Business Book Summaries

There is a saying famous in American business: “Half the money I spend on advertising is wasted; the trouble is I don’t know which half.” Famous and true, as it turns out.

Attributed to John Wanamaker, an American retail businessman, it has been paraphrased by any number in the decades since he first defined the primary problem every CEO faces in marketing. We all know our company must market. You only have to watch what happens when a company stops, to get the message.

Failure to market means becoming invisible, first in the eyes of your customers, then in reality. Yet, from the traditional print campaigns of the last century to contemporary Internet Pay-Per-Click, and Web 2.0 social media applications, CEOs of every size company still have no idea which part of their advertising/marketing budget works, and which part doesn’t.

What continues to remain elusive is knowing exactly which of their expenditures is getting the job done. And because of that, they spend more than necessary, squandering resources they could use elsewhere.

This is an issue that has never been more important. Significant changes have taken place in American companies in recent years, and these are certain to continue at a pace never previously experienced.

We are in an age of global markets with a digital presence that is increasingly becoming overarching. No one really knows the path ahead; it remains as murky as ever.

What worked just a year or two ago can already be obsolete, and what is successful today could be on the way out without our knowing it. Something new is always on the horizon, but which something new will make a positive difference is no clearer now than it has ever been.

This presents new challenges for marketing in ways that have never previously existed. But along with challenges are also opportunities — new Web 2.0 marketing communications tools such as corporate blogs, Wikis, and the increased specificity of marketing discussions through vertical channels as opposed to “talking to an invisible community.” All these are challenging every CEO to reexamine conventional practices.

For all the innovations of this brave new century, old issues remain. There exists, and has always existed, a fundamental disconnect between the CEO, sales, and marketing. Their personalities and objectives are quite different, and they profoundly affect the CEO’s functions.

This disconnect, about which I have much to say, is a result of our current economic corporate structure and culture, which were inadvertently fashioned to encompass it. The consequence is that it has an appearance of normalcy and a sense of permanence that are illusionary, but make it difficult to properly perceive, effectively manage and alter for the better.

In my experience, the CEO who follows the conventional and takes the commonly accepted management approach to the significant issues created by this disconnect, will never come to terms with the real issues. In most cases, in fact, the CEO will never even understand that the divide in these areas has been the fundamental cause of many, if not most, of his or her problems.

BusinessSummaries.com is a business book summaries service.Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States.For more information, please go to http://www.bizsum.com

In today’s pop business culture of motivational phrases and self-improvement books on successful management, there is no shortage of slogans about the value of teamwork: “There’s no ‘I’ in teamwork.” “TEAM: Together Everyone Achieves More.” “None of us is as smart as all of us.”

The fact is, they all convey what we know instinctively: Teams are powerful. Through our own experience and supporting research, we are convinced that complex problems benefit greatly from the creativity that comes from diverse thought, backgrounds, and styles. But I have yet to see a slogan that reveals the underlying secret of the very highest performing teams.

A major consulting firm figured it out. The researchers studied “successful” teams and the truly “breakthrough” teams to try to determine the differentiators between the two. They looked at the size of the team, the combination of management levels, the gender and culture mix, among many other variables.

In the end, they concluded that the greatest determinant of a breakthrough team is that they members of the team care as much about each other’ success as they do about their own success.

It’s well worth the investment to institutionalize a method for hiring people that’s based not only on the capacity to do the job but also on the capacity to care. That is, if you care about more than just getting the job done.

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Look at the most successful organizations in the world, and you find not just one leader – you’ll see many strong leaders working together to create their success. That doesn’t happen by accident. The most successful organizations possess leaders who are equipping others around them, whether that organization is a small business, large corporation, non-profit, or sports team. When a leader is dedicated to the equipping process, the level of performance within the whole organization rises dramatically.

Fred A. Manske Jr. said, “The greatest leader is willing to train people and develop them to the point that they eventually surpass him or her in knowledge and ability.” This volume, by Dr. John C. Maxwell, will help you to unlock the hidden abilities in your people by teaching you to equip them for excellence. “Success for leaders,” says Maxwell, “can be defined as the maximum utilization of those around them.” Maxwell should know. He is someone who has made equipping and developing others the primary focus of his life for over twenty years.

