Organizations Books

An excellent publication for all those who have desired to implement eastern theology and the soul's path into the corporate realm, but didn't have the tools or know how. This book is revolutionary in providing the practical tools to bridge this tricky terrain.
Apply the soul's work in an "acceptable" format that won't raise the eye brows of CEOs. Execute exercises that seem sincere and truly contribute to well-functioning individuals and organizations. Review organizational and personal experiences with the new perspective of eight steps of the change journey realizing that they do exist, and how you can work with each step for the best possible outcome.
Highly effective in my work as a consultant and organizational behavioral specialist.

Guiding Change Journeys is a masterful fusion of Eastern and Western wisdom,science and mythology presented with great insight,clarity and warmth.It is full of new ideas,tools and practical applications that are guaranteed to energize and re-orient your thinking and approach to organization transformation.

Rebecca Chan Allen has written a masterful book that bridges
ancient eastern wisdom and modern western organization problems.
The book illuminates both the practical and theoretical side of some of our greatest organizational issues, and supports leaders
in playing full rich transformational roles in organization change.

Finally!... A book providing both practical guidance AND sound theoretical reference materials for change leaders and organizational effectiveness practitioners. Chan Allen's book is clearly organized, easy to use, and accessible at whatever level of conceptual depth her reader wishes to work (or to start from). Her examples are creative, original and fun to use -- in both professional and personal contexts. I highly recommend this for organization development professionals and those interested in transformation methodology.

One of the greatest challenges an author can undertake is to write a book that is both theoretically complex and strongly pragmatic. Rebecca Chan Allen has accomplished this in Guiding Change Journeys. In combining the philosophical underpinnings and conceptual bases of a wide variety of organizational change strategies with practical approaches, examples, exercises and illustrations, she skillfully supports change practitioners in integrating Eastern and Western perspectives. Through her integration of stories from mythology and concepts from organization development, new science and wisdom traditions, Chan Allen takes us on an "Archetypal change Journey" based on Jungian archetypes, which describe enduring patterns of transformation.

In a spirit of integration, the book implies throughout that successful organizational change is dependent upon individual and group psychological approaches, conceptualized within a systemic framework. The author's intention seems ultimately holistic, in that she continually addresses issues of mind/body/spirit, whether individually or organizationally.

Though the book may seem esoteric and philosophically dense at times, it carefully balances the more theoretical introductions to each chapter with a plethora of practical examples and exercises, which bring the theory to life and make the concepts infinitely usable. The overall impression is a treasure-trove of ideas. The many insights, methods and resources are offered by the author as gifts, with the invitation to "tinker and improvise" in order to adapt them to one's own needs.

In this simple offering, Chan Allen summarizes the heart of her book as a journey of discovery - which may well alter the life of the change practitioner, as well as the very nature of his or her organizational context.

Harvey McKinnon's brilliant book literally delivers what it says on the cover. If you haven't got a monthly giving proposition you're already well behind, but this book will quickly get you back in front. If you are recruiting monthly donors, Harvey's book will help you to do it better. Harvey McKinnon is acknowledged around the world as the Pope of monthly giving. 'Hidden Gold' is a readable, entertaining, informative guide to the most lucrative fundraising activity of all, after legacies (bequests). You can't afford not to have it on your bookshelf, with at least two more copies circulating among your fundraising colleagues.

Harvey McKinnon's brilliant book literally delivers what it says on the cover. If you don't already have a monthly giving proposition you're already behind, but this book will quickly get you back in front. If you do already recruit monthly donors this book can help you do it better. Harvey McKinnon is widely acknowledged as the Pope of monthly giving. 'Hidden Gold' is a readable, entertaining and informative tour of the most lucrative area of fundraising after legacies (bequests). You can't afford not to have it on your bookshelf.

THIS IS A FABULOUS RESOURCE THAT tells all. I came away convinced that monthly giving will be successful for almost any non-profit. Perhaps more importantly, if a non-profit doesn't embrace this form of giving they will be losing dollars and donors to competitors. There are many wonderful examples and probably hundreds of useful ideas. The writing style is easy to understand, often quite witty, a rarity in martketing and fundraising books, and there's a perfect balance between practical tips and creative options. One of the best fundraising books I own, and I own a lot of them. It will be considered a fundraising classic.

I have dozens of how-to books on my shelves, for fund raising and marketing communications. Maybe 6 of them are imperishably valuable: quick, sensible, well-written, and backed by lots of experience. Harvey's new book is among that chosen few. I didn't know what monthly giving programs were and I'd never heard of Harvey McKinnon before a Canadian fund raiser I met at a conference started praising Harvey to the stars. The fellow was right! This book is perfect: practical, illustrated with examples from organizations of all sizes, clearly written, wise. I don't even do monthly giving (although I have clients who might). I still loved reading this book. You won't be disappointed.

