River People

Monday, October 12, 2009



No, I’m not talking about the guy who lives in a van down by the river (Saturday Night Live).  I’m referring to the type of person we’re all capable of becoming; the kind that is typically a much better hire; the kind you need to help develop in your organization.  
 
River flowing Over the past 25 years of providing psychotherapy, my chief mission has been to free people from unconscious ruts that control their lives.  This isn’t easy.  People rarely see how they have boxed themselves into a view of themselves and a view of the world that limits their perspective, beliefs and actions.


When a person is in a rut, they limit their own movement, growth, vision and freedom to act.  They see the world in a fixed way, and try to convince everyone around them that their “rut trapped” perspective is indeed reality.  The way they lead their life unveils consistent themes, describing their own personal rut repeatedly acted out.


A person who is not stuck in a rut flows like a river, emanating wisdom, humor, and humility even in difficult times.  They may have a long list of things that haven’t worked out, but have no regrets for their efforts. 


When things are going well, economically and emotionally, it is much more difficult to differentiate the “rut people” from the “river people.”  However, in these difficult times, ruts are bound to surface.  Even the most fluid people can be temporarily thrown into a rut in these extreme circumstances, simply because life isn’t familiar or secure.


Losing a job, a home, and plans for the future can certainly appear as an insurmountable rut. “River people” however, don’t allow themselves to get stuck there.  They manage to continually pull themselves up and out of the rut, dust themselves off, and move on with life.  I feel fortunate to know many river people.


As leaders, you owe it to yourself and those you coach to help free them from their ruts.  Whether you’re coaching or interviewing new candidates, help them find hope and envision the opportunities that can unfold if they exercise the “formula for confidence.”  Help them realize their freedom and potential through new ideas, new innovations, new training, new commitments, new values, and perhaps even an entirely new direction.


You’ll find that everyone within an organization benefits once the individual tributaries find their “flow,” and can contribute their full potential once again.  It’s not only practical to encourage this hope, it’s the right thing to do.


But, change is difficult – Most healthy, rational people avoid change, preferring instead the security and safety of what is known.  Ironically however, change can produce incredible growth, if responded to effectively.  If you’re interviewing new candidates without both empathy around change PLUS the encouragement to change, your missing an incredibly useful and helpful tool. 


Have candidates answer this question:  When have you experienced the most growth in your life?  For most people the answer is when they were undergoing tremendous change, accompanied by uncertainty…perhaps when they were much younger.


It’s normal to risk more when we’re younger, because we don’t have that much to lose.  If you analyze that statement, you will begin to see the problem:  Security and hanging onto what we’ve acquired becomes paramount for most of us when we’re older.  We cling to it and cherish it, without ever reflecting on its inherent value to our well-being.


Of course it’s irresponsible to take foolish risks.  But, you can also make the argument that it is foolish to follow a course of action simply because it offers the illusion of security.


For some inspiration on becoming a manager who hires and develops “river people,” read and insert the word manager for friend in the below quote:

“A true friend (manager) knows your weaknesses but shows you your strengths; feels your fears but fortifies your faith; sees your anxieties but frees your spirit; recognizes your disabilities but emphasizes your possibilities.”    -William Arthur Ward


Editor’s Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.

Three Mistakes Effective Hiring Managers Do Not Make

Wednesday, October 07, 2009



Some of the best lessons for recruiting and hiring come from realities that are experienced in other parts of a business.  Principles that are discovered through the application of buying, selling, customer service, and other business functions often give us important insight into our talent management efforts.


Michael Mauboussin wrote an article in Harvard Business Review this month that demonstrates such anNemo pic application.  The article is called When Individuals Don’t Matter, and the topic is understanding the behaviors of a complex system.  More specifically, it addresses the hard-to-predict behaviors that emerge from the interaction of individuals in a business system.


I know, this article sounds like something you’d want to pick up when you’re having a hard time sleeping, but stick with me—I think you’ll see how this can make you a more effective hiring manager.


Mauboussin lays the groundwork by describing the nature of a complex system:

“ ‘If you watch an ant try to accomplish something, you’ll be impressed by how inept it is,’ said Stanford biologist Deborah Gordon in a National Geographic article about swarm theory.  ‘Ants aren’t smart…ant colonies are.’  If you’re familiar with the ideas behind the wisdom of crowds and swarm intelligence, you’re probably nodding knowingly.  Under the right conditions, groups—whether ant colonies, markets, or corporations—can be smarter than any of their members.”

