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Senin, 19 Desember 2011

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Solve the number one problem with today's young workforce—the soft skills gap

The number one challenge with today's young talent is a problem hiding in plain sight: the ever-widening soft skills gap. Today's new, young workforce has so much to offer—new technical skills, new ideas, new perspective, new energy. Yet too many of them are held back because of their weak soft skills.

Soft skills may be harder to define and measure than hard skills, but they are just as critical. People get hired because of their hard skills but get fired because of their soft skills.

Setting a good example or simply telling young workers they need to improve isn't enough, nor is scolding them or pointing out their failings in an annual review. However you can teach the missing basics to today's young talent.

Based on more than twenty years of research, Bruce Tulgan, renowned expert on the millennial workforce, offers concrete solutions to help managers teach the missing basics of professionalism, critical thinking, and followership—complete with ninety-two step-by-step lesson plans designed to be highly flexible and easy to use.

Tulgan's research and proven approach has show that the key to teaching young people the missing soft skills lies in breaking down critical soft skills into their component parts, concentrating on one small component at a time, with the help of a teaching-style manager. Almost all of the exercises can be done in less than an hour within a team meeting or an extended one-on-one. The exercises are easily modified and customized and can be used as take-home exercises for any individual or group, to guide one-on-one discussions with direct-reports and in the classroom as written exercises or group discussions.

Managers—and their young employees—will find themselves returning to their favorite exercises over and over again. One exercise at a time, managers will build up the most important soft skills of their new, young talent. These critical soft skills can make the difference between mediocre and good, between good and great, between great and one of a kind.

Sales Rank: #172819 in Books
Published on: 2015-09-15
Original language: English
Number of items: 1
Dimensions: 9.30" h x 1.10" w x 6.40" l, .0 pounds
Binding: Hardcover
288 pages

From the Inside Flap

Today's new young workforce has so much to offer—new technical skills, new ideas, new perspective, new energy. Yet too many of them are held back, and driving the grown-ups crazy, because of their weak soft skills.

Here's what managers say:

"They just don't know how to behave professionally."
"They arrive late, leave early, dress inappropriately, and spend too much time on social media."
"They know how to text but they don't know how to write a memo."
"They don't know what to say and what not to say or how to behave in meetings."
"They don't know how to think, learn, or communicate without checking a device."
"They don't have enough respect for authority, and don't know the first thing about good citizenship, service or teamwork."

Soft skills may be harder to define and measure than hard skills, but they are just as critical. People get hired because of their hard skills but people get fired because of their soft skills.

Managers ask: "Why should it be my problem to teach these soft skills? They should have learned these things from their parents or in school. How can I teach these soft skills when I don't even remember how I learned them myself?"

Here's the bad news: Setting a good example or simply telling young workers they need to improve isn't enough. Nor is scolding them or pointing out their failings in an annual review.

Here's the good news: You can teach the missing basics to today's young talent.

Now, based on more than twenty years of research, renowned expert on the Millennial workforce Bruce Tulgan offers concrete solutions to help managers teach the missing basics of professionalism, critical thinking, and followership—complete with 92 step-by-step lesson plans designed to be highly flexible and easy to use.

Tulgan's research and proven approach has shown that the key to teaching young people the missing soft skills lies in breaking down the critical soft skills into their component parts; concentrating on one small component at a time; with the help of a teaching-style manager. Almost all of the exercises can be done in less than an hour within a team meeting or an extended one-on-one. The exercises are easily modified and customized and can be used in many different ways:

As "take-home" exercises for any individual or group
To guide one-on-one discussions with direct-reports
In the classroom as written exercises or as group discussions

Managers—and their young employees—will find themselves returning to their favorite exercises over and over again. One exercise at a time, managers will build up the most important soft skills of their new young talent. These critical soft skills can make the difference between mediocre and good; between good and great; between great and 'one of a kind.'

From the Back Cover

PRAISE FOR BRIDGING THE SOFT SKILLS GAP

"Bridging the Soft Skills Gap offers a powerful tool to this new generation of employees and their managers to understand the skills needed to be successful in a multi-generational company with a straightforward and easy to implement 'how to' approach."
—Larry Lawson, CEO, Spirit Aero Systems, Inc.

