Performance Books

This book becomes more relevant every year! For organizations that want responsible employees, it challenges leadership to consider the assumptions that drive traditional HR performance appraisal processes - most importantly those arising from the common `parental' or `patriarchy' model of leadership and organizational development.

In this research-based analysis of the multiple purposes of performance appraisal, a labor attorney and an experienced HR professional team-up to explain why appraisals backfire - and they clearly accomplish that key goal of the book. In particular they explain why, in a world in which 98% of people see themselves as being in the top half of performers, the requirement to force-rank employees is a demoralizing and demotivating policy - if you then connect pay raises to this policy, it is a policy to pay money to demotivate the majority of staff! What responsible leader wants their name on such a policy?

So, is there a solution? Yes, but not a ready-made one. Because the authors recognize that the performance appraisal process is only a part of a highly integrated organization framework (the authors refer to this as `The System' - others ask you to think 7-S model) that drives organizational effectiveness, the book does not recommend a one-size-fits-all solution to replacing performance appraisals. Instead, it recommends that the reader make a paradigm shift away from the patriarchy model to a more adult to adult concept, think about what the organization really wants to accomplish (what problem is to be addressed), and provide choices for different individual situations. The book is not an easy read, nor does it provide a feel good solution - it is recommended for thoughtful practitioners who want to know what questions to ask for their situation, rather than what answers others have found for their own, perhaps very different, situation.

If you grapple with performance appraisal, then it might be worth thinking through the assumptions that you have built your performance appraisal system upon. And that's how Tom and Mary's book can help. They describe a series of assumptions that most performance appraisal systems are based on, and they offer up some more useful (and more reality-based) assumptions that provide the foundations for a more effective alternative (not an improvement - a completely different concept altogether).

Even if you aren't convinced to let go of traditional performance appraisal methods, you will still glean some valuable pearls from this book, that can help with problems you're currently having with appraisal.

Get past the title, and the authors' "we are totally right" style, and you'll find good material in here. "This book is about ... choos[ing] ... the most effective ways of working with people, [and] refocusing on outstanding organizational performance."

It tells you why most formal appraisal systems have a lot of good goals, but the negative side-effects of trying to reach them through a regular, compulsory, recorded system prevent most people from reaching them. Suggests abolishing the single system, reviewing the goals, and setting up multiple voluntary systems to do the job better.

Read this book to remind yourself what real personal and group improvement communication is about, so that you can include it in your daily work.

I seached out this book when I was tasked to be part of creation of a review process for my smallish company. "Abolishing Performance Appraisals" operated as a great resource during the process.

Especially helpful were the case studies, which pointed out how real companies were creating alternatives to clunky performance appraisals.

Extensive research, good case studies, knowledgeble discussion of legal issues are strengths of this book. However, there are numerous weaknesses:
1 Linking enlightened management directly to ineffective appraisal systems. They are not nedessarily related.
2 Not acknowledging managers insight on employees performance.
3 Assuming apprasials are generally a high corporate priority compared with other management activities.
4 Not recommending one or two focused appraisal functions as an alternative to no appraisals.
5 Not providing an explaination of how to administer most pay raise systems (Hay for example).
6 Not clearly identifying how the rating drives pay, promotion and bonus. An alternative is required.
7 Not disussing how requirements may vary by industry job specifics or the impact of enviromental factors, such as, confidentiality and raises based on senioity. jrj

I was given this book for Christmas and - being a huge nostalgia fan - I LOVE it! So many great photos and interesting stories. This is a must for anyone who loves show business success stories.

This is one of the most entertaining reads I've ever had...WOW! What a surprise! Highly recommended!!!

This book is full of wonderful information on the subject of ventriloquism and is a great history book as well, about a bygone era that was once a vital part of American TV entertainment. It's a must read for any trivia buff!!

Oh My gosh, this is THE BEST BOOK I've EVER read! This awesome book is garenteed to educate you on 4 of the best ventriloquists in american history! This is an awesome book, filled with lots of photos and fun stories. WELL WORTH YOUR TIME AND MONEY!

