nudge book review

Nudge – Book Review

Nudge – Book review

This book ages better than almost anything else I have read. The change in culture and in the workforce since this book was published (2008) makes it an indispensable read for anyone looking to better understand the world around them and how it seeks to influence us, and by default how we can influence those around us.

The authors start by painting a picture of how people can create changes in behavior by making subtle alterations to the environment around us, as an example, think of how chocolate or sweets typically are stationed by the check-out till when you go grocery shopping. By being there, we are tempted by our impulses and a proportion change our buying habits. This is a nudge in action. Other types of nudges may include:

  • Rounding up your payment with a proportion going to a savings account
  • Health insurance premiums being lowered if you wear a Fitbit
  • Deposit limits on gambling accounts

All are ways in which businesses look to influence our behavior in a direction that is to our benefit in a way where we always have a choice. This moves forward to an analysis of the rational and emotional minds and illustrates how all of us can be susceptible to making bad decisions, which leads to the concept of choice architecture and how this can guide us to better decision-making and more effective outcomes. As an example, take birth control pills. It is not widely known, that whilst patients are instructed to take pills every day, days 22 to 28 are placebos, designed only to ensure maintenance of routine. It is easier to do something every day (take a pill) than to keep track of the days you need to take it. Hence through having a daily pill where 25% are placebos, you end up less likely to miss taking one that matters. Other examples abound including ways to enable children to eat healthier at school, or how we can save more money for retirement without noticing.

At its essence though this book is designed to help us think through how we interact with people around us and if we are in a position of management, how we can influence others to create synergies and alignment. Read in tandem with “The Chimp Paradox” and “SPIN” the three books combined, become a blueprint for how anyone can create virtuous engagement with people around them, to create synergistic outcomes. With that in mind, as Generation Z enters the workforce, there is a desire to understand why they should do something or work for someone. Job tenure is shortening and loyalty to the employer is becoming ever rarer. Nudging therefore is the key for managers to create alignment between the business and the new generation. As an example, with the pandemic, people saw that working from home was perfectly feasible and challenged why they needed to come to the office. Effective managers responded by organizing better quality workspace so people could come to work, in an environment they wanted to be in. This is a modern-day example of nudging in action.

In summary, for anyone who wants to make positive changes to their life, but isn’t sure how to, this book is a fantastic place to start. And for anyone leading a team, who feels sometimes out of their depth, this will give you a different way to engage. 10/10.

shoe dog

Shoe Dog by Phil Knight – Book Review

Shoe Dog by Phil Knight – Book review

I admire anyone who risks it all to become an entrepreneur. There is something noble about this pursuit. Reading Shoe Dog by Phil Knight, the first advice he gave about starting a business is about money (balance sheets). For many years whilst he was selling Japanese trainers, Phil had to work as an accountant. His experience at PWC (he was auditing company accounts) made him realise that what ultimately makes a business grow to be a success is the state of cash flow & balance sheets, not their idea.

How many entrepreneurs are conscious of this fact? That their downfall has a lot more to do with money than the quality of their idea or services. How reluctant are startups on selling their equity? How creative do people get to bootstrap? If they know this fact how invested are they in learning about accounting and vetting accounting firms before hire etc? How much time do they invest in learning about VCs etc?

This is the first lesson that Phil Knight decided to teach his readers. However from my perspective what I noticed from the onset of reading his book is that, Phil was passionate about running and what he wore on his feet whilst running. I am so surprised that he hasn’t yet mentioned that he dreamt about running shoes at one point in his life! He even wrote his thesis on running shoes!

I have now noticed two types of entrepreneurs. There are those who will do something that is in demand at that point in time, just as long as they can solve the problem. They are not necessarily passionate about what they are doing. However, they can’t imagine themselves doing anything else. Being stuck in some corporation is a big fat no no. And then there are the passionate entrepreneurs, their pursuits are not necessarily in demand but should they make their products or services, they will grow the demand. Their drive is usually the fact that they can do something that is already being done better. Entrepreneur number 2 creates a legacy.

start with why

Start with why – Book Review

Start with why – Book review

In this book, Sinek argues that what a business does, is less important than why that is the case. He does this by outlining his paradigm of the golden circle, which starts with Why, then moves to How, before outlining what. Therefore the mindset for an entrepreneur or executive should be:

  • Why do we do what we do?
  • How do we do it?
  • What does that then look like for the customer?