"Tulgan takes understanding and addressing challenges with 'generational diversity AND inclusion' to the next level. This book is chock-full of meaningful and effective strategies for getting the most out of this critical talent component."
—Sue Unvarsky, Senior Vice President, Operations, Prudential Retirement

"Managers and leaders will find Bruce's work a valuable resource for how to engage and motivate a younger workforce."
—Stephen Hampson, President and General Manager, MeritorWABCO

"As you read this book, as well as his others, you can't help but think of real people and real situations in your organization that you are dealing with every day…. We look forward to embracing and incorporating his lessons on how to teach the missing basics in our leadership development program."
—Steve Bell, EVP & Director, Human Resources, National Penn Bancshares

"Bridging the Soft Skills Gap is an essential tool for developing today's talent. Tulgan's book offers an easy, no nonsense approach to building greater soft skills critical for success."
—Tani Bialek, PhD, Director, Learning and Professional Development, McGladrey LLP

"Bruce Tulgan offers down-to-earth, practicable and actionable answers. Tulgan again identifies a critical issue plaguing many of today's companies, and provides clear step-by-step instruction for teaching professionalism, critical thinking, and followership."
—Gregg Edwards, Chief People Officer, Asante Health System

"In the restaurant business, our brand is primarily delivered to every guest every time through our hourly teams, the Millennial workforce. We've incorporated Bruce's concepts and practices into our training materials and daily management practices."
—Alan Palmieri, Co-Owner/Partner, Marlow's Tavern

"This book offers immediately transferable ideas and guidance for a leader to enable your employees to bridge the gap in basic skills."
—Sylvia B. Vogt, President, Carnegie Bosch Institute for International Management at Carnegie Mellon University

"Bruce's methods for training young talent in soft skills are not only effective but help bridge the generation gap in the workplace and prepare future leaders for success."
—Ray Kotcher, Senior Partner and Chairman, Ketchum, Inc.

"Professionalism, critical thinking and followership are critical skills for today's law enforcement professionals. Bruce provides common sense solutions for managers to develop these skills in themselves and their employees."
—Colonel Craig Price Superintendent, South Dakota Highway Patrol

About the Author
BRUCE TULGAN is the founder and CEO of RainmakerThinking, Inc., a management research and training firm, as well as RainmakerThinking.training, an online training company. Bruce is an adviser to business leaders all over the world and a sought-after keynote speaker, seminar leader, and author of numerous books, including the bestselling It's Okay to Be the Boss, the classic Managing Generation X, Not Everyone Gets a Trophy, It's Okay to Manage Your Boss, and The 27 Challenges Managers Face.

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3 of 3 people found the following review helpful.
MUST READ FOR YOUNG PROFESSIONALS
By Rusty Melges, J.D.
For young professionals who want a jump start to their career, this book is a MUST READ. For us young professionals, the majority, if not all, of our time seeking college and graduate degrees was spent in the classroom gaining the substantive knowledge that our perspective degrees have to offer. Very little time was spent acquiring the soft skills Mr. Tulgan speaks about in his book. That is why this book is a MUST READ FOR YOUNG PROFESSIONALS. This book will not only teach young professionals how to acquire the necessary soft skills to succeed in today's workplace, it also (and in my opinion more importantly), saves your employer the time, effort and expense of teaching them to you, a young professional, him or herself.

4 of 5 people found the following review helpful.
Younger Professional's Review
By Donnine Canamar
I'll update this as I read through the book, as I am about 30% through it.

Being a young professional, I can tell this book was not intended for me to read. While the first part of this book has been, to say the least, insulting, it has informed me a bit better about where biases occur towards me and my generation. It's also helped to see which behaviors may be subliminally amplifying those perceptions that I'm doing. "Self-Evaluation," as it were. But I do have an issue with how this gap is presented.

The tone of the book implies that all of the workplace problems are caused in the faults of the absence of these "soft skills," which, I don't believe they do. The assumptions this book makes is A.) Every company who assimilates new talent should reserve the right to keep in good standing with bad practices, and B.) Young ideas are threatening. This, so far, doesn't leave room for managers to meet half way. This seems to be catered more towards fostering improvement in the soft skills of the younger generation, while not addressing the faults in the soft skills of management. Isn't it equally important for young professionals to gain these soft skills as it is for the older professionals to address their own attitudes (yes, attitudes) about younger people? It doesn't seem fair to attribute the entire problem to one side.

