The Wal-Mart Decade

Posted on January 11, 2010 by Harry K. Jones

The Wal-Mart Decade: How a New Generation of Leaders Turned Sam Walton’s Legacy Into the World’s #1 Company
by Robert Slater

This book was destined for publication. It was simply a matter of when it would be written and by whom. In fact, I’m amazed that it wasn’t published long before this. Wal-Mart is so much more than the smiling faces of the senior citizens who greet you with open arms at the front of the store, it’s more than the bouncing Smiley Face continually reducing prices in every aisle, and it’s certainly much more than a typical discount store chain headquartered in the small Arkansas town of Bentonville. Wal-Mart is the real thing. It’s here to stay. It’s a world-class company.

There is much to learn from this corporate giant that recently moved into the #1 spot on the Fortune 500 ahead of GM, Exxon Oil, Ford Motor, and GE. Do you think Wal-Mart simply stumbled into that coveted position? Consider this:

Wal-Mart has revenues of $246 billion;
Wal-Mart has 1 million 300 thousand employees;
Wal-Mart has mastered logistics and the supply chain;
Wal-Mart shares its strategic vision with each and every employee;
Wal-Mart leaders never rest on their laurels;
Wal-Mart continually finds ways to reduce costs while improving the shopping experience for its customers;
Wal-Mart is the first company ever to head both the Fortune 500 list of American companies and that magazine’s list of Most Admired Companies; and
the Wal-Mart management team has devised and then implemented strategies for rapid but prudent growth.

The greatest strength in the Wal-Mart arsenal is the fact that its CULTURE is everything. It’s hard to argue with the reality of Wal-Mart’s continued performance.

I think it’s important to realize that the author of this book isn’t a devoted Wal-Mart fan trying to recruit additional followers for the retail giant. Robert Slater was a reporter for Time Magazine for 21 years. He is the best-selling author of Jack Welch and the GE Way and has also written acclaimed books about IBM and Cisco. He probed deeply into the Wal-Mart organization from top to bottom, from Bentonville to China and beyond. This book offers a fresh and fascinating look at this unique company—as it was and as it has become—with an immediacy and insider’s feel unrivaled since Sam Walton’s own memoir, Made In America.

Sam Walton set the bar high for his future leaders. He created a unique culture based on three basic beliefs:

Respect for the individual;
Service to the customers; and
Striving for excellence.

Walton was also totally committed to what he characterized as his Ten Rules of Business … each of which is explained in detail in the book. The author allocates three of 14 chapters to “The Founder and His Legacy.” He wisely devotes the remainder of his book to explaining how the new management team devised and then implemented strategies for tremendous growth.

There really have been three quite different periods of Wal-Mart’s development from a Ben Franklin franchise (opened in Bentonville as the Walton 5 and 10 in March of 1951) to the global retailing giant it is today. The three periods include the Sam Walton Years until his death in 1992, the David Glass Years (1992-2000), and the Lee Scott Years (2000-Present).

For years, many people asked about Wal-Mart the same question that others asked about Southwest Airlines: “What’s going to happen after HE leaves?” With all due respect to both Sam Walton and Herb Kelleher, their respective organizations have done just fine. Perhaps that is the ultimate test of leadership: a heritage which endures after the leader is either gone or much less involved. In this exceptionally informative book, Slater explains how and why such a heritage guides and inspires the entire Wal-Mart organization.

(This book review was originally published in 2003 as one of the Top 10 Books – Edition 12.)

About Harry K. Jones

Harry K. Jones is a motivational speaker and consultant for AchieveMax®, Inc., a company of professional speakers who provide custom-designed seminars, keynote presentations, and consulting services. Harry's top requested topics include change management, customer service, creativity, employee retention, goal setting, leadership, stress management, teamwork, and time management. For more information on Harry's presentations, please call 800-886-2629 or fill out our contact form.

