Irv Rothman describes Out-Executing the Competition as “chapters about evolution,” both professional and personal. By being open to lifelong learning, Rothman experienced a paradigm-shifting moment concerning business models that shaped his entire career. The principle of customer-centric business models created by employees was the foundation of a series of successful business ventures. Once considered radical business philosophies, listening to customers and empowering employees are now fundamental practices required to sustain business success. In addition, Rothman’s life lessons show that business success is a product of hard work, being smart, acting prudently, taking calculated risks, adapting to innovations, and planning ahead. By applying business axioms consistently, value can be delivered reliably, market fluctuations can be responded to nimbly, and core business strengths can be leveraged to out-execute the competition.

The Bully-Free Workplace

In many organizations some employees behave in ways that are extremely damaging to their co-workers. These bullies wreak havoc in organizations. Their damaging behavior leads to emotional, physical, and financial challenges for the employees they target. For organizations, these problems often lead to losing productive employees and can result in lawsuits. In extreme cases, bullying can lead to homicide or suicide. In The Bully-Free Workplace, authors Gary Namie and Ruth F. Namie inform executives that the best solution to eradicate bullies from the workforce is to implement a formal policy, such as the Namie Blueprint process—a process that defines standards of appropriate behavior and holds people accountable for that conduct. When organizations draw a line in the sand clearly illustrating what behavior is unacceptable they can put an end to bullying.

The Science of Serendipity

The Science of Serendipity by Matt Kingdon shows large, complex organizations how to open the door to the kind of creative thinking that leads to commercial success. With a focus on the twin concepts of serendipity and innovation, Kingdon explains how established businesses can shake off the rust, dodge bureaucratic pitfalls, and find new directions while boosting their bottom lines. Kingdon, cofounder of ?WhatIf! Innovation Partners, cites abundant examples drawn from his company’s experiences working with different corporate clients. After considering what qualities a corporate innovator must have, Kingdon discusses specific techniques and strategies for every stage of the process, from an initial idea to a successful launch. His emphasis is always on the concrete and practical: how to test an idea, sell it to the hierarchy, and bring it to market.

Rice Wine with the Minister

In Rice Wine with the Minister, Andrew and Nada Kakabadse organize their wealth of personal experience in the global marketplace into a logical structure of steps that the global executive can take to succeed in today’s business world. The predominant themes of the text are the ubiquitousness of globalization and the critical importance of cultural sensitivity for effective leadership. Replete with examples of multinational organizations’ successes and failures around the globe, this text elucidates abstract concepts and distills them into practical applications. No area of the globe is overlooked, and the authors work hard to compare and contrast global cultures, highlighting the challenges of conducting business in a world that is both homogeneous and heterogeneous.

The Principles of Ethical Intelligence

There are five simple principles of ethical intelligence that all leaders must follow:

1. Do No Harm. This is inspired by the classic oath taken by doctors and other healthcare professionals. While there are some situations in which doing harm is unavoidable, individuals are obligated to reduce the amount of harm that is done to a person or a company.

2. Make Things Better. This is tied to the belief that improving one’s own life is the key to improving the lives of others. The message of this principle ties with something that frequent air travelers are quite familiar with: the idea of securing one’s own oxygen mask first during cabin decompression. With their own mask secured, people can better assist others who may be struggling.

3. Respect Others. In addition to respecting legal rights, leaders must also be respectful of people by following the golden rule: “Treat others as you wish to be treated.” Telling others the truth, and keeping their confidential information a secret, is the path to true respect.

4. Be Fair. Being Fair means giving others what is due to them. This can be broken down into three main prongs: rectifying injustice, disciplining people proportionally, and spreading scarce resources around in an equitable way.

5. Be Loving. This can also be thought of as being compassionate toward others. This fifth and final principle can be compared to a can of WD-40 lubricant. While not absolutely necessary, the idea of compassion “makes things flow better.” In some ways, Being Loving is the most important of the five principles. While it may not be necessary in the business world, compassion toward others can help people more fully embrace the other four principles of ethical intelligence. Being Loving is more of an ideal than an ethical requirement, but it is an ideal that Weinstein believes leaders must aspire to.


This article is based on the book "Ethical Intelligence" by Bruce Weinstein, PhD. The book summary is available online at Business Book Summaries.

Networking: Business Talk for "Getting on with People"

Looking for meaningful networking opportunities? It is essential to focus on on in-person networking events, rather than social networking sites, as sites such as LinkedIn are simply a step or conduit to securing a face-to-face meeting.

Furthermore, sales representatives are warned to not be fooled into thinking that just because they are “connected” to hundreds of people online that they have a real relationship with those people, let alone a relationship that would lead to any sort of actual business. Alternatively, actual in-person networking with strangers can be a very worthwhile endeavor.

Not only does it pay to practice conversational skills and the ability to empathize with total strangers, but by showing genuine interest in other people, an opportunity for locating a new target or lead may materialize organically in conversation. More often than not, however, networking events are formal, structured events.

Salespeople should avoid general networking affairs and instead focus on events that include members of a specific target market. For example, Person A has a company whose services benefit lawyers. Therefore, he attends those meetings where lawyers or those who do training at law firms are sure to be in attendance.

One of the biggest benefits to networking only within target markets is that with each attendance a person can raise their profile and be noticed. Getting noticed is also why it is suggested that it is important to not just attend, but also speak, at these events. Standing up in front of one’s target market is the best way to stand out and be remembered.

This article is based on the book "How to Be Great at the Stuff You Hate." The book summary is available online at Business Book Summaries.

Create a Culture of Learning

When something goes wrong within an organization, there is a tendency to focus on identifying who dropped the ball. While discovering the source of the problem is a logical starting point to prevent a reoccurrence, it can also demoralize employees.

Focusing on blame creates a culture of fear in which creativity is stifled and employees concentrate on avoiding punishment--whether public embarrassment, disciplinary action, or dismissal--at any cost. There are several examples of this type of culture, including doctors who are fearful of being sued for a missed diagnosis so they classify healthy patients as sickly.

On the other hand, creating a culture that embraces learning sends the signal that mistakes are an inevitable part of growth and success. For example, Children's Hospitals and Clinics in Minneapolis created a culture of learning by implementing an anonymous reporting system that allows any of the hospital's employees to report medical errors without revealing their identity.

Also, the organization has adopted an open communication policy that admits liability to patients for medical errors. Ironically, research involving drug-administration errors reveals that high-performing medical institutions and teams are more likely to admit errors, and these disclosures provide opportunities to learn from and avoid repeating the same mistakes.

However, the institutions that reported the least amount of errors were not rated as highly in performance and reputation. Their failure to acknowledge mistakes impedes opportunities for growth and improvement.

Leaders can create a culture of learning by rewarding responsibility over denying or shifting blame, and by creating a system of open and honest feedback. They can also shape a learning-based culture by admitting their own vulnerability to make mistakes.

Both leaders and employees can help to create a better environment by taking a rational approach to blame and credit. Most people are inclined to expect and accept praise while rejecting accountability and criticism.

Realizing the historical, cultural, and situational dynamics of credit and blame can help individuals to better understand themselves and others. Armed with this knowledge, companies can sidestep blame game triggers and focus on learning from the past while forging a successful future.

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