The difference between successful organizations is not between the business and the social sector, the
difference is between good organizations and great ones.
Customer Reviews:
Thought-provoking for non-profits.......2007-09-06
A friend mentioned Good to Great in a sermon and I thought it might be a worthwhile read for me as the executive director of a non-profit association facing the challenge of how take the organization to the next level.
I found the book fascinating and will share it with my Board of Directors as a roadmap for how we will move our organization from good to great.
The monograph provides a great overview of the concepts developed in the book and is of a very manageable length.
I would strongly recommend it to leaders of non-profits as a basis for a conversation about their organization making the great leap forward.
A must read for anyone in a leadership position.......2007-09-05
This is a great companion for Jim Collins, Good to Great: Why Some Companies Make the Leap... and Others Don't for anyone that works in the social sector. As an assistant principal in a large, suburban high school, this book helped to bring into focus the principles reviewed in Good to Great.
Great Principles make for Great Outcomes.......2007-09-04
The social sector does not need to be more business like; it needs to implement more great business principles tailored for the social entities economic engine - so says Collins in this 35 page, add-on for a future "Good to Great" update. In addition to tailoring some of the Great principles
* Define Great by calibrating success without business (monetary) metrics
* Lead thru a blend of personal humility and professional will to get things done within a diffuse power structure
* Get high quality people with a personal commitment to the cause on-board the bus
* Find the intersection of the social entity's Passion, Best at, and its Resource Engine
* Build brand recognition
to the specifics of the social entity, Collins suggests that the leadership principle of managing within a diffuse power structure is something for the business sector to learn; as business executives do not have the same concentration of pure executive power they once enjoyed.
All in, a useful bit of thinking for those in a not-for-profit enterprise, as well as for business leaders who like to look at organizational effectiveness from different perspectives. Dennis DeWilde, author of The Performance Connection
Good to GREAT.......2007-08-10
Jim Collins is always spot on. The insights he presents are presented with such clarity and ease of reading that I look forward to anything he does. I use it as a key part of the extensive Strategic Visioning work I do. While I enjoy all of his work, being in the social service sector, I can personally and professionally validate this offering with enthusiasm.
Book review of Good to Great.......2007-06-30
I thought the book was awesome. The concepts of how to become a Great Leader was quite helpful. These are concepts that I'll use to try and move my organization "From Good to Great.
Amazon.com's Best of 2001
Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards
Book Description
The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.
But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?
The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?
The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.
The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?
Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.
The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:
-
Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.
-
The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.
-
A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.
-
The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.
“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”
Perhaps, but who can afford to ignore these findings?
Customer Reviews:
Great.......2007-10-20
Two things I love about this book.
1. It is bang on in terms of the things that matter to a tech startup
2. It is short - half the book is methodology
Thorough analysis with actionable recommendations.......2007-10-20
This book was recommended to me by someone I respect so I didn't do much research before ordering. At first the easy reading style gave me the impression that it had little substance. However, after getting into the book I realized that there was a great deal of substantive research backing up the recommendations. Some of the reviews have indicated a concern that the rules may have changed since the research was conducted. I too had reservations that his research might be a bit dated. However after further reflection and observation of current organizations I would have to firmly disagree. Mr. Collins and his research team have uncovered timeless recommendations that I plan to put into action in my organization. Moreover, my company was listed as one of the "Comparison Companies" not considered "Great" during the time periods analyzed. Fortunately, a lot has changed since the analysis period in the book. We merged with a better company which resulted in a much stronger leadership team and more effective corporate culture.
From Good to Great to Best.......2007-10-19
This well researched book provides the principles to enable good companies to become great. The "first who, then what" concept contradicts the old "What first (Vision, mission, guiding principles, tactics, etc)". Having read Optimal Thinking: How to Be Your Best Self, I am convinced that there is an additional step required to experience organizational optimization - execution based on Optimal Thinking by individuals, teams, departments and the entire organization. When we choose, attract and retain the best, we stop settling for second best (which could be great). I recommend both books.
Greatness Revealed.......2007-10-19
As I was reading this book, I thought numerous times of how wonderful it would be if I was working at a company that was trying to transform itself from good to great. The reality, however, is that most people don't work at great companies. Instead, most of us work at mediocre companies fighting to stay alive in today's competitive business world, unsure as to the one thing the business could do better than anyone else.
This book is thoroughly researched and thought provoking. The ideas are timeless and, if followed, I am convinced that the results would speak for themselves. The eleven or so companies used as model companies in the book that changed from good to great are still thriving today, six years after the book was published, and the employees engaged in the work love it, I am sure. And who wouldn't? Working with a company determined to be successful would be exciting, if not challenging. I only wish I could bring up some of the practices described in detail in this book to those leaders of my current company. Until changes are made, its greatness will forever be on hold.
Outstanding Book.......2007-10-18
This is an outstanding book that is very interesting and fascinating reading. The fact that the book is based on five-years of research makes the research findings and conclusions credible and believable. This book answers a fundamental question: "Can a good company become a great company?" I also enjoyed the case studies inside it which greatly reinforced the author's message.