The Southwest Airlines Way

Posted on January 11, 2010 by Harry K. Jones

The Southwest Airlines Way
by Jody Hoffer Gittell

Over the years, several books and countless magazine and newspaper articles have been written about Southwest Airlines. Numerous MBA programs highlight the Southwest structure, its culture, its CEO, its low fares and other reasons as to why it is the bright spot in an otherwise dismally performing industry. Fortune magazine calls Southwest Airlines “the most successful airline in history.” With a market value greater than the rest of the U.S. airline industry combined, Southwest Airlines is an amazing company with amazing management practices. No one, however, has completely captured the real explanation of why Southwest succeeds.

In a previous review, I highly recommended NUTS! (Southwest Airlines’ Crazy Recipe for Business and Personal Success). This laugh-a-page, inspirational book captured all the delicious myth, disarming magic, original insights, and upbeat stories of a high-energy, caring, playful culture that’s sometimes hard to believe. I enjoyed it thoroughly and recommended it to anyone and everyone striving to create and maintain a successful and productive culture.

Now comes The Southwest Airlines Way … an in-depth profile, based on eight years of field research on the airline industry. In this book, the author, Dr. Jody Gittell, has managed to identify and even quantify the powerful formula of Southwest’s success. This effortless read is filled with actual examples of business processes at Southwest as compared to other airlines. You can easily see how basic practices based on internal values at Southwest, such as investing in leadership development and people, have made such a big difference. In fact, the findings reveal that Southwest’s success is due to building high performance relationships with its people, customers, unions, vendors and suppliers, and the public in general.

Full of frontline tales of Southwest’s innovative management style, this compelling book unveils the secret ingredient, high performance relationships, that has enabled Southwest to sustain a steady 10% to 15% rate of growth throughout its 32 year history while also turning a profit when few others can manage to break even. This great read reveals 10 practices that Southwest Airlines uses to build high performance relationships, and how they can be implemented in any organization—with dramatic results. The good news is that Dr. Gittell clearly identifies and explains each of these practices in a highly readable way that is also backed with data. The hard part is that these are not quick fixes and that the evidence indicates that most, if not all, of the practices must be adapted/adopted if another organization is to duplicate the success of Southwest.

This no-nonsense analysis takes a more serious look at the airline that continues to fascinate friend and foe alike. Learn why Southwest Airlines is valued higher than all other major U.S. passenger air carriers combined. Learn how, in the wake of 9-11, Southwest could keep all of its employees working and continue its unblemished record of growth and profitability as other airlines laid off thousands, begged Congress for money, and filed Chapter 11 bankruptcy protection. Learn how American, Continental, United and other airlines have tried to imitate Southwest—and why they have failed.

You may not find yourself laughing as often as you did while reading NUTS!, but you’ll certainly walk away with a greater respect and much deeper insight into the unique culture that will undoubtedly continue to fascinate everyone for decades to come.

(This book review was originally published in 2003 as one of the Top 10 Books – Edition 12.)

About Harry K. Jones

Never Fry Bacon in the Nude

Posted on January 8, 2010 by Harry K. Jones

Never Fry Bacon in the Nude (And Other Lessons from the Quick and the Dead) Never Fry Bacon in the Nude: And Other Lessons from the Quick and the Dead
by Stone Payton

Here we find another offering that falls into the category of “a title that grabs you and content that holds you!” You’ve got to admit that this title generates a visual that’s difficult to ignore. However, it doesn’t stop there. The table of contents will undoubtedly encourage you to grab a sandwich and a glass of your favorite beverage as you navigate to a comfortable easy chair with a goal of staying put until you complete every one of the 171 pages before you.

