Executive Decision Books
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Transcends the "Business Book" GenreReview Date: 2009-06-29
Sticking to the fundamentalsReview Date: 2009-06-01
Handy guide to becoming a top executiveReview Date: 2009-04-20
Still relevant after 40 years - Effectiveness is habitReview Date: 2009-05-02
Even after 40 years, the book remains relevant. Most of my students, predominantly in their 20s, feel that the book is relevant for today. The examples are a bit dated and the use of the male pronoun throughout is awkward. Nonetheless those minor flaws are far outweighed with systematic writing and practical insight.
For Drucker, effectiveness is habit, a set of practices that can (and must) be learned. It is neither a skill, nor is it knowledge. Instead it is a set of simple practices which simply must be engaged in regularly. Drucker frees us from the idea that effective people are born, have a talent or temperament for effectiveness.
Effectiveness is "getting the right things done". This is very different from efficiency, which is merely "doing things right". Effectiveness is the key to the growth of the entrepreneurial economy.
The five habits of effectiveness are: 1) knowing where your time goes, 2) focus on outward contribution, 3) build on strengths, 4) concentrate on a few areas that produce outstanding results, and 5) make effective decisions.
Drucker walks through these habits in a highly engaging writing style. He explains and illustrates the habits and provides practical information based on his experience with dozens of executives over decades.
While many of Drucker's books are excellent, this is possibly the one that is most widely applicable for anyone who seeks to become more effective and to manage themselves for effectiveness.
Great advice on executive effectivenessReview Date: 2009-04-04
Effective managers, according to Peter, follow eight principles:
- Ask "what needs to be done?"
- Ask "what is right?"
- Develop action plans
- Take responsibility for decisions
- Take responsibility for communicating
- Focus on opportunity rather than problem
- Run productive meetings
- Think and say "we" rather than "I"
I like for instance how he describes the taking of responsibility for decisions: a decision has not been made until people know: the name of the person accountable for carrying it out, the deadline, the names of the people who will be affected by it, and the names of the people who will be informed. Simple, isn't it?
A penetrating observation is that in large organisations people tend to be absorbed by what happens inside its boundaries and by perfecting a process regardless of the outside world. The removal of the executive from the customer base is fatal in the long run.
Other thought that I liked is that the effective executive does not make decisions by consensus, but by what is right, even if the decision is not popular. The executive makes a few decisions, but powerful, rather than many razzle-dazzle decisions.
I have this book handy, so that when I have time, I choose to read randomly a page or two. It's like doing meditation. It is simple, elegant and very sharp. I recommend this book to anyone interested in the subject.

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Great condition, great price!Review Date: 2008-11-10
ESTJ, ISTJReview Date: 2008-07-12
Addresses the real difficulty of managing opinionated pros Review Date: 2008-03-18
Alpha MaleReview Date: 2007-08-23
A Landmark Management Study of Alpha MaleReview Date: 2007-05-09
Both writers marry hard data on some 1,500 executives and base on their abundant coaching experience with senior executives from Fortune 500 firms to figure out why such top dogs become pit bulls that snowball problems and expose their vulnerabilities. In short, alpha males are various in terms of their different traits they possess such as commander, visionary, strategist, and executor. Some are inclined to act like visionaries that often dream up exotic ideas but hate naysayers. Others have an uncanny ability to deal with crisis but tend to exercise their authority through intimidation and domination. Both writers conclude that Trump's `apprentice' mentality would do more harm than good. In today's business environment where trust, respect, and collaborative dialogue between corporate bigwigs and coworkers are vital for business survival and growth, both writers offer alpha males a list of `awareness of self and others' tools that could guide them beyond the `alpha triangle' trap and move themselves and their people to effectiveness.
This book is a comprehensive study of alpha males. It is also a landmark management study that not only fills need for alpha males but also provides an impetus for further research on this subject. Revealing the importance of tapping human potentials in teams to high performance, alpha males should learn how to involve the whole team that harness their intelligence, vitality, and drive without wreaking havoc on working relationships. They have to put aside their `zero-sum' jungle mentality as well as personal glory in pursuit of the alchemy of human connections. This book is accompanied by a website that contains an online alpha assessment to testify whether you are an alpha male or not and also your alpha strengths and risks. It helps readers undertake a self-awareness exercise in order to understand and modify their tendencies and risk areas. Chapter 8 provides alpha males with a repertoire of tools to practice emotional and physical reset such as stress relief and endorphin increments in order to achieve high-level health and wellness.