Effective hiring managers understand that their organizations are made up of individuals, but only gain their true synergy as a team.  When bringing new members onto the team, they spend time considering how a person will fit with the culture and what contribution the person will offer to make the team better.


This is not easy to do.  When there are deadlines and performance pressures with regard to the hiring process, hiring mangers often focus on what’s right in front of them.  The chances of making a hiring mistake increase under these conditions.


Mauboussin goes on to lay out three mistakes that executives make when dealing with complex systems.  A pertinent application can be made to an organization’s hiring process.


Mistake #1:   Managers extrapolate individual behavior to explain collective behavior.


If your team is performing well, there is a tendency to attribute that success to the most visible members on the team.  In turn, we want to hire more individuals who are like the prominent high-performing employees.  This is not a bad strategy, but it can’t be successfully implemented without considering what resources the new high potential employees could disproportionately consume.  For example, if support resources are reduced or diluted in the support of the new employee, could the performance of the existing high performing employees be diminished due to lack of support?  The collective may end up performing worse as you add high performers. 


Mistake #2:   Managers fail to recognize that changes in one component of a complex system have unintended consequences on the whole.


Let’s imagine that you manage a real estate office in a prominent suburb of a large metropolitan area.  While your office is successful, you also have two competitors who regularly attain sales volume equal to your organization.  Recruiting high-performing agents from your competitors is a quick way to gain market share and increase your revenues, right?  It may not be that simple.


One of our clients told us about a prominent real estate agent in his community who was very effective at marketing his services.  He drew a huge amount of attention and new clients as a result of his efforts.  However, due to his ego and abrasive personality, a percentage of his prospects would look for alternatives after initially interacting with the “celebrity agent.”  Several of the agents in our client’s office would scoop up these disgruntled prospects and receive the direct benefit (and low cost) of the competitor’s marketing efforts.


What if you were able to hire the “celebrity agent?”  On one hand, it would be a significant win for your marketing prominence in the community and your short-term market share and revenues would almost certainly increase.  But, hiring this person could disrupt the complex system of how the real estate companies interact with each other and the customers in your community.  You may end up with less business in the long-run because the system compensated in a way that worked to your disadvantage. 


Mistake #3:  Managers tend to prize standout individuals while ignoring how much they draw on their surrounding systems for support.


When you recruit a high performer (especially if it is someone you lure away from a competitor), you naturally have high expectations.  You hope that the new employee’s high performance can be duplicated in your organization.  The reality is…it rarely happens.


One Harvard Business School study tracked more than 1000 high-performing equity analysts over a decade and monitored how their performance changed when they switched firms.  The disappointing conclusion of the research was that only 20% of the analysts could duplicate their high performance once hired into a new company.  Why?  Because the support structures that helped make the person successful in the first company were not made available in the new company.


Conclusion:  All three mistakes have the same root:  Wrong assumptions about the relevance of an individual to the behavior of a complex adaptive system.  While change is necessary, still going to happen, and not something you should fear, effective managers navigate change with the needs and dynamics of the overall team in mind.  In the end, the performance of the organization is going to trump the potential of any particular individual—no matter how high-performing the person may be.





Editor’s Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.










The Confidence Formula

Monday, October 05, 2009



One of our most popular blogs was written around the concept of Coaching for Confidence.  Below, are some of the original findings regarding this fascinating subject, along with some additional findings that help improve our understanding of the topic. Confidence


It’s no secret that managing and coaching those around us can feel futile if those being coached lack confidence in their ability to succeed.  We’ve all witnessed talented people lose their spark and confidence, begin to wilt, and eventually begin to drop below performance standards.


Rosabeth Moss Kanter, an expert on the subject of confidence explains:

“Confidence consists of positive expectations for favorable outcomes.  Confidence influences the willingness to invest – to commit money, time, reputation, emotional energy, or other resources – or to withhold or hedge investment.  This investment, or its absence, shapes the ability to perform.  In that sense, confidence lies at the heart of civilization.  Everything about an economy, a society, an organization, or a team depend on it.  Every step we take, every investment we make, is based on whether we feel we can count on ourselves and others to accomplish what has been promised.  Confidence determines whether our steps – individually or collectivity – are tiny and tentative or big and bold.”  (Confidence: Leadership and the Psychology of Turnarounds, 2004)

Recruiting people is just the first stage of an ongoing process.  It’s your job as a coach, manager, and/or mentor, to bring out the best in others, which begins with assessing their confidence.  They must believe that they can succeed in order to succeed.


