How to Be a Power Connector PDF Summary

How to Be a Power Connector PDF The 5+50+100 Rule for Turning Your Business Network into Profits

Do you want to be successful?

Of course, you do!

A few decades old news flash:

Success is not just about having an innovative idea and some luck along the way.

It’s also about having a vast network.

And according to Judy Robinett, even that isn’t enough anymore!

Great networkers are a thing of the past; it’s about time you learned “How to be a Power Connector.”

Who Should Read “How to Be a Power Connector”? And Why?

“How to Be a Power Connector” is the book anyone who wants to learn how to build a stronger business network should read.

Consequently, it’s a must-read for those who want to climb the career ladder and improve their future prospects.

And because, ultimately, it tends to teach you how to be a more sociable person, it’s also about talented introverts who want to find a way to be successful in the dynamic business world of today.

Judy RobinettAbout Judy Robinett

Judy Robinett, “the woman with the titanium digital Rolodex,” is a business thought leader and a long-time entrepreneur and corporate executive.

She has been on the advisory boards of Illuminate Ventures, Pereg Ventures, Springboard Enterprises, and Women Innovate Mobile (WIM).

In addition, she has been profiled in “Forbes,” “Huffington Post,” and “Bloomberg Businessweek.”

The bestselling “How to Be a Power Connector” is her only book so far.

“How to Be a Power Connector PDF Summary”

If you’ve ever watched a film about street gangs – or been in one – you’ve probably learned one of the fundamental rules of gang membership:

For better or for worse, once you’re in a gang, people tend to attach to you the deeds of the gang.

So, you’re either good or bad by reputation, inspiring fear or respect even if you’re very different from the rest of those in the gang.

Translate that in the world of business networking:

If you know Jeff Bezos – or even know someone who knows him – people tend to look at you differently and listen to your ideas with very different ears.

Put that in terms of a simple equation:

More powerful network = more personal power.

Or, as Judy Robinett puts it:

Skill is fine, and genius is splendid, but the right contacts are more valuable than either.

So, is your network strong enough to harness your skill and genius?

If you don’t know the answer to that question, ask yourself at least three other:

#1. What is the proportion of strategic relationship when compared to other network relationships? (This is called, strategic quotient, SQ, and it’s a very important metric)

#2. How many people do you talk on a regular basis, and how much value do these discussions add to your future prospects?

#3. How many people on your “networking wish list” are you connected with, and do you have a plan on how to connect with those you are currently not?

If your SQ is great, and you have all but few people left on your networking wish list – then you’re doing a great job as a power connector.

If not, it’s time you regroup and start building your network according to the 5+50+100 Rule:

Your Top 5: The Inner Circle

There should be only 5 people in the world that you are really close to and that you listen and talk to on a daily basis.

Normally, these are probably your parents, your spouse, your best friend and your business partners.

These are the people that are prepared to go to hell and back with you, and the people you won’t hesitate calling at 3AM even if you need some help to bury a body in the backyard.

Your Key 50: The Valuable Circle

This group consists of people you should contact on a weekly basis.

They are your friends and your close associates which are valuable to you, so you always try to add some value to their lives.

In time, it will certainly pay off.

Your Vital 100: The Business Circle

These are some of your more distant friends and occasional business acquaintances.

You like these people as well, but you have only 24 hours in a day, and 7 days a week – so you should contact your vital 100 about once a month.

You can’t afford (and don’t like) to lose them – but you don’t have time to add value to their lives as well.

However, your job doesn’t end with recategorization.

The catch is to choose wisely as well and build a deep and diversified network.

There’s no point in surrounding yourself with people who are like you – or are alike each other. So, if you are a Buddhist, find some Catholics to talk to once in a while; and if you are a Liberal, spend some time with a Democrat or two.

Next, find the right environment for your network.

Once again, there’s no point in having twenty publishing agents in your Key 50 if you are not planning to publish a book.

Concerning this, Steve Jobs – who else? – once offered new entrepreneurs great advice you should heed to: donate to the charities of the people you want to meet.

Because – well, you’ll help, and, as a bonus, you’ll be invited to their Christmas parties!

Key Lessons from “How to Be a Power Connector”

1.      The 5+50+100 Rule
2.      The 10 Character Traits of Power Connectors
3.      The 4 Steps of Power Connecting

The 5+50+100 Rule

Want to build yourself a strong network?

Then follow the 5+50+100 Rule!

It’s fairly simple:

Set aside a group of 5 people – your Top 5 – you know you can trust come what may. Usually, these are your parents, your spouse, your best friend and your direct business associate. Call these people daily and help them whenever; they will help you back even if you don’t.

Your Key 50 should be a group of close friends and close associates. Call them at least once a week and try to add some value to their lives whenever possible.

Finally, your Vital 100 should be a group of distant business acquaintances you really like and whom you should call about once a month.

155 people – that’s the rule-of-thumb limit of your network!

The 10 Character Traits of Power Connectors

All power connectors share ten traits:

#1. Authentic: they are “genuine, honest, and transparent.”
#2. Trustworthy: they are dependable and have a great reputation based on their past results.
#3. Respectful: they are “appreciative of the time and efforts of others” and “treat subordinates with the same level of respect as they do supervisors.”
#4. Caring: “they like to help others succeed” and “have good hearts.”
#5. Listening:  they ask beautiful questions, and they are authentically “eager to learn about others – what’s important to them, what they’re working on, what they’re looking for, and what they need.” 
#6. Engaged: they actively take participation in life and are passionate about things.
#7. Patient: “they recognize that relationships need to be cultivated over time” and so, they invest time in maintaining them.
#8. Intelligent: they are not just skillful and smart, but also they are thoughtful and never burn bridges.
#9. Sociable: they are “nice, likable, and helpful.” In fact, most of them “enjoy being with people, and they are happy to connect with others.” 
#10. Connected: “they are part of their own network of excellent strategic relationships.”