This book is highly recommended for readers who are interested in understanding more about the upside as well as downside traits of alpha males. It is also a highly recommended book for alpha males who aspire to leverage their strengths and subdue their flip-side risks for the best interest of shareholders and their people.

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Hats off to these authorsReview Date: 2003-12-17
Evonne Weinhaus,
Co-author of Stop Struggling With Your Teen
& Stop Struggling With Your Child
Insightful!Review Date: 2004-12-22
Everyday Leadership for ManagersReview Date: 2004-01-01
Teaches well how to think about credibility and improveReview Date: 2005-03-13
The biggest thing I didn't like is that it uses the "motherhood and apple pie" approach to convincing you of the value of most dimensions. There's sort of an implicit assumption that everything the book says sounds good, and therefore you must do it, resulting in... profit? If they'd not only pointed out studies that showed how many people were bad at certain things but were also more consistent in showing how each of their dimensions contribute to productivity of staff, profitability of the company, or some other company-specific metric, it would've been nice. I'm not saying that I necessarily disagree with them; rather that I don't like seeing people espouse behavior changes just because they "feel right."
Additionally, it's pretty clear they run a high-level executive consulting business. At times, it seemed too CEO / senior-VP focused, with the assumption that not only do you have reports, but that your reports have tiers of reports. Finally, the number of times that they mention the specific services they provided and specific role they played made it feel less like a self-help book and more like an advertisement for them.
Still, a good book and to be recommended, but I'd take it with a grain of salt at times. It triggered a little bit of cynicism more than once, though I'm sure that they'd be willing to work with me on that :-)
Finally - Permission to be lead from the heart!Review Date: 2004-01-09
With the huge generation of baby boomers all entering the business scene at the same time, I think a lot of us have felt tremendous pressure to conform to what seemed some pretty harsh norms. Being professional and getting ahead was all about being efficient - not taking the time to explain what was going on; being strong, which means never appearing vulnerable; being tough - which means focusing solely on the more easily quantified sales and profit implications of a decision, and shutting out the human factors.
I work in the communications/consulting business and, at every company I've worked for, senior management would get up every year at the annual meeting and say something like - "What sets us apart and gives us our competitive advantage is how we care about our people," and "The most valuable asset in this company goes home every evening." And everyone would just look at each other and roll their eyes, because nobody believed them!
If they cared so much, why didn't they tell us candidly the reasons behind some of their apparently uninformed and careless decisions? Even bad news would be better than all the confusion and speculation in the ranks when no-one knew what was going on. Why did they do all this management training, yet still knowingly tolerate bosses who brutalized their subordinates? Why did they ask for our suggestions - and even ask us to put extra time in volunteering for various corporate task forces - only to break their implied promise of change by ignoring everything we came up, and proceeding with business as usual?
As I moved up into management myself, I understood better what some of the pressures are that push the people in charge into some of these behaviors, and there were times when I found it hard to reconcile my own choices. I saw it as having to make a trade-off between what I thought was the right thing to do (i.e., my responsibility to my personal values), and doing the right thing for the company (i.e, my responsibility as a professional).
What The Transparency Edge does is show beyond a doubt that standing
true to your values makes good business sense. Yes, it's harder to do sometimes, and yes, sometimes the benefits are long-term
rather than immediate. But leaders have a responsibility to the long-term welfare of the company, which includes maintaining
their own and their company's reputation, as well as creating the motivation for people to follow their leadership. Both of
those goals are impossible to achieve without personal credibility. And personal credibility is built through conscientiously
respecting the nine principles in this book.
Pagano demonstrates that, without question, the reason to behave transparently
is not only because it's right, but because it's smart. What a breath of fresh air - it's about time!

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Good book, but thin.Review Date: 2002-04-05
There's no knowledge here that I found to be of of the ordinary or particularly helpful, but's a good easy read.
Fluke-ologyReview Date: 2004-07-13
"Burton Malkiel (A Random Walk Down Wall Street) dreamed up an imaginary coin-tossing contest. A thousand contestants in a line; heads was a winner, tails a loser. So the thousand people toss their coins and about five hundred get tails and lose. The five hundred with heads toss again. After seven tosses there are just eight coin tossers left. By this time crowds start to gather to witness the surprising ability of these expert coin tossers. The winners are overwhelmed with adulation. They are celebrated as geniuses in the art of coin tossing - their biographies are written and people urgently seek their advice. After all, there were a thousand contestants and only eight could consistently flip heads."