Maybe this is my own personal bias coming through, but I think there should be some game plan to address the power of being wrong. Especially in the age of the internet, best practices change all the time, and this leaves error in judgement on older professionals' side. What if management is wrong, and the correct answer is being offered by a younger employee, but it falls on deaf ears, simply because these biases are being unfairly applied? How then do you get around your own personal biases and help the company grow, even if you, your seasoned self, did not offer that solution? I think a lot of these issues are over simplified for the sake of creating a "game plan" to teach young people these skills. And that's a dangerous over simplification to make, especially if it ends up costing the company money off of personal preferences. These seem to offer more biases to adopt than to overcome. It seems to widen the gap, for me, into "It's an Us VS. Them" mentality. I don't think it should be that way.

I'll update it more, as I read. But these are my initial reactions.

2 of 2 people found the following review helpful.
Right on point!
By Eliza
The issues Mr. Tulgan raises are critical for anyone recruiting and managing individuals from "Generation Z." I work at a business school and Mr. Tulgan is right on point. Generation Z has amazing energy, technological capabilities, and a global orientation that earlier generations did not have, but they are missing soft skills and that harms their ability to succeed on teams and in the workplace. This book will be invaluable to many!

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Minggu, 18 Desember 2011

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Published on: 1707
Binding: Paperback

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[Y717.Ebook] Download PDF Iraq: The ancient sites and Iraqi Kurdistan (Bradt Travel Guides), by Geoff Hann, Karen Dabrowska

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This brand new edition of Bradt's unique guide to Iraq gives up-to-date travel information and also informs the armchair traveller about the history and exciting archaeological prospects of this ancient land with a rich culture. Ancient sites such as Babylon and Ur, the stunning architecture of the country's mosques, the natural beauty and wildlife of the Marshes and beautiful Iraqi handicrafts create a myriad of attractions to inspire even the most seasoned traveller. The authors, Geoff Hann, Karen Dabrowska and Tina Townsend-Greaves, bring their considerable knowledge and understanding of Iraq to provide all the practical and background information needed to explore this country and to get the most out of your trip. Advice on cultural awareness and religious sensitivity in the context of Iraqi history, along with where to get the latest information on which parts of the country you can still visit, make this an invaluable guide.

Sales Rank: #1539693 in eBooks
Published on: 2015-08-12
Released on: 2015-08-12
Format: Kindle eBook

About the Author
Geoff Hann is the owner and managing director of Hinterland Travel, the only UK-based travel company currently taking tourists to cover Iraq completely (not including the travel companies specialising in pilgrim traffic) . He has been taking tourists to Iraq since 1970, and ran the famous post-war tour, following the toppling of Saddam Hussain in October 2003.

In April 2007 he took the first group of tourists into the Kurdistan region of Iraq following the US occupation of the country and in 2009 began again to take tourists to the rest of Iraq. Since that time he has been taking increasing numbers of tourists to the country, both from the UK and from Europe, America, Scandinavia, New Zealand, Asia and Australia. He works closely with the Ministry of Tourism in Iraq. He advised the TV programme ‘Top Gear' on travel to and in Kurdistan for a TV Christmas special and his expertise is constantly sought by the press and other media when comment and opinion on travel to Iraq is being discussed.

Karen Dabrowska was born in Wellington, New Zealand to Polish parents. She worked on a daily paper in New Zealand for six years before emigrating to Britain in 1985, where she completed an MA in International Journalism. She has edited a number of magazines and newsletters dealing with the Arab world including New Horizon and has visited most Arab countries. From 1991-2011 Karen was the London correspondent of Jana News Agency and Assistant Editor of Islamic Tourism Magazine and since 2012 she has been the London correspondent for the Tripoli Post. During the 1990s she edited a number of newsletters about Iraq.

Karen's travels began with an overland tour of Nepal and India in 1980 but her interest in Iraq started in 1986 when she attended an international calligraphy festival in Baghdad and she has followed developments in the country since then. She has visited 33 countries including Iraq, Iran, Turkey, Yemen, Afghanistan, North Cyprus, Morocco, Tunisia, Jordan, Western Sahara, Ethiopia, Kenya and Tanzania.