As I read each chapter, I couldn’t help but wonder how the author was going to eclipse his content in the following chapters. I find this especially challenging because Stone Payton chose a subject that can be somewhat delicate to many of today’s business population. “High velocity leadership: it’s all about SPEED” claims this accomplished author, speaker, and consultant. He goes on to say: “Speed is the most consistent and durable source of competitive advantage. Most sources of competitive advantage today—technology, talent, capital, intellectual property, even product superiority—have an incredibly short shelf-life. And when the grease gets hot (yesterday’s advantage becomes today’s norm), organizations can become extremely vulnerable. Specifically, we’re at the mercy of three distinct populations keenly focused on their own survival and prosperity:

Acutely perceptive employees who ultimately determine the organization’s level of discretionary effort
Increasingly sophisticated and unforgiving customers
Faster, more nimble competitors poised to create and fill the next void
Organizations that consistently meet more needs for more people in less time strengthen their culture, grow their customer base, and dominate their market.

Neglecting speed (failing to incorporate a systematic, deliberate process for increasing the ratio of results to time invested) is like frying bacon in the nude … It might feel good at first, but without the right disciplines in place, we’re dangerously over exposed and very likely to get burned (even permanently scarred) by one or more of these three critically important constituencies.”

Another fascinating aspect of this book lies in the fact that I found very little new information within the content. What I did find was a vast assortment of valuable information aligned in such a way that it suddenly made sense and provided me with a clear cut action plan for succeeding with SPEED. The author himself spelled it out for me as early as page 11 when he pointed out the necessity to remember the “F Word.” That word, of course, is fundamentals, which is what this book is all about. Top performers in every arena, from the basketball court to the boardroom consistently commit themselves to the fundamentals. They religiously apply just a handful of basic principles that give them that slight extra edge. So it should come as no surprise that fast, agile companies—and the people who lead them—exhibit a powerfully simple method of leadership thinking. Specifically, they express, model, and reward five distinct disciplines:

Structure
Personal Accountability
Empathy
Education
Direction

Learn the details and application of each of these disciplines in Part One where you’ll also discover the common characteristics shared by all five. At this point, you have the foundation in hand, and you’re ready for more fundamentals. Learn how to “harness the 7 LAWS OF SPEED,” “refine the 5 SPEED Disciplines,” and “avoid the 15 Common SPEED Traps that destroy momentum.” Before you know it, your sandwich has been reduced to a few crumbs on your plate, your glass is empty, you’re curled up in your chair, your notepad is filled, and your highlighter is empty.

Stone’s personal mission is to help others develop the competence, confidence, and commitment to establish a practical plan for producing Better Results in Less Time … in short, to “Succeed with SPEED.”

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

The Leadership Challenge

Posted on January 8, 2010 by Harry K. Jones

The Leadership Challenge
by James M. Kouzes and Barry Z. Posner

How’s this for a long-range success formula? In 1987, two of the country’s premier leadership experts, James M. Kouzes and Barry Z. Posner, joined forces to produce what would become perhaps the most comprehensive field guide ever written for leaders. Later, in the 90s, the authors came together once again to update their original masterpiece by addressing issues they uncovered in research on ordinary people achieving “individual leadership standards of excellence.” Now, in the spirit of continuous improvement, they offer the third edition of their inspirational and practical handbook.

In this third edition of The Leadership Challenge, more than 50% of the content is new material added to a resoundingly inspiring message. This new edition has been substantially updated to reflect the challenges of shrinking work forces, rising cynicism and expanded telecommunications. It’s being heralded as a “personal coach in a book.” Drawing on interviews and a questionnaire survey of more than 3,000 leaders, in addition to an expanded research base of 60,000 leaders, the authors capture the continuing interest in leadership as a critical aspect of human organizations.

In the third time around, Kouzes and Posner emphasize that the fundamentals of leadership have changed very little, if any, since the 1980s. In fact, the basics haven’t changed for centuries. The old axiom about “nothing’s new” is indeed very true. Leadership is not a fad. While the content of leadership has not changed, the context has—and in some cases, changed dramatically. Obviously, current leaders must adapt if they hope to succeed.

The authors identify five fundamental practices of exemplary leadership necessary for success in our rapidly changing business environment:

Challenge the status quo;
Inspire a shared vision;
Enable others to act;
Model the way forward by setting an example;
Tap individuals’ inner drives by linking rewards and performance.