"Naturally, if you aren't smart and hardworking and all that, you're going to fail ten times out of ten. But if you do all the right things, guess what? You fail nine times out of ten. Think how many great novels you've read that never became best-sellers. Think how many actors you see in local or regional theaters who are as good as those on Broadway. Their problem isn't talent or work ethic; it's that they aren't expert coin tossers."
"Remember this: The coin tosser who gets the most 'heads' is the one who gets the most tosses. Given enough chances, chance is your friend."
"Yes, a fluke is a fluke. But you could use a fluke in your career, no? So maybe we should learn their secrets and become 'flukologists.'"
"If you innovate instead of imitate, and work every day to be different from yesterday, you'll improve your odds: You no longer will fail nine times out of ten. You'll fail eight times out of ten."
"Real achievement is a kind of lottery. You enter by being competent and hardworking. Most people get one shot in the lottery, playing at one-in-ten odds. I'm trying to show you how you can enter again and again, at two-in-ten odds. Here's the logic. Most people try to be like the successful people in their field. The result is that everyone does what everyone else is doing. If a great new idea comes along, sure, they adopt it. So does everyone else. You see what is happening to each of them? Each is trying to be exceptional, but ends up going about it by being just like everyone else. The upshot? They have, at best, a one-in-ten chance of producing results in the top ten percent of their profession."
"If you want to be extraordinary, the first and hardest step is to stop being ordinary."
"People try to conform to success, but to be successful is to be a non-conformist. Let's put it this way: You don't become a Picasso by taking a Picasso print and running it through a Xerox machine."
"You can't get to better without first getting to different. Every blessed day. Believe me, it'll wear you out. No, I'm not suggesting the easy way out: this is the exhausting way out. But it's also the exciting way out, the alive way out."
This week, I'm teaching at the Wow Institute in Henniker, New Hampshire. 75 fundraisers from across North America have come seeking ideas to make them better. If we're successful, participants will learn to become innovative flukologists and expert coin-flippers who reject 'ordinary' and are committed to pursuing 'different' every day. It's the risky path, but it's also the only path to 'better,' the only path to 'extraordinary.'
(from www.crawdaddycove.com)
Great LearningReview Date: 2002-08-14
Insightful and Easy to Read Guide to InnovationReview Date: 2003-11-30
The book is organized as a conversation between a successful entreprenuer and a stranded burned-out businessman at snowed-in O'Hare airport. Max Elmore,our hero, helps his new friend see the nature of innovation and the connection between innovation and business success.
For the person who wants the reputation as an innovator (and ain't that what makes life fun?) this is a little book that can be read and understood in a few short hours.
If you have the courage to devote the additional time to completing the exercises outlined in the book you can expect to uncover some interesting experiments that might lead you to some new methods and new thinking.
If you are interested in innovatation and experimentation as an employee or a business owner, the few hours reading this book will be richly rewarded.
2 day reading! It's Great!Review Date: 2002-03-22


This is it...Review Date: 2009-07-04
Excellent textReview Date: 2008-06-18
excellent referenceReview Date: 2007-06-20
Exceeded my expectationsReview Date: 2007-09-28
Like a lot of other things---it's only as good as you apply itReview Date: 2007-05-12
There's nothing magic here---just a realistic, comprehensvie, flexible approach to get the job done. The strenghts in this book:
- Finding the right devleopmental activity for the right level of management
- Design, gain support, and implement, and maintain your succession process.
- Lots of extras, including assessments and a plan to devleop a mentoring program.
A great value.

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Fit In Stand OutReview Date: 2009-03-07
Greetings from your sisterReview Date: 2008-08-10
The only thing missing from her tale is that there were so many that had to fight for women's rights first to allow her dream to come true, and they should also be acknowledged. The author also overlooked the support from family she received to help her achieve her goals and that the truly successful person maintains a balance of both career and family.
Original and practicalReview Date: 2007-03-09
Foundational Leadership BookReview Date: 2006-07-20
A leadership development strategy for insidersReview Date: 2006-06-09

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Eye OpeningReview Date: 2006-02-07
FascinatingReview Date: 2005-11-02
Excellent Roadmap for Business SuccessReview Date: 2005-11-03
Beyond merely presenting these concepts, Prince further teaches the reader exactly how to determine his or her own financial signature and how to apply, and potentially adjust this signature, in order to be a more effective and successful leader. Anyone in a management position will benefit tremendously from this book, as it will teach all readers how to better understand their own management styles and more effectively align their actions with the overall goals of their organizations.
great new conceptReview Date: 2005-11-01
Finally!Review Date: 2005-10-26

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If Only Corporate America's CEOs Would NoticeReview Date: 2009-06-14
Let's face it. The current hierarchial structure in most large corporations today isn't cutting the mustard. They have little or no clue about the nuances of employee engagement, and don't know how to actually "lead" their employees. They delegate all that sort of stuff to a staff of drones who in turn feel the best way for them to stay in favor with the head-honcho is by micro-managing the management staff in the field.
