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Free Business Book Summaries
Below are just some of the most popular book summaries that are available for you to read.
- Rich Dad, Poor Dad
- "What the Rich Teach Their Kids About Money -
That the Poor and Middle Class Do Not!"
By Robert T. Kiyosaki With Sharon L. Lechter, C.P.A.
Warner Books Ed., 207 pages - First, Break All The Rules
- This article is based on the following book:
First, Break All The Rules
'What The World's Greatest Managers Do Differently'
By Marcus Buckingham & Curt Coffman
Simon & Schuster, 271 pages - The 17 Indisputable Laws Of Teamwork
- This article is based on the following book:
The 17 Indisputable Laws of Teamwork
"Embrace Them and Empower Your Team"
John C. Maxwell, author of 'The 21 Irrefutable Laws of Leadership'
Published in Nashville, Tennessee by Thomas Nelson, Inc., 2001
265 pages - EVEolution
- This article is based on the following book:
EVEolution
"Understanding Women - Eight Essential Truths that Work in Your
Business and Your Life"
by Faith Popcorn and Lys Marigold, 2001 Hyperion, New York
ISBN 0-7868-6523-7 Paperback ISBN 0-7868-8441-X
272 pages
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- Career Intensity
- Career Intensity
Business Strategy for Workplace Warriors and Entrepreneurs
Author: David V. Lorenzo
Publisher: Ogman Press Inc, 2006
ISBN: 1-933683-00-7
Number of Pages: 213 pages - Effective Networking For Professional Success
- Effective Networking for Professional Success
"How to Make the Most of Your Personal Contacts"
by Rupert Hart, Stirling Books, 1997
ISBN 0 949 142 09 3
125 pages - How To Work With Just About Anyone
- How to Work with Just About Anyone
"A Three-step Solution For Getting Difficult People To Change"
By Lucy Gill
Published by Fireside/ Simon and Schuster 1999
ISBN 0-684-85527-5
206 pages - Secrets of Word Of Mouth Marketing
- The Secrets of Word-of-Mouth Marketing
"How to Trigger Exponential Sales Through Runaway Word of Mouth"
George Silverman, Amacom 2001
ISBN 0-8144-7072-6
272 pages - The Rebel Rules
- The Rebel Rules
"Daring to be your self in business"
Chip Conley, A Fireside Book, Simon & Schuster New York 2001
ISBN 0-684-86516-5
287 pages
Business Book Summaries
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- The Brand Called You
- The Brand Called You:
"The Ultimate Brand-Building and Business Development Handbook to Transform Anyone Into an Indispensable Personal Brand"
by Peter Montoya,
Personal Branding Press, 2003
278 pages - What is the Emperor Wearing?
- This article is based on the following book:
What is the Emperor Wearing?
Truth-Telling in Business Relationships
By Laurie Weiss
Published by Personal Branding Press 2003
ISBN 0967450659
278 pages - The E-Myth Revisited
- This article is based on the following book:
The E-Myth Revisited
Why Most Small Business Don't Work and What to Do About It
By Michael Gerber
Published by Harper Business, 2003
ISBN 0967450659
278 pages - Nice Girls Don't Get the Corner Office 101
- Unconscious Mistakes Women Make That Sabotage Their Careers
By Lois P. Frankel, PhD
Warner Books Inc., 2003
ISBN 0446531324
288 pages - Mind Your Own Business
- This article is based on the following book:
Mind Your Own Business
A Maverick's Guide to Business, Leadership and Life
By Sidney Harman
Doubleday & Company, Inc., 2003
ISBN 0-385-50959-6
208 pages - What Color Is Your Parachute?
- This article is based on the following book:
What Color Is Your Parachute?