The only question you need ask yourself is: Could my nonprofit prosper if it had a monthly, assured flow of gifts? Author Harvey McKinnon -- one of the world's more successful fundraisers and a pioneer who has established successful monthly-giving programs in organizations large and small, national and local -- provides reader-friendly, step-by-step instructions to help you mine the hidden gold in monthly donations. Practical, comprehensive, with excellent examples. Everything a how-to book should be.

This book cuts through all the smoke that superintendents and principals have been giving me for years. Now, I know how to ask tough questions to make my school and school system better. This book wastes no words and is written so everyone can understand it. Cooperman may be an educator, but he talks to parents in clear language.

I sympathize with teachers and school administrators, really, I do. I know they are overworked and funds are tight and we expect a lot of them. And my son's future and (dare i say it) the future of this country is too important to just sit back and let the wheels grind on as they have.

Cooperman's book gave me strategies to make things different in my son's school. The bottom line of "How Schools Really Work" is that you have to ACT in order to make changes in your schools. I think I always knew that, but I wasn't really sure what the most effective course of action was. Cooperman's book completed the equation for me.

In easy, conversational prose, this former Commissioner of Education in NJ (during "Education Governor" Tom Kean's tenure -I have a feeling Cooperman had something to do with Kean getting that nickname!) opens the curtain and shows the inner workings of public schools; he debunks myths and offers countless practical and workable plans to help make a difference in your schools.

His caring for kids is evident, and like the former teacher that he is, Cooperman clearly wants to see his students (readers) succeed in their endeavors to change the educational system one school at a time.

If you really want to make a difference in your child's education, I highly recommend this book.

Knowing what was going on in my children's school was difficult. I kept getting the run around by the principal. No more! How Schools Really Work was a miracle for me. I know what should be happening and what is happening. A most helpful book if you want to improve schools. A step by step manual for parents and anyone who wants dramatically better schools

LOTS of practical advice on how to shake things up and get results in your children's schools. A real "how to" book for getting the most out of a public school experience. No quick fixes, although you can pick and choose suggestions as needed. And anyway, aren't your kids worth it?

The absolute best book I've ever owned on how public schools and public school officials operate. This is a must read for anyone interested in helping improve public education - whether it's for your own children or all the children in your community. Saul Cooperman, former Commissioner of Education in New Jersey, has done the lay person a huge favor by writing this book. It's simple and honest. I've taught public school, I've been a newspaper education reporter, I have children in public school, and I'm an elected member of a School Board in Virginia. This is THE book on understanding and coexisting with the public schools. Buy it now!

This stimulating work consists of nineteen insightful and engrossing essays that convey perspectives on the emerging forms of strategy and organization in the information age, focusing on knowledge as the competitive advantage. The contributors present thinking that is truly big picture, regarding the shape of today's and tomorrow's enterprises in a world that is changing at an exponentially increasing rate. This work delves into the new and emerging realities of the internal enterprise, corporate cooperation, and leveraging knowledge. In many cases the contributors talk about the experiences of their own organization; an enlightening and enlivening approach to gaining an understanding of this new, networked world driven by knowledge-the infinite resource. An enjoyable and informative collection of thoughtful writings. Reviewed by Gerry Stern, founder, hrconsultant.com and Stern & Associates.

There are far too many books out there that focus on 'knowledge' as if it existed in a vacuum. These tend to be one person's opinion; a single 'flavor of the month,' if you will. This collection of essays explores the impact that the free sharing of information will have: changes in management, changes in employee relations, changes in the free enterprise system itself. As an unforeseen bonus, a very few of the articles are now a bit dated (the "Information Superhighway" article by the CEO of Bell Atlantic was doomed to be old as it was penned), a fact that only reinforces the tremedous speed of change many of the essayists speak to. The many references provide one the ability to more deeply research a particular area.

William E. Halal, editor, writes, "This book brings together the views of prominent leaders in the trenches of the Information Revolution to examine the revolutionary new principles for managing knowledge. Here's a quick overview of these confusing but exciting management heresies.

Principle 1: 'Complexity Is Managed Through Freedom': Success is no longer achieved by planning and control-but through entrepreneurial freedom among people at the bottom.

Principle 2: 'Cooperation Is Economically Efficient': Economic strength does not come from power and firmness-but out of the cooperative flow of information within a corporate community.

Principle 3: 'Progress Is Guided by Knowledge and Spirit': Abundance is not the result of material riches-but of understanding the subtle workings of an infinitely complex world.

There are the new laws governing institutions today, the economic imperatives that determine who succeeds and who fails, the keys to pioneering an unexplored frontier of boundless knowledge-The Infinite Resource" (from the Introduction).

In this context, Halal organizes this invaluable collection into three parts that each focuses on the principles outlined as below:

1. Halal writes, "Part I shows that today's hierarchical structures are being replaced by an emerging foundation of management based on enterprise. The complexity of a knowledge era has made our old command-and-control systems obsolete, and so entrepreneurial freedom is now crucial, not only in economic systems but also to permit free enterprise in organizational systems." Thus, authors of this part, S.Goldsmith, R.L.Ackoff, J.P.Starr, W.Gable, and M.Lehrer mainly focus on decentralized structures, self-supporting units, entrepreneurial freedom, internal competition, and accountability to clients.