This type of situation is the best way for an organization to fail, and we've seen a lot of that going on in recent months (eg, General Motors & Chrysler). The good news is we've got another book on the market which can help straighten-out this current mess; but it's got to be read by the vast majority of power brokers scattered throughout the world (especially in America where most of the trouble seems to be coming from).
Consequently, at least for the time being, my review will be posted as being somewhat critical of this book, even though it's really not critical at all; except my criticism of big business in general.
To take it one step further, I'll be adding this book to my "Listmania", uh list; this particular one is my favorite Business & Motivational" books. The only problem is, I'll have to kick one off the list, since it's already at full capacity (40). No problem, since this book ranks in my personal top five now (go check out my "Listmania" now). Bye.
Excellent, as expectedReview Date: 2009-06-13
The authoritative confidence builder that many CEOs, leaders, management, and workers needReview Date: 2009-05-28
Debra is the premier world class executive coach and educator who has created a monumental and real basis to judge CEOs. Her trademark extensive research and intensive fact finding interviews with CEOs and others, insight, and clear and easy to understand writing has made a masterpiece that out does her own previous work.
In my opinion, we are all CEOs of our own lives, therefore CEOs of our work and career. This book helps us regardless of where we stand in the corporate organization charts. It shows us the way up in clear and concise steps. This book empowers us to understand what it is to be a CEO and how to lead at any level of the organization.
You do not have to be a CEO to benefit from this book. This book is written for all of us who are working.
In view of all the negative images of CEOs broadcast in media in 2008-2009, this is a timely and productive insight to tell us what is right and what is not right. It helps CEOs understand and implement highest levels of integrity and profitability as two interdependent processes and procedures.
In fact, the entire media is telling us what a CEO and leadership at any level of organization is not supposed to be. This book single-handedly tells us how to be an outstanding CEO, and more importantly, how to lead. As a senior management consultant in Silicon Valley, CA I found the material in this book to be the authoritative confidence builder that many CEOs, leaders, management, and workers have been looking for to find better success in the work place.
Debra Benton Provides The Right Leadership MaterialReview Date: 2009-05-28
Another Indispensable Book from D.A. BentonReview Date: 2009-05-19

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Building leadership that compliments the way your company is viewed...Review Date: 2008-05-11
Contents:
Branding Leadership; The Case for Building a Leadership Brand; Creating a Leadership Brand Statement; Assessing Leaders Against the Brand; Investing in Leadership Brand; Measuring Return on Leadership Brand; Building Awareness for Leadership Brand; Preserving Leadership Brand; Implications for Personal Brand; Criteria for a Firm Brand; Firms with Branded Leadership; Notes; Index; About the Authors
Ulrich and Smallwood do a good job in changing the way that an organization's leaders are normally viewed. Using the "brand" concept, building and promoting leaders is based on an underlying element that lends a continuity to how the company performs and delivers in the marketplace. These types of leaders are the ones that allow a company to consistently lead their market niche over a long period of time. It's obviously not a "quick-fix" solution to a company that's failing. You don't just decide "here's our leadership brand, so lead in this way" one Monday morning. Using the measured approach outlined here, it's possible to start to attract and promote the type of person that will complement the core message of your company.
A pragmatic approachReview Date: 2008-01-31
Why your leadership brand is as important as your product brand Review Date: 2007-11-27
A must-have if you're interested in leadership development.Review Date: 2008-02-22
HOW THIS BOOK IS DIFFERENT:
Concentrates on leadership as a company endeavor, not as a matter of individual growth.
The authors attempt to get you to analyze your company's leadership from the outside in.
STRENGTHS:
This is truly about leadership development in the company.
The chapter on "Assessing Leaders Against the Brand" is worth the price of the book.
Good research and citations.
WARNINGS:
You may have trouble reading this book from cover to cover.
What's here is far too programmatic to be practical taken whole.
The concept of "Leadership Brand" may get in your way.