The 4 Steps of Power Connecting

Power connecting is a game of four stages.

It starts with preparation, which means making a 5+50+100 wish list of connections.

Then, you should move to targeting, or, in other words, actually finding ways to meet the people on your list.

Once you do, follow up – it’s crucial to recontact your targets within 24 hours.

Finally, connect your connections for the long run – be sure to add or create some value in their lives, and connect them to some other people from your circles.

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“How to Be a Power Connector Quotes”

Business relationships are important for strong communities. Click To Tweet

Be completely honest. Always own up to a mistake if you’ve made one. It’s more important to be nice than to be right. Click To Tweet

When you deliver first-class work as a volunteer, people will assume you deliver the same high-quality work in your professional life. Click To Tweet

Never burn bridges. People change—cut them some slack and be forgiving. Click To Tweet

In the end, the most important thing will not be the titles you have held or the money you have made but the kind of person you have become. Click To Tweet

Our Critical Review

The main premise of Judy Robinett’s book “How to Be a Power Connector” is that nowadays networking may be more important than both skill and genius – and that it is learnable.

Even if the former is not entirely true, business networking is still an essential part of modern life.

Use this book to become skilled at it.

It’s neatly organized and easily applicable – so you can start tomorrow!

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Predictable Results in Unpredictable Times PDF Summary

Predictable Results in Unpredictable Times PDFHow to Win in Any Environment

Unlike other leaders, Stephen and Bob had the vision to find the perfect recipe for all-time victory.

It’s needless to say that competition these days is fierce, and you need something to stand out!

We summarize the key takeaways from this book in a nutshell.

Who Should Read “Predictable Results in Unpredictable Times”? And Why?

You must stop running around looking for a way to make money, without having a strategy. There’s a better game now, so before you put your idea to the test, you might want to arm yourself with the right attitude and knowledge.

Predictable Results in Unpredictable Times” is yet another classic deriving directly from the pond of Stephen Covey and Bob Whitman.

Frankly speaking, this book is suited for everyone, because it covers thought-provoking situations that we as people daily encounter.

About Stephen R. Covey

Stephen CoveyStephen R. Covey is best known for his bestseller 7 Habits of Highly Effective People. He was an incredible author, motivator, and trainer who helped companies and individuals to achieve their desired results.

As an award-winning author, he left a legacy of life-altering books and eye-opening insights.

“Predictable Results in Unpredictable Times PDF Summary”

Principle One: “Execute Priorities with Excellence

Before you start with the execution, reassess your team capabilities and push full steam ahead towards accomplishing realistic objectives. Your associates or members involved in the project must have strict assurance from you, that there’s plan which fits their needs and skillset.

Your attitude must herald victory, an incentive that will urge you to enhance your knowledge and improve your status.

The right attitude must fuel every business endeavor because there’s a lot at stake. If you don’t have vision, nor appetite for a grand slam, you may end up on the bottom floor. The implementation phase is only icing on the cake, once you get all things settled.

  • Pay attention to the top tasks–  Stephen Covey throughout his career emphasized the power of focus. Nonetheless, many people these days, deceived by multitasking propaganda fail to identify the priorities. Define these agendas, before you move on!
  • Delegation of routine and specialized tasks must be taken seriously” – Put yourself in the shoes of your employees and see whether you’ll be able to produce value if you have little clue of what’s expected of you. We firmly believe that behind every right action, there is “shadow work.” In other words, a sequence of processes supported by efficient planning that will keep you on course.
  • Track the progress” – Do we need to say more? – If you don’t measure your progress, how else would you be able to beat your competitors and fight for a place at the table?
    Put to the test everything that raises suspicion, and those processes which affect your income statements.

Principle Two: “Move with the Speed of Trust

As head of an organization or company, you must be at the center of happenings. If you pursue a win-win situation, the employees will do the same. Make sure that all of your plans are out in the open so that a brainstorming session can be arranged.

It may come as a surprise to you, but your associates have a lot to offer, just give them a chance. Your output will increase dramatically if all the parties are involved in finding a solution.

You don’t need gigantic strides to achieve success. As a manager, it’s more than enough if you follow simple ground rules, to rekindle that trust and determination.

Advocate for full-transparency” – The company’s policy must allow the staffers to speak freely and avoid quarrels at any cost. As a matter of fact, no one has the right to overshadow others. Even if someone doesn’t like this free-supporting environment, you must lay out that friendliness comes first!  

Be a person with integrity” – These days it’s more than easy to abandon your promises in a matter of minutes and pretend that you’ve said nothing. It’s time to restore that purity and ask the same of your associates.

Praise your team” – Don’t forget to pay tribute to a great employee or associate who contributed a lot to the company.  Give them your thanks and express a sense of gratitude for everything they’ve done.

Principle Three: “Achieve More with Less

Define those activities that are crucial in the value creation process. Most managers cannot cope with incoming crisis or lower sales or something that hinders the company’s progress.

To do more in less is not straightforward, but skillful executives handle the crisis in two ways:

  • “Place emphasis on loyalty from both channels – customers and employees.”
  • “Come to an agreement with everyone not comfortable with the goals.”

Principle Four: “Reduce Fear

If you want to get the best out of your employees, you might want to help them to exploit their potential to full extent. Generally speaking, that’s not something you can do within days.

Nevertheless, this is a lot harder than it seems due to the economic situation which jeopardizes their financial stability. It’s up to you to help them direct their energies towards more meaningful things and get a firm grip on their future.

Key Lessons from “Predictable Results in Unpredictable Times”

1.      Develop the right attitude
2.      Make them feel better
3.      Positivity is key to success

Develop the right attitude

Many successful athletes and businessmen embroiled in rivalries just for the sake of adrenalin. They stood their ground in order to capitalize on the other party’s weakness and lack of experience.  