Indeed, at the heart of every business is culture. Culture forms an integral part of the day to day, where Sinek argues that only by outlining the why from the outset and leading by example, will everyone buy into the vision, which then reinforces the culture positively. A business that loses the why loses the ability to connect with its customers and its employees.

Along with that, the transparency required to outline the why and respond to the questions that inevitably come in taking this approach handled openly leads to much greater trust between the business and the people around it. Other businesses which take a more transactional approach don’t get any emotional buy-in because they don’t make the effort to connect. Out of the various case studies he gives, there are three that spring to mind.

The first is the Airline South-Western from 1973. Running out of money and forced to sell one of their only four aircraft, the management outlined to everyone in the business the critical problem they were facing, where in order to be successful, the only way it would be possible would be to enable a ten-minute turn around from landing to departure. What to others seemed impossible, they made happen, through starting with the why, so everyone in the business bought in and united to make it happen. Indeed it is estimated that the methodologies developed during this period, now maintained as the business has scaled up, save the business approx $10 Billion per year.

Another case study he references is TIVO, which launched in the late 90s. It had all the right elements in place, the technology worked, it had extensive private equity funding, yet when it came to the big launch, it failed and take up was limited. Sinek argues the reason for this is the founders focused too much on what it is TIVO did (recorded live TV and enabled users to skip through adverts) and not on why they would want this. TV on demand, with them in control, no longer a prisoner to scheduling. It was only when they pivoted to why did sales take off. However, he also points out that the why on its own is not enough and the how and what need to be implemented effectively, for the true potential to be achieved.

He concludes though by reinforcing the importance of why and argues that every person should make asking this question at the heart of what they do, and by doing so they will naturally innovate more, build better products and teams, and over time outperform competitors. Well worth the read.

getting past no

“Getting Past No” Book Review: A Five-Step Strategy for Effective Negotiation- Book Review

Getting past no – Book review

In today’s world, our success often hinges on our ability to get people to buy into our ideas, whether it’s in our professional or personal lives. However, sometimes we encounter individuals who seem to be unwilling to cooperate, making it difficult for us to move forward. If you’ve ever found yourself in this situation, you’ll want to read “Getting Past No,” a practical book that provides a five-step strategy for overcoming difficult negotiations.

The first step involves staying calm and not reacting to provocation. If you’re unsure of what to do next, slow down the negotiation process and take time to reflect. The second step, disarming the other person, requires active listening and acknowledging their points before responding in an unexpected way to disarm them. The author offers case studies to demonstrate how to do this effectively.

In the following chapter, the author explains how to reframe the debate to turn an adversary into an ally by asking perspective questions designed to challenge their thinking. The author shares Joe Biden’s anecdote of successfully negotiating nuclear arms control with the Soviet Union as an example of how to do this.

The fourth chapter focuses on building a bridge to find a common position that both parties can agree on. The author emphasises the importance of involving the other person’s ideas in the solution, clarifying their thinking, and letting them save face when backing away from a sticky point. This chapter provides many valuable insights for negotiators of all levels.

The final chapter provides a framework for reaching an agreement. Although it may be the most complex chapter, it’s essential to help the other person see the need for a change in perspective, which increases the chance of finding common ground. The author aptly calls this chapter “Bring them to their senses, not to their knees.”

At 146 pages, “Getting Past No” is more of a reference handbook than a deep read. Nonetheless, it’s a must-read for anyone who needs to negotiate as part of their job and wants to improve their effectiveness. The five-step strategy laid out in the book is a simple framework that, if followed correctly, can make a significant difference in your negotiations.

making of a manager

The Making of a Manager – Book Review

The making of a manager book review

Great managers are made, not born” These are the first words you will read of this book and let us be honest, they are quite reassuring.