In this concise book, you will be equipped yourself: Not only will you learn why equipping others to lead is the most powerful method for success, but you will also learn how to identify potential leaders, equip them, and then take them to a whole new level once they’ve been released to lead. It’s a process that creates synergy in your organization for the long haul.

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People have just two choices when it comes to their emotions: they can master their emotions or be mastered by them. That doesn’t mean that to be a good team player, you have to turn off your feelings.

But it does not mean that you shouldn’t let your feelings prevent you from doing what you should or drive you to do things you shouldn’t.

A classic example of what can happen when a person doesn’t discipline his emotions can be seen in the life of golf legend Bobby Jones. Like today’s Tiger Woods, Jones was a gold prodigy. He began playing in 1907 at age five. By age twelve, he was scoring below par, an accomplishment most golfers don’t achieve in a lifetime of playing the game. At age fourteen, he qualified for the U.S. Amateur Championship. But Jones didn’t win that event. His problem can be best described by the nickname he acquired: “club thrower.” Jones often lost his temper – and his ability to play well.

An older golfer whom Jones called Grandpa Bart advised the young man, “You’ll never win until you can control that temper of yours.” Jones took his advice and began working to discipline his emotions. At age twenty-one, Jones blossomed and went on to be one of the greatest golfers in history, retiring at age twenty-eight after winning the grand slam of golf. Grandpa Bart’s comment sums up the situation: “Bobby was fourteen when he mastered the game of golf, but he was twenty-one when he mastered himself.”

People who often experience relational difficulties are tempted to look at everyone but themselves to explain the problem. But we must always begin by examining ourselves and being willing to change whatever deficiencies we have. Critic Samuel Johnson advised that “he who has so little knowledge of human nature as to seek happiness by changing anything but his own disposition will waste his life in fruitless efforts and multiply the grief which he purposes to remove.”

The human mind has a tremendous amount of power in our lives. That which holds our attention determines our actions. Because of that, where we are today is the result of the dominating thoughts in our minds. And the way we think determines what our attitudes are. The good news is that you and I can change that. You can control your thoughts, and because of that, you can control your attitude. The point is that your thinking prompts your emotion. Why is that important? Because your attitude is your emotional approach to life. It’s the framework through which you see events, other people, even yourself. That’s why you can believe in the saying, You are not what you think you are, but what you think… you are.”

Can’t get enough of leadership? If you’ve read any of John C. Maxwell’s books on leadership, you know that leadership is developed daily, not in a day. That’s why he’s created Go for Gold, a daily companion to Leadership Gold. It’s designed to help supercharge your growth as a leader.  For more book summaries, please visit http://www.bizsum.com.

Developing Your Influence
From Anywhere in the Organization

By
John Maxwell

The Big Idea
What’s the number one question leadership expert John C. Maxwell is asked while conducting his leadership conferences? It’s “How can I implement what you teach when I’m not the top leader?”

People who desire to lead from the middle of organizations face unique challenges. How about if the person you work for is a bad leader? Welcome to The 360° Leader.

Why You Need This Book
Dr. Maxwell, one of the globe’s most trusted leadership mentors, debunks the myths, shows you how to overcome the challenges, and teaches you the skills you need to become a 360° leader.

If you have found yourself trying to lead from the middle of the organization, as the vast majority of professionals do, then you need Maxwell’s insights. You have a unique opportunity to exercise influence in all directions – up (to the boss), across (among your peers), and down (to those you lead).

The good news is that even if you are not a top leader, your influence is greater than you know. Practice the disciplines of 360° leadership and the opportunities will be endless… for your organization, for your career, and for your life.

The Principles 360° Leaders Practice to Lead Up
Leading up is the 360° Leader’s greatest challenge. Influencing your leader isn’t something you can make happen in a day. Your underlying strategy should be to support your leader, add value to the organization, and distinguish yourself from the rest of the pack by doing your work with excellence.

LEAD-UP PRINCIPLE # 1: LEAD YOURSELF EXCEPTIONALLY WELL.
If I can’t lead myself, others won’t follow me.
If I can’t lead myself, others won’t respect me.
If I can’t lead myself, others won’t partner with me.