I especially enjoyed the topics on hiring (having the right people on the bus and on the right seats and the wrong people off the bus) and the Hedgehog Concept. The Hedgehog Concept basically says that if you can't be the best in the world at your core business, then it can't be the basis of a great company. You need to have a deep understanding and incredible simplicity. You need Big Hairy Audacious Goals (BHAGs) sitting in the middle of your three circles. Another interesting finding is on leaders that drive great companies. Jim Collins identifies the Level 5 Leadership who typically is self-effacing, quiet, reserved, shy and have a blend of personal humility and professional will. They are ambitious for the company and what it stands for and do not seek personal glory or self-aggrandisement.
From the middle manager to the CEO, anyone involved in business management can find valuable leadership and business strategy tips, ideas and advice from this seminal work. Students or business persons seeking to truly understand what it takes to be a successful leader must read this book. The book teaches how even individuals can make the leap to outperform the market or the current market leaders. If you don't have time to read, get the audio book and listen. Jim Collins is extremely lively, interesting and easy to listen to.
One possible weakness is that the study and its conclusions could be dated. The rate of change in the business world is so rapid in the past 5 or so years that it is quite possible that there could be a shift on what makes good companies great. So the argument by Jim Collins that he has uncovered basic facts about human organizations that will be unchanging may ultimately prove not to be totally correct.
In case you have not yet done so, I recommend that you also read Jim Collins' other classic "Built to Last" which he authored with Jerry Porras.
Book Description
In just the last few years, traditional collaboration—in a meeting room, a conference call, even a convention center—has been superseded by collaborations on an astronomical scale.
Today, encyclopedias, jetliners, operating systems, mutual funds, and many other items are being created by teams numbering in the thousands or even millions. While some leaders fear the heaving growth of these massive online communities, Wikinomics proves this fear is folly. Smart firms can harness collective capability and genius to spur innovation, growth, and success.
A brilliant guide to one of the most profound changes of our time, Wikinomics challenges our most deeply-rooted assumptions about business and will prove indispensable to anyone who wants to understand competitiveness in the twenty-first century.
Based on a $9 million research project led by bestselling author Don Tapscott, Wikinomics shows how masses of people can participate in the economy like never before. They are creating TV news stories, sequencing the human genome, remixing their favorite music, designing software, finding a cure for disease, editing school texts, inventing new cosmetics, or even building motorcycles. You'll read about:
• Rob McEwen, the Goldcorp, Inc. CEO who used open source tactics and an online competition to save his company and breathe new life into an old-fashioned industry.
• Flickr, Second Life, YouTube, and other thriving online communities that transcend social networking to pioneer a new form of collaborative production.
• Mature companies like Procter & Gamble that cultivate nimble, trust-based relationships with external collaborators to form vibrant business ecosystems.
An important look into the future, Wikinomics will be your road map for doing business in the twenty-first century.
Customer Reviews:
The Mass Collaboration Gold Mine.......2007-10-19
This book hammers home a 21st century no-brainer. "It's all based on a principle the new generation of Web start-ups learned from the open source software community: There are always more smart people outside your enterprise boundaries than there are inside."
While it has mixed reviews ("made me feel alternately like Christopher Columbus and Grandpa Simpson"), it's an important addition to your organization's resource library.
Tapscot and Williams deliver fascinating case studies of companies that have opened up their internal secrets/data to the world so "mass collaboration" can help them solve big problems. Procter & Gamble did it and so did a failing Toronto-based gold-mining firm. In 2000, Goldcorp, Inc. ran a contest, the "Goldcorp Challenge," with $575,000 in prize money--and posted all of the mine's proprietary data on the web. The request: help us find more gold. The result: "More than 1,000 virtual prospectors from 50 countries got busy crunching the data."
Mass collaboration from the most unlikely sources and disciplines targeted new mother lodes on their 55,000-acre property. It worked: $100 invested in the company in 1993 was worth more than $3,000 in 2006.
There's a core value here (a biblical one) for faith-based organizations and churches: it's all kingdom work. It's time to open up and work together versus holding your ministry close to the vest. (It's not your ministry anyway!)
Read this book and then ask your team these questions: 1) What's our biggest challenge in the next 12 months? 2) Would mass collaboration help us solve it? 3) Do we operate as if the smartest people are INSIDE our organization or OUTSIDE our organization? Why?
Future Shock 2.0.......2007-10-14
Reading this 2006 book made me feel alternately like Christopher Columbus and Grandpa Simpson. Co-authors Don Tapscott and Anthony D. Williams define a near-term future of breathtaking wonder and innovation, yet I came away finding their best-case scenario hard to swallow.
"Wikinomics" describes existing business models in various industries, from which it extrapolates their ongoing development as part of a larger revolution of revolutionary openness, "on par with the Italian renaissance or the rise of Athenian democracy," the authors write. "Mass collaboration across borders, disciplines, and cultures is at once economical and enjoyable."
Like a lot of other posted reviewers here, I found "Wikinomics" too gushy and jargony, throwing up random-sounding words like "ideagoras" and "prosumers" as if their very existence connoted concreteness of often-fuzzy notions. The book's airy dismissal of copyright law and the protection of intellectual property rights as old thinking annoyed me immensely. And the notion of a future of non-hierarchal business enterprises strikes me as a terribly naive misreading of the most important aspect of the equation: the human element.
