Cool Book Of The Day

Pitch reporters with our up-to-date media databases:

Question: Who is the intended audience?
Answer: This book is for anyone who:

•  Ever lost a great employee to another company, and it wasn’t about money.
An unhappy employee will leave for a 5% pay increase; it takes a 20% increase to compel a satisfied employee to jump ship.

•  Struggles with when to be fair and when to be firm.
Most bosses would like to get results, but they don’t want to do so with a trail of disgruntled people in your wake.  They can learn the dos and don’ts of F2 Leadership.

•  Has made bad hires in the past.
A bad hire costs the company about 1 to 4 times that person’s annual salary.  They will find the 10 tips for not hiring squirrels to be your top dogs.

•  Doesn’t seem to get their messages across very well.
This book provides a step-by-step model to communicate more effectively, especially when engaging in difficult conversations.

•  Spends too much time at the office.
Bosses can get back 10 to 20 hours of your week, not by telling direct reports what to do, but by delegating effectively and making people accountable for results.

•  Has direct reports who are bored or frustrated.
Only 20% of people feel their employers utilize their strengths.  When people don’t feel a sense of achievement, they leave.

•  Wants to respond more effectively to change.
This book helps bosses better understand change, plan its direction, and overcome resistance to it.

•  Needs to know how to conduct more powerful and behavior-changing performance appraisals.
Bosses can learn ways to develop people so they offer more to the organization, feel empowered, and see opportunities for advancement.

•  Would like to conduct better meetings.
Bosses will discover how to make the best use of everyone’s time and put plans into action.

Q: What is the book about?
A: In my work with hundreds of first-time bosses, I found that no one had really prepared them for their new jobs.  In college some studied engineering, marketing, accounting, or some other job function.  Some even took a course or two in management, yet they still weren’t prepared for the responsibilities of having direct reports.

Q: Why are you the best person to write this book?
A: For more than 30 years, I have helped executives in military organizations, small businesses, and Fortune 500 Companies define their direction and select the best people to put their strategies in motion. I have helped clients in the retail, financial services, food, medical, hospitality, manufacturing, and technology industries.  Some of my major clients include Tyson, Emerson Electric, Kraft Foods, Boeing Aircraft, Estee Lauder, and Merrill Lynch. Through thousands of hours of coaching with hundreds of corporate clients, I have observed what it takes to become the boss no one wants to leave.

I hold a Ph.D. in organizational systems, two Master of Arts degrees in both interpersonal communication and organization development, and a Bachelor of Science degree in communication. By combining my experience as an organizational consultant with my education in business, I offer my clients selection, coaching, and consulting solutions that are pragmatic in their approach and sound in their foundation.

A former university professor, I have served on the adjunct graduate faculty at Washington University and belong to The National Speakers Association, The National Association of Corporate Directors, and the Air Force Association. I hold numerous certifications, including Director of Professionalism, a designation given by the National Association of Corporate Directors.

In addition to being the author of The Magnetic Boss: How to Become the Leader No One Wants to Leave, which Washington University uses in its graduate curriculum, I have also served as a contributing editor of two editions of Small Group Communication: Theory and Practice, written peer-reviewed published articles, and authored numerous articles published in trade magazines.

Serious about humor, I draw from my original research of the Vietnam Prisoners of War to help others cope with change and adversity so they can emerge from setbacks more resilient and hardy. I continue to associate with the Robert E. Mitchell Prisoner of War Center, a Naval research facility that has studied the Vietnam Prisoners of War since their 1973 repatriation.

Q: How is this book different from other books on this topic?
A: This book is an amalgamation of what I observed—and in many cases, helped create—in Fortune 500 Companies, privately held firms, family-owned businesses, and military organizations. The advice I offer in this book goes beyond theory; it addressed practical, proven techniques to help companies develop a talent advantage. Bosses can use this book as a guide for what they must do to attract, develop, and retain the best and brightest in their industries.

