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Past Week's Offers | September 2009 | August 2009 |
There are some business minds and books that are simply too good for only one inBubbleWrap feature. David Allen and his book Getting Things Done, are such examples. Personally, I find it exciting when I get to run a book more than once because it gives me the opportunity to go back and see what and how I wrote about a year ago. So here we go folks - the iBGuy David Allen Review from January 9th of 2006. Sit back, relax, and let your finger click a winner.
I'd be interested to find out how many of you fine members of inBubbleNation have left a job NOT because you wanted more money, but because you seeked more meaning. Maybe you wanted to actively help people. Maybe your company was without soul. Or maybe you just wanted to move to bumblewoods and mountains Kentucky to explore your connection to nature (great place to do it). I wonder this because it has it has been said to be a fact that, now more than ever, "People are increasingly searching for higher meaning in their lives, not just possessions."
That fact is something that all of you, as business-minded people, need to keep at the front of your thoughts. Think about it: if people want more meaning, wouldn't it be a good idea for your company to transform in such a way as to give it to them? Yes, it would. If you don't believe me, believe Firms of Endearment. It's a great new book about one of the most fundamental transformations in Capitalism since the Mr. Smith did his thing in the 18th Century.
Some people simply live a little bit more than seems possible. I have a friend who, over the course of three years, has been a full-time student and graduate, cook, painter, tree-cutter, kitchen manager, carpenter, longshoreman, PIRG Organizer, boyfriend, played in a rock band, writes great amounts of poetry and songs on the acoustic, has moved from Milwaukee to New Orleans to Santa Cruz, has flown coast to coast on multiple occasions, and now organizes for Green Peace. Life teaches you a lot when you take on such adventure. My friend (same one I went to Austin with) should write a book, no? If nothing else, the stories would be worth reading. But at best, I'm sure he could find at least one lesson from each experience worth relating to others who might want a little guidance along the way.
Now, imagine if instead of just being a cook, painter, and organizer, my friend started each of the companies for which he worked, all over the course of three years. Yeah right! Sounds crazy right? Well, it is crazy for most of us, but not for Stuart Skorman. This dude has started more companies than I have strings on my guitar; he's tackled as man professions as an A-list actor has tackled various roles. He's out of this freaking world. And like I want my friend to write a book, Stuart did write a book. And if anyone out there wants 1) Unbelievable stories, 2) lessons to survive entrepreneurship, and 3) a crazy looking book cover on your shelf, then you must pick up Confessions of a Serial Entrepreneur.
There are a lot of truths in life that we simply shouldn't have to be told. Like, if you see an elderly woman checking out at the corner store, you wait, hold the door, and ask if she would like assistance. Here's another one: if you smoke crack every day, you are probably a crackhead. These are obvious truths right? Business has these same kinds of unwritten truths, but unfortunately, it seems that we as workers often have to be taught them. Thank Orvid that some of these unwritten truths have been written down, which I suppose, no longer makes them unwritten truths. Oh well.
There are a lot of books featured on this site that speak to the here and now - this fast paced and ever changing world. Today's book is not one of those. You could have read this sucker in 1952, or pick it up in 2025, and the wisdom withing would be applicable in either age. It's called the Unwritten Laws of Business; it's been around for 60 years, and it's going to be around for at least another 60.
I've never bowled more than once or twice a year, usually at some sort of work or going away party. But recently, a friend needed one extra guy for a league, and he asked nicely, so I said I'd give it a shot. When it comes to games and sports, I'm pretty quick on the uptake, so I thought I could waltz into the alley and strut some inBubbleStuff. WRONG! For the 1st three weeks I was barely hovering above 100. Ouch! I became frustrated and took on that face that inspired my father to name a yearly baseball award after me, "The Ryan Schleicher Whiney Face Award." I hate failing at sport. But then I started watching people bowl, especially the people with shiny balls and wrist thingies and towels and their own shoes. I realized some things. I wasn't inspired to go spend hundreds of dollars on fancy equipment. Instead, I focused on posture, pace, technique, follow through, and focus. All the high scorers were remarkably consistent in all of these areas.
