What We're Reading - Archive

Summary:  Authors Marcus Buckinghan & Curt Coffman bring a foundational research oriented book to the world on leadership. We all know their are really great leaders in our world, we would follow them anywhere. We also know that just anyone can be called a 'leader' - we wouldn't follow most of these people to the bathroom. What is the difference between these 'leaders'? This book gives us some new insights into what it takes to be a great leader. NSBT requires all new employees to read this book.

Who Should Read This Book:   Everyone

Why We Like It: 

• We love the line, "no matter how generous its pay or how renowned it training, the company that lacks great front-line managers will suffer" and  "if you have a turnover problem, look first to your managers" and "managers do things right, LEADERS do the right thing".
• Love the strong link between the company's ultimate success and having the right managers.
• The majority of the findings in this book are not rocket science. They are based on research and performance.
• Excellent key points (see below). 
• Easy read.

Key Points:

• When selecting a new employee, select for TALENT. Talent cannot be taught. Is your receptionist a people person (talent needed in this role as first contact with your company), or good with computers (talent that might not include being a people person).
• When setting clear expectations with your employees, define the right outcomes not the right steps. "The most efficient way to turn someone's talent into performance is to help him find his own path of least resistance toward the desired outcomes".
• Focus on people's strengths, not on their weaknesses. How often do we as managers say to a good employee, "Joe, you are really good at this, but you really need some work on that.  Let's give you lots of stuff in that area so you can get better at it!" Why would we do that to people?! Find the right fit and then focus on what people naturally do well.
• When developing employees, help them find the right fit. For one employee this might mean a promotion, for another the right fit might be termination.  
• Spend your time with your great performers and weed out the 'time-suckers' (the employees who are not great performers but tend to suck the life right out of you).

 Summary: One of the few books that links how you treat your employees will affect your bottom line. Authors Catlette and Hadden focus on helping leaders understand that they need to spend time, effort and money on creating a "focused, fired-up, and capably led workforce" by using examples of companies they feel hold the standard i.e. FedEx, Southwest Airlines and GE to name a few. Part of the formula for achieving Contented Cows is: hiring and keeping leaders who praise and support the employees by helping them understand how important their work is, communicating high standards and holding people accountable for them, communicating the vision and direction and growth opportunities within the company.

Who Should Read This Book: Owners, leaders and employees looking to become leaders

Why We Like It: Ok, the cow thing is pretty funny, but the message is clear (just like our mantra): excellent well trained employees are the key to any successful company. Thank you to the authors for making it so clear.

Key Points:

• Don't just focus on machinery for productivity, focus on people.
• Employees want: meaningful work (duh!), clear purpose & direction (another duh!), and positive feedback when they do a good job.
• You need accountability to become a Contented Cow company.
• Continuously adapt your benefits to match employee needs.
• Clean the cow pen. Know that you need the rigth people on the right bus, going the right direction.......
• TRAINING is CRITICAL!!!!!!!!!

Summary: Author Jim Collins and his research team have found that making the transition from a goodcompany to GREAT company doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. It takes disciplined, passionate people thinking and acting in a disciplined, passionate way and a product or service that outshines all worldwide competitors that drives their company's economic engine. Examples of corporations that made the list: Walgreens, Wells Fargo, Bank of America.

Who Should Read This Book: Owners, executives and leaders in business.

Why We Like It:

• One of the first steps Jim Collins recommends is - make sure you have the right people in place before deciding on strategy. We see everyday how Poor, Average and Good companies fail miserably at this. They do not understand that it is not the PEOPLE that are critical to success, it is the RIGHT people that are critical to your success.
• The majority of the findings in this book are not rocket science. They are based on research and performance.
• There is no magic pill to success. It takes hard work and doing the right things all the time.
• Easy read.

Key Points:

• Get the right people on board. This means hire the right people and keep them and weed out (terminate) the people who are not a good fit.
• Home grow your top management. Sucess is not guarenteed by bringing in outside talent. Most of the Great companys' CEO's had come up through the ranks.
• Be very honest in knowing what you are good at and what you are not. Determine and stay focused on your economic model.
• Be discilined and accountable in all you do (while following your model).