But give Tapscott and Williams points for presenting their case for futurism in a way that often feels quite compelling. They start with perhaps the best such example, by presenting the case of a Canadian mining company that, stymied in their search for gold, opened their records up to the outside world through online file sharing, soliciting ideas about where in their vast mine network they should dig for rich veins. The resulting influx of new thinking catapulted Goldcorp from a $100 million company to one worth $9 billion.
Tapscott and Williams take the success of Goldcorp and look for other industries where similar ideas have been practiced with similar results. With some, like this website, the fruits of innovation are immediate and obvious. With others, like old-guard conglomerate Procter & Gamble, success has been nearly as profound in more subtle ways.
The authors score some points, but also spout a lot of obvious Panglossian hyperbole. Wikipedia is as accurate as the Encyclopedia Britannica (better check that with John Seigenthaler). The youth-oriented website TakingITGlobal is like a new United Nations in embryonic form.
But their viewpoint has obvious value, too, and applicability in the world around us, even beyond the net world from which "Wikinomics" springs. Looking at the reinvention of BestBuy through its acquisition of Geek Squad, or how the workplace itself is changing shape to adapt to faster-moving, less-centralized structuring, is "Wikinomics" at its most challenging, and best reading.
I didn't put down this book convinced I saw the future, let alone a good future. But I did feel myself thinking differently about life and work than when I first picked "Wikinomics" up. Maybe that's the point.
Great Book to Read.......2007-10-02
Wikinomics: How Mass Collaboration Changes Everything
As I refresh my professional career for the second decade of the 21st Century, I decided ro read this book, and I was not wrong. This is a most read book for everyone that's looking to stay relevant in the digital economy and the disrupting collaboration paradign. I highly recommeded.
Good, but not critical enough and scores high on the buzzword-meter.......2007-09-12
The book gives a quick tour of the new collaborative ways in which people aggregate and process information. It points out that collaboration can also be applied to produce new 'stuff', outside of software and even applying to manufacturing. It makes for interesting reading for people who a) know something about open source and want to know about its business implications and b) managers who don't know about open source/collaboration but would like to.
It is, imho, less interesting for those who want in-depth answers to the real thorny _business_ problems around open-source. I.e. How to make money at it, if you want to. It hints at important questions such as rewarding the community at large, not losing the family jewels as you open up, etc. Unfortunately, it never quite gets down to specific recommendations beyond "you have to find the right mix of proprietary vs. open source IP".
Not to criticize it overmuch. Wikinomics often jars your thinking with insightful nuggets. For example, it cites Goldcorp as the example of a mining company which opened up its secret prospection data to outsiders. Wikinomics, probably rightly, uses that as a counter-intuitive example of enlisting external help for a type of company that never shares that kind of data. Hmmm, why not share? If the prospection data applies to land on which only your company can operate, isn't that a pretty safe gamble? I don't know, really, but the point is that the anecdote makes you think of things differently. Same with IBM's success at getting a new OS (Linux)almost for free, while gathering goodwill from the community and genuinely collaborating. How far Big Blue's embarrassing anti-trust proceedings seem now...
Less helpful is Wikinomics' recurring use of cherry-picked anecdotes by sector, rather than a broad analysis of various businesses. First of all, it rarely compares its chosen 'smart companies' to their competitors. Yes, BMW is opening up. Does that make their cars any better? How is their stock doing? vs. Toyota? How is their reliability? How innovative are their cars?
Red Hat is a huge success story in Linux, but its dominance also highlights the relative failure of other Linux vendors. No explanation is given for that - network effects? first mover?
I would have welcomed some case studies of failures for big corporations in opening up. What caused those failures? What can be learned from them?
Google is also cited as a big example of openness. That is only partially true and could have served to highlight the necessary(?) split between proprietary information and public openness. Google opens up its APIs and the search is certainly free. I am a big fan myself. However, they have not chosen to release much code back to the community (cf. MapReduce) , mostly by sidestepping the GPL because they don't distribute their software. Their choice, and probably motivated by good business logic. Apple also walks a fine line between leveraging open source and keeping its business very much a secret.
This is just the kind of case studies Wikinomics could sink its teeth into, but it spends way too much time gushing over all the boundless possibilities of collaboration.
Conclusion: a good eye-opener but take it with a grain of salt. Note that my perspective is that of a developer interested in open source _and_ business profits.
An interesting read........2007-09-04
I liked this book, and it opened my eyes to many other "community-driven" technologies/companies. While I thought a lot of the ideas were very "common sense", it was well written, and had some great anecdotes. I recommend this book for anyone interested in social networking, building communities, etc.
Average customer rating:
- For leadership training, this is the pinnacle
- Instant Classic - Top Shelf
- All hype, no protein
- Trust is Fundamental in Relational Management
- The Ultimate Trust Model
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The SPEED of Trust: The One Thing that Changes Everything
Stephen M.R. Covey , and
Rebecca R. Merrill
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Book Description
From Stephen R. Covey's eldest son comes a revolutionary new path towards productivity and satisfaction. Trust, says Stephen M.R. Covey, is the very basis of the new global economy, and he shows how trust—and the speed at which it is established with clients, employees and constituents—is the essential ingredient for any high-performance, successful organization.
For business leaders and public figures in any arena, The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationship—from the most personal to the broadest, most indirect interaction—and how to establish trust immediately so that you and your organization can forego the time-killing, bureaucratic check-and-balance processes so often deployed in lieu of actual trust.