2. Halal writes, "Part II illustrates how entrepreneurial organizations must also use cooperation to form collaborative communities. Knowledge differs from physical resources because it increases when shared, making collaborative working relations productive not only in strategic alliances but between buyer and seller, employee and employer, business and goverment, and other stakeholders." Thus, authors of this part, G.H.Taylor, R.E.Miles, J.Lipnack and J.Stamps, T.Holbrooke, and R.Oklewize mainly focus on virtues of teamwork, networking among internal units, shared knowledge, spherical organization, collaborative alliances, and corporate communities.

3. Halal writes, "Part III descibes the intelligent infrastructures now being built to guide this corporate community in creating powerful forms of knowledge." Thus, authors of this part, R.W.Smith, D.Walters, M.Malone, G. and E.Pinchot, R.Kuperman, and W.A.Owens mainly focus on global information networks, free flow of information, knowledge society, employee training, virtual organizations, strategic direction, and vision.

Finally, Halal writes that "the message my colleagues and I want to stress is that the world is entering such an uncharted new frontier, an epoch so fundamentally different that the old rules no longer apply. The conventional wisdom of the past must be replaced by concepts that conform with the new realities of infinite knowledge:

* Order can be best achieved-not through control and planning-but through entrepreneurial freedom.

* Strength comes-not out of power and firmness-but through cooperative community.

* Abundance flows out of-not material riches-but a subtle frontier of boundless understanding, meaning, and spirit."

Strongly recommended.

There are far too many books out there that focus on 'knowledge' as if it existed in a vacuum. These tend to be one person's opinion; a single 'flavor of the month,' if you will. This collection of essays explores the impact that the free sharing of information will have: changes in management, changes in employee relations, changes in the free enterprise system itself. As an unforeseen bonus, a very few of the articles are now a bit dated (the "Information Superhighway" article by the CEO of Bell Atlantic was doomed to be old as it was penned), a fact that only reinforces the tremedous speed of change many of the essayists speak to. The many references provide one the ability to more deeply research a particular area.

Dr. William E. Halal is a George Washington Universitybusiness school professor and expert on the Knowledge Economy. In arecent GWU conference, "Creating the New Organization," he brought together 17 representatives the public and private sectors to address how information technology has transformed their worlds, creating unprecedented challenges and opportunities. Their insights are shared directly with readers in this extraordinary and concise volume. "The Infinite Resource" refers to knowledge itself. Unlike raw materials, knowledge is inexhaustible: "the more you dispense, the more you generate," writes Dr. Halal. The marginal cost of duplicating knowledge is trivial and its value increases when shared. Halal writes: "Knowledge is the most strategic asset in enterprise, the source of all creativity, innovation, and economic value." That, in itself, is nothing new. Knowledge was no less "strategic" when mankind communicated via cave paintings. What has revolutionized knowledge over the past 15 years or so, however, has been extraordinary advances ["32 orders of magnitude"] in information technology. I can share my thoughts on this book with the world with the click of a mouse. And the world can return to my e-mailbox with critiques of my opinion. We now may draw "silicon paintings" for the enjoyment of audiences of 6 billion who never could have fit into those caves. Some bullet points serve to highlight the advances of the information technology age: + IBM itself once predicted market demand for computers to be 55. Worldwide. As of 1997, there were 1 billion computers in operation on planet earth. + In 1977, 50,000 computers existed in the entire world. In 1997, 50,000+ personal computers are sold every 10 hours. + Soon, 1 billion transistors will fit on a single chip: the entire computing power of NASA's Apollo Space Program will fit in a wristwatch.

It was, then, inevitable that the extraordinary advances in - and ubiquitous distribution of - information technology would in turn revolutionize the workplace. Dr. Halal breaks the presentations of his conferees into three sections: 1.) Creating the Internal Enterprise System; 2.) Forming a Network of Cooperative Alliances; 3.) Leveraging Knowledge with an Intelligent Infrastructure. The innumerable insights offered by Dr. Halal and his conferees would never fit in this review. Suffice it to say that the most successful organizations today long ago recognized that information technology created opportunities to broadly disseminate organizational information on the one hand and the more elusive [and hence invaluable] "tacit" or personal knowledge of their employees throughout their organizations, conferring upon all employees the ability to leverage all available organizational knowledge into innovations benefiting the organization, its employees, and its consumers. This leads the trend toward cutting-edge "mass customization." But it does not stop there. No sooner did organizations realize that they could unleash the power of knowledge internally than some recognized that the sharing of knowledge could greatly enhance relationships with customers, suppliers, and, yes, competitors which could be leveraged via coopetition - strategic alliances established to meet particular needs of individual clients at any one point in time. For decades, the rise of technology has created nightmarish visions of "1984" and HAL of "2001." Ironically, and perhaps - at first - counterintuitively, advances in information technology, by enhancing access of anyone in any organization with anyone else, anywhere, will make trust all the more important in public and private enterprises alike. Several conferees address the critical importance of disseminating all available information to employees to encourage innovation because, in fact, "the innovation cycle is now shorter than the planning cycle as customers are moving faster than companies' ability to manage." In short, if you cannot entrust your employees with your most sensitive information, you will be overtaken by another company that can. Another conferee notes: "Technology alone is inert. Trust develops and relationships crystallize in interactions over time and in moments of crisis. No trust without real relationships. No network without trust." It might, therefore, be one of the greatest ironies of the coming Knowledge Economy that technology will "re-personalize" relationships in the workplace while allowing all workers increased opportunities to make their own measurable [and thus rewardable] contributions to their organizations and alliances. Technology, as a tool, will free organizations and their employees from the more mundane business and governmental functions of measurement to engage their minds, individually and collectively, on an infinite course of creativity and innovation. Some provocative closing thoughts from this excellent book include the following insights from leaders of our continuing Knowledge Revolution: Bill Gates: "Two years is as far as long-term planning should go; anything beyond that is long-range dreaming..." General Electric: "The only way to be more competitive is to engage every mind in the organization." Ad agency Chiat Day: "Develop the ability to change faster than your competition or fail..." Dr. Halal: "The perfect company today is almost structureless. All that holds it together is its culture.