LEAD-UP PRINCIPLE # 2: LIGHTEN YOUR LEADER’S LOAD.
When you lift a leader’s load, your load certainly gets heavier. Know, however, that the lift you give for the leader often leads to the leader lifting you.

LEAD-UP PRINCIPLE # 3: BE WILLING TO DO WHAT OTHERS WON’T.
J.C. Penny said, “Unless you are willing to drench yourself in your work beyond the capacity of the average man, you are just not cut out for positions at the top.” People who want to be effective are willing to do what others won’t. And because of that, their leaders are willing to resource them, promote them, and be influenced by them.

LEAD-UP PRINCIPLE # 4: DO MORE THAN MANAGE – LEAD!
Leadership is more than management.

Leadership is:
• People more than projects
• Movement more than maintenance
• Art more than science
• Intuition more than formula
• Vision more than procedure
• Risk more than caution
• Action more than reaction
• Relationships more than rules

LEAD-UP PRINCIPLE # 5: INVEST IN RELATIONAL CHEMISTRY.
People can usually trace their successes and failures to the relationships in their lives. The quality of the relationship you have with your leader will impact your success or failure. It is certainly worth investing in.

LEAD-UP PRINCIPLE # 6: BE PREPARED EVERY TIME YOU TAKE YOUR LEADER’S TIME.
Leaders may not always be aware of a missed opportunity because you failed to push, but they will definitely notice if you ought to back off but don’t. If you push your boss inappropriately too often, your boss might push you right out the door.

LEAD-UP PRINCIPLE # 7: BECOME A GO-TO PLAYER.
Everyone admires go-to players and looks to them when the heat is on – not only their leaders, but also their followers and peers. Go-to players are people who always produce.

An investment in your growth is an investment in your ability, your adaptability, and your “promotability”. No matter how much it costs you to keep growing and learning, the cost of doing nothing is greater.

The Principles 360° Leaders Practice to Lead Across

To succeed as a 360° Leader who leads peer-to-peer, you have to work at giving your colleagues reasons to respect and follow you. By helping your peers win. If you can help them win, you will not only help the organization but will also help yourself.

LEAD-ACROSS PRINCIPLE # 1: PUT COMPLETING FELLOW LEADERS AHEAD OF COMPETING WITH THEM.
The success of the whole team is more important than individual wins. Organizations need both competition and teamwork to win. When those two elements exist in the right balance, great team chemistry is the result.

LEAD-ACROSS PRINCIPLE # 2: AVOID OFFICE POLITICS.
Becoming a statesman for your organization is an excellent idea. If you continually keep the big picture in mind, remain unselfish in your efforts, and try to be a diplomat with your peers, you will distinguish yourself, gain credibility, and improve your effectiveness and that of the team. And you will also increase your influence.

LEAD-ACROSS PRINCIPLE # 3: EXPAND YOUR CIRCLE OF ACQUAINTANCES.
If you are not inclined to stretch yourself relationally, then think about this. People are like rubber bands. Your value as a leader in the middle will increase as you stretch and get out of your comfort zone relationships.

LEAD-ACROSS PRINCIPLE # 4: LET THE BEST IDEA WIN.
When you think in terms of our idea my idea or her idea, you’re probably on track to helping the team win. That should be your motivation, not just trying to win friends and influence people. You’ll find that if you let the best idea win, you will win friends and influence people.

LEAD-ACROSS PRINCIPLE # 5: DON’T PRETEND YOU’RE PERFECT.
If you want to influence others, don’t try to impress them. Instead of impressing others, let them impress you.

The Principles 360° Leaders Practice to Lead Down
As a 360° Leader, when you lead down, you’re doing more than just getting people to do what you want. You’re helping them to discover and reach their potential.

LEAD-DOWN PRINCIPLE # 1: WALK SLOWLY THROUGH THE HALLS.
Take time to walk slowly through the halls in order to connect with people and give them an opportunity to make contact with you. As you see people in the parking lot, chat with them. Go to meetings a few minutes early to see people, but don’t start in on the agenda until you’ve had time to catch up.

