in life that he had affirmed during his presentation were not well-received. "In fact, it is probably the way that most people act in their first-half lives, a predominant `success' worldview. If that's the case, then my speaking of self-transcendence and significance followed by surrender to a higher ideal must have seemed threatening to them, and maybe to you [his reader]." Buford's point is that unless and until people are "ready" for self-transcendence, ready to initiate the process to achieve it by changing their purpose in life, they will continue (as Buford did in his own first-half life) to pursue material success. "Would the members of the audience change as they grew into a different season of life? "I wasn't sure as I mused about it."
In this context, I am reminded of a situation almost two centuries ago following a program presented by Ralph Waldo Emerson in Concord, Massachusetts, during which he had explained the benefits of transcendental meditation. Emerson agreed to answer questions and an elderly farmer raised his hand. "All that's mighty interesting, Mr. Emerson, but how do you transcend an empty stomach?" Especially now when the economy is creating so many problems for everyone and especially for second-half people, self-transcendence may not be so important as Buford suggests. That's not to suggest that it shouldn't be; rather, that it may not be.
I enjoyed sharing Buford's thoughts, feelings, and experiences in the two books. He offers hundreds of thought-provoking observations and issues to consider. In fact, there is a "Reflection" section at the conclusion of each chapter. Many second-half people now ask a question posed in a song made famous by Peggy Lee many years ago: "Is that all there is?" And no doubt many of them are saddened by the answer to it. It seems to me that one of the reasons that Buford wrote these two books is to help second-half readers to have both a sufficient and secure standard of living as well as a meaningful and sustainable quality of life, however "disordered" and "surprising" it may sometimes seem. He agrees with Tennyson's Ulysses:
"Tho' much is taken, much abides; and though
We are not now that strength which in old days
Moved earth and heaven; that which we are, we are;
One equal temper of heroic hearts,
Made weak by time and fate, but strong in will
To strive, to seek, to find, and not to yield."

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Wisdom and Support for Your Halftime JourneySince the publication fifteen years ago of Bob Buford's award-winning and newly updated and expanded bestseller, Halftime, more than half a million men and women have made the halftime journey from success to significance. If you are contemplating that journey yourself or have already started, Beyond Halftime is for you.'This book is the result of fifteen years of answering questions about halftime,' writes Buford. 'I've focused on the areas that seem to come up most from those who contact me, and I've answered them in much the same way I would answer you if we sat down together over coffee. So in a very real sense, this book allows me to be your companion as you negotiate the ups and downs of the whole halftime experience.'Beyond Halftime invites you to slow down and take time to listen---really listen---to the voice of your heart and the rhythms of your life. The discoveries you're about to make during this vital phase of your life can't be rushed.Enjoy this wise guidance on the things that matter most in moving from gaining success to leaving a legacy. Your most rewarding years lie ahead of you. Welcome to the journey.

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Organise Yourself: Clear the Clutter; Take Charge of Your Time; Manage Information (Sunday Times Creating Success) Review

Organise Yourself: Clear the Clutter; Take Charge of Your Time; Manage Information (Sunday Times Creating Success)
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Just as you would hire specialists to organize your closets, use John Caunt's tips to organize your business and personal life. He offers creative ideas for individuals who perennially can't find their notes and miss their deadlines, and provides some modest but workable solutions to chaos and clutter. Getting organized may not seem difficult, if you are an organized person. If you aren't, Caunt understands. He has given this idea a lot of thought, and his useful book may help you overcome bad habits and become more productive. We recommend this easy-to-read handbook to disorganized people who have always wondered how the other half does it.

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Many people find it hard to get on top of their workload. They constantly bounce from one task to another and struggle to prioritize, which can have a serious impact on productivity.
Organise Yourself helps readers develop effective organizational skills and dramatically improve the way they work. It contains tips on seeing through complex problems, building positive workplace habits, avoiding information overload, overcoming distractions and interruptions, organizing work space and filing systems, making effective use of technology, and coping with the challenges of working from home.