I cannot more highly recommend The Infinite Resource to all who are interested in understanding the enormous challenges, opportunities, and rewards - both personal and professional - to be realized as the Knowledge Economy reshapes our world.

Devane does it again! Co-author of the popular: "The Change Handbook"; he now provides us with a roadmap of breakthrough thinking in the areas of Lean Six Sigma and High Performance Organizations!
From the opening lines in the Preview we are invited into examining the crisis of improvement programs that face organizations today. The story concludes having introduced the reader into a unique journey examining the combinations and possibilities of these methods and what is fundamentally required of leadership. This book is masterfully written offering a balanced blend of theory, practicality and insightful breakthroughs, cracking the puzzle of achieving sustainable organizational results. The skilled OD practitioner will readily see the author's depth of expertise and scholarship displayed in the fields of change and leadership. He comfortably ties together the soft and hard skills necessary to accomplish what so many efforts fail to achieve and overlook in their improvement programs.
His main divisions of the book entitled, Practical Foundations and Pragmatic Practice, allow the novice to understand their working intentions and how to effectively apply them. The seasoned person will be able to jump in where they are most comfortable. His creative literary style, with a liberal combination of tables, charts, exhibits, figures, and war stories makes reading a pleasure and captures your attention. The repetitive structure within the Leader's Guide includes activity maps, leader to do lists, tool applications and pragmatic tips, allowing the reader to develop a rhythm in learning the principles and applications being discussed. The generous glossary and reference materials will greatly assist in allowing you to deepen your understanding or expand your resources in the field.
In addition, the book's companion website, www.LeanSixSigmaHPO.com, provides helpful supporting information for leaders serious about simultaneously addressing technical tool deployment and cultural aspects of large-scale process improvement efforts.

Most books I've seen on the topics of Lean, Six Sigma, and culture change suggest a one-size-fits all approach that is detailed by the author(s) in their specific book. Usually they are plugging one methodology that supposedly has universal application across all industries and all sized companies. Not so with this book.

This book, written for leaders, provides a succinct array of principles, general approach templates, and common traps for each stage of an improvement process. Rather than advocating detailed, sequential steps to take, the book offers up proven best practices and a general flow that leaders may, or may not apply based on their specific organizational circumstances. Another book I highly recommend that offers alternative approaches to improvement is Peter Pande's book What Is Six Sigma? A fixed, rigid improvement approach that is not customized to accommodate an organization's unique characteristics is doomed to expensive failure, and these two books get that concept.

Many books present the hard tools of Six Sigma. Many books present how to do change manageemnt, or the "soft side" of continuous improvement projects. This is the first book I've seen that provides leaders with a clear set of principles and a general approach for integrating hard and soft aspects of Six Sigma to achieve dramatic, sustainable results. The first third of the book presents concepts on Lean, Six Sigma, and High Performance Organizations. The final two-thirds of the book is organized according to the implementation stages of an enterprise-wide Six Sigma project. For each stage the book provides pragmatic tips on topics such as stage outputs, common traps, key large goup meetings, leader "To Do" checklists, counterintuitive elements, and leadership tools. In addition to the book's comprehensive coverage of leadership issues for large-scale process improvement, there's also an extensive reference section in the back that points leaders to other books and web-sites containing valuable leadership tips.

Readers should be aware that this book does not delve into detailed statistical tools that improvement teams use. Rather, the book focuses on leadership aspects so I would recommend another book like one of Breyfogle's for people interested in "hard tools" of Six Sigma.