BOTTOM LINE:
If you're interested in leadership development, this book should be on your shelf.
Now for the detailed review.
There's not much new about leadership. But every new leadership book attempts to give you something unique, a new way to look at the subject, new things to try, or old things to try in different way. Every book tries to shift your thinking.
Leadership Brand by Dave Ulrich and Norm Smallwood attempts to shift your thinking from studying leaders to studying leadership and toward influencing how leaders connect the company to customers and other "outsiders." They work through the metaphor of a "leadership brand," which they tell us is "the identity of the firm in the mind of the customers made real to employees because of customercentric leadership behaviors."
That quote tells you that this book will stretch your thinking about leadership development in your company. It also tells you that the authors are overanalyzing and, yes, branding the process they describe. Here's a quick chapter outline
Branding Leadership - the authors introduce their concept of Leadership Brand
There are six chapters that lay out the process in step-by-step fashion.
Creating a Leadership Brand Statement
Assessing Leaders Against the Brand - worth reading if you read nothing else
Investing in Leadership Brand
Measuring Return on Leadership Brand
Building Awareness for Leadership Brand
Preserving Leadership Brand
Implications for Personal Brand
There are two Appendices
Criteria for a Firm Brand - worth reading for an overview of things to do
Firms with Branded Leadership
HOW THIS BOOK IS DIFFERENT
Leadership Brand concentrates on leadership as a company endeavor, not as a matter of individual growth. That makes it different from most leadership books, but similar to recent books like The Leadership Pipeline.
The authors also attempt to get you to analyze your company's leadership from the outside in. This is a powerful concept and one you can use in any company.
If you start thinking about leadership development by thinking about the results that need to be produced, you will see things that you won't see with the "competency" or "trait" approach. You will also be able to identify the ways that leadership at your company needs to be different than leadership at other companies.
STRENGTHS
This is truly about leadership development in the company. It will help you develop a leadership development program or modify what you've got.
The chapter on "Assessing Leaders Against the Brand" is worth the price of the book. This chapter is filled with tools and references that will help you assess leadership and leadership development whether you use the authors' program or not.
I love leadership books that are well-researched. Because the authors describe their thinking and support their points with research, you can judge whether you agree. You can also adapt a point or suggestion more effectively to your own situation.
WARNINGS
You may have trouble reading this book from cover to cover. The prose is absolutely tortured at times.
What's here is far too programmatic to be practical taken whole. Like so many programmatic books, this one lays our multiple, detailed steps and makes it seem like you go through them, bang-bang-bang in a linear fashion.
The fact is that the kind of changes the authors are calling for require changes in multiple company systems and in the culture. It's a generational process that will take years, not months.
The concept of "Leadership Brand" may get in your way. It did for me.
I never understood how a "leadership brand" was different than the culture and values of a company. Ultimately I just substituted "culture and values" in my head every time I read "leadership brand." That seemed to work fine.
BOTTOM LINE
If you're interested in leadership development, this book should be on your shelf.
"The journey to leadership brand begins with the self."Review Date: 2008-01-25
In the Preface, Dave Ulrich and Norm Smallwood make this affirmation: "We believe that leaders matter, but leadership matters more. We have all experienced a gifted leader who engaged all of us -- our hearts, minds, and feet. Dynamic leaders enlist us in a cause, and we willingly follow their counsel. But leadership exists when an organization produces more than one to two individual leaders. Leadership matters more because it is tied not to a person but to the process of building leaders." By no means do Ulrich and Smallwood question the importance of individual leaders. On the contrary, they assert (and I agree) that one of the most important obligations of being a leader is to strengthen or at least sustain a process by which to identify, hire, develop, and then retain high-impact leaders at all levels and in all areas throughout her or his organization.
With regard to this book's title, Ulrich and Smallwood offer another affirmation: "We believe that all organizations have a leadership brand, either explicitly crafted and deployed or implicitly perceived and randomly perpetuated...[Therefore] leadership brand is the identity of the leaders throughout an organization that bridges customer expectations and employee and organizational behavior." I've noticed that in recent years, several of the same companies (e.g. Berkshire Hathaway, FedEx, GE, Johnson & Johnson, PepsiCo, Procter & Gamble, and Toyota Motor) appear on the annual lists of those Most Valuable as well as those Most Highly Admired. These exemplary companies all have high-impact leadership that consistently produces superior results. I've also noticed that the U.S. military services and their academies are also renowned for the high quality of their leadership development programs. However different these organizations are in most respects, they do share this in common: Each has devised a high-impact leadership program that is appropriate to their specific needs and objectives.