Customer Reviews:
For leadership training, this is the pinnacle.......2007-10-20
Having read many leadership related books and been trained in many seminars, nothing compares with the guiding principles in this book.
This book should change the way you think about how you lead and who you lead. It not just inspires, it changes you to be a trusted leader. The result? You change for good the world around you!
The negative will say this is idealistic, but in reality it is possible with those that commit to the importance of these guiding principles.
The bottom line is that most organizations are disfunctional because of low trust cultures. However, you can be the one penetrating these cultures strong trusting leadership.
The question is: can you arise to the challenge of being a true leader?
This book defined my leadership roadmap for the remainder of my career.
Instant Classic - Top Shelf.......2007-10-08
Within minutes of reading this book I knew it was going to be great. The book explains how trust is the driving force behind all efficient, successful businesses. Covey gets into different types of trust and some self assessments to determine what areas the reader is strong or weak in. The book can be applied to business, community and family. Without a doubt it goes on the short list of powerful, life-changing books!
All hype, no protein.......2007-09-19
Lots of anecdotes about the author's years in the business world. The author testifies that trust is great and makes things work. Little of substance in this book.
Trust is Fundamental in Relational Management.......2007-08-24
Trust may be the missing ingredient for the relational management model to succeed, but Trust (confidence + credibility) is an outcome, not an input. To get a Trust outcome requires the right inputs and in this book, the next generation's spokesperson for the Covey dynasty, Stephen M. R. Covey, tells us what trust means as well as provides plenty of examples of how important trust is when it comes to delivering business performance.
M.R. uses the "ripple effect" metaphor with Self at the center and waves rippling from the inside out to describe the "5 Waves of Trust." Using this metaphor, the first trust wave is Self-Trust (credibility driven), then comes the Relationship-Trust (consistent behavior driven) wave, an Organizational-Trust (alignment driven) wave, a Market-Trust (reputation driven) wave, and finally a Societal-Trust (giving back or contribution driven) wave.
Staying with the emphasis on managing `Self' first, Covey then provides the substance of the Self-Trust wave; the 4 cores of Credibility - integrity, intent, capability, and results. For the Relationship-Trust wave he identifies 13 critical behaviors. With the remaining trust waves, the dialogue continues the book's main theme - understanding the cost of mistrust and the value of trust - as it discusses organizational alignment, market reputation, and societal contribution. As M.R. says, "the dividends of trust can significantly enhance the quality of every relationship on every level of your life". If you doubt that, read this book.
The Ultimate Trust Model.......2007-08-23
I speak around the world on building Trust in Selling. "The Speed of Trust" gives you a roadmap on how to master trust and the real economic value of trust.
Stephen gives you insights that anyone can use in their quest to excel at building trust in business relationships.
The Speed of Trust gets to the core roots of integrity and how 'trusted' leaders and organizations thrive.
Everyone should make the time to read this book."
Joe Heller, Trust Cycle Selling
Book Description
This latest installment in the P.I.G. series provides a provocative, entertaining, and well-documented expose of some of the most shamelessly politicized pseudo-science we are likely to see in our relatively cool lifetimes.
Customer Reviews:
Trolls.......2007-10-12
This book is not only false, but completely irresponsible. The people who wrote this book are probably just a bunch of trolls who are in a tizzy because they don't want to give up their SUV's or their money they are earning from oil.
Good Book.......2007-10-01
It's about time someone brought to light the other side of the story. A must read for liberals.
Exceedingly one-sided attempt to suggest warming is beneficial and/or not man-made.......2007-09-23
The issue of global warming has long been in the news. From the perspective of Australia the issue is critical, as rainfall in my home city of Melbourne has declined by forty percent in the past eleven years. Such a decline is totally unparalleled in the 150 years of instrumental record.
At the same time, the northwest of Australia has seen dramatic increases in rainfall ever since the late 1960s, so much so that seven of its eight wettest years (since 1885) have occurred since 1995.
In this context, even though able usually to listen to anybody (actually, I generally dislike moderate views because they tend to be wishy-washy) it is not possible for me to take most of the claims made by Horner seriously.
Horner's contention, basically, is that global warming is either not man-made or will in the long-term benefit human society. As to the first point, he greatly exaggerates the proportion of greenhouse gases that is naturally occurring. For instance, my prior knowledge of science tell me that it impossible that more than minute quantities (like, say, a few grams per year) of sulfur hexafluoride or other exceedingly potent fluorine-containing greenhouse gases could be naturally produced each year. Because there is no natural sink for them, natural production of fluorine-containing greenhouse gases in the quantities asserted by Horner would inevitably turn the Earth into an inferno with temperatures hot enough, say, to melt copper. He also understates the proportion of other greenhouse gases that are man-made, notably carbon dioxide where emissions from combustion are far greater than those from biological decay, fires, volcanoes and oceanic release.