I was pleased to find a leadership book for Lean Six Sigma that addresses both manufacturing and transactional improvement so I didn't have to buy two different leadership books as is necessary with detailed improvement tools for each. With shop floor and office examples from widely diverse industries like electronics assembly, pharmaceutical, retailing, environmental services, government, and financial services, this book presents ideas on how to lead the improvement of all kinds of processes. I was a bit surprised to see that many of the cases from other industries had direct applicability to my industry. I found the detailed advice on setting up an executive committee that meets regularly to evaluate the progress of all improvement projects to be especially useful. And by providing sample questions that executives can ask, the book helps executives ensure that improvement teams are proceeding in the right direction without having executives engaged in micro-managing.

This book is chockfull of golden advice nuggets for leaders of big changes in organizations. It shows how integrating the disciplines of Lean Manufacturing, Six Sigma, and High-Performance Organizations can provide a robust combination of quick short-term wins, significant long-term wins based on rigourous data collection and analysis, and sustainable gains based on increased employee motivation. I found the Leadership Checklists that were provided for each of the book's 5 phases of an improvement effort to be particularly helpful. The book provides an excellent reference for busy leaders as its organization, indexing, and exhibit list make it easy to quickly find specific topics of interest.

The key concept of this book is that every organization could evolve trough several status. There is no a suggested preeferred status. Winning organisations are those which could find the right 'alignment' between market needs and behaviours and the internal organization. The evolution of the organization is only driven by the market change. The book focus on transitions between these different stages, analysing the impact of these changes through the entire Value Chain. Invented Here is a milestone for those people which needs to manage transition also in a turbulent environment. It helps managers to think about the actual company positioning and to build a framework helping to identify market changes and relevant organizational needed impact. Simply great!

The importance of organization design on the success of a business, be it that of a service company or a product supplier, is often underestimated. Strategy alone is not enough.

The great value of this book lies in 3 areas :

i) Use of illustrating failure as well as success - better to learn from someone else's mistakes so that you can, hopefully, avoid them.

ii) Identifying in meaningful terms where to position your organisation for your product/service e.g. if you need a great mass production machine, that is how you should organize; when your customers need more, don't hide from it - just do it well.

iii) The style is refreshingly alive. You feel you can relate to real people solving real problems. Too often, books like this feel like they belong only in libraries - this one offers genuinely practical insight. It's up to you to apply it.

If I have one (minor) criticism, it is the title. Don't let it mislead you. This book is a very helpful guide to many aspects of organizational design and a better title, in my opinion, would be something like:- "Optimizing Your Organization For Your Customers"

A well written book to help you understand how to develop your company's business along the "right path"to deliver higher customer value. The format and language of the book make it a joy to read. The concrete examples from both service and product industries are very useful.

Too many managers look to external consultants to provide the keys to their organization's success. Was it quality circles, TQM, or re-engineering you last tried as a way to rejuventate your struggling organzation? Victor and Boynton suggest you save your money and focus within. Their logical process of analysis and implementation will help your firm on the "right path" to organizational success.

The process demands that firms think clearly and carefully about who they are and what business they are in compared to what their customers really want. This analysis helps a firm determine if it should compete on the basis of novelty, commodity, quality, or precision. The choice made suggests that craft work, mass production, process enhancement, or mass customization provides the best strategy to meet those customer demands. Achieving these strategies can only occur as a firm moves from craft work, through mass production and process enhancement to mass customization via the "right path."

In an engaging combination of personal insight and case examples, the authors lead the reader along the "path." They offer numerous stories of organizations around the world that have followed this "path" to organizational success.

Don't let the reletive brevity of their effort mislead you. The ideas they propose should force the thoughful manager into careful and thoughful consideration of the firm's current structure, products, and processes. If the analysis suggests that changes are warranted, then Victor and Boynton's guidebook along the "right path" will prove well worth the initial investment.

A thoughtful, creative tour de force in a field littered with lightweight, feel-good competitors. Enjoy!

This book reveals how to use knowledge residing in the company to transform organization and manage growth. It presents a model of organizational learning and development with four steps: craft, mass production, process enhancement, and mass customization. It explores the leveraging of four associated types of knowledge and presents a learning system for developing organizational knowledge. Provides important insights the learning organization.

Hesselbein and Cohen have assembled and brilliantly edited "enduring insights on leadership" from the Drucker Foundation's award-winning journal. What a superb selection of essays they offer! The Introduction by Hesselbein (all by itself) is well worth the cost of the book. As for the 37 individual essays, they are organized within seven Parts:

I. On Leaders and Leadership (eg Peter Drucker, Max DePree, and Herb Kelleher)

II. Leading Innovation and Transformation (eg Peter M. Senge, John P. Kotter, and Douglas K. Smith)

III. Leadership in the New Information Economy (eg Esther Dyson, Margaret Wheatley, and Kevin Kelly)

IV. Competitive Strategy in a Global Economy (eg Rosabeth Moss Kanter, Ann Winblad, and Keniche Ohmae)

V. Leading for High Performance (eg Steven R. Covey, Jim Collins, and Noel Tichy)

VI. Building Great Teams (eg Warren Bennis, Jon R. Katzenbach, and J. Richard Hackman)

VII. Leadership Across the Sectors (eg John W. Gardner, Regina Hetzlinger, and James E. Austin)

I know of no other single volume in which so many great business thinkers are represented by so many of their landmark essays. The editors are to be commended for the selections; also for the structure within which those selections are organized. This is "must reading" for leaders and, especially, for whose who aspire to be leaders.

