Frequent motivational author John C. Maxwell, a former pastor, squarely based these 21 laws of leadership on enduring values. These guidelines are meant to inspire, not innovate, as they offer techniques to make leading by principle a practical reality. Maxwell's straightforward, insightful rules are well worth the time you will spend reading them. This book is a gem of simplicity as a game book for building stronger teams and becoming a better leader.About the Author
Consultant and former pastor John C. Maxwell writes frequently about leadership and regularly gives workshops on leadership principles. He is the author of several other books, including The 17 Indisputable Laws of Teamwork and Winning with People.
Two conflicting trends are at work in Human Resources Management. On the one hand there is a growing trend toward high commitment policies designed to develop broadly trained employees who identify with their organization and who are prepared and trusted to exercise high orders of discretion. Organizations with such strategies are marked by participation, lifetime employment, career flexibility, new forms of compensation, and generous fringes. At the moment, however, these strategies are being threatened by corporate restructuring, downsizing, and leveraged buyouts, all of which discourage investment in human capital. But even if high commitment organizations dominate the heartland of the economy in the future, many in the labor force will be denied their benefits.
The author’s explain how change can be effected in an organization via the story of a group of penguins that is forced to relocate because their current iceberg of residence is melting. The story is about how a group of “leader” penguins determine if relocation is needed, and once the answer is determined to be a YES, form a team to come up with the plan to effect the change – which includes selling the need for the change (relocation) to larger penguin population, forming sub-teams to figure out the new location and associated logistics, motivating the teams on a constant basis to not lose focus and then aiding in the relocation. 
Who moved my cheese is a book written by Dr. Spencer Johnson. Dr. Johnson uses the word ‘cheese’ as a metaphor for the things that we desperately long for. He narrates a small story with four characters to drive home his point. The crux of the story is quick and timely adaptation to change. The book is divided into three sections. The first section is titled ‘the Gathering’, the second section, ‘Who Moved My Cheese’ is the central theme of the book and the third section is titled ‘Discussion’.
According to the author, adaptation to change would make things easier. Because success lies in anticipating change and acting accordingly. Sometimes, when things don’t happen as expected, it is better to change ones direction. Most of the people cling on to the past and fear change. Overcome fear of change and you’ ll soon be freed from this fear, says the author.
This overwhelming book succumbs to the very scope of its ambition and the topics it covers: globalization and technology. Author Thomas Friedman literally covers the world for The New York Times, and his access to important local authorities, corporate executives, local Times bureaus and researchers, the Internet and a tape recorder has enabled him to compile a huge amount of information. All of it buttresses his views about the important convergence of political and technological change. He offers interesting anecdotes about companies worldwide and intriguing conversations with friends, reporters and experts. But Friedman, well-spoken expert that he is, still needs an editor to tame his long chapters and repeated points. He conveys abundant knowledge, with incisive insights and interpretations, but skim where you must. With that caveat.
This overwhelming book succumbs to the very scope of its ambition and the topics it covers: globalization and technology. Author Thomas Friedman literally covers the world for The New York Times, and his access to important local authorities, corporate executives, local Times bureaus and researchers, the Internet and a tape recorder has enabled him to compile a huge amount of information. All of it buttresses his views about the important convergence of political and technological change. He offers interesting anecdotes about companies worldwide and intriguing conversations with friends, reporters and experts. But Friedman, well-spoken expert that he is, still needs an editor to tame his long chapters and repeated points. He conveys abundant knowledge, with incisive insights and interpretations, but skim where you must. With that caveat.
About the Author
Thomas L. Friedman has won the Pulitzer Prize three times for his reporting and foreign affairs column in The New York Times. He wrote three best sellers: The Lexus and the Olive Tree, Longitudes and Attitudes and From Beirut to Jerusalem, which won the National Book Award.
Thomas L. Friedman has won the Pulitzer Prize three times for his reporting and foreign affairs column in The New York Times. He wrote three best sellers: The Lexus and the Olive Tree, Longitudes and Attitudes and From Beirut to Jerusalem, which won the National Book Award.
This book was a publishing phenomenon in the early 1990s, as Stephen R. Covey managed to repackage an ethical and moral tradition thousands of years in development and make it meaningful to a late twentieth century, secular audience. Covey wraps the mix in a distinctively American can-do program of easy-looking steps calling, mostly, for self-discipline. The result is a quite worthwhile, useful manual for self-improvement. I feel most readers can learn something useful from this book, though some will find the style too familiar and easy-going, and the prescriptions easier to agree with than to act upon, much less adopt as habits.