A Practical Manual For Job-Hunters And Career-Changers
By Richard N. Bolles
Ten Speed Press 2004 Edition
ISBN 1 58008 541 5
411 pages - Turbo Strategy
- This article is based on the following book:
Turbo Strategy
21 Powerful Ways to Transform Your Business and Boost Your Profits Quickly
By Brian Tracy
AMACOM, 2003
ISBN 0814471935
160 pages - Execution
- This article is based on the following book:
Execution:
The Discipline of Getting Things Done
By Larry Bossidy and Ram Charan
Crown Publishing Group
ISBN 0609610570 - The 18 Immutable Laws of Corporate Reputation
- This article is based on the following book:
The 18 Immutable Laws of Corporate Reputation
By Ronald J. Alsop
Wall Street Journal Books
ISBN 074323670X
320 pages - Ideas Are Free
- This article is based on the following book:
Ideas Are Free
By Alan G. Robinson and Dean M. Schroeder
Published by Berrett-Koehler Publishers, Inc., 2004
ISBN 1-57675-282-8
232 pages - The Oz Principle
- This article is based on the following book:
The Oz Principle : Getting Results Through Individual and Organizational Accountability
By Roger Connors, Tom Smith, and Craig Hickman
Published by Penguin Group, 2004
ISBN 1-59184-024-4
234 pages - Profitable Growth Is Everyone's Business
- This article is based on the following book:
Profitable Growth Is Everyone's Business
"10 Tools You Can Use Monday Morning"
By Ram Charan
Published by Crown Publishing Group, 2004
ISBN 1-4000-5152-5
198 pages - Career Warfare
- This article is based on the following book:
Career Warfare
"10 Rules for Building a Successful Personal Brand and Fighting to Keep It"
By David F. D'Alessandro
Published by The McGraw-Hill, 2003
ISBN 0071417583
216 pages - The Servant
- This article is based on the following book:
The Servant
"A Simple Story About the True Essence of Leadership"
By James C. Hunter
Published by Crown Business, 1998
ISBN 0-7615-1369-8
187 pages - How Would You Move Mount Fuji?
- This article is based on the following book:
How Would You Move Mount Fuji?
"How the World's Smartest Companies Select the Most Creative Thinkers"
By William Poundstone
Published by Little, Brown and Company, 2004
ISBN 0-316-77849-4
276 pages - It's Your Ship
- This article is based on the following book:
It's Your Ship
"Management Techniques from the Best Damn Ship in the Navy"
By Captain D. Michael Abrashoff
Published by Warner Books, 2002
ISBN 0-446-52911-7
224 pages - Corporate Canaries
- This article is based on the following book:
Corporate Canaries
Avoid Business Disasters with a Coalminer's Secrets
By Gary Sutton
Published by Nelson Business
ISBN 078521299X
121 pages - You Need to Be a Little Crazy
- This article is based on the following book:
The Truth About Starting And Growing Your Own Business
By Barry J. Moltz
Published by Dearborn Trade, U.S. 2003
ISBN 079318018X
172 pages
Book Summary Previews
Get a glimpse of our latest business book summaries
- 1,000 Dollars and an Idea
- Book Summary Preview : 1,000 Dollars & an Idea
By Sam Wyly
Newmarket Press, 2008
ISBN: 978-1-55704-803-5
259 pages - Equipped to Lead
- Book Summary Preview : Equipped to Lead
By Dan J. Sanders and Galen Walters
McGraw-Hill Books, 2008
ISBN 978-0-07-159100-3
224 pages - Talent Is Never Enough
- Book Summary Preview : Talent is Never Enough
By John C. Maxwell
Thomas Nelson, Inc. 2007
ISBN-10: 0785214038
ISBN-13: 978-0785214038
272 pages - Oops
- Book Summary Preview : Oops
"20 Life Lessons from the Fiascoes That Shaped America "
By Martin J. Smith & Patrick J. Kiger
Harper Collins Books, 2006
ISBN 13 978 0 06 078083 8
285 pages
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How to Manage Your Time
Julie-Ann Amos, author of "Manage Your Time" urges people to learn how to spend time on results and not on effort. She advises that people spend time actually achieving things since this is what motivates people to work better. Unfortunately, most people just put in more hours and effort without realizing that more work doesn't necessarily mean more success.