"People both in this country and around the world also have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "this hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I partially summarized only five of the thirty-seven essays written by thirty-seven talented thinkers.

I. Peter F. Drucker writes: "the three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations:

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnership require devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. John P. Kotter argues: "No organization today-large or small, local or global-is immune to change. To cope with new technological, competitive, and demographic forces, leaders in every sector have sought to alter fundamentally the way their organizations do business. These change efforts have paraded under many banners-total quality management, reengineering, restructuring, mergers and acquisitions, turnarounds. Yet according to most assessments, few of these efforts accomplish their goals. Fewer than fifteen of the one hundred or more companies I have studied have successfully transformed themselves." Hence, he lists eight critical steps to transform your organization:

1. Establish a sense of urgency.

2. Form a powerful guiding coalition.

3. Create a vision.

4. Communicate the vision.

5. Empower others to act on the vision.

6. Plan for and create short-term wins.

7. Consolidate improvements and produce still more change.

8. Institutionalize new approaches.

IV. Warren Bennis argues: "I believe that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Group is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

V. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

Mistake 1. Use a team for work that is better done by individuals.

Mistake 2. Call the performing unit a team but really manage members as individuals.

Mistake 3. Fall off the authority balance team.

Mistake 4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

Mistake 5. Specify challenging team objectives, but skimp on organizational supports.

Mistake 6. Assume that members already have all the skills they need to work well as a team.

I highly recommend this excellent collection as a whole.

This is a collection of outstanding contributions from the Journal of the Drucker Foundation, by leaders and thinkers. Key sections focus on: leaders and leadership; leading innovation and transformation; leadership in the new information economy; competitive strategy in a global economy; leading for high performance; and building great teams.

A few of the contributors include: Peter Drucker, Charles Handy, John Kotter, Rosabeth Moss Kanter, Steven Kerr, Noel Tichy, Stephen Covey, Warren Bennis and Peter Senge. This book offers an enormous amount of rich content. Recommended. Reviewed by Yvette Borcia, Managing Partner, Stern & Associates, co-author of Stern's Sourcefinder: The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and Stern's Compensation and Benefits SourceFinder.

"People in both in this country and around the world have an enormous hunger for ideas; that's why three years ago the Drucker Foundation launched 'Leader to Leader', a journal of ideas by leaders for leaders."Frances Hesselbein writes, "This hunger among millions of working executives demonstrates their concern for the future and a commitment to make a difference. The incisive thinkers and remarkable leaders who have contributed to the journal and to this book open doors, spark ideas, raise signal flags, and help satisfy that universal hunger."

In this context, I summarized partially only four of the thirty-seven essays written by talented thinkers as follows:

I. Peter F. Drucker writes: "The three people from whom I learned the most in my work were all very different. The first two were exceptionally demanding; the third was exceptionally brillant. All three taught me a lot...Five lessons I learned from those remarkable men still apply today:

1. Treat people differently, based on their strengths.

2. Set high standards, but give people the freedom and responsibility to do their job.

3. Performance review must be honest, exacting, and an integral part of the job.

4. People learn the most when teaching others.

5. Effective leaders earn respect-but they don't need to be liked.

II. Doris Kearns Goodwin lists ten lessons from the stories of Lyndon Johnson, John Kennedy, and Franklin Roosevelt for leaders of today's organizations.

1. Timing is (almost) everything.

2. Anything is possible if you share the glory.

3. Trust, once broken, is seldom restored.

4. Leadership is about building connections.

5. Leaders learn from their mistakes.

6. Confidence-not just in oneself-counts.

7. Effective partnerships reqire devotion to one's partners.

8. Renewal comes from many sources.

9. Leaders must be talent brokers.

10. Language is one's most powerful tool.

III. Warren Bennis argues: "I belive that behind every Great Man is a Great Group, an effective partnership. And making up every Great Group is a unique construct of strong, often eccentric individuals. So the question for organizations is, How do you get talented, self-absorbed, often arrogant, incredibly bright people to work together?" And he suggests ten principles common to all Great Groups:

1. At the heart of every Great Groups is a shared dream.

2. They manage conflict by abandoning individual egos to the pursuit of the dream.

3. They are protected from the "suits".

4. They have a real or invented enemy.

5. They view themselves as winning underdogs.

6. Members pay a personal price.

7. Great Groups make strong leaders.

8. Great Groups are the product of meticulous recruiting.

9. Great Groups are usually young.

10. Real artists ship.

IV. J. Richard Hackman identifies a number of mistakes that managers make in setting up and leading work teams.

1. Use a team for work that is better done by individuals.

2. Call the performing unit a team but really manage members as individuals.

3. Fall off the authority balance team.

4. Dismantle existing organizational structures so that teams will be fully empowered to accomplish the work.

5. Specify challenging team objectives, but skimp on organizational supports.

6. Assume that members already have all the skills they need to work well as a team.

Not only these essays, but all of the book as a whole is strongly recommended.