Carol Craig at the Centre for Confidence and Well-Being claims that she and her colleagues have developed a formula for confidence.  It appears to be quite accurate, with a great deal of research to back it up.  It goes like this:


Confidence = Self-efficacy (the belief you can reach your goals) + Optimism.


So what do these terms mean?


Self-efficacy:

“Self-efficacy is the term that psychologists use to describe the belief a person has that they can reach their goals.  Unlike self-esteem which is more of a global judgment on the self and its worth, self-efficacy specifically isolates the way an individual assesses their competence in relation to achievements, goals and life events.  Self-efficacy expert, Albert Bandura from Stanford University argues that ‘ordinary realities are strewn with impediments, adversities, setbacks, frustrations and inequities.’  He therefore claims that people need ‘a robust sense of efficacy’ to keep trying.”

Research on self-esteem suggests that parents (through genes and parenting style) have the biggest influence on a young person’s self-esteem.  However, Bandura and others argue that schools (perhaps even real estate coaching and training…) play a huge role in developing young peoples’ feelings of self-efficacy.


Optimism:

“In everyday life we usually use the word optimism to mean feeling positive about life.  Often we refer to someone who is optimistic as seeing ‘the glass as half-full, rather than half-empty.’


In psychology, there are two main ways to define optimism.  Scheier and Carver, the authors of the popular optimism measure – The Life Orientation Test – for example, define optimism as ‘the global generalized tendency to believe that one will generally experience good versus bad outcomes in life.’  In everyday language this means ‘looking on the bright side of life.’  In such a definition, pessimism is the tendency to believe ‘if something can go wrong for me, it will.’  The other main way to define optimism is to use the concept of ‘explanatory style.’  This is the approach taken by Professor Martin Seligman, author of Learned Optimism and co-author of The Optimistic Child.  He argues that each of us has our own ‘explanatory style,’ a way of thinking about the causes of things that happen in our lives.  Optimists are those who see adversities as temporary and restricted to one domain of life while pessimists often see problems as permanent and pervasive.”  (Carol Craig, Centre for Confidence and Well-being, 2006).

So, what can you do if those you coach lack confidence?  Here are some ideas:


1. Ask them: “Do you believe that you will succeed?”  If they don’t, or if they say yes in a tentative manner:


2. Then ask them what they believe the outcome will be if they don’t really believe they can achieve their goals?  (Even though my graduate courses were over 23 years ago, I can tell you that those who believed they’d finish and do well, did!  Those who didn’t have that confidence, failed!)


3. Once you have them talking about their uncertainty and its impact on their performance:  Ask them to remember a time when they did succeed – big time!  Urge them to remember their attitude going into the situation.  What was their level of confidence?  Did they expect success?  Why?


4. And lastly, remind them that their best confidence will develop as they focus on developing their strengths, and contributing to clients, co-workers and society at large, rather than taking on important tasks and projects only to bolster their ego.  Only under these conditions can one sustain great performance.  Because when things don’t go well, it’s not about your ego, it’s about your contribution!



Editor’s Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.

Agent Retention: Someone’s About to Pull the Plug on your Bathtub

Wednesday, September 30, 2009



I’ve read numerous articles in the last month regarding a coming wave of turnover that is predicted to hit companies if an economic recovery starts to materialize.  The line of reasoning is that if employees have been treated poorly (from their personal perspective) during the economic downturn, they will be looking to make a move upon the long-awaited recovery.  The premise is that they’ve only remained with their present employer because there were no other options.  When new opportunities begin to emerge during a recovery, many will express their dissatisfaction by heading for the door.Walking out the door 


Dr. John Sullivan, a professor at San Francisco State University, wrote a recent article that summarizes the problem in this way:

“Study after study has confirmed the notion that many employees would have left their employers months/years ago had the option to do so been viable.  The economic downturn, combined with the mortgage crisis, has forced many frustrated, disappointed, and unmotivated employees to stay put.  The trend is not a new one and is consistent with past downturns.