Horner's viewpoints about the extent and effects of global warming are also very poorly done. For instance, he suggests that increases in global temperatures have been due to closures of stations in the Russian Arctic. As a person with knowledge of how mean temperatures for an area are calculated, I know well that is unlikely unless every single station in Arctic Russia was closed (which is not what he says): the few that remain would be always given greater weight owing to the large areas they represent and the closures would not affect the average. Although he rightly asserts that the Southern Hemisphere is warming much less than the Northern, my knowledge of Australian climatology suggests this is almost certainly due to the large increases in rainfall that have occurred not only over pastoral areas of Western Australia but also in similar latitudes of South America. Large increases in rainfall naturally lead to reduced temperatures because it has become much cloudier. For example, 2000, whilst the fifth warmest year on record globally, was one of the coolest on record in pastoral areas of Western Australia owing to general record-breaking annual rainfall. In areas of Australia that have dried out, there has been as much warming as in the Northern Hemisphere.
Horners' idea about the question of "global cooling" is similarly weak. The issue rose form the fact that it was thought upon studying previous glacial-interglacial cycles where 10,000 years of interglacial were followed by 90,000 years of glacial that we were near the end of the Holocene and that the next ice age was due to begin soon. Recent data show that we are moving towards an era of longer - but cooler - interglacials (and relatively shorter, less cold glacial periods).
Horner's other chief thesis is that warming always benefits civilisations. He cites the effects of the Medieval Warm Period upon European civilisation as an example - for instance the settlement of Greenland by the Norse and its ending with cooling and the Little Ice Age. However, there is little evidence that this rule holds in hotter and more fragile environments. For instance, the Hohokam of Arizona declined after reaching a peak in the eighth century just before the Medieval Warm Period, and some Mesoamerican societies also declined from the ninth century, apparently due to climate change. In any case, because many areas that are major agricultural regions today were not farmed in the Middle Ages, comparisons are not possible.
Horner's viewpoint that reducing greenhouse emissions would be immensely costly is also impossible to accept. Government welfare to polluting corporations is extremely large, as are budgets for building utterly unnecessary freeways. These could easily be completely redirected to supporting renewable energy and public transit at great benefit to everybody except some exceedingly powerful vested interests in car and fossil fuel corporations. Although Horner is actually right in saying the US' per capita emissions show greater decline than Europe's, the difference is not significant and if it reflects anything at all, it is probably the greater willingness of Americans to accept less comfortable lifestyles.
The way in which Horner accepts only the evidence that suits his viewpoints is really the worst kind of science you will ever see. It recurs time and time against throughout this book and for this reason alone I would not recommend "The Politically Incorrect Guide to Global Warming".
What the media won't tell you about this farce called globla warming.......2007-09-22
This book covers all the stuff you need to know to become informed about so called global warming. Yes the climate does change but it is cyclic not due to man made causes!!!! The powers that be that worship this religion are only in it to pick your pockets and gain power!!!
It is a fallacy that man is causing this to the degree that the greens and the great Goreacle want you to believe.
Read this and become informed to put to rest the misinformation that they want you to believe.
Politically Incorrect Guide to Global Warming is Well Written.......2007-09-22
The Politically Incorrect Guide to Global Warming answers the unscientific and alarmist notions by Al Gore and the environmentalists. The book proposes reasoned thought instead of arm-waving and rhetoric. It proposes that no science is "settled" and everything is still open to question and should be studied in order to improve the human condition. The human condition can be improved by studying the previous history of the planet,finding out how the environment changed and adapted through time and various challenges. Tne human condition cannot be improved by adopting some apocalyptic measures thought out at 2 A.M. and not reexamined in the light of day.
Amazon.com
In Know-How, Ram Charan, coauthor of the bestseller Execution: The Discipline of Getting Things Done, gives readers a bold new approach to understanding leadership. Charan suggests that when it comes to choosing our business leaders, we don't recognize the crucial difference between the appearance of leadership and the actual ability to run a business. We focus too much on superficial things, like raw intelligence or a commanding presence, and don't pay near enough attention to the skills leaders need. In his new book, Charan identifies the eight skills leaders must develop and refine, and explains how personal traits factor in. Curious readers can learn more about Know-How: The 8 Skills That Separate People Who Perform from Those Who Don't in our brief Q & A with author Ram Charan, and sneak a peek at the first chapter, below. --Daphne Durham
Q&A with Ram Charan
Q: You identify 8 know-hows. Can you take us through one of them?
A: In this time of continual change, money making or business models are becoming obsolete more frequently than ever before. It wasn't that long ago when AOL was king of the hill. That leadership was taken over by Yahoo. Now Yahoo is at a crossroads and the leadership has been taken over by Google. So far Google is ahead. It has the central recipe to increase its revenues via advertising because it knows how to measure advertising effectiveness better than anybody else. Leaders at both AOL and Yahoo must be scratching their heads trying to figure out how to reposition the company to make money in the new context. Repositioning is a know-how. It's hard work, and it requires imagination. We will have an opportunity to see about the decision made by Time Warner top brass to summarily replace Jim Miller with Randy Falco of NBC Universal. Randy has a distinguished record. He will have to demonstrate one of the most crucial know-hows in this book: Can he reposition AOL for the new game, and in time? Cost cutting is not the answer.
Q: How can you build your know-how, or help others develop theirs?
A: No talented athlete ever became a champion without consistent regular practice in the right way, along with feedback and hard work. There are no short cuts.That's why you should start practicing early in your career by taking assignments that will help you cultivate the know-hows and seeking out bosses you can learn from.
Q: Many people think of leaders as having innate traits that set them apart from the rest of us. Are you saying we should be looking at skills instead of personality?