When I started to read “The Making of a Manager“, I bought a digital version (yes, the K type), and I immediately realised the huge mistake I made. “The Making of a Manager” is a book to live, breath, underline and keep on your desk constantly.

Julie Zhuo became manager at the age of 25 in what is now “the company that connects people across the world: Facebook”. She shares with us all the lessons learnt and how she efficiently led teams spanning from tens to hundreds of people. This book is more a guide packed with real-life examples and insights from Julie’s life.

On a personal note, I liked the fact that managers were finally identified as “she”. Let us be honest; many managerial books out there are difficult to identify with for a woman. I have also appreciated the questions that Julie is asking herself because they are finally questions I can find myself.  I am not feeling alone anymore; somebody, somewhere in the world, is feeling exactly as I do. Wow, that is refreshing!

No matter how many management courses you attend, how much you are learning from at your Business School and how much work you are doing with your HR Business Partner, managing people is hard. Yes, I said that; it sounds liberating!

So why does Julie say that managers are made and not born? Well, you have the big M in your role name now, so you think you are now a manager. Nothing more could be wrong; this is just the beginning of a long and complex journey that will teach you a lot about others, but mostly about yourself.

When we started our careers, we all thought that being a manager means meeting your reports and ensuring that things are done and figuring out whom to promote and support in case of issues. Well, Julie shares a fascinating insight with us: “a manager’s job is to:

  • Build a team that works well together.
  • Support members in reaching their career goals.
  • Create processes to get work done smoothly and efficiently.”

The difference is all in the purpose, from managing pure day-to-day activities to provide a long-term benefit through our actions. Why is this so important? Because it focuses on the output of the team instead of the activity itself. Your sales team can make a thousand calls per day, but the focus is on that single sale (output).

If we think about all the manager’s daily activities, the author perfectly summarises the concept we should focus on:

Purpose, People and Process

Purpose: Why does our work matter?

What a powerful question to ask! Purpose-driven teams achieve much more than task-driven teams, so always ensure that you know your team’s purpose, and they know too!

People: Who

Are your team members set up to succeed, do they have the right skills, are they motivated to do a great job? This level of awareness will change the way you see your reporting team for what they can achieve. You will know your strengths and weaknesses and will use and improve them appropriately.

Process: How

How does your team work together? This is another important exercise for you to make, is your team communicating properly, is everybody working towards achieving deadlines on time? Is your team a team or just a group of people?  (this is not mentioned in the book, but clearly, I am referring to the Tuckman model describing the stages of group development).

Once you understand your team, it is a good idea to understand what kind of manager you are and how to go through the challenges of your first three months in the new role.

Apprentice, Pioneer, New Boss or The Successor? What to take advantage of and what to watch out for seems to be brief reflections, but how many times would we have loved to have a friend help us figure it out? The author will guide you through the difficulties, and advantages, of managing your former peers or having to build a brand-new team in a start-up (build Culture, values, methods of working) or being the new boss and adapting to a new environment together with the challenges of building new relationships, compared to the pressure to be as good as your former manager.

“A manager’s job is to get better outcomes from a group of people working together through influencing purpose, people and process.” When leading a (small) team sharing a sense of purpose is simple; it is on people you should focus your work on. Another gift from Julie is a framework for diagnosing lacklustre work is:

Expectations –> Motivation –> Skills

Is it a matter of Expectations? Have you been explicit in identifying what good work looks like?

Motivation: is the objective of the work not attractive? Is the role in the team correct for this person?

Skills: is there a skills’ gap between performing exceptionally well, and what can you do to change this situation?

The author continues to provide remarkable insights on how to build trust, dedicate time to know your direct reports, how to show respect and care, be transparent and admit your mistakes. Although the list of things a manager must do is exceptionally long, one of my favourites is a “must not” accept, which I found very funny and infinitely true. I am talking about Stanford’s professor Robert I. Sutton who wrote The No Asshole Rule: page 73 – I would not spoil the surprise!

