Organizations Books

Ken Jennings and John Stahl-Wert utilize a short story format to teach the attributes of leadership. In a consultant's interviews with community leaders revitalizing the inner city, the attributes of true-to-life leadership are demonstrated by action in the narrative.

They highlight the astonishing truth that the best leaders' focus upon building up the people around them, that no man is great on his own.

This very readable leadership 'story' - thankfully light on matrices or charts -draws out more purposeful insights than most books on the topic.

These guys have done a great job with what I call semi-fiction. Following the journal of a consultant as he reconnects with his father and learns the lessons of being a serving leader. This book goes further than Collins' Level 5 leadership and takes you into 5 practical pathways for becoming a serving leader. Excellent read.

A very well written, thoughtful and practical book that courageously tackles the challenge that all successful leaders ask themselves at some point in their careers- "OK so I have made a big impact on the numbers- and achieved my goals- but why do I still not feel satisfied?" The authors correctly point out that it is all about what you give to others- and not just to impact top or bottom lines in business- but also to impact the communities around us. Those who have not really dug into what a Servant Leader is- and does- may well have their exising paradigms upended. Servant leadership is NOT about being spineless or too nice- it IS about setting a very high standard and holding people accountable- but also caring about and investing in them to help them to hit and surpass this high mark. Having been a keen student of leadership over the past 20 years, I have seen trends and fads come and go and many leaders rise and fall. What I like best about The Serving Leader is that its principles are timeless and fad-proof. One will never go wrong being the type of Servant Leader described in this book- and they may become the leader who has the type of impact that they never dreamed big enough to conceive. A great read!

This book is truly exceptional for anyone who wants to be able to truly understand the heart of servant leadership. If you are ever able to meet Dr. Stahl-Wert, you will understand that he does not just write about it and talk about it, he lives it in his own personal and professional life which makes the book even more real. Do not read this book unless you are ready and willing to commit to the call to servant leadership and what it can mean for you and your organization.

Jennings and Stahl-Wert know what they're talking about. Unlike many "leadership experts," this book rings absolutely true. A very moving, honest, hopeful story that helped me a lot. Thank you for getting to the deeper heart of leadership.

Very interesting book to read. Not always easy, but idea behind it is pretty clear. In order to create healthy working environment managers have to encourage curiousity and cooperation accross organization. That in turn will generate discovery process that will lead to innovation. More people get included in the process, outcome is teamwork where everyone gets valued and recognized. In such environment, teams become successful and people in general work together better. Relationships are meaningful, throughput greater and overall happiness is inevitable.

This book is a thorough investigation and synthesis of the best thinking on leadership. Judith Glaser's new and fresh perspective helps leaders see how to create leaders, not followers. It should be read by anyone who aspires to or attains a leadership position.

Author Judith E. Glaser has helped numerous organizations large and small to change and deal with challenges. She tells stories about real organizations and managers and how they worked through their challenges. While the stories provide a learning tool, changing organizational beliefs and attitudes isn't quick and easy. Therefore, Glaser — even with her background — can't provide fast solutions to convert an organization from I to WE.

Instead, the author shows the difference between I-thinking and WE-thinking and provides tools for leaders to use while working toward WE-thinking and changing the organization's culture. It takes time, patience, and practice to make a change.

Judith E. Glaser's life turned upside down when she fought and won a battle with cancer. Her husband, president of a pharmaceutical company working on a cure for cancer, worked with the idea of reminding cells how to be normal, which in turn makes them healthy. Her battle, her work, and her husband's work led her to discover that cancer cells and toxic organizations have much in common. "Healthy cells" and "healthy organizations" succeed when they work together as a whole instead of separately.

Creating We consists of three elements for changing organizations from I-thinking to WE-thinking. "Believing WE" is about changing attitudes and beliefs in organizations and how employees should behave. "Learning WE" is about getting rid of old beliefs like the manager is in charge and that employees shouldn't speak up and adapting a healthy exchange of ideas between managers and employees. "Becoming WE" means changing the thinking and responding from I to WE.

The book provides many questions for managers to ask and explore as they go through their "I to WE" journey. Don't expect a speedy and painless adventure as the book covers a lot of material. Adopting "WE" means changing your way of thinking, conversing, and behaving. Companies that transform their cultures from "I" to "WE" experience side effects of innovation, cooperation, open conversations, and overall good health.

Executives and managers who study and reference the book's concepts, questions, and adopt the "WE-centric" thinking and philosophy will help their companies get the most out of every employee and enjoy success.