Pitch reporters with our up-to-date media databases:

Question: Who is the intended audience?
Answer: People in internal and external service roles; owners of small businesses; supervisors of internal service-providing units.

Q: What is the book about?
A: How to reinvent, decorate, and animate customer experiences.  How to choose the right imaginative service strategy for your unit and your customers.  How to insure the sustainability of imaginative service.  How to turn satisfied or retained customers into devoted fans.

Q: Why are you the best person to write this book?
A: I have been a customer loyalty consultant for almost 30 years working with some of the best organizations in the world for service. (Ritz-Carlton Hotels, Cadillac, USAA, etc.) and have authored several best-selling books on customer loyalty.

Q: How is this book different from other books on this topic?
A: It has a gazillion practical ways to focus on creative value-unique experiences rather than on expensive value-added extras.  It has cover endorsements from people like best-selling author Seth Godin, the president of SW Airlines, as well as the retired president of Starbucks.  It will be Wiley’s lead business title for this spring.

Q: Is there anything else we should know about this book?
A: Yes, we have hired the best book publicity firm in the U.S. (Goldberg, McDuffie) who made best-sellers out of First, Break all the Rules, Execution, Jack: Straight from the Gut and Call Me Ted.

Pitch reporters with our up-to-date media databases:

Question: Who is the intended audience?
Answer: The intended audience for the book is leaders within any size corporations, small businesses, entrepreneurs, and colleges/universities. Because many universities and colleges focus on management from a theoretical and philosophical perspective, rather than the leadership continuum as a process, the audience will now have a framework of understanding to gain from. The book will provide answers for those with the ever looming questions: Are you the leader you could be, should be, or ought to be? Are you knowledgeable of the leadership tools that you must have to reach the next level of success?

Q: What is the book about?
A: Ted Gee’s powerful, new ‘how to’ book is not more of the same. It is about changing the way you think and the outcomes you can expect in your business venture or corporate role.

Hope is something that everyone wants to happen. It does not mean that it will happen or that there are plans in place to ensure the success of a desired goal. The major responsibility of a leader is to transform hope or vision to a reality. Hope Is Not a Strategy will provide leaders with clarity of what they are responsible for in any business at every level, and the tools necessary for them to be successful.

All businesses have the same formula for success and that is strong leadership and effective processes while engaging the workforce. Whether it is a fast food restaurant, a manufacturing company, a service company, hospitals , school system, entrepreneurial effort, entertainment business, or governmental agency the formula is the same. Hope Is Not a Strategy will assist by providing the tools to transform hope to a reality.

Section One, LEADERSHIP is designed to help you to understand the roles of leaders at all levels of the leadership continuum and the responsibilities inherent with each level. In addition to defining what leadership is and what leaders do, we will also explore where they may come from.

In this section we will discuss Time In Grade pitfalls of leadership and other quick fixes for organizations such as the Silver Bullet that many leaders seek when finding root causes to problems and long term solutions are not the objective. At the end of this section we will look at the interdependencies of leadership and process.

Section Two, THE ORGANIZATIONAL JOURNEY is packed with information and tools essential for you as a leader that ensures you have a clearly defined direction for your organization and most importantly a plan of execution. We will explain vision, and mission, and show you how to create a holistic strategy for any organization. You will learn how to objectively examine the Current State of Business and to set up a Business Operating System utilizing such tools as Lean and Six Sigma. The After Action Review process and communication methods are taught in this section for leaders seeking a learning organization.

There is also an APPENDIX loaded with information to assist you with your journey to success as a leader.

Q: Why are you the best person to write this book?
A: I have a proven background of leadership, starting as a front line supervisor, and progressing to division president of multibillion dollar corporation, and Chief Operating Officer. I am also a process innovation expert utilizing such tools as lean and six sigma. I am currently president of Success Based Interventions a/k/a SBI, which helps organizations become the best that they can be, should be, oughta be, utilizing the principles of the book. Having a background stepped with practical experience of change, transformation and growth during these tough economic times provides credibility.

Q: How is this book different from other books on this topic?
A: This book provides actual prescriptions for complex business problems. It is a how to manual from someone that has practical experience instead of primarily theory and philosophy.

Q: Is there anything else we should know about this book?
A: It is a very easy read, and the transferrable knowledge from this book can be used by people of any industry. Industries may change, products may change, services may change, but the art of leadership, and the expertise of process will fit any industry. Hope Is Not A Strategy, simple solutions for doing business in the 21st century is a solution.

Pitch reporters with our up-to-date media databases:

Question: Who is the intended audience?
Answer: Although the book is written for leaders and managers, Who’s in the Driver’s Seat? is a book for anyone who wants three easy steps they can apply, in any situation that will assist them to behave and communicate in ways that will always bring about a positive collaborative outcome.

Q: What is the book about?
A: Who’s in the Driver’s Seat?: Using Spirit to Lead Effectively, is a groundbreaking book that openly and honestly confronts the high operational cost of leadership ego. Dr. Gluckman provides some staggering statistics showing the degree to which leader ego is a measurable financial liability. She proposes that leadership spirit, on the other hand, is a quantifiable financial asset and competitive edge. Spirited Leaders display behavior and communication skills that build authenticity, unity, courage, collaboration and accountability.

The book is built around two leaders. George and Dave tell their stories, chapter by chapter, of how the different behaviors and language styles of the ego-driven George, and the spirited Dave, impact the performance of their respective teams. This is a practical, hands-on book that can be read quickly and applied easily.

Q: Why are you the best person to write this book?
A: This practical, hands-on book is the culmination of many years of research and experience working with leaders around the globe. I have spent a large part of my life studying and working with great and not so great leaders in all industries. This has given me a deep understanding of the leadership traits and qualities that bring success and those that do not.

Originally, my expertise in leadership traits came from growing up in an apartheid South Africa led by arrogant, self-righteous, self-serving leaders. Their egos convinced them that being white made them superior and helped them to justify the shocking practice of apartheid.

When Nelson Mandela was released from prison and became president of South Africa, I worked with the leaders of the major organizations in South Africa who had to completely transform themselves and their organization to re-engage with millions of alienated employees.

Some leaders were able to reinvent themselves; others were not. This was when I discovered how the human spirit, when skillfully applied to business goals, will have a remarkable impact on the organization’s culture and economic performance.

I witnessed that the leaders who were able to energize the spirit of their employees were able to motivate them to move mountains. These leaders all possessed the same fundamental leadership traits which I describe in Who’s in the Driver’s Seat?

I am a sought after keynote speaker and talk show guest and have lectured for the Executive MBA Program at TWU and the University of Dallas, Graduate School of Management. I have published extensively in business journals and authored a chapter in Mission Possible.

Q: How is this book different from other books on this topic?
A: This book offers a model for significantly increasing the ROI delivered by leaders and their teams – from boardroom to backroom. The groundbreaking concept behind Who’s in the Driver’s Seat? is that every organization possesses a powerful energy and spirit but most leaders do not know how to tap into it and apply it to the business goals. This is the first and only leadership book that teaches a model of how to use corporate spirit as a quantifiable financial asset.

Who’s in the Driver’s Seat? is a practical, easy-to-read book that offers a step-by-step process for energizing and operationalizing organizational spirit. This model is known as Spirited Economics™.

Q: Is there anything else we should know about this book?
A: Ego is not a bad thing. We all need ego as long as we recognize how it shows up for us, when it shows up for us and how to keep it in check.

Organizations are now giving serious attention to ego as an unnecessary expense that is drastically hurting their bottom line because leadership ego de-energizes employees.

There are approximately 22 million switched-off employees in the USA today, costing the economy up to $350 billion a year (Gallup, 2007). This book provides practical tools to replace ego with leadership behavior and communication that energizes the spirit of the people and creates a sustainable organization.

Visit my website http://www.sandygluckman.com to get a free download of a white paper on Spirited Economics™, browse my blogs or to buy my book.