While turnover rates are at an all-time low, they most certainly cannot be taken as an indication of a firm’s status as a desirable place to work.


Just as in years past, when job opportunities become more prevalent, employees will exercise their right to demonstrate just how much they appreciated the treatment they received throughout reductions in force, furloughs, clumsy mergers, travel freezes, and budget cuts.  The level of animosity among many will render most traditional retention approaches ineffective.


Some studies indicate that as many as two-thirds of employees are ready to go.  Unfortunately, few corporations are preparing today to handle the dramatic increase in voluntary terminations that will come tomorrow.”

Of course, Dr. Sullivan is looking at this issue from a workforce-at-large perspective.  However, many of the same principles apply to real estate businesses.  There is a lot of dissatisfaction among real estate agents.  In their minds, they’ve been forced to make a great number of sacrifices over the last several years, and numerous agents believe their company and their manager were at least partially to blame.  If a person has this mindset, it doesn’t take much to convince them that the grass is greener in a new organization.


Dr. Sullivan goes on to suggest that the first step to solving or lessening the impact of a problem is being able to measure factors that lead up to it becoming a reality:

“Retention metrics in most organizations begin and end with overall turnover by period.  Absent are metrics that measure the business impact of turnover and specific goals to mitigate predicted impact.  If your retention function doesn’t measure and report these five key metrics, chances are your efforts are under-managed:


•The cost of turnover.  Reporting a percentage turnover rate seldom excites executives, but converting that turnover rate to a dollar impact on business performance can establish the visibility on talent issues needed to transform a good recruiting function into a great one.


•Top performer/key employee turnover.  Often called regrettable turnover, this measure prioritizes the jobs and individuals based on the degree to which their leaving hurts the firm.


•Competitor win/loss ratio. This metric is simply the ratio of the number of top performers you have successfully recruited away from a competitor compared to the number of top performers who voluntarily terminated to join a competitor.  If a top performer quitting goes directly to a competing firm (vs. retiring), it raises the costs because it hurts the firm while aiding a competitor.


•Preventable turnover.  If turnover is occurring for silly or preventable reasons, the percentage of cases where that is true needs to be reported and fixed.


•Percentage of ‘at risk’ employees.  The best firms proactively identify high-priority individuals who present a high risk of leaving during the next one or two years.  Reporting the percentage of target individuals at risk alerts managers, helping them put into place proactive programs attacking retention issues before they get out of hand.”

As we’ve discussed in the past, you can’t improve what you can’t measure.  If you start by measuring the impact turnover has on your organization, the strategies to minimize that impact will start to become evident.  
 
The good news in all this is that many of your competitors may not see this coming.  When your competitor’s agents start to gain some confidence in the economic recovery, make sure that you are well positioned to receive them with open arms…



Editor’s Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.

Great Managers And An Evening With Sha Na Na

Monday, September 28, 2009



I had the pleasure of spending last Thursday evening with Nicki Marcellino, Branch Manager for a Prudential California Realty office in La Jolla.  Nicki and I had originally met at a Palm Springs conference for Prudential California’s top agents, where I had been invited to speak.  It didn’t take long for me to figure out that there was something special about Nicki.  She had that calm authority that one feels instantly comfortable around.  Soon after meeting her, I was told by someone that she was the top manager in the nation.



LaJolla


At the end of the Palm Springs weekend, I casually extended an offer for her to give me a call whenever she came to the Seattle area.  Not much time went by, when, low and behold, I received an email from Nicki, accepting my invitation and extending her own—Tickets for my wife and I to attend, with her, a Seattle Symphony concert featuring her husband’s well-known band, Sha Na Na.  (If you recall, they made their debut 40 years ago at Woodstock, and have been playing ever since.) 



My wife and I had quite a memorable evening sitting next to Nicki during the very entertaining concert.  After the concert, we enjoyed dessert and conversation with Nicki and her husband, Jocko.


Now, the point of this story is to share what I feel makes Nicki Marcellino and other great managers so good at what they do.  I’ve had the pleasure of meeting several managers like her within the ranks of the organizations we serve.  If you spend time with these innovative managers, you’ll begin to see a pattern of similar characteristics.  Here is a summary of what I truly believe about exceptional managers.