If you want to learn better time management, you should look closely at "what you do" and "how you do it". In time, you should be able to tell the difference between efficiency and effectiveness, as well as important and urgency. Remember, time is not your enemy. It is just a question of learning how to manage time properly.
If you want to learn better time management, you should look closely at "what you do" and "how you do it". In time, you should be able to tell the difference between efficiency and effectiveness, as well as important and urgency. Remember, time is not your enemy. It is just a question of learning how to manage time properly.
Equipped to Lead
Managing People, Process, Partners, and Performance
In his groundbreaking New York Times bestseller Built to Serve, United Supermarkets CEO Dan Sanders showed how putting profits before people encourages organizational chaos, saps motivation, stifles innovation, and undercuts competitiveness. He also unveiled a revolutionary people-centered business model championed by United and challenged other business leaders to put the human factor first.
You'll master the 4Ps critical to long-term success: People, Process, Partners, and Performance. And you will create an organization that puts front-line people before bottom-line profits, allowing you and your organization to profit more than you ever thought possible.
Introduction
Simply put, order will emerge when leaders subscribe to good values.
First, leaders must never neglect their employees - the talented people who represent the lifeblood of productivity and innovation within every sustainable organization.
Second, leaders must devote adequate time to the processes by which work flows through the organization - the system of inputs and outputs that people use to drive productivity.
Third, leaders must acknowledge they cannot survive without partners - both the people who supply the organization and the people who purchase goods and services from the organization.
And, fourth, leaders must deliver superior performance - based on the realized potential of the organization, not the historical trend.
The 4Ps Management System begins and ends with human beings connected by processes.
People, Human Beings
People come first for good reason: they are the single greatest asset in any organization. Ask any CEO of any company; staffing is the single biggest challenge to long-term success.
The people issue is enormous for all industries. Understanding the well-being of employee - physically, mentally, and spiritually - is essential to realizing the full potential of an organization.
Try beginning conversations with employees with a question regarding their personal interests rather than to a question regarding business.
When people come first, the organization and its success follow naturally.
Process: Blocking and Tackling
Everything that happens inside an organization is tied to a process. If we closely examine the architecture of every discipline within an organization, we discover a series of complex systems, some formal and some ad hoc, that upon deconstruction reflect an orderly subsystem of processes - a subsystem comprising inputs and outputs. Comprehending this concept helps us understand the important fundamentals of leading an organization.
Efficient, streamlined processes bring order and balance to chaos. Properly equipped leaders know just how true this is.
Partners: Human Beings, Too
No one understands the importance of customer-partners more than Jack Mitchell, author of the book "Hug Your Customers".
Acknowledging your customers as partners casts an entirely different light on business conduct. The strength of the human spirit is what drives the relationship between organizations and their customer partners. This understanding resides in the heart and soul of every properly equipped leader. The leader must become a champion for customers as real people. Leaders must grant permission and empower employees to treat customers with the human spirit.
Performance (Yes, Profit)
People + Process + Partners + Performance = Sustainability
Failure to properly address any of these components ultimately results in performance failure. This system will allow an organization to replace its current profit-driven business model with a people-first business model leading to profitability.
Like coaches, business leaders constantly look for the little things that will move people one step closer to fulfilling their potential. The 4Ps promotes return on investment in humanity (ROIH). The business world promotes cash flow. Period.
For leaders who are intent on fostering a people-centered culture, the annual formal performance review ought to be used as an opportunity to develop talent. Unfortunately, performance reviews rarely provide insight leading to meaningful employee development.
Remember, it is an equation: Sustainability is a reflection of the investment we make in time and money directed toward people, processes, partners, and performance. Sustained performance can only be realized by investing in people, processes, and partners.
You'll master the 4Ps critical to long-term success: People, Process, Partners, and Performance. And you will create an organization that puts front-line people before bottom-line profits, allowing you and your organization to profit more than you ever thought possible.
Introduction
Simply put, order will emerge when leaders subscribe to good values.