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How to Persuade People Who Don't Want to be Persuaded: Get What You Want-Every Time Review

How to Persuade People Who Don't Want to be Persuaded: Get What You Want-Every Time
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Having had the pleasure of listening to Mr. Bauer speak, I eagerly looked forward to reading his co-authored book. His commanding "Stage Presence" dressed in a tailored suit stands in my memory like a spot light in the night. This presence, one which ultimately mesmerizes you into believing that what ever he says is some how correct.
That said, I eagerly picked up his book and started reading, only to bog down every time I picked up! With massive effort I finally finished the material and was left wondering what "The Heck I Had Read"?
Was this a Sales Training Book, Was This a Simply Magic Tricks Book, or was this just a way to get published?
The book is filled with slight of hand, misdirection and numerous illusions all illustrating anything but The Title of the Book!
It is unlikely that anyone would be able to persuade anybody to do anything after finishing it...But Entertain You Might!
This book is truly simplistic but masterful in its ability to make much out of little! It is also unlikely the average reader of this book would ever resort to the slight of hand or magic tricks purported as Ice Breakers in any sales presentation. Perhaps more usable at the next family reunion or reception.
Granted if you already have a background in magic this book would likely be most entertaining. It is also unlikely that any body would be fooled by the presentation or intent of this message or your implementation in a business setting.
Perhaps after four or five martinis the story would be different
In summation....to utilize a famous marketing quote.....Where's the Beef?
Or in this case ...substance.


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The On-Time, On-Target Manager Review

The On-Time, On-Target Manager
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I have always enjoyed Ken Blanchard's management books because they deliver simple and straightforward management principles in an easy-to-learn style. For example, The One Minute Manager Meets the Monkey is a classic of proper delegation.
Unfortunately, the Last Minute Manager was not up to the usual standards of this series. The book was not compelling and did not really teach the reader a solution to the problem of procrastination.
*The basic problem was that the book did not have a simple system to teach. Though the system was called The Three P's these were really headings for a complex variety of questions, ideas and principles that made the execution process more complex than it needed to be. The fact that the third "P" started with C was a bit jarring. The book claimed this was a mnemonic device but I see it more as an symptom of the fact that the whole model needed more work.
*The main character is a doofus. I didn't find myself cheering for his success, I simply found myself annoyed with him. The descriptions of him as "Bob the last-minute Manger", "Bob the suddenly-surprised Manager", "Bob the newly-focused Manager" etc were also annoying.*The book had too much theory and not enough tactics. It presented you with high levels questions and ideas about your priorities but it was light on examples of how to use them. For example it shows you a "triage" form but we never see Bob use it.
*There were no examples of how Bob the-highly-annoying Manager used his new found skills to improve his work or productivity. The book did not clearly tie the process in the book to the problem of lateness, poor-quality, and stress.
There is definitely room for a Blanchard book on the problem of time management. I'm afraid that I can't recommend this one. Instead I recommend "First Things First" by Steven Covey for those struggling with this issue. It is much more work to read, but I think it solves the problems that afflict Bob in this story in a more straightforward manner.
Finally there is a pet peeve. Why do all these management book use married men as examples of people who need to be fixed? I agree that the problem of choosing a sex for someone with a problem is vexing, and its most likely that married men will be the least likely to complain. That said, I think there is room for some originality in this realm. The work world has a much wider constituency than married men named "Bob". I hope we see it reflected in future books.

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Dealing with Difficult People: Handle Aggression; Manage Conflict; Motivate Poor Performers (Sunday Times Creating Success) Review

Dealing with Difficult People: Handle Aggression; Manage Conflict; Motivate Poor Performers (Sunday Times Creating Success)
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This was a worthwhile and short read, primarily meant for workplace hassles. Lilley pulls out the best points from other authors, especially Bramson's Coping with Difficult People. I liked the brevity of this book, compared to Dealing with People You Can't Stand: How to Bring Out the Best in People at Their Worst - that book was helpful for its breakdown of intentions (get it right, get it done, get along with others, get appreciated), and what happens when these are frustrated. I'm looking forward to reading The Complete Idiot's Guide to Coping with Difficult People which has really good reviews.

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Workplaces are filled with all types of people, and some of them can be very difficult to get along with. By understanding difficult people and their behaviors, a savvy individual can resolve the awkward and problematic situations created by difficult people.Dealing with Difficult People looks at difficult behavior – what drives it and how to cope with it. Issues Roy Lilley discusses include: recognizing the seven types of difficult person, handling aggressive people, handling conflict, motivating lazy colleagues, dealing with difficult customers, and handling complaints. Practical and accessible, this book is recommended for managers looking to improve performance, sales people looking to win more business, or anyone who has to deal with difficult colleagues or the public.