Every great manager possesses:


1. A consistently strong work ethic.  These individuals aren’t just biding their time.  They love what they do, and set out to learn as much as they can so that they are constantly improving themselves as managers.  (By the way, by the week’s end, Nicki is so emotionally spent that she has made a weekly tradition of attending Friday afternoon matinees to wind down…a well deserved reward!)


2. A calm authority.  When you’re around good managers, you may have noticed that they never really seem to panic.  They believe things will go well, and those managed by them are drawn to this sense of calm and certainty, combined with expertise.



3. Confidence without a shred of arrogance.  When I introduced Nicki to my wife as “One of the top managers…” she interrupted and said without a shred of arrogance, “Number One Manager.”  This seems to be a consistent characteristic of some of the best managers I’ve had the pleasure of meeting.  Additionally, these folks don’t presume to know everything, and quickly concede that they can learn tons from their top producers.


4. An expectation of greatness in others.  And to back this up, they hold people accountable.  Great managers have no qualms about saying, “This is what your capable of doing, and if you don’t reach these goals, then you or I are doing something wrong.”  There is a competitiveness that comes through and naturally inspires others.



If you feel there are other essential characteristics that great managers share, please let me know.  In the meantime, let me just say thank you to Nicki for a more than pleasant evening at the symphony!




Editor’s Note:  This article was written by Dr. David Mashburn.  Dave is a Clinical and Consulting Psychologist, Partner at Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.



The 100 Best Business Books of All Time: How Many of These Books Have You Read?

Friday, September 25, 2009



Are you looking for a good book to read this weekend?  Pick up a copy of The 100 Best Business Books of All Time and it may lead to a whole bunch of good reading! 


Here is the list of business books that made the list, published by Jack Covert and Todd Sattersten (these guys are executives from a company called 800-CEO-READ) earlier this year:


100 Best Business Books

You: Improving your life, your person and your strengths.


  • Flow by Mihaly Csikzentmihalyi
  • Getting Things Done by David Allen
  • The Effective Executive by Peter Drucker
  • How to Be a Star at Work by Robert E. Kelley
  • The 7 Habits of Highly Effective People by Stephen R. Covey
  • How to Win Friends & Influence People by Dale Carnegie
  • Swim with the Sharks Without Being Eaten Alive by Harvey B. Mackay
  • The Power of Intuition by Gary Klein
  • What Should I Do with My Life? by Po Bronson
  • Oh, the Places You’ll Go by Dr. Seuss/Theodore Geisel
  • Chasing Daylight by Eugene O’Kelly

Leadership: Inspiration. Challenge. Courage. Change.

  • On Becoming a Leader by Warren Bennis
  • The Leadership Moment by Michael Useem
  • The Leadership Challenge by James M. Kouzes and Barry Z. Posner
  • Leadership Is an Art by Max De Pree
  • The Radical Leap by Steve Farber
  • Control Your Destiny or Someone Else Will by Tichy and Sherman
  • Leading Change by John P. Kotter
  • Questions of Character by Joseph L. Badaracco, Jr.
  • The Story Factor by Annette Simmons
  • Never Give In! Speeches by Winston Churchill

Strategy: Eight organizational blueprints from which to draft your own.

  • In Search of Excellence by Thomas J. Peters and Robert H. Waterman, Jr.
  • Good to Great by Jim Collins
  • The Innovator’s Dilemma by Clayton M. Christensen
  • Only the Paranoid Survive by Andrew S. Grove
  • Who Says Elephants Can’t Dance? by Louis V. Gerstner, Jr.
  • Discovering the Soul of Service by Leonard Berry
  • Execution by Larry Bossidy and Ram Charan
  • Competing for the Future by Gary Hamel and C. K. Prahalad

Sales and Marketing: Approaches and pitfalls in the ongoing process of creating customers.

  • Influence by Robert B. Cialdini, PhD
  • Positioning by Al Ries and Jack Trout
  • A New Brand World by Scott Bedbury with Stephen Fenichell
  • Selling the Invisible by Harry Beckwith
  • Zag by Marty Neumeier
  • Crossing the Chasm by Geoffrey A. Moore
  • Secrets of Closing the Sale by Zig Ziglar
  • How to Become a Rainmaker by Jeffrey J. Fox
  • Why We Buy by Paco Underhill
  • The Experience Economy by B. Joseph Pine II and James H. Gilmore
  • Purple Cow by Seth Godin
  • The Tipping Point by Malcolm Gladwell

Rules and Scorekeeping: The all-important numbers behind the game.