One of my favourite chapters is the art of feedback. How difficult is it to communicate, mostly when feedback is negative and balance the delivery of the information with the worry of offending the other person?

Another great gift from this book is the definition of what great feedback looks like, with real examples and multiple replies. Once the correct answer is revealed, an analysis of the alternatives is presented as well. It is crucial to understand why our feedback does not work and how we should have worded our phrases. Julie is asking herself the same questions I do every time:

  • Is my feedback going to change things positively?
  • Am I being heard?
  • Will I have to do this again, and how often?
  • What is the best delivery to be clear and concise?

No book would be complete if it were not teaching you how to know yourself. Your management style is the starting point of your team’s impact, and understanding how others see you is a fundamental process of your growth as a manager and individual.

Through the pages, I have been amazed by Julie’s support from peers and management in her self-awareness process. It is a reminder that we should also support our colleagues, not just our teams. When we share our challenges and grow from someone else’s experiences, we make our teams more robust, and therefore their output. A manager’s job is somehow lonely, and networking and cultivating relationships with peers is vital to keep our sanity first and grow professionally second. You do not need to know everything; you can learn how to be a great manager:

  • Understand yourself at your best and worst.
  • Find your confidence when you are in the pit.
  • Ask for help from people you can be honest with.
  • Celebrate the little wins.
  • Ask for feedback.
  • Set apart time to reflect and set goals.

Learn how to arrange great meetings by giving a purpose to the activity first. Are you meeting to decide, provide feedback or generate ideas? The output will provide you with the basis to structure your activity.

Are you inviting the right people, and are you sharing enough information, so that they arrive prepared and can contribute at their best?

Do you need to attend every meeting? If you have followed my book reviews, you have already thought about the connection with “The Culture Map“, in some cultures, managers exclude themselves from the meeting to allow free cooperation and feedback between team members.

Hopefully, you are lucky enough to choose your team. Still, at that point, you must remember that hiring well is an art, and you should build your team intentionally, having clear in mind your candidate and writing your strategy to go out in the market and get it. Let us not forget that the more you grow as a manager, the bigger the challenge to hire the right person and if you are looking for high profile professionals, you must run after them; it’s not the opposite anymore. Therefore, you must structure your research as an active part of your daily job, treat it like a project, with set steps and workflows of actions.

Hiring is a form of gamble, but you can set up your path to avoid mistakes. Seek out trusted recommendations, get multiple interviewers involved, look for passionate advocates and prepare your interview questions ahead of time.

Hire people who are capable of more, and I loved this suggestion! If you hire someone that can only help you now, he/she will not be able to tackle the problems of the future, therefore ask yourself: I am hiring a team that will make me grow? You indeed have never thought that you do not have enough problems for all the talented people you have available; it’s usually quite the opposite.

Make things happen in your team by understanding the talent available and focusing on doing a few things well, breaking down big goals in small steps, and focusing on execution.

Once you have been successful with all the above, what else? Grow a bigger team!

What happens when all your work pays well, and your team is growing, so you need to manage managers?  Julie again provides excellent insights because this is precisely what happened to her at Facebook, growing from intern to Vice President of product design.

Define Culture: understand the team you want to be part of and build it. As a manager, you must recognise the impact you have on people’s life by accepting or not accepting behaviours. Never stop talking about what is important, embrace the value you want to communicate, and remember that it should be heard ten times and said in ten different ways for the message to stick.

The Making of a Manager is a playbook built from the incredible life story of an intelligent, humble, reflective, and open woman. She strived for self-awareness and resilience and never stopped improving herself, delivering a positive impact to her team.

I am thankful to Julie Zhuo for sharing her knowledge and her thoughts with all present and future managers in the world. I expect to see this book on many inspirational leaders’ desks, and I am glad to have it on mine.

The culture map

The Culture Map – Decoding how people think, lead, and get things done across cultures – Book Review

The culture map by Erin Meyer

Communication across cultures is the great challenge of the global economy, now more than ever, where you work is meaningless, and the question is: whom can you work with?