“What we have discovered, and rediscovered, is that leadership is not the private reserve of a few charismatic men and women,” write Kouzes, chairman emeritus of the Tom Peters Company, and Posner, dean of the Leavey School of Business at Santa Clara University. “People make extraordinary things happen by liberating the leader within everyone.” After explaining their concept and methodology, the authors detail the five essentials noted above in a pair of chapters apiece that bring clarity to their theories with case studies and recommended actions.

Think of The Leadership Challenge as a field guide to take along on your leadership journey. Kouzes and Posner write, “We’ve designed it to describe what leaders do, explain the fundamental principles that support these leadership practices, provide actual case examples of real people who demonstrate each practice, and offer specific recommendations on what you can do to make these practices your own and to continue your development as a leader.” An appendix includes the authors’ Leadership Practices Inventory, a tool for assessing leadership behavior.

The Leadership Challenge is ultimately a quest of self-discovery that helps its readers better know themselves and improve their leadership skills in action.

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

Blue’s Clues for Success

Posted on January 7, 2010 by Harry K. Jones

Blue's Clues for Success Blue’s Clues for Success: The 8 Secrets Behind a Phenomenal Business
by Diane Tracy

In a previous book review, I warned readers not to judge a book by its cover. I feel compelled to once again issue that warning. When you first spot this bold blue cover, you see the name of a popular children’s cable TV show accompanied by the blank stare of an animated puppy who appears to be in search of the nearest fire hydrant. That’s two good reasons for me to question the position of this particular book in the business section of my favorite book store and to keep browsing for something of more substance. However, I strive to walk my talk, when possible, so I delved a little deeper. In addition, I must admit that I did recognize both the name and the animation as a result of long conversations with my eight grandchildren. I must also admit that I still struggled to make a connection between this Nickelodeon icon and useful business wisdom. My curiosity led to investigative browsing, purchase of the book, and an enjoyable and enlightening read.

To my pleasant surprise, this wasn’t a revealing expose’ of an animated puppy and her 20-something live male sidekick. Instead, I found a blueprint for achieving phenomenal success if you simply “clue into” your mission, customer, research, technology, work processes, brand, leadership, and culture!

I guess my next question dealt with my motive for seeking business wisdom from a team of young people who have turned a children’s television program into an extraordinary business triumph. It didn’t take me very long to answer that question.

Blue’s Clues, which hit the airwaves in 1996, now has more than 13 million viewers in 60 countries and had earned about $1 billion in licensing products in the year 2000 alone. More than 8 million kids and parents tune into Nickelodeon each week to watch Blue’s Clues. Today this same business is generating more than $3 billion in merchandising various products. This business has also spawned several best selling books, videos, CDs, and thousands of other consumer products. It’s a business that reaches millions of people in more than 60 countries each week. It’s a business that has changed the lives of its customers in a positive, educational way. This magical business is not a fantasy. Since 1996, Nickelodeon’s Blue’s Clues not only has become one of the most popular and successful shows for preschoolers in television history, it also has literally changed the way children watch television with its interactive approach.

Such success provides much rich case study material. Executive coach Tracy presents a hybrid case study/business guide based on the creative culture of Blue’s Clues. The show employs a deceptively simple concept, yet its creators succeed by expertly doing what cutting-edge management books say to do: walk the talk, live the vision, and discipline yourself to be the best in every aspect of your business.

Readers will learn:

What can happen when leaders of an organization put their egos and self-interests aside for the accomplishment of a worthy mission.
The power of relationship, and how trust in one another, from the top down, can break through enormous barriers.
How a clear, grounded vision can allow individuals to push through their own personal barriers and limitations to create something truly phenomenal.

Author Diane Tracy reveals the eight principles behind the success of this amazing show for the business community. She will take you into the Blue’s Clues’ offices and studios and introduce you to the creators, the animators, the live host, the writers, the producers, and the executives who have turned this show into a phenomenal success.

