Random Quotes from New Books This October

Jacket image, Creativity and Problem Solving by Brian TracyThe Brian Tracy Success Library, Creativity & Problem Solving by Brian Tracy

“Lateral thinking forces the mind out of comfortable or conventional ways of thinking. It was pioneered by Edward de Bono in England. One way to illustrate lateral thinking is to remember that when people find themselves in a hole, their natural tendency is to dig the hole deeper. However, the solution may be to go somewhere else and to dig a totally different hole. Lateral thinking is used to break your pattern of habitual thinking, or the tendency to fall into the trap of the comfort zone and continuing to do things the same way you have always done them in the past.” (page 59)

Jacket image, The Little Book of Big PR by Jennefer WitterThe Little Book of Big PR: 100+ Quick Tips to Get Your Small Business Noticed by Jennefer Witter

“Tip#28: The first thing you need to do is decide what your objective is in using social media. Is it to build brand reputation, recruit employees, attract new audiences? Once you decide what your goal is, you need to decide which social media tool to use. There’s an abundance of social media tools out there, and they are constantly changing. Keeping up with them and using them can become a full-time job. But you don’t need to do that. I truly believe you need to pick and choose which social media will provide a return on investment in an effective and efficient manner.” (page 33)

Jacket image, Primal Teams by Jackie BarrettaPrimal Teams: Harnessing the Power of Emotions to Fuel Extraordinary Performance by Jackie Barretta

“Letting yourself feel the emotions of others doesn’t mean letting those emotions overwhelm you. That can cause another set of problems as you get swept off your feet by a flood of someone else’s feelings. Fortunately, you can learn to sense another’s emotions and observe how they affect your body without letting them emotionally hijack you. Gradually, you will be come a more skilled emotional diagnostician. Periodically, pretend you are an objective doctor by placing a stethoscope to your chest and taking your emotional temperature. Try to diagnose any symptoms of unusual sensations. What is causing those bodily reactions? Why has your heart begun beating a little faster?” (page 100)

Jacket image, The Successful Virtual Classroom by Darlene ChristopherThe Successful Virtual Classroom: How to Design and Facilitate Interactive and Engaging Live Online Learning by Darlene Christopher

Depending on which virtual classroom tool you use, the instant feedback feature might be called a “raise hand” feature, “status change” or “emotion indicator.”  This feature allows the participant to communicate with  instructors at any time throughout a virtual classroom session without interrupting the flow of the instruction by selecting from a menu of feedback options. The type of instant feedback that participants are able to select varies, depending on the virtual classroom tool. See Figure2-5 for an example of the types of instant feedback participants can provide.” (page 30)

Jacket image, The Ten Golden Rules of Leadership by M.A. Soupios and Panos MourdoukoutasThe Ten Golden Rules of Leadership: Classical Wisdom for Modern Leaders by M.A. Soupios and Panos Mourdoukoutas

“In short, the role of a good leader is critical under all conditions, and it is for this reason too that failures of leadership will virtually ruin the organization. And of all the many potential shortcomings an assumed leader might bring to an organization, none is more lethal than arbitrary applications of power. Supervisors who constantly micromanage, who second-guess every subordinate decision, who gleefully await any and all opportunities to criticize and bully, are a toxic presence in any environment. Their abuses will predictably waste corporate resources, destroy worker motivation, compromise institutional loyalties, and create debilitating resentments more rapidly than any other managerial failing—prompting the most talented employees to jump ship.” (page 23)

The Truth Doesn't Have to Hurt by Deb Bright Ph.D.The Truth Doesn’t Have to Hurt:How to Use Criticism to Strengthen Relationships, Improve Performance, and Promote Change by Deb Bright

“We each have a preference for how people talk to us. Some people want to be spoken to honestly and directly, while others need to have things sugarcoated and delivered more carefully. Delivering criticism can be like approaching a wild animal. And depending on the type of animal you are dealing with, you are going to approach the individual with varying styles. Is your receiver a bear or a bunny? You need to know before you approach the person with any kind of criticism.” (page 71)

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


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