About the Author
Stephen R. Covey is vice-chairman of Franklin Covey Co., and teaches Principle-Centered Living and Principle-Centered Leadership. Covey is also the founder and former CEO of the Covey Leadership Center. He is the author of several books. The 7 Habits of Highly Effective People has been a bestseller for many years
Stephen M.R. Covey's book provides a framework for understanding trust, and a set of guidelines for building and restoring trust. Abundant anecdotes illustrate its lessons. An impressive array of business leaders, gurus and authorities lent their names to blurbs for this book, most of them endorsing the proposition that trust is good for the bottom line of any business. It would be hard to argue with that. If the book's style reminds you of The 7 Habits of Highly Effective People, there's a reason. The author is the son of 7 Habits' guru Stephen R. Covey, and the same writer, Rebecca R. Merrill, was involved in both books.
About the Authors
Stephen M. R. Covey is co-founder and CEO of CoveyLink, a leadership consultancy. Rebecca R. Merrill is the co-author of Life Matters and Connections (with Roger Merrill) and of First Things First (with Merrill and Stephen R. Covey).
Given the reality of the modern world, business schools and management training programs should offer a class called: "Business Savvy 101: An Overview of Hidden Agendas, Power Struggles and Other Leadership Challenges." Fortunately, Ram Charan offers a tutorial on that subject in this book. He provides excellent insights for aspiring executives and current leaders. Although parts of the text are repetitive, that fault is far outweighed by the value of Charan's concrete examples from brand-name companies. This book is useful to readers at all levels of management who want to sharpen their leadership skills.
About the Author
Ram Charan, a business adviser for global corporations, is also the author of What the CEO Wants You to Know and the co-author of Execution. Charan, a frequent public speaker, also writes a biweekly column for Yahoo! Finance
Key Ideas
• No matter what your business, the only way to generate enduring profits, is to build a workplace that attracts, focuses on and keeps talented employees.
• From stock options, to concierge services, and in-chair massages –companies have added perks and benefits to their employee packages, but no company has yet devised an accurate yardstick to measure a manager’s ability to find and keep talented employees.
• Throughout this book we focus on keeping talented, productive employees, not Road warriors – the army term for people who prefer to “retire on active duty” or those who sleep on the job.
• Who demands this measuring stick? Institutional Investors. These investors are moving trillions of dollars in and out of companies, and they want to know if management can do its job, mainly keeping the employees and customers happy.
• A great deal of a company’s value now lies “in between the ears of its employees”.
• When someone leaves a company, he takes his value with him. Sometimes, he takes it straight to the competition.
• No matter what your business, the only way to generate enduring profits, is to build a workplace that attracts, focuses on and keeps talented employees.
• From stock options, to concierge services, and in-chair massages –companies have added perks and benefits to their employee packages, but no company has yet devised an accurate yardstick to measure a manager’s ability to find and keep talented employees.
• Throughout this book we focus on keeping talented, productive employees, not Road warriors – the army term for people who prefer to “retire on active duty” or those who sleep on the job.
• Who demands this measuring stick? Institutional Investors. These investors are moving trillions of dollars in and out of companies, and they want to know if management can do its job, mainly keeping the employees and customers happy.
• A great deal of a company’s value now lies “in between the ears of its employees”.
• When someone leaves a company, he takes his value with him. Sometimes, he takes it straight to the competition.
• We need a way to measure the intangibles, like R&D, customer satisfaction, and employee satisfaction 
Marcus Buckingham is passionate about helping us identify our unique strengths and unleash their power. As we read and work your way through the program in this book, we will become convinced that growing through our strengths is the ticket to our future happiness, effectiveness and success. He refutes the approach of improvement by fixing mistakes as a dead end that cannot help us discovering how we can be exceptional. Nothing presented in this book will help us without action and implementation. However, if we take up the challenge, we will become empowered as we take charge of our work through our strengths. I recommend this book because it contains just a few simple ideas that could change our life.
Marcus Buckingham is passionate about helping us identify our unique strengths and unleash their power. As we read and work your way through the program in this book, we will become convinced that growing through our strengths is the ticket to our future happiness, effectiveness and success. He refutes the approach of improvement by fixing mistakes as a dead end that cannot help us discovering how we can be exceptional. Nothing presented in this book will help us without action and implementation. However, if we take up the challenge, we will become empowered as we take charge of our work through our strengths. I recommend this book because it contains just a few simple ideas that could change our life.
About the Author
Marcus Buckingham is the author and co-author of several best-selling books including First, Break All the Rules; Now, Discover Your Strengths and The One Thing You Need to Know.
Marcus Buckingham is the author and co-author of several best-selling books including First, Break All the Rules; Now, Discover Your Strengths and The One Thing You Need to Know.
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