Blue’s Clues for Success provides the eight clues to achieving phenomenal success. Learn why the following clues are fundamental to business success and how to apply them:

Mobilize the energy in your organization by turning your MISSION into a “mantra.”
Know your CUSTOMER, love your customer, and make them the focus of everything you do.
Stay connected to your customer through RESEARCH—and lots of it!
Be the master of, not a slave to, your TECHNOLOGY. Use it creatively.
Create WORK PROCESSES that serve your customers and enable your people to do their best.
BRAND your product or company. Know what you want to be and live up to it.
Provide LEADERSHIP that meets the needs of people, so they can meet the needs of customers.
Consciously manage your CULTURE the way you manage every other aspect of your business.

One intriguing thread to this book is the level of balance that the Blue’s Clues team seems to have across all of these clues. If companies could harness the imagination and creativity of the “child within” their people, they would have no competition. Blue’s Clues for Success will help organizations and individuals tap into this energizing resource to realize their potential and lead more profitable, satisfying businesses.

At some level this book represents an interesting case study of how living out these clues can contribute to a vibrant business. Equally interesting is that each business must search for the answers to these clues and they will be different for each business. To be effective these clues must be answered with the specifics of your mission, business, customers, technology and processes.

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

Geeks and Geezers

Posted on January 7, 2010 by Harry K. Jones

Geeks and Geezers
by Warren G. Bennis and Robert J. Thomas

Most every organization today employs members of the younger generation just out of college and, in some cases, even high school. In fact, I recently read of a west coast firm that hired several middle school students to do part-time programming after school and on weekends. Those same companies employ their share of A.A.R.P. members nearing retirement. Both age groups, as well as those in between, bring tremendous value to the table in terms of education, experience, creativity, talent, etc. However, consider the cultural, environmental, motivational and personal goal differences of these two diverse employee groups. Then consider the fact that they are being thrown into the same chaotic, rapidly changing business environment and instructed to achieve ever-increasing levels of productivity and profitability! To expect such lofty expectations to be met would, of course, require, at the very least, a basic orientation to members of each group of the vast differences existing in each of the areas mentioned earlier. In fact, education and discussion of these differences and their possible consequences should be on-going. Now think about your own organization. Is this orientation currently being offered? Has it ever been offered? Should it be?

If any organization were to recognize the importance of this education and decide to provide it for their employees, the benefits would be phenomenal! The ideal textbook for such a program would have to be Geeks & Geezers by Bennis and Thomas. In this groundbreaking study, the authors compare and contrast these two disparate groups-affectionately labeled “geeks” (aged 21-34) and “geezers” (aged 70-82). They asked successful geeks to share the secrets of their youthful triumphs and distinguished geezers to tell them how they continue to stay active and engaged despite the changes wrought by age. Today’s young leaders grew up in the glow of television and computers; the leaders of their grandparents’ generation in the shadow of the Depression and World War II.

The authors, who bring considerable experience to the table (Bennis has written more than 30 books on leadership and Thomas is a senior fellow with Accenture’s Institute for Strategic Change), interviewed more than 40 leaders who they deem either “geeks” or “geezers” to evaluate the effect of era on values and success. The two groups vary in terms of their ambitions, heroes and family lives, but members of both sets share one common experience: all have “undergone at least one intense, transformational experience,” which the authors call a “crucible.” In some cases the crucible was an actual hardship, e.g., geezer Sidney Rittenberg spent 16 years in prison in China for speaking out against the government. For others, it was a dramatic experience, such as NYSE pioneer Muriel Siebert’s entry into male-dominated Wall Street in 1967 or geek Liz Altman’s stint working at a Japanese Sony factory before becoming a Motorola VP.

Among the findings of their research, Bennis and Thomas learned that Geezers and Geeks had quite different concerns when in the age range of 25-30. The Geezers’ concerns were making a living, earning a good salary, starting and supporting a family, stability and security, working hard and getting rewarded by the system, listening to their elders, paying “dues” to various organizations, and using retirement to enjoy life. It also reveals the critical traits they share, including adaptability, vision, integrity, unquenchable optimism, and “neoteny”—a youthful curiosity and zest for knowledge.