  • Naked Economics by Charles Wheelan
  • Financial Intelligence by Karen Berman and Joe Knight
  • The Balanced Scorecard by Robert S. Kaplan and David P. Norton

Management: Guiding and directing the people around you.

  • The Essential Drucker by Peter Drucker
  • Out of the Crisis by W. Edwards Deming
  • Toyota Production System by Taiichi Ohno
  • Reengineering the Corporation by Michael Hammer and James Champy
  • The Goal by Eliyahu M. Goldratt and Jeff Cox
  • The Great Game of Business by Jack Stack with Bo Burlingham
  • First, Break all the Rules by Marcus Buckingham and Curt Coffman
  • Now, Discover Your Strengths by Buckingham and Clifton
  • The Knowing-Doing Gap by Jeffrey Pfeffer and Robert I. Sutton
  • The Five Dysfunctions of a Team by Patrick Lencioni
  • Six Thinking Hats by Edward De Bono

Biographies: Seven lives. Unlimited lessons.

  • Titan by Ron Chernow
  • My Years with General Motors by Alfred P. Sloan, Jr.
  • The HP Way by David Packard
  • Personal History by Katharine Graham
  • Moments of Truth by Jan Carlzon
  • Sam Walton: Made in America by Sam Walton with John Huey
  • Losing My Virginity by Richard Branson

Entrepreneurship: Seven guides to the passion and practicality necessary for any new venture.

  • The Art of the Start by Guy Kawasaki
  • The E-Myth Revisited by Michael E. Gerber
  • The Republic of Tea by Mel Ziegler, Patricia Ziegler, and Bill Rosenzweig
  • The Partnership Charter by David Gage
  • Growing a Business by Paul Hawken
  • Guerrilla Marketing by Jay Conrad Levinson
  • The Monk and the Riddle by Randy Komisar with Kent Lineback

Narratives: Six industry tales of both fortune and failure.

  • McDonald’s: Behind the Arches by John F. Love
  • American Steel by Richard Preston
  • The Force by David Dorsey
  • The Smartest Guys in the Room by Bethany McLean and Peter Elkind
  • When Genius Failed by Roger Lowenstein
  • Moneyball by Michael Lewis

Innovation & Creativity: Insight into the process of developing new ideas.

  • Orbiting the Giant Hairball by Gordon MacKenzie
  • The Art of Innovation by Tom Kelley with Jonathan Littman
  • Jump Start Your Business Brain by Doug Hall
  • A Whack on the Side of the Head by Roger Von Oech
  • The Creative Habit by Twyla Tharp
  • The Art of Possibility by Rosamund Stone Zander and Benjamin Zander

Big Ideas: The future of business books lies here.

  • The Age of Unreason by Charles Handy
  • Out of Control by Kevin Kelly
  • The Rise of the Creative Class by Richard Florida
  • Emotional Intelligence by Daniel Goleman
  • Driven by Paul R. Lawrence and Nitin Nohria
  • To Engineer is Human by Henry Petroski
  • The Wisdom of Crowds by James Surowiecki
  • Made to Stick by Chip Heath and Dan Heath

Takeaways: What everyone is looking for.

  • The First 90 Days by Michael Watkins
  • Up the Organization by Robert Townsend
  • Beyond the Core by Chris Zook
  • Little Red Book of Selling by Jeffrey Gitomer
  • What the CEO Wants You to Know by Ram Charan
  • The Team Handbook by Peter Scholtes, Brian Joiner, and Barbara Streibel
  • A Business and Its Belief by Thomas J. Watson, Jr.
  • Lucky or Smart? by Bo Peabody
  • The Lexus and the Olive Tree by Thomas L. Friedman
  • Thinkertoys by Michael Michalko
  • More Than You Know by Michael J. Mauboussin


While I’ve read a lot of these books, I was surprised how many I’ve not read.  There is so much left to learn!



Editor’s Note:  This article was written by Ben Hess.  Ben is the Founding Partner and Managing Director of Tidemark, Inc. and a regular contributor to WorkPuzzle.  Comments or questions are welcome.  If you’re an email subscriber, reply to this WorkPuzzle email.  If you read the blog directly from the web, you can click the “comments” link below.