If you valiantly discard the possibility of winning over and over again, we can’t help you.

Make them feel better

If you fail to create an atmosphere of support, don’t be surprised to witness your collapse.

Do your best to keep your staffers happy and encourage them to speak freely on whatever occasion.

Positivity is key to success

This cliché talk is annoying to most people, but why do we hear it so often? – Have you laid eyes on a negative person who inspires other?

Indeed, to spark a change, you must become that “change”!

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“Predictable Results in Unpredictable Times Quotes”

There might be exceptions—and if so, you might rethink their employment—but few people really want to be mediocre. Most of your team members want to make a valued contribution—to find purpose in their work. Click To Tweet Business confidence is one of the top concerns of CEOs in the latest Conference Board Report of 2009—earlier in the decade, it didn’t even show up. Click To Tweet A turn in the economy can hurt you, but your own decisions can hurt you even more. Click To Tweet In a crisis, narrowing the focus is critical. Click To Tweet Clarity reduces fear, even if what is made clear isn’t very positive. Click To Tweet

Our Critical Review

Predictable Results in Unpredictable Times is a practical book, which underlines some fundamental principles anyone should follow.

If achieving glory is on your checklist, this classic is the last thing you should skip.

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Legendary Service Summary

Legendary Service SummaryThe Key Is to Care

“It is 6-7 times more costly to attract a new customer than it is to retain an existing one.” But retaining existing customers is not something you can learn overnight. And, Ken Blanchard says, you don’t need just an ordinary service to do it.

You need “Legendary Service.”

About Ken Blanchard, Kathy Cuff and Vicki Halsey

Ken BlanchardKenneth Blanchard is an American writer and management expert. He received a Ph.D. in leadership from Cornell in 1967. He is currently the Chief Spiritual Officer of the Ken Blanchard Companies.

Blanchard has authored and co-authored over 60 books, many of which have become classics. In fact, you’ve probably already heard about “The One Minute Manager” and “Whale Done.”

Kathy CuffKathy Cuff is a senior consulting partner with the Ken Blanchard Companies.

She has also co-authored with Blanchard one more book, “Leading at a Higher Level.”

Vicki HalseyVicki Halsey is a vice president of applied learning at the Ken Blanchard Companies.

In addition, she has also co-authored – with Blanchard – “Situational Leadership,” and wrote “Brilliance by Design.”

“Legendary Service Summary”

The customer is always right… right?

Of course! But, that’s just the beginning of the story. If you want to hear the rest of it – please, be our guest!

First of all, you have to realize that customer service is both a science and an art. “Legendary Service” tries to transform the latter into the first – and make things easier for you.

At its core is, pretty obvious by now, building lasting relationships.

And there are two of them: internal and external.

The internal relationships are those you build with your employees. This is the largely ignored part of customer service. And it’s just as important! Because, after all, if your employees are satisfied, they’ll enjoy coming to work. And transfer some of that energy to your customers as well!

The external relationships are those you build with your customers. You can’t overestimate their importance in view of the success of your company.

Legendary Service is built upon five foundations. You may have already heard the acronym of the model: I CARE.

Let’s break it down.

“I” stands for Ideal Service.

The question this part of the model begs is “what you can do to meet your customers’ needs on a daily basis?” The answer is not that simple: you’ll get to it after spending some time analyzing your customers’ behavior. However, making them feel special is certainly a common denominator. So, light their fire!

“C” stands for Culture of Service.

It’s not just about devising the ideal service. It’s also about relating it to everyone in your company. And every culture is based on two things: vision and values. The clearer they are – the better the cohesion. Nations are created around stories; why should companies be any different?

“A” stands for Attentiveness.

Customers change. And so should your relationship with them. They are, after all, a fragile bunch: even if you had been great with them in 99 cases, be less than great the next time – and you’ll lose them. So attentively analyze them constantly. A great way to do this is by chunking them into smaller categories.

“R” stands for Responsiveness.

This is especially important in the case of an unsatisfied customer. It works just like in parenting: if you’re unresponsive, you’ll let your child slide away from your arms. Listen! Say “I understand” and nod the problems away. And whenever you can – do the customer one better than he or she asks for!

E” stands for Empowerment.

This is what closes the cycle. Obviously, this step doesn’t mean empowering customers – but empowering employees. Because when you give your employees more power, they feel freer to satisfy the customers. And, before you notice, you’ve created yourself a team of leaders!

Key Lessons from “Legendary Service”

1.      “I” stands for Ideal Service.
2.      “C” stands for Culture of Service.
3.      “A” stands for Attentiveness
4.      “R” stands for Responsiveness
5.      “E” stands for Empowerment

“I” stands for Ideal Service

Customer care is the very core of the Legendary Service model. As the acronym of its step-by-step manual suggests in itself: “I CARE.”

“I” stands for ideal service. And it’s based on the old idea that the customer is always right. So, adapt your behavior to fit his or her needs. And do that on a daily basis.

“C” stands for Culture of Service

Even ideal service means nothing – if it’s not communicated well enough. And that brings us to the second part of the I CARE model: the Culture of Service. It’s founded on two elements: vision and values. The former is general, the latter are specific.

But, both are unchangeable and religiously followed.

“A” stands for Attentiveness

Customers change and cultures evolve. So should your company – in case it is built for growth. And in order to steer it in the right direction: be attentive. Study the behavior of your customers and update yours.

“R” stands for Responsiveness

Responsive parents are the only good parents. Analogously, responsive customer service is the only path toward Legendary Service. It means showing a genuine enthusiasm to serve your customers and fulfill their needs. And this is especially important in the case of unsatisfied customers.