In contrast, Geeks’ concerns (during the same age range) were making history, achieving personal wealth, launching a career, change and impermanence, working hard so they can write their own rules, wondering if their elders “got it wrong,” deciding where loyalty should lie, and achieving a balance between work and life. These are significant differences which Bennis and Thomas explain in terms of the different eras in which Geeks lived (at ages 25-30), the societal values of their respective generations, and various “defining moments” such as those associated with the Great Depression, World War II as well as Vietnam and the emergence of the Internet and World Wide Web.

Geeks and Geezers is a book that will forever change how we view not just leadership but the very way we learn and ultimately live our lives. Highlighting the forces that enable any of us to learn and lead not for a time, but for a lifetime, this book is essential reading for geeks, geezers, and everyone in between.

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

Create Your Own Future

Posted on January 7, 2010 by Harry K. Jones

Create Your Own Future: How to Master the 12 Critical Factors of Unlimited Success
by Brian Tracy

This book is another example of what this author does best. Over the years he has studied success techniques, theories, and processes and then re-framed them with personal insights to pass on to more than 500 corporations and more than two million people in 23 countries via his books, audio tapes, seminars and keynotes.

I recently heard a critic say that Tracy has collected the most-often repeated platitudes from every other self-help book ever written and then strung them together in his own book. I’m not certain if I can find a lot of fault with that exercise. First of all, these concepts have been repeated time and time again over the years for good reason. They have been proven to work successfully when executed properly! Personally, I appreciate the fact that the author has invested years of research to collect these words of wisdom, fine-tuned them with his own experience and expertise, and put them together in a meaningful way that is easy to understand, enjoyable to read, and challenging to apply. In addition to this monumental task, Tracy has obviously walked the talk by living by the words he has shared with so many.

Brian Tracy wasn’t exactly born with a silver spoon in his mouth. He left high school without graduating and worked at laboring jobs until he began asking, “Why is it that some people are more successful than others?” I’m certain many people have asked that same question. The difference lies in the fact that Tracy set out on a life-long journey to find the answers. Life rewards ACTION! What he discovered changed his life and can change yours as well.

His research led him to the obvious truth that all successful people follow a proven process. He went on to break this down into 12 critical factors that lead to unlimited success. Each of the 12 factors is absolutely indispensable for anyone who wants to achieve their full potential in a world of virtually unlimited possibilities. Tracy explains each of the factors in great detail, complete with examples and case studies that show them in action. In addition, the author gives you specific exercises that you can use immediately to implement each principle in your life.

Create Your Own Future will show you how to set goals, unlock your inborn creativity, and overcome any obstacle in your path. You’ll learn how to identify the key skills you need to master your field, and how to get the support of the most important people in your work and personal lives. Tracy shows you how to take complete charge of yourself and your environment, become an expert in your field, achieve complete financial independence, and develop the habits of all high-performing men and women.

No matter what your business or occupation, you’ll learn how to create your own “luck” by doing certain things every day that dramatically increase the likelihood that you will succeed at anything you attempt. You’ll learn how to become the kind of person who attracts people, ideas, and opportunities that help you achieve your goals faster than ever before. As always, reading the book is not enough. Application on the part of the reader will determine whether Tracy’s latest effort is a nice read of age-old platitudes or a guidebook to unlimited success! The decision is yours!

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

Fun Works

Posted on January 6, 2010 by Harry K. Jones

Fun Works: Creating Places Where People Love to Work
by Leslie Yerkes

Books on this subject have been around for decades. I have many of them on my own bookshelves and have seldom referred to any of them in the spirit of research, study or bench marking. I’m afraid you’d hear similar remarks from the average CEO, manager, leader, supervisor, HR specialist, etc. However, the business world and its challenges are changing, and I think it’s time we revisit this subject of having fun at work. What better time to do so as experts all agree that we are rapidly approaching an era of difficulty in attracting and retaining talent at a time when potential employees have so many choices.