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3 of 3 people found the following review helpful.
Worth a read even though it is not easy to go there
By Dromomanic
In 2003 Secretary of Defense Rumsfeld, who was in charge of the Iraq post-war reconstruction, offered up some advice stating,"Tourism is going to be something important in that country as soon as the security situation is resolved, and I think that will be resolved as the Iraqis take over more and more responsibility for their own government." (Source: George Packer. The Assassins' Gate: America in Iraq (Farrar, Straus & Giroux, NY 2005, pp. 242). It is now 2015 and with the rise of ISIL, the security situation in Iraq has deteriorated greatly. Last month, Bradt released the 2nd edition of their Iraq guidebook, first published in 2002. It was clearly a bold move as between 2003 and 2009, tourism in Iraq had all but disappeared except for religious tourism to the holy Shia sites of Karbala and Najaf. In 2009, one of the book's authors,Geoff Hann, organized a tour to the country which encompassed almost the length of Iraq from Kurdistan down to Basra stopping at many archaeological sites along the way. From then on, Mr. Hann has led very comprehensive tours to the country annually. His tour company is one of less than a handful to do that. Clearly Iraq is not a travel destination that can easily be arranged, and the number of tourists (not the religious type) that make it to the country annually probably do not reach 3 digits. It is in this context that I find the publication of this guidebook a real surprise and kudos to Bradt for making this possible.. This book is written to be a guidebook only. It will not go into depth about Mesopotamian and Iraqi history, nor does it strive to be an archaeological catalog of the ancient sites. Alongside the descriptions of the many cities and sites, one is surprised to see listings which include "how to get there", rankings of hotels, shopping, lists of local restaurants, etc. How many tourists actually get into Iraq to see the sites described in the book? Unfortunately the answer is "not many". Some of the sites have now sadly been destroyed by ISIL, and the book does mention this; BUT, the book is a good read, well written by people who have traveled extensively in the country, and and gives hope that in the future tourism will definitely become an important factor in the Iraqi economy. The only criticism I have is that it would be nice to have the inclusion of more photographs.

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Minggu, 11 Desember 2011

[K684.Ebook] Ebook Free MacMillan / McGraw-Hill Social Studies: Our World, Vol. 1, Grade 6, Teacher's Edition, by MacMillan / McGraw-Hill

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Sales Rank: #1754134 in Books
Published on: 2002-05-01
Released on: 2002-05-01
Number of items: 1
Binding: Hardcover

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Selasa, 06 Desember 2011

[O646.Ebook] Ebook A Severed Head, by Iris Murdoch

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Dust jacket art by Bill English. Her 6th book.

Sales Rank: #3021996 in Books
Published on: 1961-04-17
Number of items: 1
Binding: Hardcover
248 pages

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49 of 49 people found the following review helpful.
A Masterpiece of Sly Humour
By bibliomane01
In "A Severed Head," Iris Murdoch takes the bedroom farce to a whole new level. It's a tangled tale of love, adultery, deception, self-deception, jealousy and attempted suicide, all rendered with deadpan humour and with just enough darkness lurking behind the scenes to make it even more interesting. Many of Murdoch's novels have a central character cast as the master manipulator, but here it's never clear who is manipulating whom. The portrayal of the ponderous, rather smug protagonist is a masterpiece of sly character assassination and the immortal Honor Klein is...well, you'll have to read the book to find out. Heartily recommended.

78 of 82 people found the following review helpful.
Tops
By A Customer
As an Iris Murdoch "junkie", I relish all of her works, and I'm still in the process of completing the list. My personal favorites have to be A Severed Head, The Sea, The Sea, Bruno's Dream and The Green Knight, so far. A Severed Head is particularly enjoyable because its plot is fast-moving and doesn't get sidetracked with lengthy philosophical or religious theory that is inherent in so many of her books. While I do enjoy examining these topics, it's also great just to get engrossed in a good story without having to think existentially, if you know what I mean. She has incredible talent as a novelist in developing characters, describing setting, developing plot and building suspense. She uses these gifts, combined with her great sense of humor, to bring her stories to an unanticipated climax, with an even more unexpected, and often happy, ending. She treats her readers as intellectual equals, which is a nice compliment, although I know I've come up short a few times -- particularly when one of her characters spouts off a phrase in a foreign language. It's the price you pay for good art, and I wouldn't change a thing. This book is a great jumping off point for new Iris Murdoch readers, who can then graduate to her lengthier, (and more philosophical) works later. Not many people can write like Iris Murdoch, and she is missed by many. Luckily, she left her legacy in her writings that we can all enjoy for many, many years to come.

1 of 1 people found the following review helpful.
A Gem
By Kindle Customer
This book is a sexy, tantalizing gem. I felt Ms. Murdock wanted to go places she didn't quite know how to get to, but got to them anyway. Martin Lynch-Gibbon, the book's main character, is both villain and victim. The book twists and turns. There is Georgie, Martin's beautiful but woeful mistress, his wife Antonia, her lover, Palmer, Martin's brother Alexander and perhaps the book's strangest and most intriguing character, Honor Klein. I had seen the movie, "Iris," which is about Murdoch' descent into Alzheimer's disease, but I had no idea what a wonderful writer she was and is.