“E” stands for Empowerment

There are two aspects of customer service: external relationships (with your customers) and internal relationships (with your employees). The latter are routinely ignored. Do the exact opposite: build them first by empowering your employees.

Because if they can make a decision on their own, they will take full responsibility for it. And make the better one!

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“Legendary Service” Quotes

If you don’t take care of your customers, someone else will. Click To Tweet Customer loyalty is what you get when you create a motivating environment for your people. Click To Tweet Creating a Culture of Service begins with practicing a service mindset with their people so they will care for customers in a way that can significantly impact the organization’s bottom line. Click To Tweet Whether a CEO or a part-time employee… every person can make a difference – and customer service, both internal and external, is everyone’s job. Click To Tweet You’re only as successful as your customer service – and… Legendary Service creates loyal customers who come back for more. Click To Tweet
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Team of Teams Summary

Team of Teams SummaryNew Rules of Engagement for a Complex World

If you want to survive in today’s complex environment, your company has to become a “Team of Teams”.

About General Stanley McChrystal, Tantum Collins, David Silverman and Chris Fussell

General Stanley McChrystalGeneral Stanley McChrystal is a retired four-star general, that served in the US Army for 34 years.

David Silverman and Chris Fussell are senior executives at CrossLead and former US Navy SEAL officers.

Tantum Collins studies international relations at Cambridge University.

“Team of Teams Summary”

No one of us knows what will happen tomorrow.

A risk is a companion of every business venture.

So, how do you cope with situations where nothing is certain? How do you make sure that you will be able to handle stressful, unexpected situations?

The first step toward becoming agile and able to change as situations change is knowing that you have the right teams in place.

You need to create an organisation that functions as a team of teams.

This will enable you to be flexible and cope with changes and to achieve success.

Today’s notion of success is usually mixed up with efficiency.

Everyone seems to be obsessed with efficiency: people, organisations, societies.

It seems that achieving the best results with the lest possible effort is the ultimate goal everyone sets for themselves.

However, efficiency is not a synonym for success.

The world we live in is always changing, especially since information technology have been introduced.

What advancements in information technology did was make the world a rapidly changing, interdependent place, in which a number of factors clash and produce unpredictable results.

Today, companies face various threats that literally come from nowhere.

In the traditional business context, people were thought to protect themselves from issues by preparing for every possible scenario.

However, in the contemporary context, preparing for your setbacks is virtually impossible, because of the already mentioned unpredictability of your threats.

So, how can you fight something without knowing what you will possibly be struggling with?

The answer lies in becoming more flexible and adaptable.

You need to be able to respond to threats immediately, without much previous preparation.

And to do that, you need well functioning teams.

Teams consist of different people with different knowledge and skills, which ensure that if a company is a team of teams, it can adapt to different types of threats and face various challenges.

Key Lessons from “Team of Teams”

1.      Grasp the Unpredictability of Modern Times
2.      How Teams Function
3.      A Team of Teams

Grasp the Unpredictability of Modern Times

Stop trying to come up with all the possible scenarios that can happen, since today’s world is highly unpredictable.

To make sense of this complexity, you need to rely on the teamwork of your employees, who need to work together toward achieving a single vision.

How Teams Function

Teams are different from command structures since they share a common purpose, and trust each other to do a set of actions that enable them to achieve their goals.

They have a shared understanding of the desirable outcomes, as well as the steps that each member needs to make to achieve that outcome. As a result, teams can respond rapidly in critical situations.

A Team of Teams

A company has to become a team of teams.

What this means is that an organisation needs to create multiple teams that communicate with each other, to be effective.

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“Team of Teams” Quotes

Purpose affirms trust, trust affirms purpose, and together they forge individuals into a working team. Click To Tweet Education is resilient, training is robust. Click To Tweet First I needed to shift my focus from moving pieces on the board to shaping the ecosystem. Click To Tweet In complex environments, resilience often spells success, while even the most brilliantly engineered fixed solutions are often insufficient or counterproductive. Click To Tweet We have moved from data-poor but fairly predictable settings to data-rich, uncertain ones. Click To Tweet

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The Five Dysfunctions of a Team Summary – Available in PDF

The Five Dysfunctions of a Team PDFA Leadership Fable

The best way to learn something is through a story. That’s why, upon realizing this, business writers started sharing their experiences through a new genre, the business fable.

And one of the most famous among them is, certainly, Patrick Lencioni’s “The Five Dysfunctions of a Team.”

Who Should Read “The Five Dysfunctions of a Team”? And Why?

You can’t have a winning football team if you build it around exceptional individuals. A team of average players with a teamwork mentality will beat your team nine times out of ten.

If you wonder why, then you should read “The Five Dysfunctions of a Team.” It explains the prerequisites of great teamwork, and the way you can turn your company from a haphazard mixture of lone wolves into an interpersonal heaven breeding cohesiveness and creativity at the speed of light.

About Patrick Lencioni

Patrick LencioniPatrick Lencioni is an American author and motivational speaker. He is the President of The Table Group, a management counseling company. Lencioni has written ten books on different aspects of business management, mostly focusing on the importance of teamwork.

He is most famous as the author of “The Five Dysfunctions of a Team” and “The Advantage.”

Find out more at https://www.tablegroup.com.

“The Five Dysfunctions of a Team PDF Summary”

We’ve already introduced you to the “business fable” genre. We’ve read together some early examples such as “Who Moved My Cheese?” and “The One Minute Manager” as well as some recent ones such as “The Phoenix Project.”

Now it’s time for one of the most famous and enduring works in the genre: “The Five Dysfunctions of a Team.”

In its bare essence, the fable concerns the fictional company DecisionTech, Inc. Its main characters include Kathryn Petersen, the newly appointed CEO, Jeff Shanley, her predecessor and cofounder, and a host of employees, such as: Jan, CFO; Nick, COO; Michelle, the Head of Marketing; Martin, the Chief Technologist; Jeff, the Head of Sales; and Carlos, the Head of Customer Support.

