New Business Book Summary Available for Springboard

In Springboard, G. Richard Shell helps readers to develop a personal definition of success by considering the importance they place on happiness, family, professional status, fame, fortune, and meaningful work. After they clarify personal goals, people can follow a five-step process to achieve them by summoning their unique talents, abilities, interests, and experiences. Shell’s process calls for people to investigate their capabilities, gain self-confidence through trial and error, learn to focus on a long-term goal, find the necessary motivation to sustain their momentum, and influence others by establishing credibility and engaging with them in a genuine manner. By aligning a clear definition of success with personal strengths and abilities, people are empowered to take action toward achieving their goals and realizing great personal successes.

New Business Book Summary Available for Serial Winner

In Serial Winner, Larry Weidel takes an in-depth look at the traits of winners, the cycle of winning, and the strategies serial winners use to succeed time after time. He presents five actions people can take to help achieve success: deciding, overdoing, adjusting, finishing, and improving. Winners who employ these strategies also dig deep to find the mental toughness they need to maintain forward progress and reach their final goals.

New Business Book Summary Available for Coherence

Business leaders face incredible challenges on a daily basis, each taking its toll on their energy levels and ability to respond and react positively. In Coherence, Dr. Alan Watkins sheds light on the basic issues that can limit people's overall effectiveness in the workplace and offers solutions that address the physiological and psychological factors that play a role. Watkins shows leaders how to become younger, smarter, healthier, and happier, giving them the ability to make exceptional decisions under pressure and achieve sustainable success at every level.

New Business Book Summary Available for Hardball

In Hardball, George Stalk and Rob Lachenauer explain that playing hardball in business means always playing to win. Businesses must exploit every legal means available to gain and use competitive advantages to acquire market share, build decisive advantages, and make permanent changes to their industries. Playing hardball is a mindset, but it also means following a set of guidelines for what to do--and what not to do--to stay in the game and win.

New Summary Available for The 10X Rule

People have long sought a definitive answer to why some people succeed in life and in business and why others do not. While there are no shortcuts or magic bullets to achieving success, author Grant Cardone believes he can point to a discipline and mind-set that transforms average people into high achievers. In The 10X Rule, Cardone explains that those who attain great success have bold goals and high levels of activity. They set targets that are 10 times higher than they think necessary and put forth 10 times the effort that others do. This a principle can be used to become a high achiever in any aspect of life—spiritual, physical, mental, emotional, relational, career, or financial—and outlines how both individuals and organizations should manage the formation and realization of all their goals. The 10X Rule establishes why success is important, why realistic goals are useless, and why massive levels of action are imperative.

Negotiating Success

Negotiations occur in every aspect of our lives. Often people view negotiations as win-lose situations. However, it does not have to be that way. In Negotiating Success, Jim Hornickel suggests that “mutuality” is an effective way of approaching negotiations with the ultimate goal of having both sides win. He outlines techniques that can be used to build rapport with negotiating partners and reach the best possible outcome.

The Necessity of Strangers

As Alan Gregerman explains in The Necessity of Strangers, strangers rarely figure into one’s thinking about business or personal success. However, the ability to engage, learn from, and collaborate with strangers who are very different is the real key to creating remarkable breakthroughs, growing enterprises, finding and delighting new customers, and making the most of life. Strangers are essential to greater success. They lead people to new ways of doing things, help bring out the very best in others, and influence others’ thinking about how they can grow their enterprises. The ability to engage the right strangers in the right ways can determine whether or not people ever reach their full potential.

Too often, people remain chained to their pasts simply because they are afraid of the pain that comes with change. In Why Wait to Be Great?, Terry Hawkins, CEO of People in Progress Global, offers straightforward methods to help people overcome their painful pasts by breaking bad habits and replacing them with positive ones to create professional and personal success. Through the fictional characters of Flipman and Pitman, Hawkins demonstrates how everyone has the choice to be happy and fulfilled no matter what their circumstances may be.