First, leaders must never neglect their employees - the talented people who represent the lifeblood of productivity and innovation within every sustainable organization.
Second, leaders must devote adequate time to the processes by which work flows through the organization - the system of inputs and outputs that people use to drive productivity.
Third, leaders must acknowledge they cannot survive without partners - both the people who supply the organization and the people who purchase goods and services from the organization.
And, fourth, leaders must deliver superior performance - based on the realized potential of the organization, not the historical trend.
The 4Ps Management System begins and ends with human beings connected by processes.
People, Human Beings
People come first for good reason: they are the single greatest asset in any organization. Ask any CEO of any company; staffing is the single biggest challenge to long-term success.
The people issue is enormous for all industries. Understanding the well-being of employee - physically, mentally, and spiritually - is essential to realizing the full potential of an organization.
Try beginning conversations with employees with a question regarding their personal interests rather than to a question regarding business.
When people come first, the organization and its success follow naturally.
Process: Blocking and Tackling
Everything that happens inside an organization is tied to a process. If we closely examine the architecture of every discipline within an organization, we discover a series of complex systems, some formal and some ad hoc, that upon deconstruction reflect an orderly subsystem of processes - a subsystem comprising inputs and outputs. Comprehending this concept helps us understand the important fundamentals of leading an organization.
Efficient, streamlined processes bring order and balance to chaos. Properly equipped leaders know just how true this is.
Partners: Human Beings, Too
No one understands the importance of customer-partners more than Jack Mitchell, author of the book "Hug Your Customers".
Acknowledging your customers as partners casts an entirely different light on business conduct. The strength of the human spirit is what drives the relationship between organizations and their customer partners. This understanding resides in the heart and soul of every properly equipped leader. The leader must become a champion for customers as real people. Leaders must grant permission and empower employees to treat customers with the human spirit.
Performance (Yes, Profit)
People + Process + Partners + Performance = Sustainability
Failure to properly address any of these components ultimately results in performance failure. This system will allow an organization to replace its current profit-driven business model with a people-first business model leading to profitability.
Like coaches, business leaders constantly look for the little things that will move people one step closer to fulfilling their potential. The 4Ps promotes return on investment in humanity (ROIH). The business world promotes cash flow. Period.
For leaders who are intent on fostering a people-centered culture, the annual formal performance review ought to be used as an opportunity to develop talent. Unfortunately, performance reviews rarely provide insight leading to meaningful employee development.
Remember, it is an equation: Sustainability is a reflection of the investment we make in time and money directed toward people, processes, partners, and performance. Sustained performance can only be realized by investing in people, processes, and partners.
Answering The Ultimate Question
Fred Reichheld's 2006 book The Ultimate Question-that question being, "How likely is it that you would recommend this company to a friend or colleague?"-challenged the conventional wisdom of customer satisfaction programs. It coined the terms "bad profits" and "good profits" and pointed to a faster, much more accurate way of gauging customers' real loyalty to a company, introducing a quantitative measure (the Net Promoter Score) for establishing a baseline and effectively tracking changes going forward. Richard Owen and Laura Brooks are co-developers, along with Reichheld, of the methodology behind answering the question. In this book, Owen and Brooks tell how-based on a variety of real case studies-to actually embed Net Promoter discipline in organizations of all types.
Answering the Ultimate Question builds on the link between Net Promoter Scores and business growth and profitability. Combined with an operational discipline to increase Promoters and reduce Detractors, Net Promoter represents a potential win-win for businesses and their customers. The Net Promoter Score offers a near-real-time metric closely coupled and correlated with precipitating actions. Instead of waiting months for long, drawn-out surveying, analysis, and interpretations, Net Promoter will affect real, positive change for those organizations that apply it correctly. Drawing on illustrative case-study findings from the more than eighty companies for which the authors have helped to put Customer Experience Management and Net Promoter disciplines in place, this book is designed to help apply Net Promoter correctly, and foster growth and profitability in any organization.
