Category Archives: Random Quotes from New Books

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).

november-books-2016

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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).

 

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Random Quotes from New Books this September

Jacket cover of Sell with a Story by Paul SmithSell with a Story: How to Capture Attention, Build Trust, and Close the Sale by Paul Smith

Storytelling speaks to the part of the brain where decisions are actually made. Much of the cognitive science in the past two decades tells us that human beings often make subconscious, emotional, and sometimes irrational decisions in one place in the brain, and then justify those decisions rationally and logically in another place. So if you’re trying to influence buyers’ decisions, using facts and rational arguments alone isn’t enough. You need to influence them emotionally, and stories are your best vehicle to do that” (page 17).

 

Jacket cover of High-Profit Prospecting by Mark Hunter

High-Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results by Mark Hunter

“A key reason I’m against using price as a prospecting tool is because once you start using it, you and your customers will become addicted to it. The level of profit you lose will be huge, both in the short term and the long term. Sadly, you will become slightly blind to this, because focusing on low price will be your go-to method.
“To help keep your focus on the needs of the prospect, make sure you’re asking them questions that get them to expand upon their problem. Remember, your objective is to either help them overcome a problem or allow them to achieve a gain. That’s it. Don’t overcomplicate things. Keep your focus on the the customer’s wants and needs and you’ll avoid having to go down the price trap road” (pages 71-72).

 

september 2016 new releases

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Random Quotes from New Books this August

Disruptive Marketing: What Growth Hackers, Data Punks, and Other Hybrid Thinkers Can Teach Us About Navigating the New Normal by Geoffrey Colon

Jacket cover of Disruptive Marketing

“In any business, people spend a long time learning about a particular specialty, with the goal of becoming an expert in that field. Usually we do this because we are rewarded for that expertise. In the music industry’s heyday, being an executive who signed enough artists who sold lots of records meant you worked your way up from an associate to a VP, and ultimately to executive VP. You might even have been anointed president. The troubling thing about becoming an expert, though, is that we become entrenched. We put on blinders, rendering us unable to see anything beyond what is happening directly in front of us(page 97).

The Etiquette Edge: Modern Manners for Business Success, Second Edition by Beverly Langford

Jacket cover of Etiquette Edge, second edition

“An MBA student told me about a manager at a company where he worked who hated to deliver unwelcome information. A situation arose in which he had to tell a member of the department that he was terminating her employment, so he called her into his office at the end of the day, presumably to deliver the bad news. The next morning, she showed up for work, as usual. He had been so vague in his meeting with her that she had no idea her manager had fired her. …Delivering bad news takes special thought and planning” (pages 196).

Fundamentals of Project Management, Fifth Edition by Joseph Heagney

Jacket cover of Fundamentals of Project Management

“By the end of the project, during project closure, you will have created an all-inclusive, comprehensive checklist of actions. You and your team will then review your performance during the project and confirm that all actions are complete. By doing this, you and your team will improve by having answered the question, ‘How did we do?’ It has been my experience that, almost invariably, one or two actions will be questionable. Occasionally, while reviewing the questionable actions, the project team will discover that an item was not completed. Perhaps nobody owned the task, or two members did, assuming the other did the work. Whatever the reality, this is a powerful redundancy check (a recurring theme during project closure) for you and the team to be sure that all necessary actions have been accomplished” (page 206).

Hiring & Firing (The Brian Tracy Success Library by Brian Tracy

Jacket cover of Hiring and Firing from the Brian Tracy Success Library

 In psychology, we know that previous achievement lays down a mental template in the individual. After a person has achieved something worthwhile, nothing will satisfy him but to achieve something even greater in the future. People with past histories of achievement will strive to duplicate that performance working for you if you give them the opportunity” (page 34).

august 2016 new releases

 

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Random Quotes from New Books this July

A Plant-Based Life: Your Complete Guide to Great Food, Radiant Health, Boundless Energy, and a Better Body by Micaela Cook Karlsen

Jacket cover of A Plant-Based Life

Despite your enthusiasm for dietary improvement, an initial burst of motivation isn’t enough to maintain a healthy lifestyle. Long-term success occurs by forming new habits, which are behaviors that are thought to originate from an impulsive or nonrational part of people. In this context, impulsive isn’t a bad thing. It simply means you don’t have to stop and think about what you’re doing, or make a conscious choice to eat differently. But while you are integrating these new patterns, and even afterwards, you need to stay plugged into your motivating force. There will be moments when your willpower, you energy, and your commitment may wilt. You’ll need a pick-me-up, and staying in touch with your inner impulses in those moments can spark the flame to get back in the game and keep going. The more contact you have with your reasons for your new behaviors, the easier it will be to take the steps required to make them permanent(page 36).

The Healthy Workplace: How to Improve the Well-Being of Your Employees—and Boost Your Company’s Bottom Line by Leigh Stringer

Jacket cover of The Healthy Workplace

“Today, Owens Corning is one of the first companies to pilot Harvard’s Health and Human Performance Index. This index measures employee well-being, productivity, engagement, and work culture and was developed by Harvard’s School of Public Health in collaboration with Johnson & Johnson as a tool to enable most robust corporate sustainability reporting. ‘The initial results of this survey have set a baseline of data for us to measure again every 18 months to two years,’ [Gale] Tedhams explains. ‘Even with the results of this first survey, however, we have learned things about our population that we were not aware of before, like the impact of mental health issues, the lack of sleep some of our employees are getting, and where smoking is more prevalent based on age.’ Especially across countries and regions, but also between the different functions in Owens Corning’s workforce and between employees of different age groups, there are always unique health issues to be addressed. ‘Knowing the specific issues and what part of the employee population is most impacted is the first step to making things better’” (pages 179).

Make Your Own Waves: The Surfer’s Rules for Innovators and Entrepreneurs by Louis Patler

MakeYrOwnWaves

“Jack Viorel, founder of Wrightsville, North Carolina’s Indo Jax Surf School and Indo Jax Surf Charities, introduces underprivileged kids to the joys and lessons of surfing. He says what surfing teaches is deeper–and wider–than any ocean. ‘Even the best surfers wipe out–a lot. Getting good at surfing means a ton of wipeouts. To many of the kids we work with, their lives seem like a wipeout,’ he says. ‘Surfing teaches that wipeouts are just part of the deal. When you learn to wipe our and go back out, that can translate to your own life. You can wipe out in anything you’re doing, but all you have to do is paddle back out'” (page 87).

 

july 2016 new releases

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