My bowling dilemma is one that every marketing manager or business owner should remember when trying to brand their product or company. If you want to brand like the big boys, you don't need to buy a new bowling ball, you just need to know and utilize the branding principles and tactics the big advertising giants use. That's what advertising insider Ben Mack is here to help you do with his latest book, Think Two Products Ahead.
I've worked with some really great people in my lifetime, but there sure have been a few jerkfaces. Like when I was reconstructing industrial melting furnaces, one of my coworkers was one of the worst human beings I've ever known. He repeatedly called me a commy because I didn't drive an American car - I didn't even have a freakin car- and because, you know, I didn't subscribe to his bigoted ramblings. Another time, while driving back from a job in Minneapolis, he got so mad at my unwillingness to share his beliefs that he intimidated me with a knife, a very big knife. He was crazy. But he was not only crazy, he is what Bob Sutton (Weird Ideas That Work) rightfully calls an asshole. You know the type. Assholes are those loud bullies who continue making people feel bad about themselves in the workplace. I'm sure you all have a few asshole stories of your own. Well, you are certainly not alone, as evidence by Sutton's new and awesome book, The No Asshole Rule.
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Think back for a second or two about all those relationships that never worked out. At some point, you had to answer the question, "Do I want to give myself to this person?" It's such a difficult question. You have to project into the future based only on what little you know about a person. And here's the kicker: the point in any relationship when it is essential to ask that question happens during the "honeymoon" stage. It's when things are new and great and it seems like cupid is on your side. This is when you have to step back and decide whether someone is worth your devotion. That's a cruel paradox. It's almost as cruel as another paradox - not dissimilar to this relationship paradox - which managers face every day. The things that make great leaders are the same things that doom others. Managers have to make bold decisions based on visions they have of an unknown future. Ouch!
A very...um...close friend of mine recently told me how she deals with the relationship paradox. She said, "When someone shows you (consciously or subconsciously) who they are, believe it." Brilliant! So simple, yet so powerful. But what about the other paradox, The Strategy Paradox? How do we solve that one? I'll let Michael Raynor help you with this one.
Sorry, me internetty was brokey, so me wait on Mr. Cable man to fixy. All good now.
My friend once told me a great way to approach an issue between couples. If your partner comes to you with a problem, the first question that should be asked is, "Whose problem is this?" We humans have a way of letting our insecurities and jealousies get the best of us. We also tend to overreact when we are already under stress and something seemingly negative happens. By asking, "Whose problem is this," it helps us look inward to see if we're projecting or assigning blame where it does not belong. One simple question, one thousand less headaches.
Business leaders need to realize how to frame simple questions. We have so many decisions based on gobs of information, based on people, based on overall business strategy, that we often make things more complicated than they need to be. This is why it's important that books like Simple Solutions exist. It's not a mind-blowing holy cow great new idea book, but it really helps leaders focus on approaching problems. And what do leaders do other than approach problems.
You ever ask yourself, "Ok, so these guys and gals have all these ways of telling me about books. iBW, the Blog, Jack Covert Selects, Bestseller Lists, Podcasts, New Releases Blog, ChangeThis...But what books do they actually use in house. Who do they bring in for training workshops?" That's a great question; I'm glad you asked.
See that pretty book cover right over there. Yeah, that one. Well that's one book we found so worthwhile that today, Erica Andersen is conducting a workshop for all the 8cr employees, including Mr. Me inBubbleGuy. So, I'll be away from my emaily thingy and talky device all day long.
The bad news is that this means we're not giving away anything today. Sorry! But maybe, just maybe, if enough of you still go answer the questions, I'll feel compelled to do one of my shelf cleaning specials. If this happens, I'll let you know tomorrow. Until then, go pick up Erica's book.
See you tomorrow!
I wish there was a publication dedicated entirely to pretty, harmony-centric, quiet folk music (yes, I'm a total wuss). Obviously it would start with a feature on Simon & Garnfunkel, but it also would include insider articles by the likes of Kings of Convenience (if you like Simon & Garfunkel go here and listen to Homesick. You won't regret it), the great Emmylou Harris, and of course, Aaron "The Off Key" Schleicher (This "writer" highly recommends starting with Birdcage, but Heck to high diddily, they are all good and especially fun to harmonize with...not that's I'd know). Anyways, the point is that there's nothing quite like getting first-hand knowledge about and from the best minds in a field or within a genre. In business, we have great publications like this. Like if you want to know about strategy, marketing, or leadership, you'd probably regularly read the good ol' Steady Eddy Business Week. And now BW is taking it one step further and putting out what we love here at inBubbleWrap - Books! It's a series of books they call the Power Plays series, and you all have a chance to win the first three books in the series.
