Great Reading for Business

  1. David Allen, Getting Things Done, Penguin, 2001. Top guru in time management and priority setting techniques, Allen urges readers to develop the discipline of “mind like water” where no task is left uncategorized or unprioritized, thus freeing up our minds to respond appropriately to the next task.  Everyone who has ever been time-stressed will get something of big value from this book.

  1. Dianna Anderson, Coaching That Counts, Elsevier-Butterworth-Heinemann, 2005

  1. Marcus Buckingham, Now Discover Your Strengths, Free Press, 2001

  1. Jim Collins, Good To Great, Harper-Collins, 2001. Many terrific concepts, including the idea that effective managers must be adept at changing altitude--going from sea-level detail to 20,000 foot overview to 40,000 foot long-term highest perspective.

  1. Victor Frankl, Man’s Search for Meaning, Washington Square, 1959. The first to explore the freedom that comes from choosing one’s response (you are in charge) rather than reacting to the environment (they are in charge).

  1. Marshall Goldsmith, What Got You Here Won’t Get You There, Hyperion, 2007

  1. Daniel Goleman, Working with Emotional Intelligence, Bantam, 1998. Goleman establishes that we do have control over our “EQ”, unlike our IQ. He shows a general progression from Personal Awareness to Personal Management to Social Awareness to Social Management. One of the most important tools to help people move toward high functioning social management is empathy. For business people, this material is the best I have found to help you respond versus react, on an ongoing basis.

  1. Daniel Goleman, Primal Leadership, Harvard Business School, 2002

  1. Daniel Goleman, Social Intelligence, Bantam, 2006

  1. Patrick Lencioni, The Five Dysfunctions of a Team, Jossey-Bass, 2002. Lencioni provides an extremely clear and simple explanation of how to build trust, embrace constructive conflict, elicit commitment, create accountability, and pay attention to results.  Most companies can stand to do a lot of work on the foundation of trust and then on how to engage, challenge, and question team members in passionate and constructive dialogue

  1. Patrick Lencioni, Overcoming the Five Dysfunctions of a Team, Field Guide, Jossey-Bass, 2005

  1. Michael M. Lombardo and Robert W. Eichinger, The Leadership Machine, Lominger, Korn/Ferry, 2001. Ideal for companies and individuals wanting to develop manager and executive skills along a proven pathway.  This is particularly useful as companies focus on Succession Planning: identify and nurture those leadership skills that are needed for sustainability and competitiveness.

  1. David M. Noer, Healing the Wounds: Overcoming the Trauma of Layoffs and Revitalizing Downsized Organizations, Jossey-Bass, 1993

  1. Don Ruiz, The Four Agreements, Amber-Allen, 1997. Ruiz’ agreements are: Be impeccable with your word; Don’t take things personally; Don’t make assumptions; and Always do your best.  For business people agreements 2 and 3 are particularly useful to practice on a daily basis.

  1. Douglas Stone, Difficult Conversations, How to Discuss What Matters Most, Penguin, 1999. Stone breaks down difficult conversations into components that are easier to identify and process: the “what happened” part of the conversation is where the process usually breaks down into the “blame game”, and where successful resolution usually comes from untangling intent from impact and acknowledgement of each participant’s contribution; the “feelings” conversation can often get ignored because lots of business people don’t do emotions, they claim; and the “identity” conversation where we see that core identity issues are often at the core of the defensiveness that accompany difficult conversations.