Okay, I admit it: I grew up watching Paul Winchell on TV. And my best friend carved his own dummy, and practiced ventriloquism, while I acted as "audience". So, dummies and ventriliquists formed my warped view of life, later leading to Monte Python and Firesign Theater. What makes ventriliquists fascinating is their combination of surrealism, fantasy and real-life issues, projected into their own, small theater. By "suspending disbelief", these performed create real persons and real stories. If you love imagination and those who create imaginary worlds, you'll enjoy this book.

Tom's book is a must read for all who manage more than one person.
Great companies are built by those who lead by example and teach others how to lead. Swing To Balance teaches that those who feel they can do it all will do more, more easily and better, if they help others to succeed. The game of golf is THE metaphor for life!!
This book is well written and and will make any airplane trip seem to short. Enjoy.

Tom Wentz has written a remarkable book that provides as meny life lessons as it does golf tips. An accomplished golfer himself, Tom applies the principles of a "balanced" swing to keeping your life balanced both professionaly and personally. The concept of "Effortless Effectiveness" show the importance of keeping all the moving parts of your golf swing working together to hit the ball straight and long. It underscores why trying too hard seldom works.
I recommend this book for anyone who wants to straighten out their drives as well as their lives.

Most of us enjoy golf and are constantly trying to fix some aspect of our game. We adjust the grip to correct a slice or alter our stance a bit to fix something else. But adjustments to a fundamentally flawed swing will never result in a great game.

Tom invites us to fundamentally rethink the swing. He's analyzed numerous PGA Tour players and distilled the common elements of their swings into a few steps that allow a golfer to visualize and execute a fundamentally sound swing. Without all the gimmicks many of us rely on.

But in the process he confronts us with a disturbing reality - most of us approach our professional lives in the same way. We are constantly trying to improve our situations by fixing problems rather than determining what we want to become and structuring our enterprise to create it. Tom uses this very interesting allegory to demonstrate how we can all make the same fundamental transition in our professional lives.

In fairness, I've not only read the book but also seen it successfully applied in golf and in real businesses. So I have no trouble endorsing it.

But will your golf improve? Well, Tom took my novice spouse from no ability to her first successful nine holes in about four hours. It took me much longer to improve because I clung to several stubborn habits that needed to be shed.

As always, it depends on what you're willing to give up give up to get what you really want. Start with an open attitude and you can create the swing - and the enterprise - you really want.

Leadership ang Golf delivers an intersting perspective into the challenges of management and company change by comparing to the challenges of the golf swing. Being both a manager for a company that is making the move from mass production to mass "customization" and a high hanidcapped golfer; it was easy for me to realate to the lessons of Wentz.

Following the lessons of Swing to Balance, our company is certainly on the right path to continued growth and success as well as on-line with our company purpose. My golf swing...well that's another story.

There is always great ways to map the knowledge and skills of the athletic arena with business. Execution is key. Using the imagery of the golf swing, Mr. Wentz makes a great connection to business. A short read, but effective.

This book is awesome and very readable. Being so clearly written and straight to the point, it makes for a quick read and serves as a great reference.

While geared towards a business environment, the survival guide is written from a unique perspective which gives deep insight into the psychology of managers and coworkers.

I truly wish I had "Sink or Swim" for my first job. That would have helped me to avoid so many small mistakes which I was totaly oblivious to. It's just jam packed full of useful tips which coworkers usually won't tell you.

Even after two years in my current position, I found that reading this book gave ideas to naturally improve my professional image without any major effort or changes!

Definitely recommended for any professional employee - regardless of rank.

Within the first week of starting my new job at a startup internet company, I came across this book and it made all the difference. Working at a startup can often be disjointed, especially since we didn't have an office to call our own. By incorporating some of the advice in my weekly routines, I created a structure for myself that I continue to follow. The advice was clear, concise and right on.

This is definitely a must-read for anyone starting a new job.

