“Do respond without reacting, don’t react without responding. Your daughter lost her phone. When you respond and don’t react, you say, ‘I’m so sorry. When was the last time you remember seeing it? Where have you looked? Do you need my help?’ If you react and don’t respond, you say, ‘Seriously, we just bought you this phone. You are so irresponsible. Why do you lose everything? Do you know how much that phone cost?’” (page 116).
Recipe for Success: An Insider’s Guide to Bring Your Natural Food to Market by Abigail Steinberg
“Every square foot of a retail location must generate income. Algorithms and assistant managers continually reshape these retail environments, looking for profit. Turnover is the rule, so suppliers with the highest sales, most ads, and brand awareness evolve into superstars—if they can keep up product support and sales numbers. If a product doesn’t perform, stores get rid of it. If you want to get your product onto retail shelves, you need to understand why a product stays on shelves and what gets it thrown off” (page 67).
What Great Trainers Do: The Ultimate Guide to Delivering Engaging and Effective Learning by Robert Bolton and Dorothy Grover Bolton
“A trainer’s enthusiasm, however, is not to be confused with an overly ardent approach to try to persuade participants to embrace what he’s teaching. His phrasing and manner of presenting should communication to participants that they have a free choice in what they will and will not believe or do. If they sense they are losing their freedom of choice, you can say goodbye to the positive learning climate you’re trying to build. … So be aware of the thin line between being enthusiastic in your teaching and attempting to convert participants to the method, beliefs, and values you are teaching” (page 191).
“Taking the time to set the foundation helps to prevent scope creep, a risk in many projects. Scope creep is veering away from the original purpose of the work without an increase in time, resources, or money. … In business process work, scope creep weaves its way in because new ideas, demands, and needs surface as you get into the work, and the temptation is to continually expand the scope of a business process” (pages 53-54).
“Reason 6 [for a Succession Planning and Management Program]: Help Individuals Realize Their Career Plans Within the Organization. Organizations make a substantial investment in the training of their employees. Employee performance may improve with experience as individuals advance along a learning curve on which they master organization-specific and job-specific knowledge. When individuals leave an organization, their loss can be measured. If they remain with one employer to realize their career plans, then the employer benefits from their experiences. In this sense, SP&M can serve as a tool by which individuals can be prepared for realizing their career plans within the organization” (page 18).
Want to sample other AMACOM books? Check out our Random Quotes from New Books series.