Random Quotes from New Books This December

jacket image, I Hear You by Donny EbensteinI Hear You: Repair Communication Breakdowns, Negotiate Successfully, and Build Consensus . . . in Three Simple Steps by Donny Ebenstein

“Why didn’t the clarifying conversation clarify things? Because the conversation between these two friends was limited to the narrow issue of whether Irene could come visit for the weekend. The larger issue of their different socializing preferences was never discussed. Moreover, each of them participated in the conversation from behind the barrier of her perspective. What they each said and  what they each heard was all filtered through their own lens. The differences in their communication styles–Irene’s directness compared with Lisa’s subtlety–was never addressed or even noticed.” (page 67)

jacket image, The Project Management Tool Kit by Tom KendrickThe Project Management Tool Kit: 100 Tips and Techniques for Getting the Job Done Right, Third Edition by Tom Kendrick, PMP

“Inspect the analysis using your histograms, spreadsheets, or tables. For each project contributor or resource category, identify overcommitments–periods when the planned work exceeds the available capacity. Also note any periods for contributors where the current draft plan indicates that there may be unused capabilities. ” (page 73)

Jacket image, The Star Factor by William Seidman and Robert GrbavacThe Star Factor: Discover What Your Top Performers Do Differently–and Inspire a New Level of Greatness in All by William Seidman and Richard Grbavac

“This required changing every aspect of the company including product and solution knowledge, sales processes, and business processes (for example, how to place an order). While all of the company was affected, the sales team leaders (STLs), who managed teams of four to fifteen sales representatives, were the most critical to the transition because they had to connect the corporate strategy to the generation of sales. Either the STLs succeeded in being simultaneously transformational and transactional or the company went under.” (page 173)

jacket image, True Alignment by Edgar PapkeTrue Alignment: Linking Company Culture with Customer Needs for Extraordinary Results by Edgar Papke

“Along with slashing revenue, Lisa made several other difficult decisions, including eliminating some positions in the company. She refocused the company’s efforts on working with retailers on specific categories and offering design that leveraged their insight into the seasonally changing market. ‘ We offer design insight across categories that our competitors can’t and leverage our strong merchandising expertise. We engage retailers in a conversation about how to best maximize the accessories we supply to them. It’s a unique category that we know very well and our customer doesn’t have to take on the cost internally of leveraging the category.We went back to selling our design and merchandising expertise as opposed to supplying a commodity.'” (page 85)

Want to sample other AMACOM books? Check out our Random Quotes from New Books series.

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