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[F254.Ebook] Ebook Sport Ethics: Applications for Fair Play 3th (third) edition, by Angela Lumpkin

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Sales Rank: #2564570 in Books
Published on: 2001
Binding: Paperback

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Selasa, 29 November 2011

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The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong.

There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees?

Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom—or at least the practice at most companies—often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been—until this point—understood by few managers and implemented by fewer still: pride.

From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It’s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement.

Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of “pride-builders” from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride:

• Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment.
• Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good.
• Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a “show me the money” culture.

Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world’s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization.

Also available as an eBook.

From the Hardcover edition.

Sales Rank: #817002 in eBooks
Published on: 2003-03-11
Released on: 2003-03-11
Format: Kindle eBook

From Publishers Weekly
When people learn they're capable of much more than they thought possible, anticipatory pride becomes their driving motivational force, according to Katzenbach, the director of an eponymous consulting firm. The author of Peak Performance and The Wisdom of Teams gears his latest book towards companies and institutions wanting to inspire their employees, members or participants with primarily non-financial incentives (team spirit, camaraderie and excitement, for example). "Money by itself is likely to produce self-serving behavior and skin-deep organizational commitment rather than...institution-building behavior," Katzenbach asserts. Citing specific case studies, Katzenbach considers companies and institutions such as General Motors and its diverse management programs and the U.S. Marine Corps' emphasis on honor and courage. Employee recognition, he says, is a crucial element of any campaign to bolster group morale. A Microsoft employee, for example, likes to tell people that "we work on products that everyone is likely to use, and I mean everyone. More than one hundred million people use Office, my product. People will stop me in the middle of a conversation and say, 'You worked on that feature?' It's instant respect." The lure of monetary reward may always be a primary motivation for employees, but in clear and persuasive prose, Katzenbach cautions that because most of the rank and file cannot hope to compete with those at the top, other, less tangible motivations must propel group successes.
Copyright 2003 Reed Business Information, Inc.

From the Inside Flap
The book that turns our understanding of motivation on its head . . . and shows why most companies get it wrong.

There are few people with more experience and accumulated wisdom about the inner workings of business and how people can work together more effectively than Jon Katzenbach. His groundbreaking research has resulted in several important books, including The Wisdom of Teams and Real Change Leaders. Over the past several years he has turned his attention to one of the perennial questions of leaders everywhere: How do I motivate my employees?

Most everyone frets about how to devise schemes that will keep the troops revved up. Conventional wisdom?or at least the practice at most companies?often centers on money as the primary motivating force. Many also rely on intimidation, which like money generally has a short-term impact. But what Katzenbach has found in his research at many organizations is that both of these practices do little to build the long-term sustainability of an organization. For that you need a powerful force that has been?until this point?understood by few managers and implemented by fewer still: pride.

From the front lines to the executive suite, most people are motivated by feelings of accomplishment, approval, and camaraderie. It?s why the best employees strive well beyond performance levels that will yield them higher pay and why most true professionals relentlessly avoid retirement.

Why does Southwest Airlines consistently turn in the highest levels of performance and profitability of any company in the airline business? What can the U.S. Marines teach us about individual commitment that can be used in the for-profit world? How is General Motors overcoming its history of labor-management enmity through the efforts of ?pride-builders? from both the union and the management side? By drawing on what he has learned from these and many other organizations, Jon Katzenbach provides a practical program for understanding the role of pride:

? Money is not the motivator most people think it is: Katzenbach shows why pay-for-performance programs by themselves result in employees who focus on self-serving behavior and skin-deep organizational commitment.
? Money tends to be a short-term motivational device and works best during times of growth, but pride works in bad times as well as good.
? Cultivating pride is an investment that yields high returns on workforce performance over time and is not nearly as costly as relying solely on monetary compensation and the turnover risks that accompany a ?show me the money? culture.

Katzenbach shares unique insights and specifics about how the best mid-level pride-builders take advantage of the world?s greatest motivational force even in environments as challenging as General Motors and Aetna. He shows how managers at every level are missing a powerful lever if they are not instilling pride as a primary force for building their organization.

Also available as an eBook.