As Ulrich and Smallwood correctly point out, a brand combines an identity with a reputation among various constituencies. "Leadership brand is the identity of the firm in the in the mind of the customers, made real to employees because of customercentric leadership behaviors. In other words, leadership brand occurs when leaders' knowledge, skills, and values focus employee behavior on the factors that target the issues that customers care about." The challenge for any organization (whatever its size or nature) is to formulate a program ensuring that everyone in that organization embraces the values, gains the knowledge, and strengthens the skills needed to drive performance and build lasting value.
After briefly explaining the "what" in Chapters 1 & 2 (i.e. what leadership brand is and why it is important), Ulrich and Smallwood devote the remaining chapters to "how," answering questions such as these:
3. What is a "brand statement"?
3. How to prepare one?
4. How to assess leaders against the brand?
5. How to invest in the leadership brand?
6. How to measure its ROI?
7. How to create and then increase awareness of it?
Note: My own opinion is that creating and then increasing awareness of the leadership brand should precede measuring its ROI. That is, I would reverse the order of what are now Chapters 6 & 7.
8. How to preserve it?
9. What are the implications of a leadership brand for a personal brand?
Then in two appendices, Ulrich and Smallwood review the criteria for a firm brand and include the last of several self-diagnostics, "Diagnosis for leadership brand"). Then in the second appendix, they briefly discuss their research on the top firms for managing quality, suggesting that some function as "feeder firms" because they "feed the demands for next-generation leaders in other firms." For example, Hewlett-Packard, Johnson Controls, and Kraft. Non-profits include the Drucker Foundation, UNICEF, and the U.S. Marine Corps.
With regard to the U.S.M.C., Jon Katzenbach is quoted in a footnote to Appendix B: "Their mantra is simple and compelling and I first heard it articulated by Brig. General John Ryan (ret.) as follows: `We want all of our leaders - at every level -to focus on only two things: First, mission accomplishment; you will accomplish your mission no matter what...Second, and of equal importance, you will take care of each and every one of your Marines - let me repeat that that, you will take care of each and every Marine in your unit.' I have often thought that if all aspiring young leaders focused on these two things they could go a long way down their journey to becoming admirable leaders at whatever level they gravitate to."
I especially appreciate the provision of self-diagnostics as well as various "Tables" that organize key points within the context of a given chapter. They include Figure 3-1, "Creating a leadership brand statement" (Page 53), Figure 4-3, "Collaborative behaviors" (Page 94), Figure 7-1, (Pages 166-167), and Figure 9-1, "Creating a personal brand" (Page 212). Reader-friendly devices such as these facilitate, indeed accelerate frequent review of key points later.
Credit Dave Ulrich and Norm Smallwood with providing in a single volume just about as much information and counsel as most organizations will need to devise and implement or strengthen a process by which to produce the high-impact leaders it needs. In my opinion, becoming a "leadership brand" is only one result of that process. Moreover, everyone should be involved both as a student and as a mentor. Exemplary companies are proud of their current, hard-earned reputation as a "leadership brand" while keeping in mind that the high quality of their leaders will continue only if they constantly nourish and strengthen the process by which they are developed. For that reason, I strongly recommend that all decision-makers in a given organization read this book, then discuss it with other members of senior management. It would be a serious mistake to try to apply everything that Ulrich and Smallwood recommend but equally irresponsible to have no development process whatsoever. As they suggest when concluding their book, "the journey to leadership brand begins with the self." Bon voyage!
Those who share my high regard for this brilliant book are urged to check out Judgment co-authored by Noel Tichy and Warren Bennis, Ram Charan's Know-How and his more recent Leaders at All Levels, Roger Martin's The Opposable Mind, The New American Workplace co-authored by James O'Toole and Edward Lawler, Henry Chesbrough's Open Business Models, Frans Johansson's The Medici Effect, James Kilts's Doing What Matters, Dean Spitzer's Transforming Performance Measurement, and Enterprise Architecture As Strategy co-authored by Jeanne W. Ross, Peter Weill, and David Robertson.


Putting the "I" back in teamworkReview Date: 2009-04-20
Didn't Live Up to ExpectationsReview Date: 2008-10-02
All encompassing book for teamworkReview Date: 2008-05-13
Improving Teamwork to gain a competitive edgeReview Date: 2009-04-18
Inspiring to the extreme !Review Date: 2009-02-25
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