One of the things we’re thankful for this November is the chance to curl up with a good book!
“So with all this research and pre-call planning, why do so many salespeople still end up in dead-end sales scenarios where they are stuck meeting with non-decision makers? Or if they are successful at setting up meetings with the right buyers, why do they lose to a competitor who didn’t have as good a solution? There are a few reasons. Most pre-call strategy meetings neglect soft skills in their analysis of the opportunity. For example,what is the personality and mindset of the various people in the organizational charts? How do these individuals personally make decisions? What do you need to do or say in order to better relate to each of them?” (page 123)
Considering the 24/7 nature of social marketing, many companies are finding ways in which automation can help them operate more efficiently. While automation can make a huge contribution to your social marketing, there’s good automation and then there’s bad automation. Good automation will allow you to spend less time on what amounts to manual labor and frees you up to focus on more value-added work. Bad automation, on the other hand, decreases the odds of social interaction with your fans. (page 145)
Handbook for Strategic HR: Best Practices in Organization Development from the OD Network edited by John Vogelsang, PhD, Maya Townsend, Matt Minahan, David Jamieson, Judy Vogel, Annie Viets, Cathy Royal, and Lynne Valek
“Current evaluations of successful change management determinants suggest there is a wealth of empirical support for the the central eight-stage framework, and recommendations from individual studies provide contextual dimensional and practical activities that an organizational development practitioner could use in creating a comprehensive strategic change management intervention. One area not addressed in Kotter’s model or in the literature review was the factor of continuous or simultaneous change. To counter this potential limitation, Bridges recommended actions for ‘dealing with non-stop change’ (2003, p. 106) are incorporated into the enhanced implementation steps for stage 8. Clearly, not all change interventions are at the organizational level, and many change initiatives are taking place in concurrent time frames. A well-defined implementation plan must address this reality in many business environments.” (pages 441-442)
Idea Agent: Leadership that Liberates Creativity and Accelerates Innovation, by Lina M. Echeverria
If Van Gogh had even a glimmer of the impact of his work on the world, there might be many more Van Goghs for sale today. Whether in art, music, or science, appreciation fuels creativity, not just appreciation of the scientific or technical contributions alone, but of the human beings behind them. What fosters creativity is the freedom to engage the integral self, the total being: the musician in the scientist, the newlywed in the technician. (page 67.)
Into the Storm: Lessons in Teamwork from the Treacherous Sydney to Hobart Ocean Race by Dennis N.T. Perkins with Jillian B. Murphy
Realizing she could do something that she’d never done before was a huge relief and a confidence boost. Down she went again, this time swimming toward the two survivors in the life raft.
The second rescue did not go as smoothly. A huge gust of wind hit the life raft, picked it up, and wrapped it around the winch cable. Just as Kristy thought Oh God, what am I going to do?, another huge gust blew the life raft free of the cable. (page 85)
Be curious. Executives who do all the talking are those who are deaf to the needs of others. Sadly, some managers feel that being the first and last person to speak is a sign of strength. Just the opposite is true. This behavior cuts offinformation at its source, from the very people–employees, customers, vendors–who have the most to say. Your curiosity encourages them to speak up. Be open-ended. Leaders should ask questions that get people to reveal not simply what happened, but also what they were thinking. ” (page 110)
“Some customer service situations are frustrating for both the customer and the employee. I had one of these mutually challenging experiences when I purchased a paper shredder at my local office supply store.” (page 51)
Want to sample other AMACOM books? Check out our Random Quotes from New Books series.