Pay no attention to Jeffnc, the bitter reviewer from SC! I live in SF and have no idea who the Sidells are, but this book is fascinating! Follow everything they say week by week,a nd you'll get that "This is going very well" at your 90-day review just like me! What's more, you look not only super organized with this book on your desk, but also super-conscientious....I brought this book into a one on one with the boss, and I cracked the book and said "I'd like to talk about my career goals.." she asked me what the book was...she was impressed!

"Sink or Swim" is the book that I wish I had when I started in the working world over 18 years ago! It is a simple, step-by-step tool that shows new hires how to "get it right in 12 weeks". The week-by-week approach gives individuals the opportunity to set good habits and strategies that can be applied throughout one's career. This book has been very helpful to me as an HR professional in getting my recent college graduate new hires to better engage with the company and job they accepted within it! I would highly recommend this book.

This book is perfect for new college graduates or inexperienced employees starting new jobs. Milo and Thuy Sindell provide a wealth of information about proper business conduct and etiquette, including a checklist for recommended activities during your first 12 weeks on the job. Although the material is basic and somewhat repetitive (just like a start-up job), we think the book would make a great gift for anyone who is just beginning to learn the workplace ropes.

Im not a good guitarist but after going thru this book found that im able to follow the style and the CD was a great help. Mark H. did a good arrangement and this book serves for an intermediate guitarist.

Excellent choice to learn how to fingerpick and play songs, step by step and very well done, Mark Has many other books but I would start with this one for easing into guitar playing!!

I picked up guitar a few years ago and have been struggling finding a good book that would allow me to teach myself at my own pace and at the same time leave me feeling like I was accomplishing something. This book shows really nice melodic chord changes that will have you feeling good about your playing almost immediately!!! I recommend it for any beginner-intermediate guitarist who is looking for a book to help them FEEL and HEAR the guitar in a new light!!!

It is a good book on fingerstyle guitar. When I bought it some months ago I was able to play arpeggios and some picking patterns. The first lessons are easy to follow but the last ones are hard. You will need time to get some patterns.

I agree with some reviewers. All the studies sound very nice but not all studies sound as the "professional" ones.

However, my main complain is the lessons are written twice. I mean, the book has the complete partiture in a sheet but the previous sheets are the same partiture divided into bars. The author try to explain how to play every bar but sometimes it is just an unnecessary introduction. I'd prefer another kind of previous exercises (some lessons require them) and/or references to the main partiture. I did read before, it seems as if the author or publisher need to use more pages in the books.

Targeted to a range from beginner - intermediate players. I really love the piece arrangement on this book. Shows simple yet produce a really good sound. You will definately have a fun time playing while learning through this book. Definately recommend this book to anyone, also look around for other Mark Hanson's books.

I heard Billy Collins speak in Wellington early one chilly Sunday morning. He commented that he was amazed anyone would want to get out of bed and listen to him on such a cold day ...he wouldn't! Of course we all thought it worth the effort, nothing beats hearing a really superb poet reading his own work superbly.I heartily recommend this cd, it's always in the most played pile near my cd player and on my ipod,so that I can listen to him any time.
A great selection of his work and interesting pre-ambles before each poem.

As always, Billy Collins is above and beyond in his poetry readings. Great humor, great heart and an accessibility rarely found in intellectual circles! You will fall in love with him and with poetry all over again.

This is a figure of speech of course - once upon a time... never mind, but you'd burn your dinner or if it's cooked, then the food on your fork will miss you mouth, if you try to cook or eat as you listen to Billy Collins read. It's a treat.

My high school students fell in love with Collins. Even the chronically apathetic perked up during his reading... use this in your classroom, and follow it up with selections from Poetry 180. You'll be glad you did.

If you've heard Billy Collins on A Prairie Home Companion -- or even if you've never heard of him -- you'll love this CD. I was a fan of Collins before this but I heard this concert at Symphony Space and I loved his poems even more when I heard him read them in person. This short, wonderful program (introduced by Bill Murray) is a CD the whole family can listen to. He's funny, charming, and smart, and makes poetry come alive for adult and child alike with unforgettable yet accessible images. We just got back from a driving trip and the children (boys, 11 and 14) asked to hear a CD featuring a POETRY reading MORE THAN ONCE. Need I say more?