Through the stories of their day-to-day challenges and triumph, Lencioni manages to teach us few valuable lessons on what it means to be a functional team.

And he uses the best learning strategy: by reminding us the consequences of a dysfunctional working environment.

So, what are the five dysfunctions of a team?

Well, Kathryn Petersen, the CEO, explains these via a simple drawing, not unlike Maslow’s hierarchy of needs. Namely, a five-sectioned pyramid which should look something like this.

And at the bottom of the triangle, you’ll find absence of trust.

Absence of trust is the foundation of all dysfunctions. And the root of it is the inability and unwillingness of employees to be vulnerable and open to each other. Teams which share personal insights and experiences always show better results!

Next, fear of conflict.

Conflict is nothing bad. In fact, if regulated, it’s usually more productive than you can imagine. Artificial harmony does nobody any good. So, dare to disagree.

Thirdly, lack of commitment.

Healthy conflict usually results in commitment. People don’t like compromises and especially not orders. Lack of conflict and discussion, in other words, means lack of commitment to the final decision.

Which leads us to dysfunction #4: avoidance of accountability.

Of course, you need to take full responsibility, i.e. be fully committed to something, to be accountable for it afterward.

And finally: inattention to results.

The worst thing that can happen to a team is to become a group of individuals. Take any sports team and you’ll understand how healthy teamwork leads to better results. If everyone works for him/herself, the results will never come.

Key Lessons from “The Five Dysfunctions of a Team”

1.      Trust Each Other
2.      Master the Art of Disagreement
3.      Fully Commit to an Agreed Plan of Action
4.      Hold Yourself and Others Accountable for that Plan
5.      There’s No “I” in Team: Focus on the Collective Result

Trust Each Other

We’ll turn Lencioni’s strategy on its head for our “Key Lessons” section. Instead of telling you what a team should not be – we’ll tell you what it should be.

First of all, it should be a group of people who trust each other. They are in it together, and they need to have that in mind at all times. They must accept the risk of being vulnerable – in the name of the higher cause.

Master the Art of Disagreement

Teams built on trust know that disagreements are the only way to make some progress. Their members want to be part of the discussion – so that the decision they’ll finally reach would be the best one.

Fully Commit to an Agreed Plan of Action

Of course, if the opinion of every team member is heard and discussed through, commitment shouldn’t be a problem.

Hold Yourself and Others Accountable for that Plan

And commitment brings responsibility with itself. Not only is every member of a functional team responsible for his/her own action, but he/she also holds everybody else accountable for his/her.

There’s No “I” in Team: Focus on the Collective Result

Finally, cohesive team means a many-minded organism which functions as if a single mind. Everybody works for the team. Even if that means self-sacrificing from time to time.

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“The Five Dysfunctions of a Team” Quotes

Trust is knowing that when a team member does push you, they're doing it because they care about the team. Click To Tweet Remember teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability. Click To Tweet Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal. Click To Tweet Not finance. Not strategy. And not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. Click To Tweet If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. Click To Tweet

Our Critical Review

There’s a reason why Patrick Lencioni is often introduced as a management and leadership guru and dubbed one of the few people in his area you should know.

Just as there is a reason why “The Five Dysfunctions of a Team” is considered one of the most influential business fables ever written and why it has been on the bestseller lists of every magazine that means something (“New York Times,” “Wall Street Journal,” “Business Week,” “USA Today,” etc.)

Simply put, we learn best through stories, and Lencioni has here told us the perfect one. It’s simple – yet it feels real. It’s easy-to-follow, and yet it communicates important things.

And finally, it teaches everything it wants to teach – and it does this in such a smooth manner that you are not even going to notice how much more you know about teamwork after closing the book.

But, trust us, you’ll most definitely do.

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Managing to Learn Summary

Managing to Learn SummaryUsing the A3 Management Process to Solve Problems, Gain Agreement, Mentor and Lead

Tired of being the underdog? Gain strength by understanding what is keeping you down with the aid of the A3 Management system.

Managing to Learn” unveils many techniques that can be used in various situations to find the problem.

About John Shook

John ShookJohn Shook is best described as an industrial anthropologist who places faith in lean production laws and methods.

“Managing to Learn Summary”

A3 is a process that is designed to help managers and other individuals solve problems and conduct strategic planning. The A3 method is not randomly constructed. With a template to act as guidance, you will be given an opportunity to enforced “standardized storytelling.”

In the first place, you must encapsulate all the issues, which describe the comprehensive story.

John Shook puts no stock in conservative thinking, and as a Toyota insider, he appeals to all the people to follow their dreams. Bring your yearnings one step closer to you, with the support of A3 management thinking patterns.

Put your ideas to the test and embark on a full-scale problem-solving campaign.

Every A3 use case or process acts in accordance with a structure consisting of several fundamental elements:

Title” – How to classify the problem that is causing a lot of trouble?

Background” – What is this in reference to?  

Current conditions” – Are you familiar with the problem and the burden emerging from it?  

Goals and targets” – What is the desired outcome and are your strivings complementary to reality?

Analysis” – What caused the situation or issues?

Proposed countermeasures” – What actions do you think are best fitting for the current circumstances?

Plan” – According to your understanding, how should you conduct the delegation process?

Follow up” – When is it appropriate to review the A3 progress?

Identify potential blockades of the processes

Every story starts with a problem, and after the culmination, it must end with a solution – that’s the untold order. Begin by defining a clear and concise title that gives further explanation of the issue. In the hope that all the disputed points will be put to sleep, one must follow and launch the problem-solving process.

Going to the physical location of the situation that is causing trouble is what the Japanese call – “gemba.”