Another interesting trend has emerged recently as more and more organizations are seriously pursuing the status of “Employer of Choice.” I can attest to the fact that this pursuit is not grounded in a sudden concern for the welfare of employees at every level. I see growing evidence that wise leaders and organizations everywhere are realizing the importance of creating a culture or environment that encourages employees to enjoy their daily routines, look forward to coming to work, manifest more creativity, and, therefore, enhance productivity. The bottom line for the organization, of course, is progress, growth, profitability, and longevity. If it’s that easy, why doesn’t every business simply create this unique, obviously productive culture? The operative word here is “unique.” By the way, it’s also not that easy. However, one of the key ingredients in creating and sustaining this desirable environment is undeniably simplistic. Allow your people, at every level, to have fun at work! What a radical concept—that fun and work are not mutually exclusive!

I mentioned earlier that there have been many books published on this subject. However, the majority of them contain excessive “fluff” and are little more than a collection of stories that illustrate random examples where others have brought fun into the workplace. I suggest you’ll find this book much different.

Let’s begin with the author. Leslie Yerkes brings much to the table as a savvy management consultant. She co-authored the best-selling 301 Ways to Have Fun at Work. She then toured the country conversing with people and giving speeches on her book. She’s researched companies who are known for their successful integration of fun and work. She then visited each one of them and talked face-to-face with as many of the founders and current staff as was possible. She took photos and collected visual memories that led to the stories in this book. She not only knows what she’s talking about—she believes it wholeheartedly!

In this guidebook, Leslie shares 11 Principles of Fun/Work Fusion that she discovered in her research studies:

Give Permission to Perform
Challenge Your Bias
Capitalize on the Spontaneous
Trust the Process
Value a Diversity of Fun Styles
Expand the Boundaries
Be Authentic
Be Choiceful
Hire Good People and Get out of Their Way
Embrace Expansive Thinking and Risk Taking
Celebrate

She provides the “Why” as well as the “How” and not just the “What” of each of these principles.

After an introductory overview, Leslie devotes a chapter to each principle. While the principles are important, of even greater importance is the case study approach validating how a particular company—a different company for each principle—applies the principle. These companies include Pike Place Fish Market, Southwest Airlines, Harvard University Dining Services, Employease, and six other organizations that share their insights with us. At the end of each chapter, a “heart key” shares thoughts designed to increase the reader’s ability to apply the principle.

An additional feature, “Another Voice,” closes each chapter with a comment from an author, manager or business owner to further illuminate the principle. Leslie also provides other resources which include comments from more than 30 authors, speakers, and businesspeople as well as an inventory you can use to benchmark how much fun is present in your organization’s work environment.

Leaders and managers of all organizations should include this book in their corporate library. It will certainly be an invaluable resource.

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

Be the Leader

Posted on January 6, 2010 by Harry K. Jones

Be the Leader: Make the Difference
by Paula B. Thornton

The author of this “manual for leaders” speaks not from theory and research alone. Paul B. Thornton is a consultant, trainer, and speaker specializing in the areas of management, leadership and team building. He has long assisted organizations in the selection and development of leaders at various levels. He has trained more than 7,000 supervisors and managers to be more effective leaders.

Thornton believes that everyone has untapped leadership abilities. Organizations must strive to identify, strengthen, and utilize this tremendous potential in today’s competitive and demanding business world. The author visualizes leadership as a complex puzzle consisting of various pieces such as creating a mission/vision, establishing beliefs/values, gaining alignment, empowering, bench marking, motivating, training, and mentoring to name a few. The test for leaders is determining a way to fit the pieces together. Therefore, the author has created a 3-C leadership model (challenge, confidence, and coaching) which provides a framework to inform leaders what they should do, how they should do it, and when they should do it. His basic premise is that leaders provide their followers with something they can’t provide themselves. Let’s face it, people need help in seeing what’s possible, confidence to take action, and coaching in how to proceed.