Dear Dr Rampersad, I completely read your English book - Total Performance Score card. This is a fascinating concept. The processes involved in implementing TPS have been explained very simply using simple language. It is indeed a revolution in thinking to keep the 'integrity' as the core area around which other processes are developed. This is an essential part of any management concept for without integrity and commitment any new initiative is bound to fail. -S. Ramachandran, Human Resources, Ramco Systems Ltd, Chennai, India

"Total Performance Scorecard is a desperately needed direction that management of organizations should adopt. It stresses the importance and need of developing an organizational structure and philosophy that combines the goals and aspirations of the individual with those of the company. It is a melding process, which results in a corporate culture that is both individually and organizationally driven. The concepts embodied in this management concept
provide solutions to preserving and utilizing individual rights and capabilities while adjusting the organizational structure and philosophy to this new environment." --Edward H. Barker, Professor at University of LaVerne, CA

Äußerst systematisch aufgebaut, entwickelt Hubert Rampersad in einer stimulierenden und praxisnahen Sprache ein integriertes Managementsystem auf der gedanklichen Basis mehrerer erfolgreicher und äußerst aktueller Managementkonzepte, wie dem der Balanced Scorecard, dem des Total Quality Managements, des Wissens-, Kompetenz- und Performancemangements, des Changemanagements sowie dem der lernenden Organisation." --Professor Dr. Christian Schuchardt, Professor für BWL und Internationales Management an der School of International Business der Hochschule Bremen

"Successful companies are High Performance Systems, something that is true today even more than ever. A condition to make these levels of High Performance possible is the alignment of personal and organizational targets and interests, irrespective of company levels or sectors. The Total Performance Scorecard (TPS) is a new management instrument that introduces this alignment and creates value based, ethical acting on a sustainable foundation. Dr. Hubert Rampersad has achieved a large and very important jump forward with the presentation of this concept". Professor Dr. Kuno Rechkemmer, Director DaimlerChrysler, Germany

"Dr. Rampersad's book is just as timely an exhortation to American business as was In Search of Excellence. In this case, the survival of corporations depends on possessing an integrity that can both fuel their drive for performance
and keep it in check. Such integrity cannot be legislated by government or management. Fortunately, Dr. Rampersad's processes bring organizations face-to-face with their own moral fiber (and many other important issues). He couldn't have come along at a better time." --George Cline, MBA, President, VitalConcern, Tampa, FL

Arguing persuasively that measurement as a positive accountability tool can transform an organization and its competitive performance level; consultant Spitzer presents the how-to's for socializing performance measurement into the fabric of an organization in a positive way. Showing how performance measurement can be used to direct behavior, focus attention, clarify expectations, enable accountability, increase alignment, motivate, etc. by utilization of four keys - Context, Focus, Integration, and Interactivity, the author makes a valid case for balance between the technical elements and the social aspects of performance measurement, be it reported by scorecard, dashboard or traffic signal.

Identifying `Context' as the most important of these four keys, Spitzer demonstrates how the purpose for which measurement is being used - to provide real understanding, helpful feedback, and to foster learning and improvement; or for justification, reporting, judgment, control, and reward - sets this `Context' and determines the employee reaction to and transformational benefits of any system, no matter its level of technical sophistication. The theme of this book speaks volumes about the importance of replacing fear with a supporting environment if you want to get transformational benefits from a performance measurement system. And, it is easy to agree with the author when he says, "When performance measurement is done the way advocated in this book, the organization itself and the people within it will be impacted positively." If your performance management system is using measurement primarily as a reward and punishment tool, this book will be a valuable read.

I very much liked what Spitzer had to say in this book; unfortunately I did not very much like reading it. Distracting from the impact of such a powerful theme is the redundancy contained within the chapters and the extent to which the author bolsters his argument with quotes and references from others - the book contains more than 250 notes (more than one quote per page on average) and shows a bibliography of 220 books or articles. Written as a 100 page how-to manual on the development and management of a performance measurement system this should be a best seller.

Dennis DeWilde
The Performance Connection

This book is an excellent example of thought leadership. The concepts presented on performance measurement places a whole new lens on the subject. I congratulate Dr. Spitzer on an excellent piece of work.

I just wanted to add my congradulations to Dean Spitzer for writing the best book I've read on performance measurement. Every page is filled with insight that will help you help your organization overcome fear and transform how people think about and use measurement.

After 10 years of development in operations finance and organization design, I am in a position to say unequivocally that Dean Spitzer has articulated my experience and conclusions on every page of his master work. Anyone who aspires to be an effective leader in today's market environment had better begin deepening their capacity to drive this kind of change, and Dean has offered a powerful set of insights, tools and guidelines that I intend to begin using immediately to support and augment my own toolkit. Bravo! Can't wait to see what he comes up with next.

I confess bias on this subject, as I head up a software company laboring in process intelligence ... So as someone keenly interested in how measurement is used in the enterprise, I find Dr. Spitzer's book to be essentially the bible on the subject. It is extremely balanced, thoughtful, and in my opinion, prescriptively correct. Hopefully, in the near future, prompted by this book, there will be more than just a few, "Chief Measurement Officers." And each one of them will be indebted to Dr. Spitzer's pioneering. But, the future on measurement is by no means certain. Yet the future of data has never been more exciting. The "data web" is just around the corner, and soon we will be accessing data with the ease that we access documents today. Right now it seems that gaiting factor to exploiting the "data web" is our social organization around measurement. Let's hope Dr. Spitzer's advice is followed.

You have to read Zag like you read the bible- it tells a great story but you often are better served not delving too deeply into the statements made by the author to support his points (i.e. the fact that 11 million people went to Europe in 2006 versus 8 million in 1964 as evidence of a shift in American society- though as a percent of the population it is almost no change at all in Americans traveling abroad).

Such is the nature of writing about a topic where 1) the author makes his money selling branding services; 2) he doesn't believe in hard numbers to prove points, harboring the predictable anti-research position that is both a great strength and weakness of this book and books like this (i.e. Blink). It also may be the most acceptable way to write a book that is not so dry and academic that nobody would want to read it.

But the story being told is a great one and it is really well told. Neumeier needs to get a lot of credit for presenting ideas simply (not simplistically) which many other authors would make very complicated. The book is also just really well thought out so that it is thoroughly enjoyable to read even as you get into some pretty important topics that others might get bogged down in jargon or overly long explanations. The book also gets high markst for not only discussing what a "zag" is but also showing you how you can get there if you follow his clearly outlined process.

So while the book is clearly a campaign for what he believes versus an objective look at branding, it is great read and I would recommend it for anyone working in marketing/branding that wants a refresher or reminder about what you should be thinking about in our ever-changing world.

Excellent Book!
It is:
- Fun to read
- Openminding
It provides great practical ideas. You can apply the 17 steps to differentiation in your work place righ away.
I could not stop reading it.

I purchased this book at the same time as the Brand Gap, being confident in the fact they'd both be helpful, well-written, yet densely packed tomes of information - and I was right!

Zag hones in on one element discussed in the Brand Gap - differentiation - and expands it into a 200-so page book. According to Neumeier, differentiation, or creating zag, is one of the most important elements of branding - and it needs to happen at every step of the way, from conception to naming to marketing.

The great thing about Zag is the way it presents the information - much like in the Brand Gap it follows a 'whiteboard', graphic-heavy, basic (but important) facts. This time around however, it pairs the basic format with a strong, easy-to-follow example through the faux development of an educational wine bar chain.

Neumeier then takes the reader through 17 steps (including some helpful exercises) you should take as a business owner, venture capitalist, or advertising professional when determining whether your product is zagworthy - or how to make it so it is.

In terms of why I gave the book 4 stars as opposed to 5...The last section of the book - once the 17 steps are completed and the wine bar is 'fully developed' - is a little bit dense/doesn't seem to flow as well as the rest of the book/series.