Answering the Ultimate Question builds on the link between Net Promoter Scores and business growth and profitability. Combined with an operational discipline to increase Promoters and reduce Detractors, Net Promoter represents a potential win-win for businesses and their customers. The Net Promoter Score offers a near-real-time metric closely coupled and correlated with precipitating actions. Instead of waiting months for long, drawn-out surveying, analysis, and interpretations, Net Promoter will affect real, positive change for those organizations that apply it correctly. Drawing on illustrative case-study findings from the more than eighty companies for which the authors have helped to put Customer Experience Management and Net Promoter disciplines in place, this book is designed to help apply Net Promoter correctly, and foster growth and profitability in any organization.
What Really Counts for CEOs
Regain Control of Your Company%u2019s ROI
Accountability Dodge Ball
The CEO cannot determine which part of the marketing budget has produced which result. Typically, when CEOs call on marketing management to account for their activities in the same way as every other department in the company, the result is a failure to produce a universally accepted measurement.
Instead of getting meaningful figures, the CEO finds himself playing corporate dodge ball, and not with much success, as he throws and the marketing department dodges. The result is not merely an elusive situation for the CEO, but an utter inability to genuinely measure marketing ROI.
This is a situation marketing seeks to avoid. The point is that every CEO must change how he or she thinks in terms of marketing.
The CEO as Quarterback
You, the CEO, must also understand that you did not create the culture or structure of your company.
Digital Marketing: The Promise of a New Casino
The Internet has changed not only how a company presents its message, but how many messages it presents. Companies traditionally had a single message that they presented through various media.
This points to another innovation: your company's website.
Your marketing resources are not unlimited, and no CEO should ever accept metrics that are selected by those who are selling the service.
Public Relations - The Rising Empire of Perception
With so many new portals available to the consumer, CEOs understand they must market in a different way. The result is that many smaller companies are likely to employ public relations as mainstream strategic endeavors for marketing their brands.
"The medium is the message" has never been truer.
Superior Marketing Strategies for CEOs
The Forrester Study determined that there are two major categories in judging marketing ROI:
Forrester concluded that the most effective marketing tactics (ranked by order of effectiveness) were:
%u2022 Public Relations
%u2022 Custom Publications
%u2022 Television
%u2022 Online Marketing
%u2022 Printed Newsletters
%u2022 General Business Magazines
%u2022 Newspapers
Key Mistakes in Selecting ROI Partners
1. Relying Exclusively on Your Advertising, Marketing, or PR Agency. Since sales and marketing don't talk much to each other (and since sales rarely shares information about product failures, bad customer service experiences, or operational debacles), your advertising and PR agencies have little to no control over your product or service management life cycle.
2. Relying Exclusively on Your Internal Marketing Department. It is incumbent upon you, the CEO, to encourage development of marketing metrics that your marketing management feels comfortable communicating.
Design Imperatives in Building Your CEO Marketing Dashboard
A properly designed Marketing Dashboard is an essential tool for every CEO when working with his or her marketing department. Only the CEO can objectively and honestly interpret the marketing data. The CEO's Marketing Dashboard is both an analytical tool and a communications tool for sharing success with your management team and employees.
Advertising Inventories. Open digital platforms are coming to dominate advertising space.
Consumer Choice. Marketing messages will be consumer approved and targeted, and designed primarily to draw attention. Here the consumer will primarily drive marketing, exercising increasing control and choice over exposure to advertising.
Consumer. Online communities will be adopted as part of the marketing approach. Marketing will become more interactive.
Business Model. How advertising is sold is changing and will continue to change. Partnerships are the future, and your revenue models and marketing formats should be directed towards that goal.
Business Design and Infrastructure. Marketing operations should be adopted to allow for greater consumer innovation, as well as to accept new technological developments.
The CEO cannot determine which part of the marketing budget has produced which result. Typically, when CEOs call on marketing management to account for their activities in the same way as every other department in the company, the result is a failure to produce a universally accepted measurement.