The Science of Personal Success

The findings concerning personal change are based on research focused on "Changers." Changers are people who were able to overcome significant personal challenges and successfully changed their behaviors and habits for at least three years. 

Research conducted by the Change Anything Labs found that a major barrier to successfully changing behavior is not a lack of willpower, but the false belief that willpower is essential for change. In reality, skills can be learned that improve a person's ability to successfully change behavior.

Many sources of influence prevent people from altering their habits. Individuals who use tools to control those influences, however, tend to be much more successful at changing behaviors.

For example, Change Anything researchers discovered that after learning a few simple skills to control influences, 50 percent of experimental subjects were able to resist temptations. There are identified six sources of influence that affect people as they try to change their habits. They are also identified change tactics that can help counteract each of these influences.

People who follow these steps and align sources of influence in their favor are more likely to achieve personal success.

1. Personal motivation. Although personal impulses can be compelling, it is possible to interrupt these impulses by connecting with personal goals during crucial moments.

2. Personal ability. A proven way to change habits is to enhance personal ability and to learn new skills.

3. Social motivation. There is a clear social component to bad habits. When friends encourage bad behavior and also engage in it, this is very difficult to resist. If individuals can transform "accomplices" into "friends" who encourage good behavior, they are more likely to change their habits.

4. Social ability. To change longstanding habits, people usually need support from other people. Individuals who get a life coach or mentor are often more successful at changing behaviors.

5. Structural motivation. People who connect short-term rewards or punishments to new habits are usually more likely to adopt those new habits.

6. Structural ability. Researchers have found that minor environmental changes can have a significant effect on a person's choices. Individuals experience faster behavior changes when they add visual cues to help them focus on their goals.


By understanding these influences, it is possible for people to consciously design change plans that address them. Individuals who incorporate the six sources of influence into their change plans are ten times more likely to succeed than people who do not take this approach.

This article is based on the book "Change Anything." The book summary is available online at Business Book Summaries.

The Quiet Revolution of Women

A 1978 study of accomplished women, which became known as the Imposter Phenomenon, revealed behavioral patterns indicating a lack of confidence. Women at that time felt they were tricking others into thinking they were smarter than they actually were.

They also believed their promotions were due not to their ability but to luck and timing. Women carefully calculated every move, including how they expressed themselves, fearing that others would realize they had given them too much credit.

Throughout the 70s and 80s, women who chose to work often felt they had to emulate men in order to achieve success and be accepted into the corporate world. They wore traditional, dark-skirted suits with shoulder pads.

Women also adopted a masculine communication style, getting into verbal arguments and discussing sports. Women who have a drive for success still deal with stressful situations related to their careers, but their needs have evolved.

They seek challenges to show off their skills and to avoid boredom. They also want to establish clear career paths, and they want the ability to communicate in a manner that will ensure others take them and their ideas seriously.

Women feel entitled to receive job satisfaction and opportunities; they will move on if the current organization does not support their needs. One should not mistake this sense of entitlement for laziness.

High-achieving women work hard to attain their desires. There are five drivers of both success and difficulty for modern, high-achieving women:

1. Extreme confidence. This positive attitude compels women to work hard for what they want; however, it may lead them to work too hard and to take on projects that are too difficult.

2. Constant need for new challenges. Women seek to meet their needs with successive accomplishments, possibly leading to frequent job changes without careful planning.

3. A strong drive for recognition based on performance, not gender. Women are more concerned with proving their own unique abilities, rather than those of females in general. This attitude may cause others to perceive them as harsh and insensitive.

4. Work is their life's blood. High-achieving women might only feel pleasure from their accomplishments in the working world. They might lose sight of the big picture and become disconnected from the rest of the world.

5. Experience is the best teacher. Learning comes easily and quickly, but this ability could lead women to believe they are self-sufficient, rejecting the advice and support of others.

Since the mid-80s there has been a profound change in working women, particularly those who are high-achieving. They no longer leave their professional personas at work; they are stronger as individuals, and their careers define who they are.

While this is a significant advancement from working simply to cover financial obligations, it has left many ambitious women unable to separate themselves from their work. This change can be attributed to four major shifts in society.

The first is the widespread teaching of self-esteem. From the time they are toddlers, women have been taught they can do anything and their opinions matter.

Not only are they instructed not to rely on others, but they are frequently told they are better than their peers. This teaching has resulted in a generation of mentally strong women who are so obsessed with their quest for excellence they push themselves too hard.

The increase in competitive sports for women has also been significant. Sports have taught women to fend for themselves, both mentally and physically.

Another factor is the growing number of women holding advanced degrees, which increases their earning potential and available job opportunities. The final factor is the positive support women now receive.

Their predecessors were not expected to excel in the work environment. Now, people believe that women can work and also be good at it.

This article is based on the book "Wander Woman." The book summary is available online at Business Book Summaries.

Networking Basics

The core element of networking is doing for others. No one wants to form a relationship with someone who is only looking to benefit themselves.

The key is to build a network of people before any favors are needed. Networking is not selling, asking for a job, soliciting a donation, or securing funding.

It is referring a service, suggesting a restaurant, picking up a neighbor's mail, answering an email, returning a phone call, bringing a cup of soup to a sick friend, or joining a non-profit board. Networking is an activity, hence the "ing."

It requires active participation to be effective. The goal is to find a group of people who want to see each other succeed, both professionally and personally.

They share knowledge, ideas and are willing to lend a hand. It is all about building the relationships before one needs them. After that, asking for help takes only a phone call.

Everyone gets more done with less effort.

Marketing, Networking, and Selling are interdependent upon each other; without the other two, one is less productive.

Marketing educates the target market and creates awareness.

Networking connects people who can solve problems for each other.

Selling fills a need.

This powerful trio works when all the pieces are played in order. It may be tempting to skip a step or two to get directly to the desired end result, the sale.

This leads to one feeling like they are being sold. It is much easier when the target market is already aware of the services being offered and has received a referral from a trusted source.

By the time the client gets to the buy stage, the due diligence period is over and the decision is made. No hard selling required.

Networking is often confused with schmoozing. Schmoozers are superficial and are only looking for how quickly they can benefit.

Typically they are only heard from when they need something. Networking is relationship based and is mutually beneficial.

While it need not be constant, when the need arises the connection is there. Time is precious and tough decisions are required.

Make time for those:

• who make time for you
• who leave you feeling positive, energized and worthy
• who offer value
• from whom you can derive benefits

Send anyone who falls outside these areas to the acquaintance network. While they are not completely brushed-off, they do not deserve the time and energy required for those within the true network.

This article is based on the book "The Networking Survival Guide." The book summary is available online at Business Book Summaries.

When I Get To The Top, Then I'll Learn To Lead

Leadership is very similar. If you want to succeed, you need to learn as much as you can about leadership before you have a leadership position.

Good leadership is learned in the trenches. Leading as well as they can wherever they are is what prepares leaders for more and greater responsibility.

Becoming a good leader is a lifelong learning process. If you don’t try out your leadership skills and decision-making process when the stakes are small and the risks are low, you’re likely to get into trouble at higher levels when the cost of mistakes is high, the impact is far reaching, and the exposure is greater.

Mistakes made when you’re at the top cost the organization greatly, and they damage a leader’s credibility.

How do you become the person you desire to be? You start now to adopt the thinking, learn the skills, and develop the habits of the person you wish to be.

It’s a mistake to daydream about “one day when you’ll be on top” instead of handling today so that it prepares you for tomorrow. As Hall of Fame basketball coach John Wooden said, “When opportunity comes, it’s too late to prepare.”

If you want to be a successful leader, learn to lead before you have a leadership position.

