Category Archives: Random Quotes from New Books

Random Quotes from New Books this September

Profitable Podcasting: Grow Your Business, Expand Your Platform, And Build A Nation Of True Fans by Stephen Woessner 

ProfitablePodcasting

“Rest assured, you have not missed the podcasting wave.The sun has not set on your opportunity. This is the perfect time for you to get started. In fact, this may be the perfect time to get started because the trailblazers have gone before you. A path had been marked, and you can learn from their success and failures. Your learning curve will be shorter so that growing your business, will be the most efficient it has been for any business owner up to this point.” (pages 8 and 9)

 

Retire On Real Estate: Building Rental Income for a Safe and Secure Retirement  by K. Kai Anderson 

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“You can’t change the fact that you don’t have a workplace pension, or that you have a very small pension, or whatever the case may be for you. Yet, you do have the ability to create a pension-like plan for yourself, through real estate. It’s up to you to understand this difference and take action.” (page 11)

 

 

The Sales Survival Handbook: Cold Calls, Commissions, and Caffeine Addiction – The Real Truth About Life in Sales by Ken Kupchik 

SalesSurvivalHandbook

“Sales is stressful, demanding, frustrating, and also incredibly fun and rewarding. There is no other profession with as many ups, and downs, where you can go from crying in the bathroom one minute to popping a bottle of champagne the next and then back to crying in your car all in the same day. This book is for anyone who is brave enough to wake up in the morning, drink an unnatural amount of caffeine, and live the life of a salesperson. It’s rarely easy, but oftentimes it’s worth it” (page 1)

 

September Books 2017

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Random Quotes from New Books this January

Ask More: The Power of Questions to Open Doors, Uncover Solutions, and Spark Change by Frank Sesno

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“Barry trains FBI and Secret Service agents and U.S. Marshals in questioning potential serial killers, terrorists, or would-be presidential assassins before they act. … Barry teaches ‘rights respecting’ questioning, which most experts say is the most effective way to get a hostile person to open up. His objective is to lower a person’s defenses and move his or her brain out of red alert territory. His questions are framed to generate conversation, however halting, as a means of establishing trust and building a dynamic that will coax information from the most reticent personalities(pages 66 and 68).

Trust Factor: The Science of Creating High-Performance Companies by Paul J. Zak

Jacket cover of Trust Factor

“The chronic stress that comes from the uncertainty about what will happen in an organization affects parts of the brain that undermine motivation and cognition. Uncertainty causes us to be hyperaware of possible threats: We need to pay attention to everything because danger could arise anywhere. This steals neural bandwidth from the rest of the brain, reducing concentration and productivity. We also lose the ability to properly evaluate future events and to integrate multiple streams of information. Uncertainty puts the brain and body on high alert, wanting to escape from lions and their corporate cousins, pink slips. In a true neurologic sense, you can’t think when you face high uncertainty. And you certainly cannot be an effective team member” (page 110).

Power of Presence, Paperback Edition: Unlock Your Potential to Influence and Engage Others by Kristi Hedges

Jacket cover of Power of Presence, paperback

“You may be saying, ‘Hold on. Isn’t this book supposed to be about authenticity? Why does it matter so much what other people think?’ Here’s the deal with presence: It’s part communicating in alignment with your intention and part being received with clarity. You can’t figure out how you are doing on the latter without some sort of feedback, formal or otherwise. Finding out the effect you have on others gives you a helpful framework for focusing on your own presence” (page 58).

Agile PR: Expert Messaging in a Hyper-Connected, Always-On World by Marian Salzman and the Team at Havas PR

Jacket cover of Agile PR

“Consider the fallout The New York Times’ extensive, highly critical investigation of the workplace culture of Amazon…The article describes an instruction to employees to ‘climb the wall’ if they hit the wall from the relentless pace and late nights; encouragement for employees to ‘tear apart’ their colleagues’ ideas in meetings and backstab them in private messages to their bosses; and a ‘purposeful Darwinism’ model in HR. And that’s just in the first four paragraphs.
It’s a cautionary tale. People live and validate a corporate culture, so if a company is selling its culture–and the reality is that in this radically transparent, socially minded age, every company is selling its culture, whether it’s pitching business pubs on how great that culture is or not–it must be aware that it can’t simply spin the story” (page 43).

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Random Quotes from New Books This December

Parenting Beyond Belief: On Raising Ethical, Caring Kids Without Religion, Second Edition by Dale McGowan

Jacket cover of Parenting Beyond Belief, second edition

“He was eight when he started in with the classic interrogation: How does Santa get to all those houses in one night? How do the reindeer fly? How does he get in when we don’t have a chimney and all the windows are locked and the alarm system is on? Why does he use the same wrapping paper as Mom? All those cookies in one night–his LDL cholesterol must be through the roof!

“This is the moment, at the threshold of the question, at the natural inquiry of a child can be primed or choked off. With questions of belief, you have three choices: feed the child a confirmation, feed the child a disconfirmation–or teach the child to fish.” (page 131).

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Random Quotes from New Books This November

The Gig Economy: The Complete Guide to Getting Better Work, Taking More Time Off, and Financing the Life You Want by Diane Mulcahy

Jacket cover of The Gig Economy

“Contract and part-time work without benefits used to be largely limited to ‘bad jobs’ in fast food, retail, and other service companies. Now that contractor work is infiltrating core middle-class industries, it’s gaining more attention. An executive assistant used to be a good middle-class job. Now we can hire a virtual assistant, in the United States, India, or anywhere else, by the hour. If we want an accountant or bookkeeper, we can automate most of that function on QuickBooks or hire a contractor via Upwork, LinkedIn, or FlexJobs. Universities already pay teachers by the course as adjunct professors, and those part-time, non-tenured faculty members (of which I am one) now make up a growing minority of teachers at many U.S. colleges and universities. How long will it be before this teaching model moves into our public school system? The more the Gig Economy demonstrates that white-collar and professional work can be restructured, contracted out, and purchased more cheaply, the more disruptive it feels(pages 9-10).

Hard-Won Wisdom: True Stories from the Management Trenches by Jathan Janove

Jacket cover of Hard-Won Wisdom

“I’ve heard many similar complaints about millennials from managers like Sam. They follow the same theme: millennials aren’t loyal, they’re too self-focused, their work ethic is problematic, and they don’t communicate well. My response is always the same: Don’t create self-fulfilling prophecies. The minute you indulge in the stereotypes, you’re doomed to experience what you don’t want. A better idea is to use your millennials as a test case for the concepts and tools I’m sharing in this book. Start with the What/Why Ratio: Every time you tell an employee what to do, explain why, the purpose served by the action. Think of the alternative reference to millennials: Generation Y (as in the one that followed Generation X. Only think of it not as the letter Y but the word why. Make the What/Why Ratio 1:1 and watch what happens to the relationship” (pages 32-33).

Jobs to Be Done: A Roadmap for Customer-Centered Innovation by Stephen Wunker, Jessica Wattman, and David Farber

Jacket cover of Jobs to Be Done

“Let’s look at the grocery industry. A few years back we conducted Jobs research for a client who wanted further insight into people’s decision making about what they took home from the store and why. Through the research, we noted that at least three stakeholder types would have distinct requirements in the shelf-to-table flow: the person buying the product, the person preparing the food, and the person eating the food. Certainly, there was often overlap…But this varied from scenario to scenario. If we had observed only the in-store shopper, we might have assumed that price and fit into established shopping patterns were the most important jobs to satisfy. Had we focused our efforts on the meal preparer, we might have determined that ease of preparation reigned supreme. Had we simply talked to someone who just finished a meal, the level of spiciness might have been top-of-mind insight. Looking too narrowly would have led to a new product that failed to satisfy important stakeholders” (pages 50-51).

Leading the Unleadable: How to Manage Mavericks, Cynics, Divas, and Other Difficult People by Alan Willett

Jacket cover of Leading the Unleadable

Note that you can have terrible form while serving a tennis ball. You might get an ace. However, without truly proper form and follow through, you will find the ace is just an accident.
Sometimes taking the actions prescribed in the previous chapter does work almost like magic. Things get better immediately and stay better. However, without follow through, you will find them to also be happy accidents” (page 83).

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Random Quotes from New Books This October

The Relationship Engine: Connecting with the People who Power Your Business by Ed Wallace

Jacket cover of Relationship Engine

“Many client-facing professionals come to overly rely on their product-related hard skills when working with clients…We see this when client-facing professionals lead with every capability known to man during their initial discussion with their prospects without any sense as to what the prospect is trying to accomplish. In fact, these capabilities are now expected–no, required–for client-facing professionals going into most business relationships. Therefore, emphasizing hard skills provides minimal opportunity for these professional men and women to distinguish themselves in the business relationship. However, there is an old saying that does bring the value of hard skills into perspective: ‘People do not care how much you know until they know how much you care‘” (page 199-200).

What Customers Crave: How to Create Relevant and Memorable Experiences at Every Touchpoint by Nicholas J. Webb

Jacket cover of What Customers Crave

“The best way to fail in the hypercompetitive marketplace is to attempt to deliver a one-size-fits-all customer experience. We all serve a market segment, but within our market segment there are customer types who want to engage our products and services differently based on their hates and loves. Take Southwest Airlines, for example. In order to be profitaqble in the airline industry (one of the worst and most competitive markets on the planet), you need to be able to deliver services to a large customer market, i.e., people who are flying. However, within this large market are ‘micro markets’ representing a range of customer types” (pages 32-3).

Simply Brilliant: Powerful Techniques to Unlock Your Creativity and Spark New Ideas by Bernhard Schroeder

Jacket cover of Simply Brilliant

“When you first do an observation lab, you’ll think people look like they aren’t ‘doing’ anything! They’re just going about their business; nothing that they’re doing looks surprising. They’re walking around at the mall, moving in and out of retail stores, buying their lunch in the food court. They’re waiting for their cars to be serviced. Don’t become alarmed. Slow down and just start taking real or mental notes about what you see and hear, even if nothing seems out of the ordinary. For example, when my students did an observation lab at the campus bookstore, their first thought was, ‘What would we really learn?’ But they noticed simple things…like how people were queuing up in line across a main throughway to get to the main cash register, or how certain products were not offered for sale, or that there was a typo on a merchandising display. And so on. Ultimately they recorded sixty-five observation; then, based on a review, they offered ten recommendations that we forwarded to the bookstore manager” (page 178-9).

 

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

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