A: At the time somebody enters the work force, a great deal of his or her personality has been formed. Most people who talk about leadership today talk about personality, personality, personality. Personality traits, presence, charisma--they will experience attrition if you don't practice them in the context of know-hows. Personality traits and know-hows reinforce each other. In the 21st century, the transparency of results is immediate. Failure is detected very early. Dependence on personality traits without the mastery of the know-hows is a recipe for disaster.
Q: What do you think about the future?
A: The future is very bright. The global economy will continue to expand. There will be more demand for leaders than ever before. Master the know-hows. Hone your personality traits while you're mastering the know-hows. Don't forget that your success must come in the context of global competition. Take the opportunity to win.
Read the First Chapter of Know-How
The Substance of Successful Leaders
Know-how is what separates leaders who perform--who deliver results--from those who don't. It is the hallmark of people who know what they are doing, those who build longterm intrinsic value and hit short-term targets. What gets in the way of finding people who can perform is the appearance of leadership. All too often I see people being chosen for leadership jobs on the basis of superficial personal traits and characteristics, such as:
• The seduction of raw intelligence: "He's extremely bright, incisive, and very analytical. I just feel in my gut he can do the job."
• A commanding presence and great communication skills: "That presentation was awesome. How she ever boiled down all that data onto the PowerPoints is beyond me. Shecertainly had the committee in the palm of her hand. Mark my words, she's going to the top."
• The power of a bold vision: "What a picture he painted of where we are going, moving forward."
• The notion of a born leader: "The people in the unit love her. Such a morale builder and motivator!"
Certainly intelligence, self-confidence, presence, the ability to communicate, and having a vision are important. But being highly intelligent doesn't mean that a person has the knack for making good business judgments. How many times have you seen people confidently making decisions that turn out to be disastrous? How often have you heard a vision that turned out to be nothing more than rhetoric and hot air? Read more from Chapter 1...
Book Description
The new grand theory of leadership by Ram Charan . . . The breakthrough book that links know-how—the skills of people who know what they are doing— with the personal and psychological traits of the successful leader.
How often have you heard someone with a commanding presence deliver a bold vision that turned out to be nothing more than rhetoric and hot air? All too often we mistake the appearance of leadership for the real deal. Without a doubt, intelligence, vision, and the ability to communicate are important. But something big is missing: the know-how of running a business—the capacity to take it in the right direction, do the right things, make the right decisions, deliver results, and leave the people and the business better off than they were before.
For well over four decades, Ram Charan has been learning in the most visceral way the underlying reasons why leaders succeed and fail. As one of the most influential advisers to top management teams of leading companies around the world, he has had a front-row seat to observe the cause and effect of leadership practices and behaviors.
Ram Charan’s insight into the real content of leadership provides you with the eight fundamental skills needed for success in the twenty-first century:
• Positioning (and, when necessary, repositioning) your business by zeroing in on the central idea that meets customer needs and makes money
• Connecting the dots by pinpointing patterns of external change ahead of others
• Shaping the way people work together by leading the social system of your business
• Judging people by getting to the truth of a person
• Molding high-energy, high-powered, high-ego people into a working team of leaders in which they equal more than the sum of their parts
• Knowing the destination where you want to take your business by developing goals that balance what the business can become with what it can realistically achieve
• Setting laser-sharp priorities that become the road map for meeting your goals
• Dealing creatively and positively with societal pressures that go beyond the economic value creation activities of your business
Know-How is the missing link of leadership. By showing how the eight know-hows link to, interact with, and reinforce personal and psychological traits, Ram Charan provides a holistic and innovative portrait of successful leaders of the twenty-first century.
Customer Reviews:
Wonderful Book.......2007-10-20
I thoroughly enjoyed the level of detail in this business handbook. I believe that entrepreneurs,first line supervisors and even senior executives can benefit from Charan's account of the eight skills of successful executives. I strongly recommend this book along with Execution: The Discipline of Getting Things Done the author's earlier book coauthored with Larry Bossidy. Read both books.
Excellent Book.......2007-10-17
I read a lot of business leadership books and this is one of the best in recent months. Ram Charan uses simple, well selected words to get his point across. I found myself wishing I could hire him to help me develop these eight skills. I have purchased several copies to give away. You won't be disappointed in the content of this book.
Some Good Insights.......2007-09-05
This book has some strong insights into identifying the skill set of performers and non-performers. It is also in some ways though too concise in terms of what Charan identifies.
For instance where he defines Tenacity - the drive to search, persist and follow through, but not too long.
I think Tenacity in leadership is terribly important and not something that has a point of stoppage.
I recently read Bob Prosen's "Kiss Theory Good Bye" and found its identification in terms of Crippling Habits that leaders/companies must overcome to be another inspiring book on how leaders and managers can truly empower long-term change in accountability and in terms of a company's bottom line.
Kiss Theory Good Bye: Five Proven Ways to Get Extraordinary Results in Any Company
Eight priorities for success as a CEO.......2007-08-30
Forty-five years of observing businesses and business leaders as a trusted business-advisor lead Ram Charan to conclude that eight areas of know-how are essential to success: Positioning the Business; Pinpointing External Change; Leading the Social System of your Business; Judging People; Molding a Team; Developing goals; Setting Laser-sharp Priorities; Dealing with Societal Pressures. Using relatable examples Charan explains what he means by these areas of know-how and then ends each chapter's discussion with some guidance on how to gather this know-how.