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Powerful Times: Rising to the Challenge of Our Uncertain World (paperback) Review

Powerful Times: Rising to the Challenge of Our Uncertain World (paperback)
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Few times does a book have such a powerful effect on me. Not coincidentally is this 2005 book by Wharton School Publishing titled "Powerful Times". The book is written by the CEO of the Global Business Network, a group self-described as a "future-oriented network and consulting firm".
Any assumptions you come to the book with will be strongly challenged, not to convince you to steer left or right, but rather to open up your mind to one clear and indisputable truth: these are changing times, and we might as well realize that, in order to be able to deal with the world we are embarked on and the world of the coming decade.
Kelly presents the reader with a deep yet easy-to-follow set of trends, most of which are represented by opposite forces pulling in different directions. Chances are you may identify yourself with one of the forces in most of the trends, yet Kelly's effectiveness lies in his ability to present all forces in a very balanced way, which allows you to open yourself to what others may be thinking.
Once all the trends have been covered, he goes into what he considers to be the three most likely scenarios to take place in the coming decade, depending on the outcome of two basic yet fundamental crossroads we are in the process of going through. He emphasizes that no single scenario should be expected to prevail in a unique way, but rather to dominate the scene, "sprinkled" with elements from the other scenarios.
Finally, he provides the reader with an extensive framework for him to assess his place and that of his company in this new world we're entering. This framework, along with a handful of additional tools and resources, is provided through the book's web site at www.PowerfulTimes.net.
I cannot do less but give the book five shining stars for shedding a brilliant light on some of today's impossibly contradictory issues, and giving us readers a tool with which to steer through the troubled waters of the coming decade.

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Understand the most revolutionary human transformation in four centuries... and prepare for it!We're not just living through an age of change: we're living through a 'change of age': the most profound inflection point in human history since the Enlightenment. That's the thesis of Eamonn Kelly's remarkable new book Powerful Times. From terrorism and nuclear proliferation to emerging technologies and economic globalization, Kelly weaves together 7 powerful 'dynamic tensions' that will reshape human life in the coming decades. Kelly offers breakthrough insights into how these tensions will conflict -- and how they'll resonate, creating giant waves of change beyond anything we've ever faced. He takes on the truly big questions. To answer pivotal questions, Kelly draws on breakthrough 'scenario planning' techniques he pioneered: techniques hundreds of top organizations now rely on. Simply put, this book will help you prepare for humanity's most profound transition in 400 years. For every executive, strategist, manager, entrepreneur, public policymaker, and citizen interested in the trends that will most powerfully impact business and life in the coming decades.Eamonn Kelly, the CEO and president of Global Business Network, the renowned future-oriented network and consulting firm, has for over a decade and has been at the forefront of exploring the emergence of a new, knowledge-intensive economy, and its far-reaching consequences for society, organizations and individuals. He has consulted with senior executives at dozens of the world's leading corporations in virtually every leading business sector; with key global and national public agencies, and with major philanthropic foundations. Kelly co-authored What's Next: Exploring the New Terrain for Business and The Future of the Knowledge Economy, and authored GBN's 2003 Scenario Book.

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Day Trade Part-Time Review

Day Trade Part-Time
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When John and I started trading, we found such a confusing mess of information that we had a very difficult time getting started. And it was an expensive time because we had no clear direction or path to take. We wrote this book to serve as a mentor to people who want to give day trading a try, but don't want to "quit their day job" or lose their life's savings to do it.
Day trading is not, and should never be, gambling. In times of extreme market volatility, it can be your most conservative investment style. Understanding and using the principles of day trading can be a safe alternative to a "buy and hold" strategy when the markets are in a zig-zag pattern up and down. With the technology stocks going up 10 points one day and down 10 the next, a careful day trader can capture a piece of that variability each day, whereas a "buy and holder" would be net flat and probably developing a considerable ulcer. Everyone interested in stocks should know enough about day trading to understand good intraday entry points, even if they are primarily investors.
This book is meant to act as your guide - helping you take each step in the learning process toward becoming a successful part-time day trader. We show you how to find a broker, what software you need, what books to read, what web sites to look at, what training course you need, and give you guidance on how to put it all together.
Most important, we tell you everything that can go wrong! And we show you how to practise without risking any of your hard earned money. This is not a get-rich quick scheme. It is an approach that will enable you to capture the daily variations in the market.
John and I were not hedge fund managers. We were not stock brokers. We were just regular people like most of you that wanted to find a way to make a little extra money. We know what regular people "don't" know - we don't assume you have Wall Street Knowledge. We talk to you like we wish someone had talked to us. And we give you examples of the things we went through so you can learn from our experiences and not have to repeat our mistakes.
We wish you much success. Jeanette