Erin Meyer is a professor at INSEAD, one of the world’s leading international business schools and is an expert in navigating the complexities of cultural differences in a multicultural environment.

The book doesn’t fall into the classic cultural bias/categorisation of people based on their origins. It is not meant to be judgemental of people and to classify based on stereotyped silos. What the author is achieving here is helping us to be open to recognise and understand people around us. Observe and become aware of cultural behaviours and understand how to adapt to get the best from our business and human relations.

The culture map will become an inseparable friend that will prepare you in leading global teams, adapt to a new country, and understand cultural differences using them for your success. The book is rich with stories and anecdotes about cultural misunderstandings and examples of miscommunication and is a scientifically proven source of data and information to overcome them.

The author starts the book with a great example of the invisible boundaries that divide the world. Although we are globally connected via mail or phone, it’s challenging to capture the cultural differences as we all seem to have flattened our personalities. So when you start to talk via video or meet the person you’ve been doing business remotely for a while, you may not be aware of the cultural differences that might divide you and be open to accepting them is not enough. Recognise cultural context adapting your behaviour based on said understanding will make you a successful world leader. One of the numerous valuable tools to quickly understand these differences is the culture map that shows where countries sit against actions like

  • Communicating: low-context Vs high-contest
  • Evaluation: direct negative feedback Vs indirect negative feedback
  • Persuading: principles-first Vs application-first
  • Leading: egalitarian Vs hierarchical
  • Deciding: consensual or top-down
  • Trusting: task-based or relationship-based
  • Disagreeing: confrontational Vs avoids confrontation
  • Scheduling: linear-time Vs flexible-time

It’s imperative to complete an analysis of where your Country is placed on the map to compare others correctly. I appreciate a more hierarchical work structure than my colleagues in the Netherlands, but I am considered very egalitarian by the Japanese ones. The perspective of where you sit on the map depends on who’s looking at you and vice versa.

I am Italian, and I live and work in London; this information should inform you about my work behaviour versus in my free time. Let’s not forget that we pick up behaviours from the environment we live and work in, and everything becomes part of our culture. Imagine now this situation multiplied with the number of people leaving abroad and travelling the world for work and leisure. The result is an incredible layered culture that is very important to recognise. Awareness is the keyword.

Examples of how your leadership can be affected are very well described in the book.  Like the case of the manager that used to cycle to work in Amsterdam but once landed a significant role in China, he had to learn fast that his “equality” journey to the office was embarrassing his team. The employees felt they could look less important to other departments’ eyes because their big boss behaved too humbly. This doesn’t mean the manager couldn’t cycle in China, but it means he had to understand the cultural environment he was now catapulted into and be aware of the impact of his actions. It marks the difference between a high-context environment, where much is understood by “listening to the air”, versus the UK low-context type, where everything is detailed and explained.

By analysing the various faces of being polite, the author enters the territory of providing negative feedback, exploring different techniques such as the UK sandwich (good feedback, negative feedback, good feedback) or her teams’ Dutch members’ straightforward approach.

Discussing the art of persuasion, the author describes a fascinating and neat difference you can make with a project presentation. Some cultures are “principle first”, and therefore your slides should start with the research and thought process that led you to make your final suggestions. This technique will reassure your audience that you have taken into consideration the correct principles, and therefore you can be trusted with your conclusion. Other countries are “application first”, which means they focus on practicalities, and you would lose your audience’s attention by explaining the journey of your research. You better start straight away with the solution.

“Big D or Little d” who decides, and how does this happen? This chapter has been an incredible journey in a series of decision-making processes that I wouldn’t have otherwise known if not through direct experience. The world divides into top-down decision making or consensual agreement, which will impact your role as the leader. In a  consensual environment, you are not the one with the last words, and asking feedback in a top-down environment may project an image of you as unprepared and lacking leadership.

Finally, do not miss the practical exercise on putting into practice the culture map by comparing the Country you are in with the four already mapped and exercising your cultural and social awareness.