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Fight, Not Flight (face the difficult situation) - Instead of hiding from the tension created yesterday, I will apologize for my insensitive and cuss-filled (and unprofessional) copy. My maw and paw taught me better (and FWIW, Lou, you were right).
Recruit Others into Battle (enlist the right assistance) - Hopefully, I've built enough community credibility to leverage support from those of you who know that yesterday was very out of character for me.
Rebuild Heroic Stature (spread the true nature of the adversity) - It's simply not a good idea to work, while a wee bit weary, at three in the morning, after having a long and intense conversation with a friend.
Prove Your Mettle (regain trust and credibility) - As yet to be determined.
Rediscover the Heroic Mission (clear the past and chart the future) - Again, as yet to be determined.
These are the five steps Jeffrey Sonnenfeld and Andrew Ward lay out for overcoming mistakes in their book Firing Back. Who better to focus on than myself?
It was hard. It was two weeks before the show and I was obsessively watching the film version of Guys and Dolls before stepping on stage as Sky Masterson. I was nervous. I mean, Marlin Brando played this role. How could I convince an audience that I was worth THE role? It was to my benefit that my theater director realized my quandary. He (Mr. Holmes) stood directly in front of me, intensely stared into my eyes, and said, "You are not Marlin Brando. Make it your own. Be your own Sky." He was right. I'm not Brando. I'm seven feet taller blonde with poor posture and a goofy crooked smile. It was then that I realized, "Holy effing Christ, I'm a lot like this character, so go BE THE CHARACTER instead imitating the Brando version."
That's leadership folks! My director understood my weakness and was undoubtedly aware of my strengths. He basically said, "I don't give a damn about Brando. You are my lead and I chose you for a reason, so be good the way I know you can be good. Be your own Sky."
The tactics my director used to make me a better Sky are exactly those that leaders around the biz world must understand and employ in order to create a great organization. That's why the book Measure of a Leader is so ri-god-damn-dicuously so important.
Remember that book Travels of a T-Shirt in the Global Economy? It's sort of the VH1 Behind the Music of a T-Shirt. I love these kinds of stories. It's the kind of story that takes something as mundane a t-shirt and digs up every fascinating connection to how it was made, the people involved, and the history of its travels around the world. The fact that one t-shirt (in various forms) could pass through the hands of people in Africa, Southeast Asia, and Texas is truly remarkable. Todd calls these stories "Industry Stories" because they let you peer into every last little function of a particular industry. For those of you who are as fascinated as Jack and I are with "industry stories," you'll be thrilled to know that another GREAT one has passed the publishing litmus test (a stupid way of saying it is now in bookstores). This time, instead of a t-shirt, the topic is one that inspires more visceral reactions from we the people - Oil. After becoming fascinated with oil's grasp on American society, journalist Lisa Margonelli decided to embark on a quest to unearth just how and why gas ends up in our tanks. Like I said, I love these stories, and Oil On the Brain ranks at the top of any "industry story" best-of list.
Find out who Lisa encounters by continuing to read my inBubbleReview!
You just wait. I'm going to take the beer drinking world by storm. How? "The Beer Cape (TM)!" It's brilliant. Instead of the cozy, the beer cape fits around the breast of the bottle or the rim of a can. It will change the way barkeeps bartend. No more simply setting the drink on the bar; they will now have to slide it to the customer (at least a 2 ft slide) so the cape flaps takes full flying effect. And here's the best part. Written boldly on the cape is, "My beer has and effing cape." But don't worry, when the millions are raked in, I'll still be inBubbleBashing. The Beer Cape is just a compliment to inBubbleLiving - a sort of vicarious multiple personality existence. For a while I wondered if I could pull of two careers, but now that I've stumbled upon Marci Alboher's book One Person/Two Careers: A New Model for Work/Life Success, I'm ready to take the plunge.