Author and management consultant Judith E. Glaser helps organizations deal with change and challenges. She describes real companies and managers, and tells stories of how they worked through the issues that confronted them. While her narratives are instructive, albeit peppered with "I" and "WE" jargon, the process of changing organizational beliefs and attitudes isn't quick or easy. Therefore, even Glaser - with her expert background - can't provide any fast ways to convert an organization from "I-centric" attitudes to "WE-centric" attitudes. Instead, she shows the difference between I-thinking and WE-thinking, and provides tools that leaders can use to instill a WE-oriented corporate ethos. Although changing an organization's culture is a matter of great patience, we believe that managers who study this book's concepts will be able to boost their companies' productivity, adaptability and internal cooperation - over time.

Judith has been the catalyst for transformational success for an impressive resume of clients but her writing style clearly reflects the thoughts of a person who has not elevated herself above the common person. I could not put this book down and was compelled to finish reading it over one weekend. To me personally, this is a book about understanding that organizations are made up of people and people are about relationships. Creating WE... reminds us that the language we use shapes our thoughts, feelings, and actions. Judith's message is unmistakably clear:

· "You can't lead until you know yourself."
· "We are all connected through our emotions and our energy."
· "We are all connected through our families, organizations and communities."
· "We are all connected through our beliefs we hold about the world."
· "We are connected at the heart and at the head."

In "Creating WE..." Judith Glaser has given us truth that applies to all phases of life. It is one of the best books I've ever read about leading, and I recommend it as a must read for anyone that aspires to be a transformational leader. Judith takes us on a journey of understanding culture and what it takes to create a healthy culture that transforms an organization from one that is just getting by, to one that thrives and accepts new challenges head on. She tells us, in very simple terms, that the highest potential of any organization is achieved through the nature of the relationships within. She shares some interesting anecdotes, teaches us the steps to take to become WE-centric and finally tells us what to expect as we begin living the life of a WE-Thinking leader. Don't miss this opportunity for personal growth.

I have received excellent services nfrom Amazon in the purchase and delivery of the book under reference.
I have made other prior purchases from Amazon and my experience is that Amazon makes her services better every day.

I purchased the book looking for help with charitable fundrasing letter accross broad categories. The book is very detailed, but has a strong focus on direct mail for fundraising. This is the author's background, and the book is very technical with that focused topic.

Outstanding. Reminded me of everything I'm supposed to be doing in my fundraising letters but have forgotten over the years. It's the bible for fundraising letters!

This is a wonderful tool that allows you to ask for donations "nicely." I really recommend this book to all who assist charities for a living whether on a professional level or as a volunteer.

If you ever think you will have to write a fundraising letter, you NEED this book. Too many people think it is just like writing any other kind of letter but it isn't. There is a rhyme and, more importantly, a reason to it. Don't write a fundraising letter without reading this book first.

I have been doing promotional design and communications for years. And I have never seen such a straight forward, concise, personable and well written resource. Great format! This book is a discovery so well rendered that I was left wishing I had found it years ago. It is not just for fundraising... it's about connecting with people who care about your organization, certainly our most important circle of individuals. Thank you! SO glad a friend referred me to it. Short, sweet and well worth ten times the cost. -C

.....unless you are ready to start making lots of money with your newsletters! We were getting ready to prepare our next newsletter, hoping to raise enough money to at least pay for the cost of printing and mailing it out. I decided that this book sounded worth reading, so I ordered it. I was surprised and pleased with all the great information packed in this book. It explained in great detail the mistakes that are made in writing newsletters and why many of them don't bring in much (if any) money. If you are wondering how to jazz up your own newsletter, don't waste another second - get this book and start making those changes. In just a couple of weeks, we have made more than we ever made with our previous newsletters, so we are very excited! Who knew that headlines could be so important????? This book paid for itself with the next newsletter we sent out!

After reading Tom Ahern's "How to Write Fundraising Materials That Raise More Money: The Art, the Science, the Secrets" straight though, I read this one straight through too. Since much of the material was reiterated in a different way, I was able to skim yet have a much fuller understanding of the concepts. I would read both as they are both valuable. I never read books straight through, these are different. I found these to be riveting and rejuvenating. Fun, fast, easy reads that impart an amazing amount of insight into writing for fundraising.

Concisely and sharply written with easy to use advice. Affirmed things that I "knew" but had forgotten about. Used the advice and our newest newsletter has much more "pop" to it. I'll be interested to see if there will be an uptick in donations following its release in a week or so.

Hi Tom,



Your book Raising More Money With Newsletters Than You Ever Thought Possible is terrific!



I started reading it just after completing a quarterly newsletter. I can't seem to finish your book because I keep running to the computer to "fix up" the thing I had thought was a newsletter. I am reading this on a stay-at-home-day-for-reading and when I'm not at the keyboard I am phoning colleagues with new ideas. They may never let me read again.



I heard you speak at the AFP Congress in Toronto and knew this would be a good book. Thanks for making it even better than that.



Are you changing the world? Maybe not. But you are certain to change newsletter writing!



Julie Kinkaid

This is a really great book for anyone interested in education, not limited just to Montessori. The book explains clearly several aspects of Montessori education and describes the research that supports or does not support the Montessori method. I didn't know much about Montessori before reading this book, so I found it very enlightening to begin to understand this complete system for education.

I would highly recommend this book. Although a text book type publication, it is extremely interesting, easy to read. Very well researched and packed with insight and explanation on the Montessori method. I have read several other books on Montessori and this is one of the best. Read it in conjunction with Maria Montessori's own book "The Secret of Childhood."

This is a great book to peruse if you have an interest in furthering Montessori's educational philosophy at home, in traditional, or alternative schools.

I was familiar with the basics of Montessori education before I read "Montessori: The Science Behind the Genius". I have been drawn to it ever since I first heard about it because it feels more natural and right than traditional public school. I read this book in an effort to understand the system better and to be able to defend my choice to well-meaning but critical friends and family. I was not disappointed.

Lillard first compares traditional education with the Montessori system, pointing out how each came to be and how they have evolved over time. She then looks at what she considers to be the eight principles of Montessori education. Each is explained in depth, compared in depth with traditional education, and then research is provided in support of each principle. In her research, Lillard discovered that none of Montessori's central points have been disproven, many have been proven, and several are in need of further research.

Pros: This book cites many, many scientific studies. It is well-written and easy to understand. There are many examples (and pictures) of specific materials used in Montessori education. It provides a solid explanation of many of the important principles of Montessori education.

Cons: The book is a little wordy and uses too many previews, summaries, and reviews for my taste. The last chapter contains a section called "Frequently Asked Questions and Concerns about Montessori" that I wish was longer and more in depth.

What I would really like to find is a debate between pro- and anti- Montessori educators. While I really enjoyed this book and learned a lot from it, I came away thinking that Lillard's assessment was too good to be true. If Montessori education is really as wonderful as she (and I) think it is, why is it not more popular?

As a former Montessori student, I've been amazed at how other children develop learning methods in classroom experiences across the U.S. With our educational system in flux, how about looking to Maria Montessori and her teaching philosophies that she developed a century ago.

I may hold a biased view for Montessori learning. However, Montessori believed that the 'factory method' of schooling was outdated. Believing that children have blank slates for learning, she created learning techniques and environments that develop concentration, independent thought, motivation, curiosity, and self-discipline for life's choices. After reading this book, I'm in full agreement with her teaching methods.

Lilliard explains the history and theories behind Montessori education in-depth and with strength. She explains the importance of our relationships and environments within the classroom and our homes, and she explores the knee-jerk arguments against Montessori education. If you're working or raising children, you'll be way ahead of the game with this thorough and insightful book.

I wanted to explore the foundations of how I learn in life, and Lillard answers my questions. I'm not only more knowledgable about how I learn, but also I'm more aware how intelligence is developed and the possibilites of how our youth can learn in today's world.

Add to your building blocks of knowledge, and explore Montessori methods...This is a supreme read.

Excellent in every way - comprehensive, good value, interesting, useful, hard to fault. Covers the period of sailing ships at the peak of their development, with details of all sailing ship types, their design, building, fitting and guns. Discusses officers' and mens' recruitment, training, pay, uniforms, and the big gap between 'pressed men' and the most highly skilled and knowledgeable leading seamen and higher ranks. Often under very adverse weather and working conditions, low pay, danger in battles, long absences from home, poor food, and bad administration, 1815 had its 'glorious' actions, but also saw the beginning of the end of Nelson's Navy - the first cross-Channel steamship service began.

Fully illustrated with photo's, drawings, glossary. A handsome paperback edition well worth the price

A particularly good book for the model ship builder and history lover. Gives insight to what life was like in the Royal navy at the turn of the 19th century.

Everything perfect! And an excellent book as well ;)

I found this book to be the sort of book I wish I had years ago when I first developed an interest in Nelson and the HMS Victory. I have other books that go into more detail about the construction and rigging of these ships but this one gives the perfect background to the environment these great ships operated in. A number of things that I had difficulty with were somehow cleared up and my understanding of a number of issues improved greatly. This is the second book by Brian Lavery I have and I have others on my wish list.

As you will infer from the other reviews, rating this book is a snap: it ain't got no five-star average for nothing! If you're interested in Nelson's Navy and this fascinating period of history, just order the book and get on with your life. Until it arrives, that is, and then you'll have to drop everything else and delight in its reading. Nothing less than the epitome of a well-written, illustrated history.

Tom Redman has been for many years an important contributor to the 'conversation' about corporate data and how it remains a misunderstood and under-appreciated asset for most businesses. This new book maintains Tom's signature delivery of practical 'how-to'advice and counsel - but it also contains valuable insights about how to communicate with executive audiences who are often very smart but still amazingly data-illiterate.

Data Driven takes the conversation to a new level - one that assists people who understand the potential value of data to articulate how and where well managed data processes can help businesses to perform and compete better in their target markets. Given the current economic climate, it is very timely and focused.

The 'real' Tom Redman comes through his writing. Tom has participated in very successful engagements and the tone of the book is that of an experienced and knowledgeable participant who knows how to get things done. But the book will also communicate even more important knowledge to the careful reader...you will come away with a good sense of how to explain to a sometimes uncomprehending audience of business leaders how getting foundational processes for data done right will put your business on a sound footing.

That is no small achievement in these stormy times!

You may be the rare person who reads this book and simply nods your head, saying "Yes, of course." Or, you may read it and say, as I did, "I didn't realize that." And you may read it, as many will, and say, "This is a way of thinking about data and managing data that I never dreamed of."

"Data Doc" Tom Redman has written a different kind of book on data and quality--one that all of us, even professionals in this data-driven world can read and learn from. These are lessons I had to come under Tom's influence to learn, and I've been in the business of data base hardware, software, and consulting for over twenty years.

We learn about the business side of data--what it means to business managers to improve the value of their business by improving the quality of their data. I thought this was true, but Tom taught me the details from a management perspective.

We learn about a management attitude--you might call it the "public health" orientation towards data--prevent the sickness, don't just treat the disease.

You may already understand data from a technology perspective. You may come from a quality perspective. But Tom shows us a way to talk about data management in a way that also makes business sense--adding another dimension to your current understanding.

You will not learn yet another way to draw data models. You will not learn another way to measure quality. And you don't need to have either background. You will add to your knowledge about data management no matter where you start.

This is THE business book about information technology I'm now recommending to my colleagues and friends, and I recommend it to you as well, if you have anything to do with data in your work.

Dr. Redman produces another gem in the field of data quality. Dr. Redman pioneered this discipline originally at AT&T Bell Laboratories demonstrating how a huge company like AT&T could significantly advantage itself by applying quality disciplines to the area of data. He shared this with the business world outside of AT&T in his prior texts on this subject. But this one surpasses the earlier ones in demonstrating how the successful management of data is a key strategic asset and edge for a business. He does this with real world examples and paints a clear picture of the penalties (or as he says the "hidden costs") of having bad data can severly handicap a business. Furthermore, Dr. Redman presents would could be "mundane" information in an engaging, easy-to-read and understandable manner, that makes this a very enjoyable read. Be the first in your business to read this unique piece, and immediately start employing the principles here to the advantage of your business and your role in the business.

If you are at all involved in assuring the quality of your company's data you need to know the work of Thomas C. Redman. Redman has been working on improving data quality for years and he has written numerous articles and books on the subject. His latest book, Data Driven: Profiting From Your Most Important Business Asset is another winner.

Redman offers the basic thesis of the book right there on page one, where he states "...bad data lie at the root of issues of international importance, including the current subprime mortgage meltdown, lost and stolen identities, hospital errors and contested elections." After laying down the problem, the rest of the book tells us what we need to do to correct the problems.

Data Driven will help you to improve the methods you deploy for the care and feeding of your data and information; in other words, helping you to control and manage data using similar processes and controls that you deploy on your other assets (finances, people, structures, etc.) - a noble goal, indeed!

The writing is concise and snappy - you won't get bored reading this book. The style is engaging and it is easy to read. For example, instead of just saying what to do and how to do it, which can be boring, Redman discusses many of the arguments people use to say that data quality is impossible, and then debunks them showing that data quality is possible, if approached properly and thoroughly.

There are many good ideas, charts, and graphs in Data Driven, too. One of my favorites is on page 54, where you can find a chart of the ten habits followed by those with the best data. If you buy this book, make a poster-sized photocopy of that page and hang it up on the wall of the break room and in the data folks' cubicles. Maybe the habits will rub off on everyone as they gaze upon them everywhere.

But the best little gem in this wonderful book is the entirety of the last chapter, which is titled "The Next One Hundred Days." In this chapter Dr. Redman offers what he calls a hundred-day panorama. It is not a grand plan because most will not have the depth of understanding required to create such a plan and have it succeed. Instead, the panorama strives for breadth, not depth, with a focus on quality. Diligent readers can follow the guidance in this chapter and thereby begin the long-term process of appreciating the importance of data quality on their business practices.

And that alone is worth the price of the book... but, of course, the book offers much more and I recommend it to every IT and business professional whose job relies on accurate data.

If you, or your organization want positive branding, want better decision making, want to be faster, cheaper and more more effective in your market-space... then you best have the right data, in the right place, at the right time! Manage the data about you; do not let it manage you. And Redman shows us how in this thought provoking yet practical book.

Read it for value, give it to an associate, follow the prescriptions, then read it again.

Start your "next one hundred days" now!

Singer is a terrific researcher and is genuinely interested in Spira; however, I think Singer spends too many pages on Spira's background. Chapters 2-6 are excellent, though. Great information for new animal activists.

Being persuaded about animal rights for some time now, I have been looking for ideas on how to get active. This book provides lots of ideas and is an inspiring portrait of an attractive and committed person. It is also very readable - I read it early into the morning until I finished it.

Spira's activism was highly intelligent, practical, strategic and committed to the long term - he is a hero of the animal rights movement.

I stumbled across a glowing recommendation for this book within a blog entry posted by a fellow vegan. I was intrigued, given Peter Singer's name on the dust jacket -- his book on Animal Rights, which is written in such a memorably concise, levelheaded and rational fashion, ranks right up there as one of the penultimate reasons I decided to go vegan, myself.

That little sense of intrigue was more than well rewarded by what I found in this book. Henry Spira's story is downright inspiring (to such an extent, while reading this slim bio, the bad punster in me couldn't help toying with the subject's name: "Henry Spira's in-SPIRA-tional". If you're not groaning, you should be).

The practice of veganism can raise discomforting questions -- how does a compassionate individual with a strong sense of personal ethics grapple with a profoundly careless world in which cruelty is commonplace to the point of mundanity and concern for the disenfranchised may seem alien to the point of provoking fear, even open hostility in others? What happens when a compassion for the voiceless develops into an inured hostility toward those who are careless? How can an ethical individual work toward reducing unnecessary suffering while continuing to extend compassion even to those who create that selfsame unnecessary suffering?

Henry Spira responded to such open ended questions by focusing on action. How could he, as one individual, work to bring about the greatest cessation of animal suffering possible? His answer -- via a mastery of relentless focus, indefatiguable optimisim, careful planning and a ceaseless upwelling of drive -- made him a matchless force within the movement toward animal rights.

I noticed, as I reading this book, that Mr. Singer's writing style seemed a bit rough in some places. Initially, I chalked this up to the notion that philosophy and storytelling, though similiar, are fundamentally divergent if equally challenging forms of communication. The real reason for this narrational shakiness, however, is revealed towards the end of the book and works as a spurringly poignant denoument.

I'd recommend this book to anyone -- vegan or omnivore, activist or armchair guerrilla -- because, at heart, it is more than the story of one lesser known hero from the folds of the animal rights movement; it is a roadmap to dynamic compassion, the pinnacle win-win.

The story of Henry himself is amazing enough, but this wonderful book is even more than that. Weaved into the life story of Henry are the stories of so many other people.

There are those who are not as famous but nonethless critical to all the achievements, like the donors who supported Henry, like the volunteers who handled the daily work, like Henry's advisors who turned his idea into concrete actions, like the numerous individuals who gave followed his call to write letters or picket or take any other action.

Then there are also those sincere and good people who is not in the "movement". There is Senator Lombardi who gave Henry a fair hearing, and Roger Shelley from Revlon who believed there is a win-win solution, and Susan Fowler of 'Lab Animal' who interviewed Henry the anti-vivisectionist.

And then there are also those who are apparently on the side of the "movement" but cared more about themselves. There are the researchers who abuse money donated by people and industry, and there are groups who seem to care more about getting people's donation and their personal glory than helping victims.

And then there are people who seem to really believe that everything on earth are just for their personal gain. From the hideous boss of NMU to the cat-vivisectionist Aronson, from "tough" guy Frank Purdue to the more scheming Leon Hirsch.

There is such a rich spectrum of people in this book, it is worth reading even if you don't agree with anything else from Peter Singer.

There are also many hilarious stories. The visit of congressman Koch to the cat experiment lab, the "biological fluid collection units", and the story about the super comdom for the chicken-in-a-comdom ad.

This book is definitely worth reading, and not just once. Each time I turned the pages and got to the part where Henry told the author that he's got the cancer, my heart sank like a rock. Oh, no, not him, not so early, please. I really wish Henry is still with us today, the whole world might be a different place.

This book is truly amazing. It is a very exciting book to read, and the enthusiasm of Henry Spira can not help to rub off on your own life. Peter Singer has done an excellent job of giving the reader an easy to access look into the life of a man who inspired thousands of people to think more about all forms of suffering for all types of animals.

Thank you for such an amazing book! It is a must read for anyone involved in activism. It shares a lifetime of wisdom. Enjoy!

Intrinsic Motivation is one of the better books on leadership and management that I have read recently. Thomas targets both managers and employees, arguing that salaries and other extrinsic rewards are neither the sole nor the primary source of motivation in modern organizations. In fact, monetary compensation is only a factor when making major life decisions (e.g., whether and when to change jobs) and when there is a question of fairness. The best a manager can hope for, says Thomas, is perceived equity - that those doing the most and the best work are the best compensated. Absent major life decisions and inequities, it is intrinsic rewards that will motivate employees.

Intrinsic motivation, according to Thomas, means giving employees an understanding of the purpose of the tasks they do and giving them whole tasks whenever possible. Today's workforce is more highly educated than its forerunners. Competition and the need for quick decision-making have reduced the reliance on middle managers and bureaucratic rulebooks. In this environment, employees must be self-managing and they must have a sense of meaningfulness, choice, competence, and progress in the work that they do. If they feel that they have all four of these factors, employees will feel a great sense of job satisfaction, be highly motivated, and perform well.

Thomas offers managers and employees suggestions on how to improve in each area if it seems that that factor is lacking. In fact, if an employee is feeling unmotivated, Thomas suggests the employee consider which of the four "vital signs" is weak and address it accordingly. It is important, for example, for employees at all levels to have a personal vision to boost their sense of meaningfulness. Feeling that you have no choice in how you do your work? Negotiate with your boss for more authority or, if all else fails, consider moving to another job that provides more choice. A sense of competence comes from training and learning, but it also comes from patting oneself on the back for a job well done. Progress can be measured in a number of ways, but one of the best is through contact with customers.

Thomas's book is only an overview into each of these areas. He intends Intrinsic Motivation to be an all-encompassing model of employee motivation, and he generally succeeds. Those seeking more details would need to use Thomas's notes to find articles and books on individual subjects discussed within the book. And it is a shame that while Thomas characterizes outdated management styles as "paternalistic" he uses analogies of parents and children when describing intrinsic motivation. Overall, however, Intrinsic Motivation is a healthy reminder to both managers and workers that there are many steps we can take to improve employee morale and productivity. More money is better than less, Thomas agrees, but a true sense of purpose and worth can be priceless.

I purchased Dr. Thomas' book to assist me in my research in leadership behaviors and stakeholder empowerment, and what a great help.

However, the best part of reading this book, I was forced to remember much of my past training and reignite many of the qualities I had forgetten to practice.

What a great book, would recommend to anyone interested in understand how and why motivation works.

This is the first book that I have read that provides me with the information to confront the problems associated with instilling intrinsic motivation in those that I manage. It is often the problem that people show little concern for their work. The rule seems to be something like this- Do just enough to get by while exerting the least energy as possible. I like this book because the information is not a story of what a good manager has as an opinion as to what works best but it is a scholarly book in the sense that it provides information based on research that is proven. This is to date the best book that I have to reference when dealing with teams that act out of extrinsic motivation or no motivation at all. I applaud the author for this work.

This book deserves more than five stars.

Prior to Intrinsic Motivation at Work, management books often referred to the need for intrinsic motivation or sources of thta motivation (such as an inspiring purpose or interesting work). This book takes those isolated thoughts and connects them into a systematic method of improving overall motivation by increasing internal motivation and connecting with external sources of motivation. This book will be a landmark in the field of human resource management for decades to come.

The book contains many helpful elements to help you understand its message. One that I particularly liked was the management tale. In one connected example, it showed how management attention has shifted in the last 120 years from making people perform more effectively at predefined tasks (the rational approach as defined by scientific management) to creating passion and fulfillment from work, by focusing on the emotional side of a person. You get an overview of management practice and theory in very small and easy-to-digest doses. For example, one of my favorite sentences was "So the executives crafted Vision Statements that emphasized Contribution to Customers and Quality . . . but often [they] rang hollow in time -- like unkept promises."

The author distills the relevant sources of intrinsic motivation into meaningfulness, choice, competence, and progress. These ideas are nicely developed in several dimensions. For example, it is explained how these affect the worker (or associate, if you prefer that term). You also find out what the leader or manager has to do to help create those factors for the worker. Then, the author also exposes how the four areas are connected in a system of postive (or potentially negative) feedback. Further, you are given five elements of each one to develop.

Basically, the model calls for the meaningful purpose of the organization as the starting point. The next step is to give people a choice of actions to implement that purpose. Then activities are performed, and these are monitored for the competency shown (which may generate the need for better choices to pursue the object or to enhance the competency of those involved). After the activities are completed, you also look for progress and relate this back to the original purpose and your choices for fulfilling that purpose.

The book goes on the explain how to integrate intrinsic and external sources of motivation so that they reinforce one another.

There are several points to keep in mind when considering this book. First, you will get even better results if the organization picks a meaningful purpose that offers the potential for more intrinsic motivation. Some purposes have more potential to be accomplished and some are more exciting to more people. I find that most people latch onto an organizational purpose with too little consideration of the alternatives. Second, any on-going organization has a perceived purpose that attracts and retains employees now. You should find out what that is before changing it. My experience has been that you get better results by building upon that assumed purpose than by striking off in a totally new direction. Third, simplification (see Simplicity) is a related thought process that should be employed with this one. A lot of demotivation along intrinsic lines follows errors in making things too complicated and difficult.

Although this book is about work, its principles apply just as well to volunteer activities. I suggest that you share the book with those you volunteer with and then discuss how to employ its lessons to fulfill your empowering purposes.

Kenneth W. Thomas presents a model for using intrinsic motivation in the workplace to assure a more committed, self-managed workforce. He advocates leading for meaningfulness, choice, competence, and progress. He emphasizes the need to use this approach to give employees the greater independence and decision-making authority they need as bureaucratic management models break down. While many of these themes are presented in other books on leadership, motivation, training and worker empowerment, Thomas pulls them together in a well-organized, clearly written presentation that gives readers clear directions. The succinct style of writing is easy to understand, even though it is directed toward the serious reader. We [...] recommend this book to executives, managers, trainers and management consultants, as well as to employees, who will find helpful ideas for exercising greater self-management.

Those who are preparing to launch change initiatives or who have only recently done so would be well-advised to consider the truth of what Peter Drucker suggested more than 40 years ago: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." In this volume, Richard C. Reale identifies and then examines twelve principles that can help to guide and inform the formulation and execution of initiatives that can transform any organization, whatever its size and nature may be. He devotes a separate chapter to each principle, none of which is a head-snapping revelation nor does Reale make any such claim.

Of special interest to me is his clever use of various reader-friendly devices such as "Questions to Ponder" and "putting the Principle into Practice" with which he concludes chapters. They focus on key issues and summarize key points that facilitate, indeed expedite frequent reviews of the material after a first reading. They also serve as "gut checks" that enable the reader to evaluate the progress of change initiatives and to measure their effectiveness throughout various stages of the change initiative process. I also appreciate the provision of relevant quotations from various sources. For example:

"The significant problems we face today cannot be solved at the same level of thinking we were at when we created them." Albert Einstein

"On a group of theories one can found a school; but on a group of values one can found a culture." Ignazio Silone

"We see the world not as it is, but as we are." The Talmud

"Scalded cats fear even cold water." Thomas Fuller

"One great mistake is to try to extract from each person virtues which he does not possess, neglecting the cultivation of those which he does have." Hadrian

All change initiatives encounter resistance and many barriers are the result of what James O'Toole has aptly characterizes as "the ideology of comfort and the tyranny of custom." Reale offers a number of strategies and tactics to overcome resistance but reiterates throughout his narrative of setting crystal clear objectives ("know where you are going"), validate the assumptions and premises on which the action plan is based ("challenge your thinking"), establish a broad and deep base of participation by others ("Involve and be involved"), maintain proper alignment of initiatives and resources with the given strategy to achieve objectives ("align your culture'), and rigorously monitor progress throughout the entire process ("measure stuff that matters"). I presume to add that unless and until those involved, especially leaders, nail these and other fundamentals, much of the resistance to change initiatives will be justified.

Presumably Reale agrees with me that it would be a fool's errand to read his book and then attempt to adopt and then apply all of the material he provides. Think of his book as an operations manual for organizational transformation. It can guide and inform both the planning and subsequent implementation of a plan that is most appropriate to the needs, resources, and ultimate objectives of the given organization, whatever its size and nature may be.

I think his book will be of great value to all decision-makers but especially to those who have little (if any) understanding of the mindset, perspectives, and analytical skills that effective change agents have. They see each problem as a challenge, of course, but also as a learning opportunity. They realize that what those who comprise a team know is much greater than what any one member does. And finally, they have patience as well as determination when facing the resistance their efforts will inevitably encounter.