Also there is a decent amount of repetition between Zag and the Brand Gap, and I am hesitant in believing that people would pick up one without the other. Although it makes sense to reinforce the principles (and sell more books I'm sure) in some cases, it almost made it hard to differentiate some of the messages between the books, making me feel a bit cheated in that I paid money to read the same pages over.

I have a hunch Neumeier might take the 5 main principles found in The Brand gap and expand each of them into books like Zag did for differentiation - and I can't fault him for doing so. Zag is definitely an improvement on The Brand Gap in that it offers a focused "here's exactly what you can do" strategy, but it still remains general enough that virtually any level of professional (student, beginner, executive etc.) can sit down and walk away a couple of hours later feeling like they learned something.

Knocked this one out in a single flight. Well written, easy to follow. Maybe a little too easy. Would have liked a little more meat. Consider this the Cliff's Notes to Differentiate or Die. Both great books, this is easier to digest. Neumeier is a brand genius, he gets it and he can present it well in a concise format.

Zagging is not a new concept. If you like business and performance management readings, probably you are familiar with it already, especially if you've read books by authors like Jim Collins (hedgehog concept), Chan Kim (blue ocean) or Seth Godin (purple cow).

This book provides a unique approach from a marketer's point of view to the concept of real differentiation in the marketplace. "When everybody zigs, zag". Stop being a follower, an imitator, and start being different, start zagging.

You can't stop reading this book, once you get started. It will take you one or two hours, which doesn't mean the author is not providing details and deep insights. In fact, he gives what it takes to make his points clear, captivating, and consistent.

David Aaker says in the back cover of this book: "The presentation alone is worth the price of the book". He is absolutely right. This book zags.

This is a no none sense view of precious talent. Tulgan does an excellent job of showing managers don't have to just let their talent walk out the door. Sometimes the solution to keeping good people is a simple change of schedule of 30 to 60 minutes. This book has good ideas that don't cost money!

Winning the Talent Wars: How to Build a Lean, Flexible, High-Performance Workplace is the recent softcover edition of Tulgan's workplace classic. His workplace philosophy, "Talent is the Show" is applied to all areas of HR: staffing, compensation, coaching-style management, training, and career paths. The only difference between this book and the original hardcover edition, Winning the Talent Wars: How to Manage and Compete in the High-tech, High-speed, Knowledge-based, Superfluid Economy, is a new forward.

So we're not in the go-go late 90's early 2000's anymore.

That doesn't change the basic theme of this book.

Even in the recent economy, the power at work is shifting from the employer to the employee, especially when that employee is among the best performers.

The point Tulgan raises is that that this is not a matter of salary, but a matter of *compensation* Employees, especially the best employees, are seeking more and more to craft their own dream job or dream career. If someone doesn't get that with one employer, they are likely to leave for a place where they can come closer to accomplishing that.

What is ideal for one individual is not likely to be ideal for another individual, so Tulgan advocates a negotiation process, where the company and the supervisors, work to figure out what makes a person "tick" and to change the nature of employement to make the work environment fit that as much as possible. This could be flex schedules, work conditions, more/less travel, office location, etc.

However, this is not solely the employee in charge, as, by doing this, the business will keep their best and brightest and most productive employees, instead of losing the valuable training investments. Also, productivity will increase, and the carrot is mightier than the stick in Tulgan view (how strong is the threat of firing when people are more likely to pick up and leave?)

Tulgan also mentions thinking in terms of "work" rather than "jobs" and devotes sections of the book to management by coaching (in a number of respects) rather than "command and control."

While this book was written in 2001, the arguments are even more relevant as the economy has gotten more global, especially for the top performers. While some of the "power" may have shifted back to companies in the workplace for industries subject to outsourcing, giving them a larger worker pool, the top performers have a greater pool of EMPLOYERS. The need to have the top performers is stronger than ever.

Whether you're managing, looking to manage, or just looking at how to deal with managers (and what you CAN and SHOULD ask for as a term of employment) this book will tell you how the workplace will operate in at least the early part of this century.