The Leader to Leader magazine, from The Drucker Foundation, is consistently one of the best magazines for insightful leadership thinking. Now the 'best of the best' has been gathered for this handbook. Harvard Business School Professor John Kotter's insight into the four most common mistakes that cause change efforts to fail are superb and right on the money -- and his chapter is just one of thirty-seven. I wish this book had been available when I started my leadership journey many years ago! Whether you are just beginning your leadership journey or you are well on your way to becoming a SmartLeader, this book is a resource that you will benefit from today and in the days ahead.

This lovely, charming book gives us the life of St. Benedict in the format used by ancient biographers to tell the life of a saint. Each chapter is a small story, an episode in his life, that has a lesson for us embedded into it. And like all ancient saint biographies, there is an air of "magical realism" in that whether or not the miracle actually happened as recorded doesn't really matter. A lesson is imparted to us that holds a higher truth. It is strange that this man, Benedict, who lived 1500 years ago can seem so contemporary in ways. His rule of life has certainly remained meaningful and is lived by many people today, both monastics and lay people. The author well describes Benedict's sense of spiritual and psychological balance, his kindness, and gifts as a spiritual father. I recommend this fine book to anyone who practices lectio, or just wants to learn more about Benedict.

Butcher describes Benedict's Rule, writing, "Its honest voice and kind simplicity draw the reader in completely." However, this does not only describe Benedict's Rule, but also characterizes Carmen Butcher's book, Man of Blessing. I thoroughly enjoyed every word, right down to the appendix where Butcher summarizes the 73 chapters of the Rule. She makes this ancient text accessible to anyone lucky enough to pick up her book. Butcher's investigation into who Benedict was and how he got that way is intriguing and enlightening. The constant delving into word history brings us closer to the heart of Benedict and the words he would have used to communicate with those he loved: his followers and his Leader. By defining Benedict's rule as "...a spiritual guide designed- not for mystics or superhumans- but for the average person wanting to commune with God and enjoy a more meaningful life," Butcher gives a picture of Benedict's Rule, while at the same time defining her own book as well.

As a Catholic law student currently taking a course on Western Legal Tradition, I found this book to provide a wonderful supplement to my course. St. Benedict's compilation of the Rule is an admirable life endeavor and an incredible process of perfecting "laws" applicable to living a faith-filled life. His life story written with an eye to the academic reader, as well as those readers seeking knowledge of his life given our current Pope's namesake, is an easy, informative, and inspirational read.

MAN OF BLESSING is a delightful account of the inspiring life of St. Benedict. Carmen Butcher's gift for language and love for etymology shine through this book and make it both enjoyable and informative. The dramatic story of the transformation of Benedict from the humble hermit of Subiaco to the gentle abbot of Monte Cassino offers a unique glimpse into the often secluded world of Benedictine monastic orders. This book also details the context in which Benedict develops his continuously refined "Rule", which becomes the definitive guidebook for future monastic societies. The value of charity, humility, and poverty personified in this saint of old, still has relevance today. Once again one is reminded that less is always more in the Kingdom of God, and that there is no limit to what God can do with a life that is totally yielded to Him. The impact of such a man of blessing truly is incalculable. Butcher makes this quiet figure of history sing praises once more!!

"Benedict's life was a series of risings in the dark." This
is the opening sentence of the Introduction, and it sets the
stage for all the risings we will read about regarding this
amazing saint.

Carmen Acevedo Butcher has written a book that vividly portrays
a man born about 480 AD. whose life was about rising above many
different kinds of challenges in his world and whose RULE
was to become the foundation of Western monasticism as well
as a spiritual guide for believers.

About half-way through the book is the best lesson of
Benedict's rule: "There is always more to learn. We are all
always beginners. Kindness is never complete." (A summary
of Benedict's RULE is in Appendix A.)

MAN OF BLESSING is full of information told in an engaging way. At the end of the book I felt I had spent time in the
presence of this saint--and that the time was well-spent.

Dr. Butcher's writing style is inviting and her expertise in the
Middle Ages makes MAN OF BLESSING an interesting and
informative read.

MacArthur's plan for the "church" is extremely sound. His preceptions are based on origional language of the Bible and will work for anyone committed to establishing a God honoring body of believers.

John MacArthur has done an excellent job explaining from the Scriptures the plan that God has ordained for the local church. He teaches what the Bible says about elders, deacons, women's roles, church discipline, preaching, etc. Very scholarly without being dry. Excellent exegesis.

Although the "Master's Plan for the Church" (MPftC) came out before "Ashamed of the Gospel" (AotG), I recommend reading AotG before MPftC. AotG presents a broader base for what problems exist (e.g., watering down the gospel) and why they exist. MPftC is more of a practical application -- now that AotG has shown what to avoid, MPftC shows a better way to implement things in your church. Our denomination (CRC - Christian Reformed Church) has most of those things in place and does a pretty good job of staying true to how a church should be run. MPftC helps keep our minds in line with doing the right things and not just things because "we've always done it that way". Most of the chapters and appendixes are taken from sermons at the author's church. The format is easy to read and well organized. The appendixes fill the final one-third of the book and are required reading. I recommend getting both books for your church library (we have AotG and probably will get MPftC soon).

