Business Coaching for Owners & Managers of Small Businesses

The Gallup Organization has been publishing books on management and high performance organizations regularly for quite some time. The encouraging elements in all of them are that they are  based on real data from real people about real work.  I have recommended two earlier books from Gallup, Marcus Buckingham and Curt Coffman, First, Break All the Rules: What the World’s Greatest Managers Do Differently, 1st ed. (Simon & Schuster, 1999) and Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths, 1st ed. (Free Press, 2001). 

I recently read 12 The Elements of Great Managing by Rodd Wagner and James K. Harter (Gallup Press, New York 2006) another in this series. Don’t be deceived by the title, this book is really speaking from the perspective of how employees experience high-performance management. So a little translation is required to uncover the implied principles and practices of the 12 elements. Here are the twelve elements as presented in the introduction to the book^[[1]] .

A revisit to David Allen’s book, Getting Things Done. Get stuff out of your head, follow the two minute rule, file things away, work strategically and tactically.

A Revisit to David Allen’s Book, Getting Things Done:

 

 Revisit David Allen's book Getting Thing Done [9:18m]: Play Now | Play in Popup | Download (8)

Learning to be an effective manager is almost entirely a self-guided learning enterprise. Almost no business schools even approach the topic despite the hundreds of courses they offer on almost every functional aspect of management^[[1]]

I have used David Allen’s  book, Getting Things Done: the art of stress-free productivity (Penguin: NY 2001)  both personally and with clients for a number of years. Recently I volunteered to lead a discussion of the book’s approach to personal productivity with the Greater Boston Business Network. This provoked me to re-read the book in preparation. Here are a few thoughts following my re-read and the discussion with GBBN.

Underlying Principles and Thoughts

Work and personal are now quite blurred. And so, this book is about everything in your life. There is no boundary between work and personal when it comes to being more productive. And, your mind does not treat them as separate, so a productivity system can not either. There is also a need to incorporate the big picture, strategic view, with the tactical day-to-day,  but the emphasis must be on actionable tasks. Thus, the title, Getting Things Done.

Getting into a “Productive State”, what I might call a state of flow,  when required is both a challenge and an objective of a productivity system.^[[1]])

Allen builds his approach to productivity on a few “principles”.

First principle: Deal Effectively with Internal Commitments

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1. Here you might compare this with the work on how we work best in a state of “flow” as discussed in  see Mihalyi Csikszentmihalyi’s   Flow: The Psychology of Optimal Experience ( Harper Row, NY: 1990 [↩]

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I picked up this little book, Warren Buffett and the Interpretation of Financial Statements – the search for the company with durable competitive advantage (Scribner: New York, 2008), thinking that I might learn something valuable about the current economic mess and as a possible guide to shaping personal investment decisions. However, from the small investor perspective of building long-term wealth the strategy is summed up in the tag line: “durable competitive advantage”.^[[1]]

But, to return to the Buffett book, I am struck by another use of this book. That is as guide  to the basics of how to read and interpret the important elements of a company’s financial statements. The book covers The Income Statement, The Balance Sheet, and The Cash Flow Statement. If you feel uncomfortable or completely ignorant of these three financial documents, this book might just do the trick.

Multitasking is worse than a myth; it is a fraud and a thief. Other lessons learned

This podcast is 7 minutes 24 seconds long.

You can read the text here.

Last week I ran into a little book (it really is little, 135 pages in a 5″ x 7″ format – very easy on the hand and eye), The Myth of Multitasking: How “Doing It All” Gets Nothing Done by David Crenshaw (Jossey-Bass: San Francisco 2008).

The initial chapters take up the question of humans as multitaskers. For those who need to be reassured that the common sense answer to this question is, in this case, more than common, that it really is the sensical answer, take the time to follow the narrative. Yes, this is one of those business books written as a story. In most regards I have come to think of the first such approach that I know of to writing a business book in a narrative story format, The Goal: a process of ongoing improvement, by Goldratt, wishing it had been the last. But, I digress.

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I originally wrote this review in 2004. Seems like a good moment to pass it along again.

Manias, Panics, and Crashes: a history of financial crises, fourth edition by Charles P. Kindleberger (New York: Wiley 2000)

A recent Wall St Journal article described this book as a “must read” classic for anyone involved in financial markets. I have been involved directly in financial markets in two ways recently. First, I spent a year chasing around chasing angel investors and venture capitalists during the DotCom boom to fund Valuedge (the software company I co-founded in 1999 and left in 2004, though I still hold a large ownership interest).  Second, I receive quarterly statements for my 401K retirement investments. Primarily driven by my experiences with Valuedge and the phenomenal boom time of the DotCom era, I read through Kindleberger’s durable book (originally published in 1978 and never out of print since).

Successful Intelligence: how practical and creative intelligence determine success in life by Robert J. Sternberg (NY: Penguin Putnam, 1997)

(download a PDF of this book review whitepaper)

Throughout my life I have been interested in intelligence, mine and that of others. From early years at Taft School where I was regularly described as a “gross underachiever” to later in my work life when I began to understand that “smarts” came in all shapes and sizes, intelligence has been an interesting issue. Who has it and how can you figure out what kind each person has?

Successful Intelligence (SI) presents an interesting addition to my own practical knowledge of intelligence and a further jumping-off point from Howard Gardner’s efforts in Frames of Mind: the theory of multiple intelligences.

The preface gives away the whole story. Let me quote a bit: