Accelerate
20 Practical Lessons to Boost Business Momentum
by Dan Coughlin (2007)

I've had the privilege of knowing Dan for a couple of years now, and have always considered him a top coach in the business. His newly published book, Accelerate, demonstrates Dan's outstanding ability to articulate vitally important principles in a clear common-sense way that is fresh and relevant. Accelerate is a storehouse of pragmatic wisdom, organized in four main sections - accelerating individual results, staff results, organizational results, and impact on consumers/customers. There's not a single person I know who wouldn't benefit from this book, and I foresee this is one I will be recommending often.

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Zero to One Million
How to Build a Company to One Milliion Dollars in Sales
by Ryan P. Allis (2008)

Zero to One Million is Ryan’s story in print. It is much more than a simple recounting of his success, rather it provides a step-by-step outline for would-be entrepreneurs, from business nuts-and-bolts to the intangible aspects of working leading and partnering with other people. Read More...

What Were They Thinking?
Unconventional Wisdom About Management
by Jeffrey Pfeffer (2007)

Pfeffer’s wisdom is unconventional, with a preponderance of common sense that is often lacking in organizations both great and small. The author says in his introductory chapter that he focuses on “common mistakes I see in how companies manage their people and their business, and also on how to do things better.” Read More...

The No Asshole Rule
Building a Civilized Workplace and Surviving One That Isn't
by Robert Sutton (2007)

Sutton's book is based on an article originally appearing in Harvard Business Review. While other terms for the problem people he describes might be jerks or bullies, Sutton said he would write the article only if it retained the word asshole. He was surprised HBR agreed. More... Read More...

Silos, Politics and Turf Wars
Destroying the Barriers that Turn Colleagues into Competitors
by Patrick Lencioni (2006)

This recent book by Patrick Lencioni tackles some of the most insidious challenges of larger organizations: silos, infighting, and turf politics. Lencioni’s solution comes in the form of the ever-popular business fable to make his case that leaders must create time- limited “thematic goals” to unite all parties – much as a crisis often does. He cautions that care must be taken to differentiate but integrate the ongoing work that always has to get done, with the efforts required to achieve the thematic goals. Perhaps not as impactful as his previous books, it’s a quick read and makes some valuable points nonetheless.

Quote from book:

Silos rise up not because of what executives are doing purposefully but rather because of what they are failing to do: provide themselves and their employees with a compelling context for working together.

The Toyota Way
14 Management Principles from the World's Greatest Manufacturer
by Jeffrey K. Liker (2004)

Toyota is doing something right, and this book elegantly lays out in 14 principles what that something is. While Toyota basically invented “lean” production, Liker emphasizes Toyota’s success is based on more than simply implementing lean tools. In addition to process (focused on adding value and eliminating waste), Toyota gives attention to philosophy (look at the long-term), people (emphasizing a culture of teamwork with both employees and business partners), and problem-solving for continuous improvement. This book has something relevant to say for all businesses, and I’ve recommended it to several clients that are not in manufacturing.

Never Eat Alone And Other Secrets to Success, One Relationship at a Time
by Keith Ferrazzi and Tahl Raz (2005)

As books on networking go, this one is very good. Effective networking is always a two-way street, as much about helping others as making connections to people who can help you. The authors first cover the all-important mindset of clarifying what you want and what you have to offer. The second part of the book delves into the networking skill set. Even master networkers will find useful tips to improve skills and bring better focus. Recommended.

The Art of Possibility: Transforming Professional and Personal Life
by Zander and Zander (2000)
Over the last few months I have been speaking and writing about using inquiry to develop a positive verses a deficit perspective in organizations, and so I was delighted when a good friend and colleague clued me in to this remarkable book. The authors are a husband-and-wife team: he the conductor of the Boston Philharmonic Orchestra, and she a talented family therapist. This is a book of stories around 'practices' the reader can use. The practices are not for self-improvement, but "geared instead toward causing a...shift of posture, perceptions, beliefs, and thought processes" – including not taking yourself too seriously. Although the book has been around for awhile, I consider it one of my best finds this year.

Teams at the Top Unleashing the Potential of Both Teams and Individual Leaders
by Jon R. Katzenbach (1998)

True teams are rare at the most senior management levels, and with good reason, writes Katzenbach. "Teams are seldom the fastest way for a group with an experienced, capable leader to ‘get where they are going,’ particularly if the leader has been there before." Nevertheless, executive teams that learn to integrate “team discipline” with “single- leader discipline” can be rewarded with exceptional performance and tools that are especially effective to deal with major disruptive events. Katzenbach is a foremost authority on teams, and although it has been around awhile, Teams at the Top belongs in the library of any senior executive who even remotely considers pushing team thinking with a senior executive team.

Good to Great and the Social Sectors
by Jim Collins (2005)


This monograph explores how the author changed his mind and decided that social sector organizations – non-profits, public agencies, or churches – should NOT be run more like businesses. Written as a companion to his book, Good to Great, the monograph provides an elegant review of key concepts in the book, and how the author thinks they should be applied differently to social sector organizations. (Hint: the “hedgehog” questions need to be different.) If you are involved in the leadership of any non-profit, either board or staff, I highly recommend this monograph...after reading the book, of course.

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Getting Things Done
The Art of Stress-Free Productivity
by David Allen (2002)

GTD has practically a cult following, and with good reason. If getting organized, managing time better, and being more productive are some of your New Year’s resolutions, this is the book for you. David Allen explains why typical “prioritize your tasks” strategies don’t work. He then goes on to cover in detail how to create a system that allows for high flexibility and frees your mind to THINK! This is the best book of its kind I have found, and I highly recommend it.

The Answer to How Is Yes:
Acting On What Matters
by Peter Block (2002)

Looking to build more accountability and meaning into your organization? Peter Block’s book, The Answer To How Is Yes, offers a thought-provoking reframe on giving attention to what is important. Leadership, he suggests, must include the perspective of the social architect to counter the engineer and economist archtype that drives most workplaces. Finding the right question is perhaps more important than vision and problem-solving. Consider for example, the difference if you stop asking yourself the question “How long will it take?” and instead ask “What commitment am I willing to make?” I find this the most philosophical of Peter Block’s books, and recommended it to those who welcome having their thinking stimulated rather than the next round of “how-to” bullet points.

20/20 Foresight Crafting Strategy in an Uncertain World
by Hugh Courtney (2001)

I had the pleasure of hearing Hugh Courtney during a symposium at the Kenan Flagler School of Business where we were both speakers. Courtney’s book is a staple of the school’s course on strategy, and rightly so. It’s refreshing, relevant, readable, and offers practical advice about how to craft corporate strategy in a highly changing world. Key point: defining the level of uncertainty is the critical first step to choosing tools and asking questions to make critical strategy decisions. Recommended.

NUTS!
Southwest Airlines’ Crazy Recipe for Business and Personal Success
by Kevin & Jackie Freiberg (1996)

Settling a legal dispute with an arm-wrestling match? Advertising that their meals – and fares – are peanuts? LUV as your NYSE stock symbol? NUTS! has been around awhile, and remains a good and relevant read about the airline that continues to defy the industry in profitability, safety, and on-time flights. With an emphasis on how Southwest cultivates profound respect, fun, and talent from their people – I pick it up from time to time just for inspiration.