Book Review: Becoming Your Best

Becoming_Your_Best

by Steven Shallenberger

With the high demands and pressures in today’s workplace, it seems you have to sacrifice your personal life for your job. However, Steven Shallenberger, states that as a leader you can succeed in business and live a happy life at the same time. In Becoming Your Best, Shallenberger reveals the 12 principles for developing a culture of excellence within your organization. This book is now available as a Soundview Executive Book Summary.

In each chapter, Shallenberger explains the 12 principles in detail. Of the 12, the first principle “Be True to Your Character” refers to having a strong character. “It is best to be strong in the initial moment of choice, but if you blow it, you will often have an opportunity to make a correction. We all have moments of weakness and poor judgment, but the ability to self-correct is critical if we want to build a strong character and a life of fulfillment and meaning,” writes Shallenberger. These principles will help you reach your highest potential and drive the kind of innovation that turns good companies into industry leaders, all while living a well-balanced personal life.

The group of 12 principles is the common denominators that all successful leaders possess. Becoming Your Best will give you the knowledge and tools to not only improve your life as a leader, but the lives of your employees as well.

Three New Summaries to Lead Better

Leaders help themselves and their teams to do the right things. However, sometimes leaders need to re-think their vision or processes to improve their organizations. Leadership is about mapping out where you need to go as a team or an organization to be successful. Learn how to be a better leader by developing a culture of excellence within your organization, asking the right questions, and becoming a strategic thinker to “win” with these three new Soundview Executive Book Summaries.

Becoming_Your_Best

by Steven Shallenberger

Becoming Your Best by Steven Shallenberger. In Becoming Your Best, Steven Shallenberger, states that as a leader you can succeed in business and live a happy life at the same time. Shallenberger reveals the 12 principles for developing a culture of excellence within your organization. These principles will help you reach your highest potential and drive the kind of innovation that turns good companies into industry leaders, all while living a well-balanced personal life.

 

 

Good_Leaders_Ask_Great_Questions

by John C. Maxwell

Good Leaders Ask Great Questions by John C. Maxwell. To learn and grow into a successful leader, you need to yourself and your teams question, but the key is asking the right questions. John C. Maxwell presents the process of becoming a successful leader by examining how questions can be used to advantage, in Good Leaders Ask Great Questions. Maxwell shares leadership questions he has gathered from others and from his own experience that will inspire both seasoned leaders and new leaders to ask great questions to improve their leadership skills and careers.

 

Game_Changer

by David McAdams

Game-Changer by David McAdams. You can turn defeats into wins, if you have the vision to “change the game”. In Game-Changer, David McAdams uses game theory to out-strategize your rivals. McAdams discloses six basic ways to change games: commitment, regulation, cartelization, retaliation, trust and relationships. By learning to be a deeper strategic thinker, you’ll be able to “change the game” to plot business tactics and gain insights for your advantage.

Four Thoughts to Chart Your Course in 2015

Soundview Author Insight Interviews are great additions to many Soundview Executive Book Summaries. In each interview, authors have the opportunity to reveal new interpretations or insights on their material. Soundview subscribers are often provided with exclusive insights drawn from the author’s direct application of his or her work with global companies.

Here are four great thoughts to consider as you chart your organization’s course for this year:

“If someone says ‘You’ve got to close the deal more efficiently,’ that could mean completely different things. The first task when you’re receiving feedback is to notice how general a lot of the feedback is. If someone says ‘close the deal more efficiently’ or ‘be more assertive,” rather than filling it in on your own, you’ve got to ask. You have to follow up and say, ‘Okay, so, you’re noticing that I’m not being as assertive as you think I could be. Can you go into some more detail? Give me a sense of what you’ve noticed me doing. What could I do that would be better from your point of view?’” – Douglas Stone, co-author (with Sheila Heen) of Thanks for the Feedback.

“What happens is that many successful people fall into the success trap. The trap is they believe success is a permanent condition, as if you’ve arrived and you’ll always be there. The reality is that success happens in the context of many external factors. Today, those factors are changing at a rate like none other in history. What happens is that if we believe that we’ve arrived and we can simply cling to the previous ideas and maintain the status quo and expect to enjoy the same level of success, we’re only kidding ourselves and setting ourselves up for disaster. The best of the best, the companies and the individuals that sustain success over time, are the ones that reinvent early and often.” – Josh Linkner, author of The Road to Reinvention.

