How to Click with People: The Secret to Better Relationships in Business and in Life Review

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How to Click with People: The Secret to Better Relationships in Business and in Life ReviewBook review by Richard L. Weaver II, Ph.D.
The first thing I looked for when I opened this book was a section on "Notes," or "References," or "Other Readings," or anything that would give you a clue that Kirschner reached outside of himself and his own personal resources to write this book. There are none at all. There isn't even an index to the book.
The second thing I looked for when I opened this book -- after finding no sources of any kind! -- was the degree to which Kirschner's information is accurate. I think there is no question on this; however, I found most of what he said to be common sense and common knowledge. Anyone who operates in the world today--in any capacity, I might add -- knows and uses this information. Do we need it codified for us? Probably not. Does Kirschner add anything to the communication world? Not very much.
All that being said, did I find Kirschner's suggestions for dealing with troublesome others to be valuable or even useful? Yes, I did. And I believe that any book, article, set of information, or advice that helps people get along well (or better) with others is worthwhile. This book is full of hundreds of practical, useful suggestions for getting along well with others.
For my own level of expertise in this area, I had a college textbook, UNDERSTANDING INTERPERSONAL COMMUNICATION that went through seven editions, and I have a best selling popular book, RELATIONSHIP RULES: FOR LONG-TERM HAPPINESS, SECURITY, AND COMMITMENT that covers much of the same valuable information. Sections on how to deal with conflict are prominent in both of these books.
In Chapter 7, "Clicking Electronically," I found it interesting that Kirschner deals with clicking over the phone, clicking using e-mail, and clicking when using social networks, however, he never mentions clicking via texting. Admittedly, many of the suggestions for clicking using e-mail would be useful and appropriate, but a separate section on texting would make the book more up-to-date.
What I appreciated throughout the book was Kirschner's emphasis on the importance of listening. Despite the context, everyone is likely to fair better if he or she begins with a listening perspective. He reveals the importance of listening by offering "A Short Course on Listening," in Chapter 3, then refers back to that information throughout this 254-page book. The topic of "listening" should be a prominent part of ANY book that deals with relationships or effective communication.
This is a "how-to" book designed for beginners--those with little or no experience in the world of relationships, getting along with others, making connections, being successful, developing meaningful associations, and communicating effectively.
One of the keys to success is captured by Kirscher when he says, "Stumbling blocks can cause a lot of frustration, and removing the stumbling block may require patience, flexibility, and determination" (p. 218). Patience, flexibility, and determination--no matter the context, issue, or people involved--is what effectiveness is all about. Often, we demand instant success or instant results, and the world of getting along with others doesn't usually operate at that speed.How to Click with People: The Secret to Better Relationships in Business and in Life Overview

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Fascinate: Your 7 Triggers to Persuasion and Captivation Review

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Fascinate: Your 7 Triggers to Persuasion and Captivation ReviewWhich is exactly what I did!
I don't know Sally and I purchased her book right here in Amazon on referral from some old colleagues. So this review is the real deal, folks.
FASCINATE is a compelling journey into method and madness of persuasion. The concept is that whether you are pitching a new client, inviting a friend to lunch, luring a cranky toddler to sleep, or marketing a product, you are using triggers to elicit a certain response. Sally has narrowed these down to 7 (power, trust, mystique, prestige, vice, alarm and lust) and the book demonstrates and explains how dialing these triggers up and down can help you more effectively influence your relationships.
The book is divided into three parts. The first part uses lots of dare I say it ... fascinating examples ... of how fascination factors into key world events and even human development. It's a page-turner. The second part of the book reads more like your typical marketing book and won't be all that revolutionary to seasoned advertisers. But it does frame up basic motivators in a memorable way. The key take away from this section is that we are part of a fascination economy where companies and individuals that are fascinating or can make someone else feel fascinating as a result of their relationship with them will win. That's a concise bit of advice that can serve marketers, sales people, and anyone trying to persuade very well.
The third part of the book is probably my favorite. My number one pet peeve about business books is that they always promise to tell you how to be more successful but they never actually give you a formula for doing it. Sally gives her readers a clear plan for becoming more fascinating. I've already cracked the book open once this week when a concept we were planning to pitch to a client was falling just a little bit flat. I have a feeling I'll be doing that again and again.
For more on my thoughts on FASCINATE in the context of digital marketing, click here: [...]
Julia Perry
VP, Business Development
Something MassiveFascinate: Your 7 Triggers to Persuasion and Captivation Overview