Investigating all the components involved in the process can be challenging. The A3 analysis doesn’t give a clear distinction between the actual issue and its symptoms. Be on a full alert and resist the temptation to jump into conclusion. Subdue every explosive instinct and take the process one step at a time.

Five Whys is the greatest ally in the root-cause examination system. Using the “Why” on a repetitious basis will improve your chances of understanding the core of the problem. Enforcing such practice matches the ability to dig deep and discover what has been causing disorder and mess.

Conducting a perfect allocation of resources is an unrealistic scenario. However, sharing the responsibilities with your team in pursuit of getting the technique right, is something you should pay attention to. Finalize the plan but make sure all the member are present while you are making the final preparations.

Even though, your A3 template may seem perfect; you are far from over. Choosing your steps wisely signifies the capacity of your organization to implementing countermeasures when things get rough. Reviewing your PDCA (Plan, Do Check, Act) cycle is critical.

Think twice before you make the final call. Becoming more secure with the A3 thinking-method illustrates your strivings to grow in all areas.

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“Managing to Learn” Quotes

A story is more than lifeless data to prove a point. It brings the facts and the total reality of the condition to life so the reader can understand and debate the true nature of the situation. Click To Tweet The A3 is the instrument enabling the right decision at the right time. Click To Tweet Like any narrative tale, an A3 shares a complete story. Click To Tweet Real improvement only can take place when there is a frontline focus based on direct observation of current conditions where work is done. Click To Tweet Lean management is neither a simple top-down nor bottom-up process. Rather, it is a dynamic system in which processes are well-defined and individual responsibility is clear. Click To Tweet

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The Dream Manager Summary

The Dream Manager SummaryWhat if you work for a company, the goal of which is to make your dream – your personal dream, that is – come true? Wouldn’t you want to work for that company as long as you live?

Matthew Kelly is fairly certain that you would. So, he advises companies to hire “The Dream Manager” who’ll keep their employees happy. Not to mention loyal.

About Matthew Kelly

Matthew KellyMatthew Kelly is a motivational speaker and the CEO of a business consulting firm. He is also the author of many bestselling books, which have jointly sold over 30 million copies worldwide. The most famous among them is “The Rhythm of Life.”

“The Dream Manager Summary”

Management is “one of the greatest social innovations of modern times.” Especially if you consider how many things managers manage nowadays.

Consequently, as we have already pointed out to you before, Peter Drucker has warned that “if the managers of our major institutions, and especially of business, do not take responsibility for the common good, no one else can or will.”

Well, Matthew Kelly believes this wholeheartedly. And in his slim, but distinctively original volume, “The Dream Manager,” he proposes a change-the-world plan for managers worldwide.

The main premise of his idea is twofold. Number one: there is a shortage of talent, which will only grow larger as time passes. Number two: happy people are happy employees as well.

And unhappy people are usually 5-to-12 dreamers who are forced to be 9-to-5 workers. Or, in other words, people who have less time to fulfill their dreams than to earn somebody else the money to fulfill his.

In a nutshell: don’t blame your workers for hating you. Blame yourself for not making them happy.

Enter Matthew Kelly’s unique idea of instituting a new position: “The Dream Manager.” The title is anything but an exaggeration: a dream manager is someone responsible for making other people’s dreams come true.

A combination of a financial consultant and a life coach, he is basically a person working for your employees. Moreover, working for each and every one of them in a fairly specific manner.

Because, most probably, every single one of your employees has a specific kind of dream. One may want to travel to Barcelona, another to get out of debt. And a third one to save enough money so he or she can get both of his/her children through college.

And that’s exactly what the Dream Manager should strive to accomplish.

How?

By being a personal consultant/coach to everyone of your employees.

Being a CEO or an owner, you may wonder how something like this would benefit your company. Why should you hire a Manager for the personal dreams of your employees?

The answer is already in the introductory chapter. Because, happier people are more fulfilled and work better. And even more, if you change someone’s life, you become an even greater leader, everyone wants to follow and nobody ever forgets.

You know, an everyday-kind of leader.

Key Lessons from “The Dream Manager”

1.      Your Employees Hate You for a Reason
2.      Happier People Are Better Employees
3.      The Dream Manager Makes Your Employees’ Personal Come True

Your Employees Hate You for a Reason

Now, why would your employees hate you? They work for you, you give them money, and they can do whatever they like with their money. The real question is – when? They don’t really have the time, because they spend the bulk of their days working.

And if you don’t do something about their personal lives, they will probably quit your company. Because people usually quit people.

Happier People Are Better Employees

This should be a no-brainer: happier people are better employees. Most importantly, they stop feeling their jobs as some sort of a burden – so are motivated to do them.

Why should it be any different?

The burden you feel from working is due to the fact that you believe it paralyzes your ability to achieve your dreams. But, what if they are made true by the exact same company you work for?

The Dream Manager Makes Your Employees’ Personal Come True

This is the main idea of “The Dream Manager.”

The Dream Manager is a new position proposed by Matthew Kelly. He or she should be a combination of a life coach and a financial consultant, capable of turning each of your employees’ dreams into reality.

How?

By first getting acquainted with your employees and then learning their most sincere dreams. So as to be able to produce a step-by-step manual for achieving them. Because, once that happens – your employees will become indispensable members of your team.

Or, even, family.

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“The Dream Manager” Quotes

Nobody knows the business like those who work in the trenches of it every single day. Click To Tweet People are unique, in that they have the ability to imagine a more abundant future, to hope for that future and to take proactive steps to create that future. Click To Tweet Once we stop dreaming, we start to lead lives of quiet desperation, and little by little passion and energy begin to disappear from our lives. Click To Tweet The employee-employer money paradigm is a thing of the past. The modern employee is looking for things much more abstract than a simple pay raise. Click To Tweet Dreams bring us to life. Dreams animate us, and what dreams do for individuals, they also do for relationships… and companies. Click To Tweet

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Creating Innovators Summary

Creating Innovators SummaryThe Making of Young People Who Will Change the World

Innovation can be used everywhere. However, major changes need to happen before people capable of changing the world can actually do it.