We are all the same, but equally, we are all different. There is no doubt that common life motivations drive us at a deep level, but at the same time, we are all unique in our style, preferences, interest, aversions, and values. “So no matter who you are working with or where that person comes from, you should begin any relationship with the desire to understand what is specific and unique to that individual”.

Enjoy the journey!

Art of war

Art of War – Book Review

Art of war by Sun Tzu

As someone running a business in a highly competitive landscape, it’s important to be ready for whatever comes your way. Sun Tzu’s “The Art of War” may not be a traditional business book, but its teachings are incredibly relevant. Although it’s a short read, the lessons contained within are profound and valuable.

One key takeaway is the importance of being adaptable. Circumstances are constantly changing, and it’s essential to modify your plans accordingly. If changing your approach will result in a better outcome, don’t be afraid to do so. Additionally, be careful when engaging in a commercial offensive against a competitor. Instead of focusing solely on price, emphasise the value of your solution.

Knowing your competition is crucial. If you understand their strengths and weaknesses, you can neutralise their advantages and gain a significant advantage. However, it’s also important to be flexible in your tactics. Just because a certain strategy worked in the past doesn’t mean it will be successful again.

Finally, your team is your greatest asset. Treat them with respect and empathy, but don’t hesitate to challenge them when necessary. Getting your sales team to tackle tough meetings first thing in the morning when they’re most alert can make a significant difference.

In conclusion, “The Art of War” offers valuable lessons that can be applied to any business in a highly competitive market. Be adaptable, know your competition, and treat your team well, and you’ll be well on your way to success.

Speaking for myself I will say I have probably read this book more than any other. On the one hand, its simplicity means that the lessons you are ready to receive on the first reading stand out, yet every time I read it, a new passage stands out to me. A must-read.

Never split the difference

Never split the difference – Book Review

Never split the difference By Chris Voss

No matter what position you cover in your business, you have to negotiate, let’s admit it. Whether you want to improve your skills in asking as much as possible or in conceding as less as possible, this book will teach you quick fail-safe techniques that will make you achieve the desired goal.

Chris Voss shares two decades of expertise as FBI International Chief Negotiator and teaches us, with real-life examples, how much negotiation is less about making another offer and more about listening, understanding the counterpart and be prepared.

This is a book that you will hardly be able to put aside. The writing style flows, and each page is a discovery of how much answers and behaviours were expected and the next move already planned.

Chris shares an endless number of techniques and examples for their application. Some of them are:

  • Mirroring: how to repeat part of a question to influence the other to keep talking and share more information than they want;
  • Label fear: if someone calls you and says, “Look, I know you are disappointed …” That’s a beautiful technique to lower your nervousness and put you in a listening position. Your fear/emotional status has been recognised, so you don’t need to shout it anymore through the phone.
  • Accusation Audit (& silence): this goes back to preparation. Before an important negotiation, audit yourself with a colleague’s help and list every problematic question and anything that could go wrong. Be prepared to respond to any question and forecast where the discussion may lead. As the author mentions, “You fail at your highest level of preparation.”

If your negotiation is $ based, there are some great examples of getting to the number you want. Regardless if you are in a position of asking for more (budget for an event), or you need to reduce the game’s post (your lease is up for renewal!), if you follow the steps from the book, you are assured to be successful.

  • Anchor: anchor your opponent on a range value and never give away a rounded number. “Notice that you can’t buy anything for $2, but you can buy a million things for $ 1.99. How does a cent change anything?”
  • Show the loss on the other side: anything is better than zero, isn’t it?
  • Use calibrated questions: transform “No” into “How am I supposed to do this?”. This will shift the solution’s ownership to your opponent.

Finally, you could never start your preparation without first understanding the type of person in front of you. The Autor shares some fascinating insights on how to recognise Yes. We tend to negotiate to look for an agreement, which is usually the expectation of a yes; however, this has different meanings, such as commitment, confirmation or counterfeit. Learn how to recognise a counterfeit YES and never lose in any of your future negotiations.