The book lucidly explains the fundamental shift in employer-employee relationship in the new economy. Bruce Tulgan does an admirable job of showing that managers do not have to just let their talent walk out the door. This book has useful ideas that can save your company a lot of money. It is written in an immensely readable style and has some good humour.

Tulgan argues persuasively that in the new economy, every term of employment, including schedules, training, career paths, location, assignments, co-workers, pay, among others, will best be agreed through a negotiation process, so as to tailor it to the individual needs of the scarce talents, which he explains will enable the organization to retain the talent. Naturally, the most precious talent will have the most negotiating clout. All this entails a novel set of organizing principles for employing highly productive people in the new economy.

Companies are advised to reflect and take note of the kind of work place that Tulgan describes in his book. Unless action is taken timely to recruit and retain talent, then the future prosperity of an organization may be in doubt. As a senior manager in my organisation, the book was a wake-up call and showed me the things I can do right now to make the workplace a place where the best people will want to come to work.

The book is essential reading for both managers and workers. The managers will learn how to build a lean, flexible, high-performance workplace. The worker will be able to understand better the background of some people policies, such as why managers are more accommodating to "talents" demands and how they can adapt their aspirations accordingly.

In Good to Great, Jim Collins and his research associates learned that the great companies "...first got the right people on the bus, the wrong people off the bus, and the right people in the right seats -- and then they figured out where to drive it. The old adage 'People are the most important asset' turned out to be wrong. People are not [italics] your most important asset. The right [italics] people are."

The right people share the same values and, together, sustain their organization's commitment to those values. If involved in their organization's recruiting and interviewing process, as they should be, they will help to ensure that the right people will be hired (i.e. allowed on the "bus"). Obviously it is important to get talent and task in proper alignment. It is equally important to keep an organization's values in proper alignment with its objective.

Tulgan's important book is even more relevant and more valuable now than it was when first published about two years ago. As its subtitle correctly indicates, he explains "how to manage and compete in the high-tech, high-speed, knowledge-based, superfluid economy." That is to say, he wrote the book for decision-makers in all organizations (regardless of size or nature) to help them determine HOW to get "the right people on the bus, the wrong people off the bus, and the right people in the right seats"...and then keep them there.

All of the companies which Tulgan discusses (e.g. Johnson & Johnson and J.P. Morgan Chase) demonstrate one of Tulgan's core concepts: "In the new economy, every term of employment -- schedules, location, assignments, coworkers, pay, and more -- will be negotiation, whether you like it or not. The most valuable talent will have the most negotiating power. Every employment relationship will last exactly as long as the terms are agreeable to all parties." There is a new set of organizing principles for employing people in the new economy:

' Talent is the show.

' Staff the work, not the jobs.

' Pay for performance, and nothing else.

' Turn managers into coaches.

' Train for the mission, not for the long haul.

' Create as many career paths as you have people.

Tulgan devotes a separate chapter to each of these principles, explaining with meticulous care how to apply each to his reader's specific business situation. Note how these principles apply to any organization which competes for available talent and then is challenged to keep its best people who, more easily now more than ever before, can leave the "bus" whenever and wherever they wish. This situation is as common among the great companies whom Collins discusses as it is among the local merchants from whom we purchase various products and services.

Extensive research indicates that only one in 28-30 dissatisfied customers ever complains to the provider of the given product or service. All others simply never do business with that provider again...while continuing to express their dissatisfaction to family members, friends, and business associates. More often than not, customer dissatisfaction is the result of an unpleasant personal experience rather than because of a product defect. To extend Collins' metaphor, customers are among the "passengers" and can also get off the "bus" whenever and wherever they wish. Much has been written about the power of BUZZ (i.e. word-of-mouth) and the importance of creating "customer evangelists." From my perspective, winning the "talent war" is essential to winning the competition for customer's repeat business. A careful implementation of the strategies and tactics which Tulgan recommends in this book will help to achieve that ultimate objective.

Otherwise, not having "the right people on the bus...and in the right place," the "bus" will either never reach its destination or in the highly unlikely event that it does so, arrive with few (if any) "passengers" aboard.