An easy read that may leave you thinking, "He speaks common sense."
This book is recommended for business leaders who want to consider if they are giving the right priorities to their time and energies. Dennis DeWilde, Author of The Performance Connection
Common sense leadership advice.......2007-08-28
This book covers eight leadership principles in a generic way. The author uses the trick of using success cases that sustains his ideas, but neglects the countless other cases that do not fit his theory. Anyhow, it's an easy and worth read.
Book Description
In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
Customer Reviews:
Effectively Managing Change.......2007-08-17
In this book, Kotter methodically and carefully explains his eight-step process for creating major change in business organizations. He notes that the rate of organisational change has been increasing in recent years. The rapid and continual innovation in technology is driving changes to organisational systems and processes. There are also increased expectations of employees as they move more freely between organisations.
Kotter highlights the critical importance of leadership in any change programme. Strong, sustained leadership is crucial to changing deeply rooted corporate cultures and successfully implementing the change process.
John Kotter describes a helpful eight step model for understanding and managing change. Each stage acknowledges a key principle identified by Kotter relating to people's response and approach to change, in which people see, feel and then change.
In spite of the importance and permanence of organisational change, most change initiatives fail to deliver the expected organisational benefits. This book should help those involved in the change process to avoid the pitfalls and follow the eight steps that are explained in detail in the book.
Anyone planning or implementing a change programme will find the book useful, helpful and handy. The author presents the subject in a simple, concise, and easy to follow format.
Wow - thoughtful AND useful.......2007-06-28
Kotter's book is a roadmap of how to introduce a culture change effectively into an organization. Similar to "Good to Great" (Jim Collins), the book is much better organized and thorough.
Amazing!!.......2007-06-26
Have no further words to describe how increrable John Kotter brings in a easy way a subject so complex and important now-a-days. Indeed, it is recommend for all leaders who wants to take right decisions during turbulent times.
Still the definitive work on Change.......2007-06-13
I have been working in the change arena for the last 15 years and Kotter's book on Leading Change is still the definitive work. Based on his seminal 1994 HBR article "Leading Change: Why Transformations efforts fail" this is the best down-to-earth guide for both consultants and managers leading change. It has good practical examples and straightforward arguments - no psychological mumbo jumbo.
Envision, introduce, sustain change. or die........2007-05-09
Kotter gives us here a valuable handbook on how to visualize, introduce, and sustain change in an organization. Here are a few quotes:
"Handling new initiatives quickly is not an essential component of success in relatively stable or cartel-like environments. The problem for us today is that stability is no longer the norm. And most experts agree that over the next few decades the business environment will become only more volatile."
"Useful change tends to be associated with a multistep process that creates power and motivation sufficient to overwhelm all the sources of inertia."
Product Description
Whatever It Takes: How Professional Learning Communities Respond When Kids Don t Learn examines the question, What happens when, despite our best efforts in the classroom, a student does not learn? . A professional learning community creates a school-wide system of interventions that provides all students with additional time and support when they experience difficulty in their learning. The authors describe the systems of interventions, including Adlai E. Stevenson High School s Pyramid of Interventions, created by a high school, a middle school, and two elementary schools. The authors also discuss the logistical barriers these schools faced and their strategies for overcoming them.
Customer Reviews:
"Blame the Teachers!" says this book.......2007-09-15
The book has some good points (maybe one and a half stars), but it was difficult to read it due to my eyes rolling at every other sentence.
To James O'Keefe: Right on! I totally agree 100%. You need to write a book! (It might be difficult to get it published though, considering the PLCC has probably got a stronghold on all educational publishing.) Teamwork is great and definitely has its place. But this book is talking about much more than teamwork. It's talking about placing 100% of the blame on teachers and principals. What about the parents? What about the student who won't even try to learn?
Regarding what another reviewer wrote: Well, two comments: First of all, it's funny you mentioned Koolade in your review. Speaking of Koolade: Don't drink it! Too many people already have! (If you don't know what I'm talking about, I suggest you read up on the modern history of cults.) Secondly, speaking of water fountains, I have this to say: You can lead a horse to water, but you can't make him drink it.
One more thing about this book: The authors compare certain teachers (ones who believe in the "horse" metaphor above), to Pontius Pilate. You know, the guy who literally ordered Jesus to be crucified. All I can say is this: I'm a teacher at a low socio-economic school, I work 50-60 hours a week, I get along with my colleagues and students, and yet I do believe in the horse metaphor. The Pontius Pilate metaphor is just a bunch of, well, to put it in educated words, insulting, ridiculous, abusive slander to the teachers and principals who work so hard every single day.
Should have been an essay........2007-08-06
Basic ideas are sound, but I think nothing ground-breaking. I felt that each chapter could have been shortened into a paragraph or two. At most, this should have been an essay. Based on the way the book was written, I got the feeling that the authors were trying to influence the reader much the same way as a cult would try to brainwash a prospective member. While I agree that teachers should teach children to learn, I feel that the student will be in trouble upon graduation as the system of support will be gone. They will have to perform or fail... period. I felt the book to be too wordy, too preachy, too liberal... did I say too wordy?