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Peaks and Valleys: Making Good And Bad Times Work For You--At Work And In Life Review

Peaks and Valleys: Making Good And Bad Times Work For You--At Work And In Life
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The first Spencer Johnson book I read was Who Moved My Cheese. This book follows the same formula. The reader is told a story. At points in the story the author stops and explains a self-help message, learned by one or more characters, which is relevant to the reader. A series of self-help messages (which are relevant individually or as a group) lead to a conclusion about how to make life better.
This story focuses on a man who is troubled by life. A friend tells him a story about a man, also troubled by life, who lives in a valley and makes a trek up a peak to see a wise man. The man also makes other treks up and down other peaks and valleys.
In this story the man learns that peaks and valleys are part of life. The key to living a richer life is how you perceive and address the peaks and valleys and what you learn while you are traversing the peaks and valleys.
I have found the information in Spencer Johnson's books often times to be intuitive. For instance one message in this book is "You can have fewer bad times when you appreciate and manage your good times wisely."
Yet Spencer Johnson also addresses truths that I often want to forget. One message is "The pain in a valley can wake you up to a truth you have been ignoring."
Finally Spencer Johnson always manages to come up with a couple of things I had not really thought about. For instance one message is "The path out of a valley appears when you choose to see things differently."
As mentioned these messages correspond to events in the story. Spencer Johnson is most effective when the events in the story lead the reader to the message. In fact, when he is at this best the author does not even need to state the message because the reader will get the message without having to read it.
If you liked Spencer Johnson's works before you will be pleased with Peaks and Valleys. If you have never read anything by him and you are looking for a story which leads you to key truths about life, without a bunch of analysis, then you will enjoy this work.


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From the #1 New York Times bestselling author of Who Moved My Cheese?, a brilliant new parable that shows readers how to stay calm and successful, even in the most challenging of environments.A young man lives unhappily in a valley. One day he meets an old man who lives on a mountain peak. At first the young man doesn't realize that he is talking to one of the most peaceful and successful people in the world. But in the course of further encounters and conversations, the young man comes to understand that he can apply the old man's remarkable principles and practical tools to his own life to change it for the better. Spencer Johnson knows how to tell a deceptively simple story that teaches deep lessons. The One Minute Manager (co-written with Ken Blanchard) sold 15 million copies and stayed onthe New York Times bestseller list for more than twenty years. Since it was published a decade ago, Who Moved My Cheese? has sold more than 25 million copies. In fact there are more than 46 million copies of Spencer Johnson's books in print, in forty-seven languages—and with today's economic uncertainty, his new book could not be more relevant. Pithy, wise, and empowering, Peaks and Valleys is clearly destined to becomeanother Spencer Johnson classic.

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The 7 Habits of Highly Effective People Review