LEAD-DOWN PRINCIPLE # 2: SEE EVERYONE AS A “10”.
If you desire to see everyone as a 10, help them by catching them doing something right. We are trained our whole lives to catch people doing something wrong.

LEAD-DOWN PRINCIPLE # 3: DEVELOP EACH TEAM MEMBER AS A PERSON.Don’t hold on to your people too tightly. When you continually develop people, there is never a shortage of leaders to build the organization and help you carry the load.

LEAD-DOWN PRINCIPLE # 4: PLACE PEOPLE IN THEIR STRENGTH ZONES.
When you place individuals in their strength zones, a couple of things happen. You change people’s lives for the better. Their jobs become rewarding and fulfilling. The other benefit is that you help the organization and you.

LEAD-DOWN PRINCIPLE # 5: MODEL THE BEHAVIOR YOU DESIRE.
Your leadership, if it is not continually growing, can be a lid to the potential of your people. Why? You can’t give people what you do not have. If you want to increase the potential of your team, you need to keep growing yourself.

LEAD-DOWN PRINCIPLE # 6: TRANSFER THE VISION.
People say that the bigger a ship is, the harder it is to turn. An organization is one big entity that has many small ones in it. If every leader in the middle of the organization is a 360° Leader who excels at transferring the vision to the crew in their area, then even a huge organization would be able to turn very quickly. It is not the size of the organization that matters; it is the size of the leaders within it.

LEAD-DOWN PRINCIPLE # 7: REWARD FOR RESULTS.
As a leader, you have a choice. You can try to push your employees to give more, hoping to swing the balance in your favor, or you can load up the rewards side – which is the only side you really have significant influence over – and wait for the balance to swing back to level as your employees respond by producing more. That’s what 360° Leaders do.

The Leader’s Daily Dozen
If you’re ready to revolutionize your organization, then every morning when you get up and get ready to lead your organization, make a commitment to these twelve power-unleashing activities.

Place a high value on people. The first shift for turning your organization into a leader-friendly environment must occur inside of you. You only commit yourself to things you value.

Commit resources to develop people. Whatever amount it costs to develop leaders, it won’t be as high as the cost of not developing your people.

Place a high value on leadership. If you value leadership, leaders will emerge to add value to the organization.

Look for potential leaders. If leadership is on your radar and you value it, you will continually be on the lookout for potential leaders.

Know and respect your people. As you select people to develop, work to strike a balance between these universal desires and the individual needs of your people. Try to tailor the development process for each individual as much as you can.

Provide your people with leadership experiences. If we don’t delegate leadership – with authority as well as accountability – our people will never gain the experience they need to lead well.

Reward leadership initiative. The best leaders are proactive. Most top leaders are initiators, but that doesn’t mean that every top leader feels comfortable when others use their initiative.

Grow with your people. When people in an organization see the top leader growing, it changes the culture of the organization.

Draw people with high potential into your inner circle. The best way to develop high-caliber leaders is to have them mentored by a high-caliber leader.

Commit yourself to developing a leadership team. If you want your organization to reach its potential, if you want it go from good to great, you need to develop a team of leaders, people who can fill in each others’ gaps, people who challenge and sharpen each other. If we try to do it all ourselves, we will never get beyond the glass ceiling of our own leadership limitations.

Unleash your leaders to lead. If you become dedicated to developing and releasing 360° Leaders, your organization will change – and so will your life.

Isn’t that what we all want as leaders – for our people and our organizations to succeed? Legendary Chinese philosopher Lao-Tzu said, “A leader is best when the people barely know he exists.” That’s what the best leaders do – help others succeed. If you create an environment that develops 360° Leaders, that is what you will someday be able to do.
BusinessSummaries.com is a business book summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com

“5 Steps to Successful Business Leadership” is an important management guide which explores the principles and practice of leadership in business. It provides readers with five creative and groundbreaking tools which, if used properly, can help them to succeed at the task of managing a team.