About the Author
Jon R. Katzenbach has been helping companies get extraordinary results from their employees for nearly fifty years. He was senior partner and director of McKinsey and Co.; he now directs his own firm, Katzenbach Partners LLC, a New York–based consulting firm that specializes in leadership, team building, and workforce performance. He is the author of Peak Performance and Teams at the Top and coauthor of The Wisdom of Teams and Real Change Leaders.

From the Hardcover edition.

Most helpful customer reviews

14 of 14 people found the following review helpful.
Living Your Values Will Motivate You More Than Added Money
By Donald Mitchell
The title of this book put me off. Why did I want to learn about how appealing to peoples' pride compared to paying them more?
When I got into the book, I was pleasantly surprised to find out that the subject is how living in accordance with your values is more motivational than being paid more. I would have read the book much sooner if I had realized that.
The basic point is that focusing on money as a motivational tool causes game-playing where the individual and the organization are pitted against one another. Where the organization and the individual see themselves as living the same values, constructive, mutually supportive behavior follows.
The book has an extensive discussion of what the author learned from his mother and from Marvin Davis, former head of McKinsey & Company. That part could have been a lot shorter.
I was intrigued to read in detail what the author feels is important about Marine training. Many books refer to Marines as having good values, but assume that the reader already has mastered the subject. I found the approach described here to be revealing and helpful.
Many who are stuck in organizations that are not doing well and have limited options will find the examples from General Motors to be valuable for seeing how the desire to do a good job can overcome many obstacles. Like a team that has had a good meeting of the minds at half-time, you can come back to take on all comers before the game is over. It's very fine material.
Unless you like to read lots of cases, how to implement the book's lessons is summarized nicely in an article-length epilogue beginning on page 181. If you already agree with the author's premise, you can start reading there and save a lot of time.
Where else in life are values important? How can you help bring them out in a positive way?

1 of 1 people found the following review helpful.
Good Advice for Motivating People in Difficult Environments
By Texas Techie
Every management book has to be considered in light of the need for consultants to avoid offending clients, so at first I had a hard time taking General Motors and Kentucky Fried Chicken seriously as examples of how to motivate workers. BUT...I gave Mr. Katzenbach his chance, and his insights were excellent.

The point of this book is to explain what will motivate people to do their best independent of money. Whether you are a greedy, power hungry executive or a benevolent business leader seeking the happiness of your employees, this book outlines the problems with and approaches to encouraging your workers to do their best. Paying more money isn't a viable option for front-line workers, but encouraging pride in a job well done, team spirit, and a winning tradition cost nothing but effort and sincerity.

As I said, at first it was difficult to understand how GMC could be held up as a role model, but I was missing the point. Mr. Katzenbach is trying to show how good leaders can motivate people even in difficult circumstances, so GMC turns out to be a great place to look for managers succeeding in spite of the environment. The same can be said for why Aetna was used as an example--a company in trouble where some people still moved forward by rallying their troops.

I have seen many of these principles attempted to be used by insincere and manipulative managers with disastrous results (e.g. dramatic downturns in employee morale due to cynicism). If you don't really, really care about your people, you might as well use a whip beause at least they will respect your honesty. I have been a consultant for many years, and take my word for it--executives do not fool the rank and file.

But if you are a leader interested in everyone's welfare, then this book may enlighten you as to what to do. What I particulary liked was the pragmatic orientation of how to make your department or division excel even if the company as a whole was mediocre. Of course, when everyone works hard and becomes hugely productive and successful, don't forget to reward them financially, too!

10 of 12 people found the following review helpful.
Fine Sentiment -- but not matched by the books contents
By Keith Appleyard
This was a strange book. I'd read Katzenbach's 'Wisdom of Teams' many years ago and really enjoyed it. But I didn't enjoy this book.
I wholeheartedly embrace the sentiments expressed on the flyleaf, such as "pride in one's work ... and in the sense of accomplishment, camaraderie and emotional attachment that comes with it is the key to success ..."
But what did I actually 'learn' from this book that I could take away and use, to change myself or to share with others? The answer is -- nothing. Contrary to the flyleaf, I found it neither "inspirational" nor "practical", just 'light'.
Maybe the 19-page Introduction should have served as a warning, but there was just no substance to the book. If a College Student had turned this in as a paper, then I would have accused them of stringing together a number of disparate stories, but never once did it actually come to any conclusion as to 'why', 'what' or 'how'?
It just relies on the innate 'sensibility' that "show me the money" isn't the answer, but it didn't explain to me what 'is' the answer.

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