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels Review

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The First 90 Days: Critical Success Strategies for New Leaders at All Levels ReviewThis book is not just for managers at the executive level. It's also for you and me. It's for functional managers, project managers, and supervisors. The book targets new leaders at all levels that are making the transition from one rung of the ladder to the next.
If you have just been promoted to a new leadership position (or expect to be soon), then this book is for you.
The book outlines ten strategies that will shorten the time it takes you to reach what Watkins calls the breakeven point: the point at which your organization needs you as much as you need the job. Here they are ... the ten strategies:
1. PROMOTE YOURSELF. Make a mental break from your old job. Prepare to take charge in the new one. Don't assume that what has made you successful so far will continue to do so. The dangers of sticking with what you know, working hard at doing it, and failing miserably are very real.
2. ACCELERATE YOUR LEARNING. Climb the learning curve as fast as you can in your new organization. Understand markets, products, technologies, systems, and structures, as well as its culture and politics. It feels like drinking from a fire hose. So you have to be systematic and focused about deciding what you need to learn.
3. MATCH STRATEGY TO SITUATION. There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. The author identifies four very different situations: launching a start-up, leading a turnaround, devising a realignment, and sustaining a high-performing unit. You need to know what your unique situation looks like before you develop your action plan.
4. SECURE EARLY WINS. Early victories build your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.
5. NEGOTIATE SUCCESS. You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. No other relationship is more important. This means having a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.
6. ACHIEVE ALIGNMENT. The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization's strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize strategic intent.
7. BUILD YOUR TEAM. If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition.
8. CREATE COALITIONS. Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals.
9. KEEP YOUR BALANCE. The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource
10. EXPEDITE EVERYONE. Finally, you need to help everyone else - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.
This book is not only relevant on the individual level. This transition process for new managers happens so often that it should be handled with more professionalism by (big) organizations. Whereas we as managers try to work actively with introduction programmes and training for new employees, then many managers must face their transition challenge alone. It shouldn't be like that. The "sink or swim" approach should be doomed.
Peter Leerskov,
M.Sc. in International Business (Marketing & Management) and Graduate Diploma in E-businessThe First 90 Days: Critical Success Strategies for New Leaders at All Levels Overview

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Switch: How to Change Things When Change Is Hard Review

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Switch: How to Change Things When Change Is Hard Review
Chip and Dan Heath have once again summoned a lively writing style to present a series of compelling insights that make this book even more interesting as well as more valuable than its predecessor, Made to Stick. As they explain in the first chapter, "In this book, we argue that successful changes share a common pattern. They require the leader of change to do three things at once: To change someone's behavior, you've got to change that person's situation...[to cope with the fact that change] is hard because people wear themselves out. And that's the second surprise about change: What looks like laziness is often exhaustion...If you want people to change, you must provide crystal clear direction [because what] looks like resistance is often a lack of clarity." Throughout, the Heaths work within a narrative, best viewed as a "three-part framework," as they provide countless real-world (as opposed to hypothetical or theoretical] examples and - to their great credit - also provide a context or frame-of-reference for each.
Moreover, the Heaths invoke a few extended metaphors. The most important of these are the Rider (i.e. our rational side), the Elephant, (i.e. our emotional and instinctive side) and the Path (i.e. the surrounding environment in which change initiatives will be conducted). The challenge is to direct the Rider, motivate the Elephant, and shape the Path to make change more likely, "no matter what's happening with the Rider and Elephant...If you can do all three at once, dramatic change can happen even if you don't have lots of power or resources behind you."
Donald Berwick offers an excellent case in point. In 2004, in his position as a doctor and the CEO of the Institute for Healthcare Improvement (IHI), he had developed some ideas as to "how to save lives - massive numbers of lives" and his ideas were so well-supported by research that they were indisputable and yet "little was happening" until he spoke at a professional meeting and proposed six very specific interventions to save lives. Within two months, more than 1,000 hospitals had signed up. Eighteen months later, to the day (June 14, 2006) he had previously announced that he'd promised to return, he announced the results: "Hospitals enrolled in the 100,000 Lives Campaign have collectively prevented an estimated 122,300 avoidable deaths and, as importantly, have begun to institutionalize new standards of care that will continue to save lives and improve health outcomes into the future." He had directed his audience's Riders (i.e. hospital administrators), he had motivated his audience's Elephants by making them feel the compelling need for change, and he had shaped the Path by making it easier for the hospitals to embrace the change. The Heaths offer more than a dozen other prime examples (e.g. Jerry Sternin in Vietnam, the Five-Minute Room Rescue, "Fataki" in Tanzania) that also demonstrate how the same three-part framework resulted in the achievement of major changes elsewhere despite great difficulty.
Near the end of the book, the Heaths summarize the key points they have so thoroughly made while explaining to their reader how to make a switch. "For things to change, somebody somewhere has to start acting differently. Maybe it's you, maybe it's your team. Picture the person (or people). Each has an emotional Elephant side and a rational Rider side. You've got to reach both. And you've also got to clear the way for them to succeed." By now, the Heaths have explained how others have directed the Rider, motivated the Elephant, and shaped the Path. They conclude their book with a Q&A section during which they advise how to resolve twelve problems that people most often encounter as they fight for change. They suggest, and I agree, that this advice "won't make sense to anybody who hasn't read the book." The same can probably be said about much of what I have shared in this review.
Although, in my opinion, this is one of the most important business books published during the last several years, no commentary such as mine can do full justice to it. It simply must be read and read carefully, preferably then re-read carefully. Otherwise, it makes no sense to visit www.switchthebook.com/resources to obtain additional information and assistance.
I offer my congratulations to Chip and Dan Heath on a brilliant achievement. Bravo!Switch: How to Change Things When Change Is Hard Overview

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Inbound Marketing: Get Found Using Google, Social Media, and Blogs (New Rules Social Media Series) Review

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Inbound Marketing: Get Found Using Google, Social Media, and Blogs (New Rules Social Media Series) ReviewIf you're brand new to the world of Internet marketing and social media, this is the book for you. The authors cover the essential topics in clear prose that is quick and easy to read. For someone who already has Facebook and Twitter accounts and knows about Digg and other bookmarking sites and perhaps even has a blog already, there is probably not much here that you don't already know. I would assume given their business that the authors know much more indepth information than they shared in this first book; I hope they get around to writing a second one for people with more social media experience.Inbound Marketing: Get Found Using Google, Social Media, and Blogs (New Rules Social Media Series) Overview

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