“If you think of your organization as a funnel where time and talent and money are poured, they come together through processes and behavior, and the choke point in that funnel is emotion. Certainly, I experienced it when I was running divisions of companies and then later on as an owner of my own business, often because we had not been clear about our purpose. We had not been clear with others about what we expected of them. Because of that lack of clarity, combined with the emotion, that creates a real choke point for organizations.” – Greg Bustin, author of Accountability.

“One of the ways we [break the cycle of constant feature updates] is to get back in touch with the needs or jobs to be done for our customers. Oftentimes, there’s new product line extensions and new bells and whistles added to products which only usually increases the complexity of the product. It doesn’t serve the customer’s true need. The common core of both strategy and innovation is insight. The insight for most businesspeople is what’s going to drive the most value for customers.” – Rich Howarth, author of Elevate.

Take Back Control with These Three New Summaries

Feeling as if you have no control over your work or job duties can lead to job stress. When the stress of constant connection and rapid changes in the marketplace start affecting your performance at work, applying new processes to your daily routine could bring great success. Learn how to take back control and handle the high demands by developing mindfulness, collaborating with others, and knowing when to think like a rookie with these three new Soundview Executive Book Summaries.

overworkedandoverwhelmed

by Scott Eblin

Overworked and Overwhelmed by Scott Eblin

Top leadership coach Scott Eblin provides simple routines to reduce stress and sustain peak performance and a personal planning framework for creating desired outcomes. Overworked and Overwhelmed offers practical insights for any professional who feels like his or her RPMs are maxed out in the red zone. Eblin makes his practice of mindfulness simple to offer actionable hope for today’s overworked and overwhelmed professional.

 

the reciprocity advantage

by Bob Johansen and Karl Ronn

The Reciprocity Advantage by Bob Johansen and Karl Ronn

Leading forecaster Bob Johansen and business developer Karl Ronn share a model for creating new growth for your business using the underutilized resources you already own that you can share with others. They describe a model for collaborating to do what you can’t do alone. The Reciprocity Advantage shows readers how to leverage new forces like cloud-served supercomputing into scalable and profitable growth for your organization.

 

rookie smarts

by Liz Wiseman

Rookie Smarts by Liz Wiseman

In a rapidly changing world, constant learning is more valuable than experience or mastery. Leadership expert Liz Wiseman explains how to reclaim and cultivate the curious, flexible, youthful mindset of a rookie in order to keep up with what’s needed from employees. In Rookie Smarts, Wiseman details the four modes of the rookie mindset that lead to success.

Book Review: Why Motivating People Doesn’t Work … and What Does

If you feel that your efforts to motivate employees are falling short, you are not alone. Senior consulting partner for the Ken Blanchard Companies, Susan Fowler, reveals that motivating people doesn’t work because they are already motivated in Why Motivating People Doesn’t Work … and What Does. Fowler helps leaders understand what they can do to go beyond traditional styles of motivation to help people not only be more productive and engaged but to bring a sense of purpose to their work. This book is now available as a Soundview Executive Book Summary.

“You can use all your power attempting to motivate people, but it won’t work if you want them to experience an optimal motivational outlook. Shifting to an optimal motivational outlook is something people can do only for themselves,” writes Fowler. She presents a tested model and course of action that will help leaders guide their employees toward the type of motivation that will increase productivity and engagement. Her Optimal Motivation process shows leaders how to help people meet their needs for autonomy, relatedness and competence for long-lasting motivation. Of the three, relatedness is about our need to feel like we are contributing to something greater than ourselves. This is important for leaders to help their employees feel like all their work matters to the organization as a whole.

Fowler concludes her profound thoughts on motivation by re-thinking five beliefs, which she states erode workplace motivation. These eroding beliefs include: It’s Not Personal; It’s Just Business, The Purpose of Business Is to Make Money, Leaders Are in a Position of Power, The Only Thing That Really Matters Is Results, and If You Cannot Measure It, It Doesn’t Matter. As a leader, you can activate optimal motivation for yourself to become a role model for others in your organization with the insights in Why Motivating People Doesn’t Work … and What Does.