A position gives you a chance. It gives you the opportunity to try out your leadership. It asks people to give you the benefit of the doubt for a while.

But given some time, you will earn your level of influence – for better or worse. Good leaders will gain in influence beyond their stated position.

Bad leaders will shrink their influence down so that it is actually less than what originally came with the position. Remember, a position doesn’t make a leader, but a leader can make the position.

To think that life “at the top” is easier to think the grass is greener on the other side of the fence. Being at the top has its won set of problems and challenges.

In leadership – no matter where you are in an organization – the bottom line is always influence.

You do not need to be the top dog to make a difference. Leadership is not meant to be an all-or-nothing proposition.

If being someplace other than the top has caused you great frustration, please don’t throw in the towel. Why? Because you can make an impact from wherever you are in an organization, even if you face additional obstacles.

Being a leader stuck in the middle brings many challenges. You can learn to navigate them.

Becoming an effective 360-Degree Leader requires principles and skills to lead the people above, beside, and below you in the organization. You can learn them.

Individuals can become better leaders wherever they are. Improve your leadership, and you can impact your organization. You can change people’s lives.

You can be someone who adds value. You can learn to influence people at every level of the organization – even if you never get to the top. By helping others, you can help yourself.


BusinessSummaries.com is a business book summaries service. Every week, it sends out to subscribers a 9- to 12-page summary of a best-selling business book chosen from among the hundreds of books printed out in the United States. For more information, please go to http://www.bizsum.com.

5 Steps to Successful Business Leadership

VIRTUALLY ALL PEOPLE HAVE THE SKILL.

WHAT AFFECTS PERFORMANCE MOST IS THEIR ATTITUDE.

Having the will to succeed is as important as having the skill, for with will, skill is often acquired. But even then, circumstances can conspire against one’s best efforts. External circumstances can and do impact on business results. So, despite the focus in the last section on managing our minds and lifting our own game, circumstances can and do make things tough from time to time.

When judging others who are expected to achieve a result and do not, the reaction is to look to them and their performance. When judging ourselves, the tendency is to look for the reasons that stopped us, and it is the exception to examine first our own attitude. But it is common for the attitude to be a major cause of results that do not come up to what is expected. If the targets are ridiculously high, then shortfall could be expected. But most businesses today understand the process of involvement and ownership to ensure that the targets are achievable – but at a stretch. It is the last bit that can and does cause the problem.

What attitude is a problem? Any that undermines our giving of our best. A perennial problem encountered is in commission sales teams and with some mature people. Assume someone is 45 years old – male or female, it makes little difference. They are very skilled and capable. They own their home, their partner works, a modest income is all they need, so £40,000 is easily achievable for them, when with some stretch, they could make £100,000. But they do not do it. The management of the company can become frustrated, tensions set in and it falls apart. The person is on commission and sees him or herself as self-employed. Who is right? There is no simple answer. Both sides need to make concessions to the needs and pressures of the other. Perhaps a target income figure of £60,000 could be set, and the problem then put from people’s minds.

It should be your consistent experience that you know in your heart when your attitude lacks the vigor it otherwise could have. Where we choose to cease striving just before you are really sure that the result is impossible. It is at those moments that only a thorough-going intellectual honesty, a brutal honesty with yourself can save your efforts.

Management leadership is not conceptually difficult to understand. What must happen is that the concepts should be kept simple and focus on the truly difficult aspect, which is living out the concepts. If there is ever any conflict between the complexity of the concept and ease of living out the concept, then the concept will be simplified to encourage and support action.

Set yourself sensible goals, plan how you will remind yourself of the goals and the actions to achieve the, review progress regularly, reward yourself for gains, forgive yourself for slipping back into old ways (just start again), be persistent and be patient with yourself, very patient. Also, be sure to apply your learning to the people in your team as they also strive to change.

Would you like to see the full summary of the book written by Graham Little? Please visit http://www.bizsum.com.