Very thorough and to the point in so many aspects of the church. From backing up why a plurality of elders to church discipline. A very good read that will point the reader of what God truly wants from His church based on the biblical model set forth in the New Testament. I extremely liked the area describing the elder; his qualifications and disqualifications based on what the Greek text provides.

In the back of the book in the appendixes he then tackles questions regarding different aspects of the church, such as major questions regarding elders and deacons. He defends many topics including having one of the elders being the lead (teaching pastor) to why the elders can, but not as a rule, be paid.

I would recommend this to anyone wanting to reconfirm what the Bible teaches on the church and not our traditions passed on generation upon generation. Very big help!

To many churches focus on entertainment and people pleaser messages as their means of increasing their numbers. Churches forget that it is not our job to grow the church, that is Jesus' job. This book does not waste time going into concepts and strategies that will increase the size of the church. But instead focuses on what the Biblical structure is for the body of Christ. John MacArthur does not focus on how to increase the width of the church, but the depth. There is not a single church in the Bible ever commended for it's size. Excellent Book !

It's all been said - and better than I could.

Mal Warwick is simply the best results-oriented writer in the field of nonprofit fundraising today!

The genuis behind Mal Warwick's incredible success lies in his ability to marry tried and true marketing techniques with the oftentimes straightlaced field of nonprofit development. You simply can't go wrong with his approach.

Today we are inundated with so many ads and appeals by unknown non-profits (usually on the phone during dinner time), that it is remarkable that any fund raising efforts are successful.

This book, written by a professional fund raiser and head of his own fundraising and marketing agency since 1979, gives several examples fund raising efforts that have not only been profitable, but have raised large amounts of money from relatively few doners.

The book is a combination of tutorial with descriptions of various campaigns that have been successful. The techniques of raising high dollar amounts from few contributors requires a different mind set, different techniques than the standard #10 envelope, bulk rate, and mass mailings. Instead the appeal package is usually more expensive ($5 each - no not a typo), and the mailing list is very selective.

Not every organization is ready, or even capable of raising money in these kinds of appeals. But when the right appeal is made to the right audience, the rewards can be great.

This book was a little shocking, to be honest. I raise money through the mail practically every day, but this book lays out a completely different approach that I am definitely going to try. It takes a lot more work, and I think it should only be used for very special programs, but it sounds like the high-dollar approach promoted in this book could work for just about any organization.
The book, unlike most fundraising books, is very easy to digest and written in a breezy style that makes it easy to get through. You can finish it in one sitting, easily. There are a lot of illustrated ideas from successful campaigns, and the author makes it sound easy. It's not, I don't think, but the book certainly encourages you to try.

As someone who has been raising money for many years, I was dubious that this book would tell me something I didn't already know. I was right and wrong. Much of what Mal says in his latest book on fundraising is not new to fundraising professionals. BUT, the book presents everything you know in a new and useful way that is focused on high dollar fundraising. It is well written, easy to follow, and provides great examples and techniques that will challenge even the long-time fundraising professionals to rethink their fundraising programs. I'm making it madatory reading for my fundraising staff!

Fundraising is an art and a science, and Mal Warwick is a master of both. Warwick has been helping non-profit organizations, charities and political parties raise, collectively, billions of dollars for more than 40 years. As Founder and Chairman of Mal Warwick & Associates, in Berkeley, California, Warwick helps clients raise money by mail and, through his other companies, by phone and the internet. He has authored 17 books on fundraising, and his most recent, The Mercifully Brief, Real World Guide to . . . Raising $1000 Gifts by Mail gives up the secret he has known since he started his company in 1979: charities can raise
gifts of $1000 or more through the mail.

Warwick stresses his methods are different than those of typical direct mail fundraising. High-dollar donors, as Warwick calls them, are well-educated, wealthy, rational thinkers who want to invest in solutions. Warwick has crafted direct mail packages for them that are masterfully written, with personalized proposals akin to those used in major gift fundraising. He invites donors to invest at a level that's higher than their previous gifts, in special projects that will have a significant impact on advancing the charity's mission.

He insists that charities, in turn, must do their part in adequately acknowledging, informing and engaging the donor in the cause. This special treatment and the initial higher investment in the smaller print runs of more specialized direct mail packages and information pieces pays off, big time, according to Warwick's results. The effort creates long-term, loyal donors, who will be ready and willing to make more generous major gifts and planned gifts in the future.

Raising $1000 Gifts by Mail is indeed mercifully brief - and non-technical. It is a must-read for fundraisers who know their donors deserve more than the standard ask that arrives in the mailbox. Warwick has done philanthropy and the charitable sector a great service by sharing the art and science of high-dollar fundraising my mail.