How to motivate the management team
Establishing and achieving targets
Coaching skills
Monitoring performance
Creating the environment for success
Thinking outside the square

STEP 1: Gain agreement that people want to be successful in their jobs
A common issue is the line where management influences stop and personal influence starts. All individuals have the right to select the thoughts they hold in mind and the thoughts influencing action.

Attitude leads to Behavior that leads to Consequences.

Do not train to change attitude. Training is the act of improving the performance of the actions and tasks to achieve the goals. It can and must be a focused activity with clear payback, and if there is no clear payback, then the training expense must be questioned. Attitudes can and should arise in training, but only good attitudes can help the employee focus behavior and enhance his or her performance at work.

Business has no right counseling employees. A person’s head is his castle. People will have life difficulties, such as divorce. But the business has no place involving itself these situations. It can only offer the employee the chance to file a leave, or offer advice on whom to approach for counseling advice.

Surveying attitudes is a waste of time and money. First, any effective manager can walk into a work place and have a very good idea in a few minutes of the attitudes of the employees there. The best and most effective thing management can do to build the best possible attitudes within the business is to focus on management’s proper job – of course, “to manage” – to do it very, very well and then ask everyone to come along for the ride, grow with the challenge and enjoy the success.

STEP 2: Define success in terms of the numbers the team must achieve
For a management team accountable for profit and loss, coordination of effort is effectively achieved by the profit profile. Each team member is responsible for some number on the profile and for some project whereby that number will be improved this year and next year. This defines success for the team, and momentum and commitment to being successful in this team and this job. The result of these clear and focused efforts is to arrive at a strong ‘team spirit’.

SUMMARY OF TEAM WORK
Coordination. All team members are expected to cooperate in such a way that the total level of operating profit is always enhanced.

Ethics. This is the responsibility of all team members, but a crucial focus of the team leader. It is not necessary that the team members actually like one other, but everyone must afford his or her fellow team members professional respect, ensuring that no personal biases undermine any aspect of team performance.

Personal performance. Bounded by the preceding points, each team member is expected to be thoroughly focused on his or her own job to the extent that when they say ‘such and such will happen’, other team members are confident that it will.

STEP 3: Identify the actions that, if acted out, will facilitate a satisfactory result
What management must do is create the climate to motivate, and provide the understanding and coaching and training in the behaviors of success to build the skills.

STEP 4: Keep the team focused on their level of effectiveness at implementing behaviors of success
The principles of job descriptions as we know them seem sound. Yet, there is something missing – a tie-up between the job descriptions and the behaviors of success. The form is kept very simple, with teams and team leaders completing it themselves. This process seeks to encourage regular discussions on ‘how we do a particular thing’, a.k.a. behaviors of success.

It must be clearly derived from and related to the strategic business plan and team members can see immediately why they in fact exist as a team.

The thrust is team based, and this emphasis on team effort and teamwork, when backed by the simple ethics as outlined in an earlier section, leads to improved team cohesiveness.

The system immediately places current performance expectations against business benchmarks, and the business benchmarks are always higher. The system focuses on the key behaviors of success with a strong positive effect on the person concerned. He or she is constantly reminded of the actions needed to attain success.

The system has proven very successful and has become a tool used by many managers to enhance the performance of their teams.

STEP 5: Celebrate large and small successes
A relationship can be established between the satisfaction and emotional state of a person’s life and the time he spends working. Daily emotional state is graphed as an irregular line, which indicates fluctuations in the level of satisfaction on a daily basis.

The progressive build-up of life satisfaction is something that should occur despite this daily flux, and ideally should increase over time. It can seen as being related significantly to a person’s goals.

Note that work is only one component of a person’s life and, for some people, not even a major component at that. Celebrating both small and large successes is a sure-fire way to get staff to realize their significance in the eyes of management and the team itself, itself a stepping-stone towards a realization of the importance of work in their lives.

FINAL NOTES
A leader has the ultimate responsibility for the productivity of his team, and some people will actively or passively resist the challenge to improve themselves and will show no energy or interest in doing so. These obstacles must be overcome by the leader if he or she is to bring the team to realize the power and potential of each person in that team.

As already stated, personal growth and an increase in satisfaction through success is only comfortable in retrospect.

BusinessSummaries.com is a business book summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com