Early in the book, Thornton describes the 3-C leadership model itself, explains what leaders do in performing each of the key roles and discusses the relationship of the three components. He goes on to provide in-depth discussion of various techniques leaders can use to challenge people using a step-by-step formula for each technique. He then explains various approaches, including “how-to” examples, that leaders use to build confidence in their associates. He continues by describing when and how leaders perform the role of coach and teacher using stories and examples to highlight some world-class coaches.

Much added value is offered in the form of many revealing case studies and examples involving well-known people and organizations. You’ll also find a “Be the Leader Survey” instrument to assist you in evaluating your own leadership skills. This survey focuses on the seven major aspects of the 3-C leadership model and may also be used as a 360 feedback instrument by having it completed by bosses, peers, team members, customers, and direct reports. You’ll also enjoy an in-depth bibliography and many valuable resources to further your quest for knowledge.

In short, this text provides a practical, concise, easy-to-understand leadership model and valuable guidance on how to develop your leadership skills. It’s a valuable addition to any business or personal library.

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 11.)

About Harry K. Jones

The Leadership Secrets of Colin Powell

Posted on January 6, 2010 by Harry K. Jones

The Leadership Secrets of Colin Powell
by Oren Harari

Here’s a book that caught me totally off guard and turned out to be much different than I had expected. I must admit that I was drawn to it because I had the opportunity to meet Colin Powell in person at a reception following one of his many motivational offerings as part of a national speaking tour. Observing him from the audience and later at the reception, I couldn’t help but admire his ability to captivate, motivate, and communicate with a wide variety of personality and leadership styles. Like him or not—agree with or not—you’ve got to admit that this man exudes integrity as he proves to be witty, articulate, insightful, and self-deprecating. He spoke on leadership that particular day, and it was obvious that he was an authority on the subject. He held the audience in the palm of his hand throughout his presentation. Meeting him in person was even more impressive as he looks you straight in the eye and focuses on your every word. It’s easy to understand why he’s gained the admiration and respect of so many.

Now let me tell you about the book. As I mentioned earlier, this book is misleading—which isn’t necessarily a bad thing. If you’re thinking of passing on this particular publication because you’re not interested in the military and/or politics, you might want to take a closer look. This is obviously a book on leadership, and you don’t have to be a CEO, Lieutenant-colonel, Senator, or even a front-line manager to find value here. Any reader will find wisdom here that can easily be applied to daily life.

This book is not a biography of Colin Powell. Again, it dwells on leadership using Powell as the source and role model for the principles it shares and attempts to apply to any setting.

This book is not written by Powell nor is it intended as a tribute to Colin Powell. The author is a professor of management at the University of San Francisco, speaker, consultant, and prominent author of six previous books. Although it’s obvious that the author respects, admires, and even likes Powell, he admits that this renowned leader has his critics and detractors, and even includes some of their opinions throughout the book. I found this refreshing as it added credibility and realism to the contents.

Something I found especially useful was a content summary and a recap of Powell Principles at the end of each chapter. At the end of the book, you’ll find a seven-page Leadership Primer containing Quotations from Chairman Powell … an article reprinted from a previous issue of the American Management Association magazine. In it you’ll find 18 priceless leadership lessons … a compendium of advice from the General that anyone will find useful in today’s challenging environment.

Let me close this review with a few samples of what you’ll find within the pages of The Leadership Secrets of Colin Powell.

Put people over plans.
Change before you are forced to.
You don’t know what you can get away with until you try.
Don’t be afraid to challenge the pros, even in their own backyard.
Being responsible sometimes means pissing people off.
Great leaders are always great simplifiers who can cut through argument, debate and doubt, to offer a solution everyone can understand.
Never let your ego get so close to your position that when your position goes, your ego goes with it.
Surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard!

(This book review was originally published in 2002 as one of the Top 10 Books – Edition 10.)

Book Reviews

Book reviews written by professional speaker and consultant Harry K. Jones.

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