Learn Like A Leader: Today's Top Leaders Share Their Learning Journeys

"Learn Like A Leader: Today's Top Leaders Share Their Learning Journeys" edited by Marshall Goldsmith, Beverly Kaye, and Ken Shelton is an interesting book of essays by thirty-five different leaders. Some of them, very recognizable, such as Warren Bennis, Stephen R. Covey, and Spencer Johnson, all of whom have had multiple books on business best seller lists. Others might not be as recognizable to some, such as Beverly Kaye, Robert Fritz, and Homa Bahrami, however, all have interesting stories to tell regarding their learning paths. Some more interesting than others, but all make a point and fit nicely together.

To make the learning lessons more clear, the editors have grouped the essays into various categories, which include: lessons on leadership; crossroads and choices; leading, learning and teaching; seeing yourself as others do; developing self-knowledge; unlearning what you thought was so; pain is a great teacher; and mentors matter. Each of these sections has a number of essays and a conclusion by the editors summing up the lessons for the section. These summaries, or key learning points, provides a short summarizing paragraph and then some questions for the reader to ask related to the sections main topic. I found these to be a good way to bring the various essays together, and to make the reader think about how the stories shared might relate to the reader's own life and circumstances.

The essays themselves always opened with a short bio on the author, and then the shared experience and what was learned by the writer. They vary in length from three to eight pages, but most are around four pages long. Besides the questions asked in the "key learning points" at the end of each section, there are also questions to ponder at the end of each essay. Again, this allows the reader to reflect on how the writer's experience might help with the reader's life.

I enjoyed the book, and found it to be very easy to read a few essays each day over a week's time, while also taking a moment each day to reflect on some of the questions posed at the end of each chapter and then section. Obviously, there were some essays that I enjoyed and connected with better than others, but I did feel that all of the essays together accomplished the book's goal in providing a book of stories that convey not only the power of storytelling, but also in teaching, training, and mentoring. These are people to learn from, and I feel there is much to learn from these stories.

Alain Burrese, J.D. is a writer, speaker, and mediator who teaches how to live, take action, and get things done through the Warrior's Edge. He is an expert on conflict and mediates and teaches conflict resolution and negotiation. Additionally, he teaches physical conflict skills in his Hapkido and Self-Defense courses, lectures, and seminars. Alain is the author of Hard-Won Wisdom From The School Of Hard Knocks, the DVDs Hapkido Hoshinsul, Streetfighting Essentials, Hapkido Cane, the Lock On Joint Locking series, and numerous articles and reviews. You can read more articles and reviews and see clips of his DVDs as well as much more at http://www.burrese.com/ and http://www.yourwarriorsedge.com/

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Don't Be a Dip, Learn About the Dip From Seth Godin (A Book Review)

I'll bet Seth Godin didn't realize he and Ricky Bobby had the same philosophy. Ricky Bobby believed that "If you ain't first, you're last." Seth Godin says, "Quit or be exceptional. Average is for losers."

"The Dip: A Little Book That Teaches You When to Quit (and When to Stick)" at first makes you mad. "Hey Seth Godin," you think, "Someone has to be average or else there is no average." Then you start wondering where you're wasting your time being average or even mediocre. Finally, you end the book with a determination to be the best in the world. Even if, as Seth says, the best as in the best for right now, based on what you and others believe and what they know.

For example, if someone wants to hire "the best," that may mean the best person in town, who is available and is in their price range. You can't afford to not be the best. Otherwise, you're going to lose out every time to the guy who is the best.

How do you get to be the best? By knowing when you are in a dip and working through it or knowing that you're in a dead end and quitting. That's pretty much the whole book. Seventy-six pages. Very short and readable in probably an hour. There is a lot more effort in making this a short book than blabbing on for 400 pages. Mark Twain once said he could speak for an hour with no preparation, but that a short speech would take a few weeks to prepare.

The dip is the place after the fun and excitement of starting something new wears off and before the apparent ease of true mastery begins. It's the 18 mile point in a marathon - past the excitement of halfway, but will another 8 long miles to go and no finish line in sight. It's the point where the grand opening ribbon cutting leftovers have been eaten, but before word of mouth really starts to build your business.

You need to get this book and read it on a regular basis if you ever find yourself wondering if you need to soldier on or if it is appropriate to quit. Is it a true doldrums or are you about to turn the corner? It's better to take a few minutes, read the book and ask yourself "Am I first... or last?"

Beth Bridges has attended over 2,000 networking events in the last 7 years as the Membership Director and Chief Networking Officer of a large west coast chamber of commerce. She believes it is possible to be a Seth Godin and Ricky Bobby fan and still have some brain cells left.

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Copyright Beth Bridges, 2011

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What I Didn't Learn in Business School: How Strategy Works in the Real World - A Review

In What I Didn't Learn in Business School, Justin Campbell, with a brand new MBA degree, is hired on by a business consulting firm and sent off to Chicago to help an old and established company decide what to do with a new technology they have accidentally discovered. It isn't a smooth ride as Justin finds there are nuances in the corporate world that aren't always taught in school.

Although this is one of the many business books available today, it is also one of the few written in this genre; the business text thinly disguised as a novel. There are probably so few business novels that clearly teach specific points because writing such a creation is difficult. Jay Barney and Trish Gorman Clifford have pulled it off well.

Justin, the protagonist, is a well educated and very naive business school graduate. In fact, his naivete is a bit obvious. Justin's gullibility is necessary though to provide the canvas on which the authors can illustrate the pitfalls of relying only on academic learning without considering the human element that is always involved in business situations. Justin, the intrepid hero of the story again and again approaches each situation as a school case study, missing the influence of the other character's motives. He does eventually come around, after some mentoring from the boss, and by the end of the story he...well I won't spoil the ending for you.

Barney and Clifford have added an element that is somewhat novel for a novel. Each chapter ends with a series of questions. These aren't easy Management 101 questions, but thought provoking questions with no simple answers. In fact, they look a lot like the essay questions on a test! In fact, I suggest reading this book all the way through; then, for the serious student, returning to the questions. That's probably not what the authors had in mind, as some of the questions are at least partially answered in later chapters, but I don't think such an approach would diminish the learning opportunity.

Another great resource provided by the authors is a reading list for the main subject of each chapter. Again, for the serious student, this list transforms the novel into a very comprehensive source for learning about making strategic decisions.

There is a sub plot that plays out in this novel; group dynamics and team management. Both the management of the company and the team of consultants that includes Justin have some problems and could be run better. For instance, the consulting team seems to rely very heavily on virtual communication, which, as it turns out, has varying effectiveness with different team members. Likewise, the subject company's leadership team seems to lack a company-wide single focus.

What I Didn't Learn in Business School is a good read. If you're looking for an easy to read text on strategy development and execution, this is it. I really appreciate the author's emphasis that academic education is useful, but the real world also requires concentration on people and how they act and interact.

Bob Mason is a speaker, trainer, and author of "Planning to Excel: Strategic Planning That Works." After 30 years of leadership experience he founded RLM Planning and Leadership to transform leadership by developing great leaders. Bob works with organizations that want to excel by training managers to lead and creating great strategic plans to keep leaders focused. See what he can do for you at http://www.planleadexcel.com/

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