Dragged Towards the End.......2007-05-30
I haven't finished this book yet. I found the beginning useful and read it on recommendation of a former principal. There is a lot of talk about secondary schools.
Educational Professionals and Parents Take Heed!!.......2007-05-13
This is an outstanding, must read book for all professional educators (K-12). This book adroitly points out how public (and private) education needs to address and fix what is wrong with our educational system today. While we have moved into a new century education has not. This book is showing us the way to be successful and competitive in the world around us. It is a guide book that school boards, superintendents, principals, counselors, teachers, and parents need to embrace because it is about the LEARNING not about covering a subject that allows our students (our greatest treasure and asset) to fall through cracks of an antiquated system. As a professional educator of thirty-five years, I whole heartedly recommend that you read this book.
Great ideas.......2007-05-13
There are some great ideas in this book to help at-risk, low-achieving students. I look forward to implementing some of them!
Book Description
Singer and Avery present in popular language supported by in-depth scientific evidence the compelling concept that global temperatures have been rising mostly or entirely because of a natural cycle. Unstoppable Global Warming explains why we're warming, why it's not very dangerous, and why we can't stop it anyway.
Customer Reviews:
Excellent.......2007-10-17
Fred Singer tells it like it is. I enjoyed this book and would recommend it to anyone looking for the facts of global warming rather than the hype.
Singer is truly a gem.
Enjoyable Read.......2007-10-16
Back in the late 70's when I was in college, I started out majoring in Environmental Earth Science. Before coming to my senses and switching to something more practical, one of the things I remember (besides those endless field trips measuring pollution levels in streams) was all of the talk about the impending next ice age.
Several pleasant decades of ignorance followed. In the last few years, I started comparing my recollections of those convincing lecturers with the human-powered global warming alarmists, now in fashion.
Funny how similar and tenuous their arguments seem to me.
Now about the book... As a non-scientist with a good grasp of the scientific method as well as physical processes, I found this an enjoyable, disciplined and methodic counterpoint to the Oscar-winning slideshow-think in the popular news outlets.
Unstoppable Global Warming - Singer and Avery .......2007-10-03
This is an excellent book that answers real questions and concerns about global warming. It counters the "sky is falling" syndrome propagated by those who do not know the real facts or insights related to the warming trends. The book focuses on adapting to a common cyclical environmental event versus approaches that are a waste of time trying to stop the warming. Overall the book is well written but is somewhat academic. There is a detailed effort to outline the warming trend with factual information and details. Is well worth the read.
A Must Read.......2007-10-02
Singer and Avery offered a well documented, heavily researched, and easily read analysis of the global warming issue.
Their conclusion: Yes, the earth is currently warming, however so slightly. No, man is not the cause of this warming. Rather, it is dependent upon 1,500 year climate cycles embedded within larger ice-age and non-ice-age shifts (which take millions of years, according to the authors). All of which is dependent upon the amount of the sun's radiance hitting the earth, which in turn varies upon the amount of solar winds intercepting said radiation. (Note: this is the summary of a layman, and is dramatically over simplistic.) This is supported by the analysis of literally hundreds of studies.
Accompanying the scientific support of the 1,500 year cycle and refutation of the greenhouse gas theory, Singer and Avery include a poignant and absolutely necessary look at the implications of acting upon the greenhouse gas theory. Truth in this issue is not a matter of simply proving one's point, of social/political standing, or of a voting platform, but one of life and death importance.
This being a heavily scientific book, perhaps "easily read" was an exaggeration. Rather, "well written" would suitably describe this readable, yet challenging book.
The authors, while being experts in the field of global climate studies, are not devoid of a sense of humor, one at which greenhouse gas theorists would certainly take issue.
The Amazon reviewer Crosslands sums up my personal opinion of this work well:
Pseudoscientists and others with a vested interest in controlling the global economy by use of the global warming hoax will not like this work. However informed readers concerned with human welfare and human progress will find this book invaluable. This book should be read by all Amercians and really by everone else in the world.
Global Warming Evaluation with Documentation.......2007-09-22
I have read this book thoroughly and enjoyed it very much. I was very impressed with the breadth, depth and documentation included with the book and range of topics presented by the authors. I would recommend this book to anyone interested in assessing the true status of the "Global Warming" Hypothesis.
Dr. James F. Howard, Ph.D.
Geo and Environmental Sciences
Books:
- Over The Top
- Patton on Leadership
- PostSecret: Extraordinary Confessions from Ordinary Lives
- Prints Of Rufino Tamayo, The (Artes Visuales Turner)
- Rain Village
- Real Boys : Rescuing Our Sons from the Myths of Boyhood
- Recollections of Alexander H. Stephens: His Diary Kept When a Prisoner at Fort Warren, Boston Harbour, 1865; Giving Incidents and Reflections of His Prison ... reminisc (Library of Southern Civilization)
- RED STAR AIRACOBRA: Memoirs of a Soviet Fighter Ace 1941-45 (Soviet Memories of War)
- Remember When
- Robert E. Lee on Leadership: Executive Lessons in Character, Courage, and Vision (On Leadership)
Books Index
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Leading Change
The Heart of Change: Real-Life Stories of How People Change Their Organizations
The SPEED of Trust: The One Thing that Changes Everything
The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization
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