Analyst, Assertive or Accommodator, which type of negotiator are you and which type will you have to deal with? An excellent analysis will help you understand your style and how it affects different kind of negotiators. A misunderstanding in behaviour can affect your strategy and sabotage your activity.

I hope you will enjoy the endless tools offered by this incredible book and will challenge yourself in using them during your negotiations. I did, and I was impressed with the results; my sequence was: emotional connection, label fear & anchor.

The Great CEO within

The Great CEO within – Book Review

The Great CEO within by Matt Mochary

If you’re a technology start-up CEO looking to take your business to the next level, you need to read this book. It’s a one-stop-shop guide that lays out a roadmap for scaling up your business. The book is broken up into small, bite-size chapters, making it easy to read and follow along. It’s like a manual or workbook that’s packed with insights and detailed information on everything you need to know.

One of the things I found most useful about this book is that it’s filled with practical tips that are not immediately obvious. For example, the importance of punctuality. The book explains that arriving late can destroy the productivity of the other person, as they are unable to commit to starting an alternate activity while waiting for you. This insight gave me a way to explain the importance of punctuality to others and made me a better manager in the process.

Another valuable insight in the book is the concept of the Zone of Genius. The author argues that the biggest danger a CEO can fall into is being sucked into the area where they have the highest competency but don’t enjoy the workflow. Instead, he suggests dedicating time to areas where your expertise is greater than anyone else, and this is what you enjoy the most. While this may not be realistic for a first-phase startup, it’s definitely something to consider as your business grows.

The book also offers a great screening technique for hiring. The author recommends only recruiting people you are 100% sure will be or have the potential to be A-grade. This mindset ensures that you’re hiring the best people for your team.

Finally, the RAPID decision-making technique is a game-changer. It’s a protocol developed by the Consulting firm Bain that optimises decision-making. It involves identifying an issue or decision that needs to be made, preparing a write-up with the necessary details, and getting input from the relevant people. The technique ensures that everyone who needs to be heard is heard and that decisions are made efficiently.

In conclusion, the author, Matt Mochary, successfully took his start-up to being a hugely successful technology company, raising $100 million in VC funding before being sold. His book is a must-read for any technology start-up CEO looking to scale up their business. It’s packed with valuable insights and practical tips that are easy to understand and implement. So, if you want to be a better CEO, read this book!

The One Minute Manager

The One Minute Manager – Book Review

The One Minute Manager By Ken Blanchard

Are you new to management? Are you looking for a simple and easy-to-understand guide to help you navigate the challenges of managing people? Look no further than The One Minute Manager.

Told through a parable, this book introduces the best practices in people management in a way that is both engaging and informative. It follows the story of a young man who seeks out a manager who can balance both achieving results and managing people effectively. The book breaks down this balancing act into three simple rules: one-minute goal setting, one-minute praising, and one-minute reprimands.

  • The 1st rule, one-minute goal setting, involves having weekly meetings with your team to set goals and hold each other accountable. It’s about outlining what good performance looks like, writing out each goal on a single sheet of paper, and constantly re-reading them. This rule provides clarity and direction, ensuring that everyone knows what is expected of them.
  • The 2nd rule, one-minute praising, involves identifying ways in which people on your team are successful and giving precise praise for their achievements. This rule helps build morale and motivate people to continue performing at their best.
  • The 3rd rule, one-minute reprimands, involves giving instant feedback when someone does something incorrectly. This rule ensures that issues are addressed quickly and effectively, allowing people to learn from their mistakes and improve.

At under 100 pages, The One Minute Manager is an easy read that can be done in one sitting. But don’t let its brevity fool you; it contains useful insights that even experienced managers will find relevant. The book provides a clear and concise approach to people management that can be applied in any workplace.

In addition to these three rules, the book also provides insights on hiring. It reminds us that there are only three ways to hire: recruit winners, hire someone with the potential to be a winner and train them, or pray and hope for the best. As a manager, it’s up to you to decide which approach to take.

In conclusion, if you’re a new manager or simply looking to improve your management skills, The One Minute Manager is a must-read. Its simple and effective approach to people management will provide you with the clarity and direction you need to succeed.