In business, it is important to continually come up with better strategies to improve quality, service, and profits. In order to do so, change is inevitable. Unfortunately, change is often fraught with initial resistance and then fails to become entrenched into the system. Eventually, the old comfortable system replaces the proposed change and nothing really ever changes.

Making Change Stick looks at the reasons that change doesn't stick. Not only does this book give readers ideas on how to present changes in a more positive, productive way to reduce initial resistance and bitterness but the author also gives the reader ideas on how to entrench new changes to produce a smoother transition. One of the most valuable sections in this book explains that individuals will react to change in different ways, according to their personality types. Since each of these personality types reacts differently to change, each will also require differing coping mechanisms to make change stick.

I am constantly looking for the latest reference book on improving my business, employee motivation, being the best etc. Richard Reale's book "Making Change Stick" came along at the perfect time. I had been constantly beating myself up on "how do I get the changes to last or stick? Richard puts the whole concept into perspective, you can also tell that he has walked the walk and isn't just talking. A great read full of real life examples and ideas. Highly recommended.

Alan Smith
President - WCS Quality Registrars

Two figures stand out when reading this book: twelve and twenty. What do they have in common? The same man, Richard C. Reale. For twenty years, he's studied why change fails and why it succeeds. Then he boiled down his knowledge base into twelve principles that are absolutely necessary if change is to happen correctly and last in an organization. The amazing thing is that these principles will not only ensure the success of a transformation, but will pay dividends in the long run, by having made an organization more change-capable.

So what's missing? What's causing organizations to fail when implementing change? The most common reason is the "failure to consider the human side of change." It's easy enough to draw the roadmap. The hardest part is the execution, the fulfillment of that plan. If you don't believe it, just look at the last time you resolved to do something. What was harder: making the decision and putting some thought into how to best achieve it, or actually doing what you planned?

The twelve principles outlined in this book allow organizational leaders to focus on the people, and to empower them to bring change to fruition. It's about setting down the right process for change, and following along closely, making sure change is proceeding as planned. It's about walking the talk, and encouraging people to do the same by praising their efforts to change, and setting them up for success. It's about monitoring the right metrics, the ones that will tell you how you're really doing. In theory, it doesn't sound hard, but in practice, it's another story. Fortunately, the author explains every one of the twelve principles in detail, and the examples he gives clearly illustrate the point. Inspirational quotes from notable personalities are also provided, to help drive home the point.

This book is a wonderful resource. Twenty years of "on-the-job" experience can't be wrong. The author's expertise shows, and will help guide the book's readers toward that great goal of organizational change, which is a hard goal to achieve indeed. If individual change is hard, organizational change is orders of magnitude harder - but this book will show you how to do it successfully. Get it, and achieve lasting change!

Author and consultant Richard Reale wants to help your organization to become sticky! In Making Change Stick he defines sticky as the ability to accomplish and sustain change. Reale correctly observes that leaders tend to focus on the technical side of change but typically ignore the human or people side of change. But, change is personal and involves human emotion and commitment. Any process that emphasizes technical skills at the expense of soft skills is doomed to failure. To provide a balance, Making Change Stick offers the reader twelve principles for making change effective and lasting. These principles are based on a philosophy that long-term success is built on a foundation of a culturally open system. Reale defines this as, "ready to adapt as necessary to prosper under any market conditions." He further adds this culture should be "dynamically adaptive and supportive of the needs of customers, employees, and shareholders."

The twelve principles for making change stick are a series of repeating patterns that help an organization to become change-capable. Reale believes that one or more of the twelve principles have been violated or ignored when change does not last in an organization. For example, principle number six is confront fear. Many leaders are unaware of why individuals are fearful of change and how to openly discuss it. A healthy culture nurtures an environment where workers feel safe to discuss their fears. It is when these fears are gracefully exposed, they can be confronted by the individual, and their feelings defused.

After the twelve principles are discussed, Making Change Stick concludes with a couple of beneficial chapters. One outlines how to create a culture that sustains change. Reale is a strong proponent of establishing a guidance team or transformation management group to facilitate this need. The final chapter offers sage advice to organizational leaders, and encourages them to use their emotional intelligence to relinquish control throughout the organization to committed and competent followers. Each chapter ends with some questions to ponder and practical ways to put each principle into practice. Reale also spices the book with his personal experiences, quotations and charts to develop his major points.

Making Change Stick is a practical primer for anyone involved in the change process within an organization. It provides many valuable points that together show how connected the entire company must be for change to be lasting and successful. It reinforces why change is both a technical and people oriented process. If you are personally involved in any change process, this book will help it to all make sense and help you to be a productive part of the process.