Instead of getting meaningful figures, the CEO finds himself playing corporate dodge ball, and not with much success, as he throws and the marketing department dodges. The result is not merely an elusive situation for the CEO, but an utter inability to genuinely measure marketing ROI.
This is a situation marketing seeks to avoid. The point is that every CEO must change how he or she thinks in terms of marketing.
The CEO as Quarterback
You, the CEO, must also understand that you did not create the culture or structure of your company.
Digital Marketing: The Promise of a New Casino
The Internet has changed not only how a company presents its message, but how many messages it presents. Companies traditionally had a single message that they presented through various media.
This points to another innovation: your company's website.
Your marketing resources are not unlimited, and no CEO should ever accept metrics that are selected by those who are selling the service.
Public Relations - The Rising Empire of Perception
With so many new portals available to the consumer, CEOs understand they must market in a different way. The result is that many smaller companies are likely to employ public relations as mainstream strategic endeavors for marketing their brands.
"The medium is the message" has never been truer.
Superior Marketing Strategies for CEOs
The Forrester Study determined that there are two major categories in judging marketing ROI:
Forrester concluded that the most effective marketing tactics (ranked by order of effectiveness) were:
%u2022 Public Relations
%u2022 Custom Publications
%u2022 Television
%u2022 Online Marketing
%u2022 Printed Newsletters
%u2022 General Business Magazines
%u2022 Newspapers
Key Mistakes in Selecting ROI Partners
1. Relying Exclusively on Your Advertising, Marketing, or PR Agency. Since sales and marketing don't talk much to each other (and since sales rarely shares information about product failures, bad customer service experiences, or operational debacles), your advertising and PR agencies have little to no control over your product or service management life cycle.
2. Relying Exclusively on Your Internal Marketing Department. It is incumbent upon you, the CEO, to encourage development of marketing metrics that your marketing management feels comfortable communicating.
Design Imperatives in Building Your CEO Marketing Dashboard
A properly designed Marketing Dashboard is an essential tool for every CEO when working with his or her marketing department. Only the CEO can objectively and honestly interpret the marketing data. The CEO's Marketing Dashboard is both an analytical tool and a communications tool for sharing success with your management team and employees.
Advertising Inventories. Open digital platforms are coming to dominate advertising space.
Consumer Choice. Marketing messages will be consumer approved and targeted, and designed primarily to draw attention. Here the consumer will primarily drive marketing, exercising increasing control and choice over exposure to advertising.
Consumer. Online communities will be adopted as part of the marketing approach. Marketing will become more interactive.
Business Model. How advertising is sold is changing and will continue to change. Partnerships are the future, and your revenue models and marketing formats should be directed towards that goal.
Business Design and Infrastructure. Marketing operations should be adopted to allow for greater consumer innovation, as well as to accept new technological developments.
Outliers
The Story of Success
Why do some people succeed far more than others?There is a story that is usually told about extremely successful people, a story that focuses on intelligence and ambition. In Outliers, Malcolm Gladwell claims that the true story of success is very different, and that if we want to understand how some people thrive, we should spend more time looking around them - at such things as their family, their birthplace, or even their birth date. The story of success is more complex and a lot more interesting than it initially appears.
Outliers explains what the Beatles and Bill Gates have in common, the extraordinary success of Asians at math, the hidden advantages of star athletes, why all top New York lawyers have the same resume, and the reason you've never heard of the world's smartest man - all in terms of generation, family, culture, and class. It matters what year you were born if you want to be a Silicon Valley billionaire, Gladwell argues, and it matters where you were born if you want to be a successful pilot.
In addition to all these, the lives of outliers or those people whose achievements fall outside normal experience follow a peculiar and unexpected logic, and in making that logic plain Gladwell presents a fascinating and provocative blueprint for making the most of human potential.
In the tipping point, Malcolm Gladwell aims to change the way we understand the world. In a blink he changed the way we think about thinking. Outliers will transform the way we understand success.
This book is an interesting and easy read with information applicable to numerous fields and disciplines. It provides new and interesting points on why others just plainly make it big.
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