Order a Beer Cape...I mean...um, Keep Reading
I love Rocky IV, and by love I mean "it's a terrible movie," but I love Rocky IV. The best part, of course, is the fight. Rocky and Drago are, theoretically, the best two boxers in the world. They go back and forth, pounding and bleeding, and just when you think (ignoring the obvious outcome) one of them is about to claim victory, the other comes back with a flurry of thumping blows. The thing is, though, that both Rocky and Drago are terrible boxers. They have no technique. It's a streetfight, not a boxing match. If either of them had any boxing smarts, the fight would have been over in the 3rd round.
This climactic Rocky IV battle is exactly how the competition between the giants of the aviation industry has played out. Boeing would grab majority market share and, WAMMO, scandal. Airbus would take advantage of Boeing's mistakes, and KAPLOW, dreadful mismanagement. Unlike Rocky IV, we don't know who will emerge victorious, but like Rocky IV (the training, the backstory, the first three Rockys) we can get a better grasp on the history that has created this current battle between often incompetent gorillas....thanks to John Newhouse and his book, Boeing Versus Airbus.
Now that that one game is over - the Super something or other - it's time to start using analogy from THE REAL American sport. What baseball has created better than any other sport is debate. People spend countless hours debating the merits of Hall of Fame candidates, MVP possibles, and All-Star Selectees. But the debate that is most intriguing is between traditionalists and intellectuals. We'll call it the battle of "Scouts vs Statheads." The Statheads have spent years trying to debunk old myths about how to achieve victory (the sac bunt, intangibles, the need for a speedy lead-off hitter), myths that the Scouts (generally former ballplayers and people on the inside of baseball) have long held as absolute truth. I firmly believe that the new guard of baseball thinkers has enhanced the quality of competition. They've made the game better by exploiting inefficiencies, introducing new ideas, and improving the metrics by which players are measured. These metrics have helped put better players are on the field, and once they are on the field, they are, more and more, being managed in efficient and productive ways.
The old guard vs the new wave. Challenging assumptions. Debunking myths. These are all things that have been especially prevalent in the last ten or so years of business. It's great for business, it's essential for progress. It's why people like Phil Rosenweig are so damn important. If people like Phil weren't out there uncovering business delusions and the flawed logic behind them, business might plod along, but would never progress. We should thank him for writing The Halo Effect.
Work can throw you some mean mental curveballs. Maybe you lose an important sale. Maybe your signature super bowl commercial completely flops. Maybe you spill your chicken dumpling soup on a stack of books supposed to ship to 20 inBubbleWinners. Maybe your new product offering, virtual potato pancakes, is a dud. There are so many ways your company gets kicked while it is down, and as workers, we constantly face disappointment and failure. Some might say, "Whatever whineypants, get over it." To which we want to respond, "You are a jerky-shirt, so leave me alone you fubble jummy." But we can't respond like that. Why? Because we really do need to get over it. Another sale is on the horizon and we need to be ready for it.
One of the most difficult tasks for any organization is creating a culture of optimism, especially when staring at failure. But it must be done. We must remain positive in order to create, serve, produce, sell, market, account, or lead. If only there was a book that told us how to create such a culture. What? There is? Oh my sweet Betsy BoonDoggle!!! And you say it's called, "Hard Optimism?" Perfect!
Yesterday, when Sicky McSick-a-Lot couldn't move from his lair, he said, "Sorry folks! Me was kicked in stomach with the [hopefully 24-hour] flu." BUT, what matters to you now is the sentence that immediately followed Sicky McSick-a-Lot's declaration of illness. He said, "I will have a treat for you tomorrow though." And this treat he intends to bring you by letting you get a taste of the GREATEST BUSINESS MIND EVER! EVER! EVER! Of course he, inBubbleSicky, is talking about Peter Freaking Drucker (you know, the guy whose books you absolutely must have on your shelf if you're into business). What we have here today is a fascinating book indeed. It's not written by Mr. Drucker himself, but he did handpick the author. He personally sought out Elizabeth Edersheim (due to her work on Mckinsey's Marvin Bower) to write about his life's work and his latest insights. For 16 months before his death, The Druck gave Edersheim the kind of access to his brain that the rest of us can only dream of. The result of this = The Definitive Drucker: The Final Word from the Father of Modern Management.
You don't have to do anything, but you HAVE to Read More about this book.