“Creating Innovators” lists the types of innovators society needs and the areas which need to transform to welcome them.

About Tony Wagner

Tony WagnerTony Wagner is a writer and an Innovation Education Fellow at Harvard’s Technology & Entrepreneurship Center.

“Creating Innovators Summary”

Innovation is used in each area and process in life in which people use creativity to solve issues and make improvements.

Changes made to existing ideas, technologies, products, and services can be either incremental or disruptive, depending on the level of transformations they introduce.

In any case, anyone can be innovative – innovation only asks for critical thinking and develop problem-solving abilities.

It also requires teamwork, since many innovations need to happen across disciplinary boundaries.

However, although that innovation is possible, it seems that not many people are practicing it. The problem of it lies in how our society is functioning: the families and the educational system.

We will explain the changes needed to happen in order to fuel innovation in the key lessons below. And now, we will take a quick look at the three types of innovators that society needs:

First, the world needs  STEM Innovators. STEM innovators are people who work in mathematics, technology, engineering, and science.

Now, you may be thinking that the emphasis has been on these fields for a number of years, but colleges have been putting too much focus on academic research and reward those who publish through the traditional channels and areas.

Traditional science classes do not help to nurture the culture of innovation in any way.

Next, we need Social Innovators, who cover an opposite array of interests than STEM innovators.

These innovators come from different liberal backgrounds and are striving to change the world for the better and fight the injustices that happen. They do not innovate things, like STEM innovators do, but change the actual world and society.

Finally, Educational Innovators are needed to prepare the “soil” for the future generations.

In other words, the educational system exists to pass on the gathered knowledge on the next generations, and not to create and induce new knowledge.

However, this transmission of facts only crushes students’ thirst for knowledge and curiosity.

Educational innovators must think of a way to change the system in order to create generations with actual critical thinking and the problem-solving world which students can readily use in the real world.

Now, let’s move on to the areas that need to change so these types of innovators can come into existence.

Key Lessons from “Creating Innovators”

1.      Innovative Universities
2.      Innovative Parenting
3.      Workplace Innovation

Innovative Universities

As we already said, the educational system is dated.

Especially colleges, which more and more prove to be expensive and not effective enough.

Colleges need to change: become more affordable and offer education that crosses disciplinary boundaries.

Innovative Parenting

Parents are the pillars on which children build their future selves.

Hence, parents should make children comfortable with creativity and innovation. They can do this by encouraging their interests, and allowing for some play time which fuels the imagination.

Workplace Innovation

Finally, the workplace needs to be open to welcome these much-needed innovators.

Managers need to stop chasing for measurable results like efficiency and create a climate in which people feel comfortable being creative and innovative.

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“Creating Innovators” Quotes

The world doesn’t care what you know. What the world cares about is what you do with what you know. Click To Tweet Most policymakers—and many school administrators—have absolutely no idea what kind of instruction is required to produce students who can think critically and creatively, communicate effectively, and collaborate versus merely score well… Click To Tweet Another obstacle to educating innovators in universities is the lack of respect for interdisciplinary inquiry, practical knowledge, and applied learning. Click To Tweet Discipline-based, in-depth knowledge is important, and basic research makes significant contributions to innovation. It is essential to our future that we continue to support this kind of inquiry, but this cannot—and must not—be the only… Click To Tweet A recent report by the Information Technology and Innovation Foundation concluded that the United States has made the least progress of the 40 nations/regions studied in improvement in international competitiveness and innovation capacity… Click To Tweet

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Why We Hate HR Summary

Why We Hate HR SummaryThere are so many things wrong with HR. “Why We Hate HR” tries to examine most of them.

About Keith H. Hammonds

Keith H. HammondsKeith H. Hammonds is a former Fast Company’s executive and is currently COO and president at Solutions Journalism Network.

“Why We Hate HR Summary”

Nowadays HR is the “talk of the town.” There are so many problems with it, and the way it is practiced, that people cannot just shut their eyes.

What are these problems, you ask?

Well, you have to give it to HR professionals: when it comes to handling the simple and straightforward tasks like administration, dealing with benefits and wages, they function great.

However, this role is increasingly being outsourced, since outsourcing, it saves vast amounts of money.

Having this in mind, we can conclude that HR has been left with just one other valuable role, and that is developing human capital.

But guess what?

This role is where HR performs below any standards.

There are four reasons that contribute to this.

First, HR professionals are far from equipped. In fact, you can even say they are ill-equipped since they never considered HR as their primary choice when it comes to their careers.

Many of the people that work in HR have tried to work other things before, things they were more passionate about, and after they failed, or were less satisfied than expected, they somehow stumbled into HR.

As a result of many of these so-called HR professionals neither have the education nor the skills to conduct their job requirements successfully.

Even worse is the fact that some of them are not even trying to create a career in the field.

The second problem is that HR often focuses on the wrong things.

HR focuses on efficiency, or doing activities and filling up positions since those are the values which can easily be measured and expressed in numbers.

What HR does not do, on the other hand, is to try to look further, to the value employees add to the firm and the outcomes of the tasks and activities.

Moreover, HR does not work for employees, but for companies. In other words, companies us HR for protection against the rigid labor regulations.

And lastly, HR is not properly connected to the company’s management. Communication is necessary for better functioning, and HR needs to be involved in the decision-making process of the firm.

Key Lessons from “Why We Hate HR”

1.      The Wrong Skills and Mindset
2.      The Wrong Focus
3.      The Wrong Communication

The Wrong Skills and Mindset

HR Professionals do not possess the right skillset and mindset to succeed in their positions. If you ask most of them, HR was not even their first choice.

The Wrong Focus

HR Focuses on measurable results like efficiency, instead of on the value that employees add to the firm, which is much more significant to the company’s success.

The Wrong Communication

HR works for the company as a shield against the strict labor regulations and is not in direct communication with top management. HR needs to gain a strategic function and have a say in the decision-making process.

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“Why We Hate HR” Quotes

HR people aren’t the sharpest tacks in the box. Click To Tweet The really scary news is that the gulf between capabilities and job requirements appears to be widening. As business and legal demands on the function intensify, staffers’ educational qualifications haven’t kept pace. Click To Tweet Most human-resources managers aren’t particularly interested in, or equipped for, doing business. Click To Tweet HR people pursue standardization and uniformity in the face of a workforce that is heterogeneous and complex. Click To Tweet Economic natural selection is, in a way, taking care of the problem for us. Click To Tweet

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How Did That Happen? Summary

How Did That Happen? SummaryHolding People Accountable for Results the Positive, Principled Way

Blaming other people won’t get you far; holding them accountable might. Especially if you use the positive, principled way.

How Did That Happen?” by Roger Connors and Tom Smith is here to teach you. And we to summarize it!

About Roger Connors and Tom Smith

Roger Connors Roger Connors is one of America’s most famous management consultants and the CEO of Partners in Leadership. Together with Tom Smith, he has authored few books which have set down the foundations of the business science of accountability. Such as: “The Oz Principle” and “Change the Culture, Change the Game.”

Tom SmithTom Smith is Roger Connors’ long-time business collaborator and the Co-President of Partners in Leadership.

“How Did That Happen? Summary”

Every now and then, something happens, and nobody understands how it had got to there. It can be a minor thing or a financial collapse of the economy; but, nevertheless, the question remains the same: “How did that happen?”

Nobody wants to points the finger back at them, so everyone finds someone to blame. Sometimes, even randomly. Don’t blame yourself – hey, this time you really can! – it seems to be a normal human reflex! We can talk about types of biases working in the background of it, but let’s just put it in layman’s terms so you can understand it right away:

Mistakes were made – but not by me.

OK, then – but by whom?

Well, Roger Connors and Tom Smith claim that it’s the wrong question to ask. The right one is really hard to deduce from their really contrived neologism-plagued writing. But, that may be the point, after all! Because it’s not about simple who’s-to-blame Q&As.

It’s about holding people accountable – and doing it in a positive way. You know, so they themselves are unaware that they’ve made a mistake.

In order to do this, you need to apply the “Accountability Sequence Model.” It’s a two-part model, based on three axioms.

The first axiom is the “Accountability Assumption.” It says that most people, once they know what’s expected of them, enjoy meeting and surpassing them.

The second axiom, the “Accountability Fallacy,” concerns the rest of the people, the flawed people, those who fail to deliver. But, that’s a wholly different problem which will never be solved by finger pointing.

Finally, the third axiom, the “Accountability Truth,” claims that leaders should always first see themselves as part of the problem. Because, if they’re dealing with one of the people covered in the first axiom, the unmet expectations are, really, wrongly related expectations.

Now, the two parts of the “Accountability Sequence Model” are the “Outer” and the “Inner Ring.” “The Outer Ring” coaches leaders how to appropriately establish expectations. The “Inner Ring” – how to help the people who don’t meet these expectations.

Of course, in a positive, principled manner.

The mechanisms of the Outer and the Inner Rings are the most important thing to take away from this summary. So, we’ll describe them briefly in our “Key Lessons” section.

Key Lessons from “How Did That Happen?”

1.      The Three Axioms of the “Accountability Sequence Model”
2.      The Four Steps of the Outer Ring of Accountability
3.      The Four Steps of the Inner Ring of Accountability

The Three Axioms of the “Accountability Sequence Model”

Let’s repeat them. Because it’s very important for you to learн that you shouldn’t blame anyone; you should just hold your employees accountable. And your relationship is based on three principles.

First of all, the “Accountability Assumption”: most people want to meet expectations. Secondly, the “Accountability Fallacy”: very few people don’t want to; but, that’s an altogether different problem. Finally, the “Accountability Truth”: you, as a leader, should always see yourself as a part of the problem.

Because, if you take into consideration the first two axioms, most probably, you are.

The Four Steps of the “Outer Ring of Accountability”

Usually, employees fail to meet leaders’ expectations because they haven’t been related properly to them. This is what the “Outer Ring of Accountability” strives to take care of. In four steps.

First, you need to properly FORM expectations. Yes, FORM is an acronym! Meaning: the expectations should be frameable, obtainable, repeatable, and measurable. Just like those SMART goals of your company!

Then, you need to communicate these expectations with the self-explanatory why-what-when approach. Thirdly, you need to align the expectations. And, finally, you need to inspect them using the LOOK model: listen, observe, objectify, and know!

The Four Steps of the “Inner Ring of Accountability”

The “Inner Ring of Accountability” helps you find the real problem when expectations are unmet. It’s, once again a four-step process.

First of all, you need to examine the motivation; because it’s so important. And be sure to always set it right 0 by defining it, selling it, advocating it, and celebrating it!

Then, you need to evaluate the training. If everything’s right on your side, you will have to assess accountability in four steps: see it, own it, solve it, do it! Finally, consider the culture of your company. Maybe, that’s the part which needs to change!

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“How Did That Happen?” Quotes

You cannot effectively hold someone accountable if you have not first formed clear expectations. Click To Tweet All too often, people only become aware of boundaries after they cross them. Click To Tweet In the strongest culture, everyone is accountable to everyone, regardless of position or the ability to influence others. Click To Tweet Your particular style, which reflects your basic personality, greatly influences how you go about holding others accountable. Click To Tweet True accountability is not about punishment. Click To Tweet

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