The 7 Habits of Highly Effective People
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As the title of the book implies, Covey describes the seven habits of highly effective people and techniques for adopting the seven habits. Covey makes clear that an individual must make a paradigm shift before incorporating these habits into his/her own personal life. A paradigm is essentially the way an individual perceives something. Covey emphasizes that if we want to make a change in our lives, we should probably first focus on our personal attitudes and behaviors. He applies different examples via family, business, and society in general.
This book's focal point is on an approach to obtain personal and interpersonal effectiveness. Covey points out that private victories precede public victories. He makes the example that making and keeping promises to ourselves comes before making and keeping promises to others.
Habits 1, 2, and 3 deal with self-mastery. They move an individual from dependency on others to independence. Habits 4, 5, and 6 deal with teamwork, cooperation, and communication. These habits deal with transforming a person from dependency to independence to interdependence. Interdependence simply means mutual dependence. Habit 7 embodies all of the other habits to help an individual work toward continuous improvement.
Habit 1 discusses the importance of being proactive. Covey states that we are responsible for our own lives; therefore, we possess the initiative to make things happen. He also points out that proactive people so not blame various circumstances for their behaviors but they realize behavior comes from one's conscious. Covey also explains that the other type of person is reactive. Reactive people are affected by their social as well as physical surroundings. This means that if the weather is bad, then it affects their behavior such as their attitude and performance.
He also explains that all problems that are experienced by individuals fall into one of three categories, which are direct control, indirect control, or no control. The problems that are classified under direct control are the problems that involve our own behavior. The problems classified as indirect control encompasses problems that we can do nothing about. The problems classified as no control are those that we can do nothing about.
Habit 2 focuses on beginning with the end in mind. Covey wants the reader to envision his/her funeral. This may sound disheartening but his goal is to help you think about the words that you wish to be said about you; it can help the individual visualize what you value the most.To begin with the end simply means to start with your destination in mind. That gives an individual a sense of where he/she presently is in their life. One has to know where they are going to make sure that they are headed in the right direction. Covey also mentions that the most effective way to begin with the end is by developing a personal mission statement. After doing that, you should identify your center of attention. Are you spouse centered, money centered, family centered, etc. The he tells you depending on you core of interest, your foundation for security, guidance, and power.
Habit 3 is the practical fulfillment of Habits 1 and 2. Covey accentuates that Habits 1 and 2 are prerequisite to Habit 3. He states that an individual cannot become principle centered developing their own proactive nature; or without being aware of your paradigms; or the capability of envisioning the contribution that is yours to make. One must have an independent will. This is the ability to make decisions and to act in accordance with them.
Habit 4 deals with the six paradigms of interaction, which are win/win, win/lose, lose/win, lose/lose, win, and win/win or no deal. Win/win is a situation in which everyone benefits something. It is not your way or my way; it is a better way. Win/lose declares that if I win then you lose. Simply put, I get my way; you don't get yours. Win/lose people usually use position, power, possessions, or personality to get their way. The win/lose type of person is the person that feels that if I lose; you win. People who feel this way are usually easy to please and find the strength of others intimidating. When two win/lose people get together both will lose resulting in a lose/lose situation. Both will try to get the upper end of the stick but in the end, neither gets anything. The person that simply thinks to win secures their own ends and leaves it up to others to secure theirs. The win/win or no deal person means that if there is not a suitable solution met that satisfies both parties then there is no agreement.
Habit 5 deals with seeking means of effective communication. This habit deals with seeking first to understand. However, we usually seek first to be understood. Most people to not listen with the intent to understand but with the intent to reply. The act of listening to understand is referred to as empathic listening. That means you try to get into the person's frame of mind and think as they are thinking.
Habit 6 discuses combining all of the other habits to prepare us for the habit of synergy. Synergy means that the sum of the whole is greater than the sum of its parts. Possessing all of the habits will benefit an individual more than possessing one or two of them. Synergism in communication allows you to open your mind to new possibilities or new options.
Habit 7 involves surrounds the other habits because it is the habit that makes all of the others possible. It is amplifying the greatest asset you have which is yourself. It is renewing your physical, emotional, mental, and social nature. The physical scope involves caring for yourself effectively. Spiritual renewal will take more time. Our mental development comes through formal education. Quality literature in our field of study as well as other fields help to broaden our paradigms. Renewing the social dimension is not as time consuming as the others. We can start by our everyday interactions with people.
Moving along the upward spiral requires us to continuously learn, commit, and do on higher planes. This is essential to keep progressing. At the end of each habit, there are application suggestions or exercises that help you become a more effective person. This is definitely not a quick fix it book. The concepts should be studied in order to be fully achieved. I think if you learn to use these 7 habits, it will change your life.
This is a must-have book.

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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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Out of Time: How the Sixteen Types Manage Their Time and Work Review

Out of Time: How the Sixteen Types Manage Their Time and Work
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A guide to time management from MBTI perspective. I use this kind of stuff all the time when coaching leaders on getting focused--it is amazing how much difference it makes to understand the person's type and what kinds of organizational tools and techniques will work with that type.

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Understanding time management in relationship to psychological type is an invaluable tool for everyone from high-school students to CEOs. This booklet provides detailed explorations of each type's approach to time management and work style. Contains comments from workshop participants, who offer personal observations about their own use of time management tools, solutions for overcoming time traps, what leads to procrastination, and how individual types are motivated. This booklet is best used in a setting where the participants have had an introduction to type or by individuals who have a basic knowledge of type.

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Forbes Greatest Business Stories of All Time Review

Forbes Greatest Business Stories of All Time
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A great book about the people who made a real difference in shaping the present that we live in and influencing the future as it will become.
From Robert Morris to Bill Gates; the books takes you on a promonade into their kingdoms. Explaining to the reader many valuable information about each "tycoon's" personality, enterprise, industry, and the general business environment in his particular era.
I personally enjoyed the chapters on David Ogilvy, Ray Croc, Sam Walton, Walt Disney, Joseph Wilson, Henry Ford and Harley Davidson.
The book portrays many successful personalities and companies that will be of interest to people in varying specializations within Business.
An enjoyable read and a good reference.
Also read "Lessons from the Top" and "Radical Marketing"

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