Saturday 13 December 2008

Book Review : Driving Down Cost by Andrew Wileman

A highly relevant book to read in these cost cutting times. Andrew Wileman evidently having seen it and done it - and now presenting useful advice on the art of cost cutting.

Before started reading I noted down what I expected to see advice about:

  • becoming more effective,

  • getting rid of underperforming staff now and quickly,

  • driving out a bonus on sales culture,

  • etc.

I did have the concern that I would see too much advice on short term unitary costs and ignoring end to end transaction costs - and after reading I think I still have the concern that Wileman didn't deal with that topic effectively.

All other topics get excellent coverage and worth a read. Andrew provides a lot of other useful advice that I did not initially think of.

( amazon.co.uk | amazon.com )

Saturday 15 November 2008

Book Review: The New Economics by W. Edwards Deming

This great little book acts as an introduction and summary to Deming's ideas:



  • his 'system of profound knowledge'

  • the purpose of management

  • removal of numeric targets and incentives

  • the Shewhart Cycle for learning and improvement

  • Variation

  • the Red Bead Game

  • control charts

A highly recommended read because ....

( amazon.co.uk | amazon.com )

Wednesday 12 November 2008

The best book on writing a CV: Pitch Yourself by Bill and Michael Faust(Book Review)

I promise, I shall make this my last post on CVs and recruitment for a while. (see notes, and more notes)

But I just wanted to mention the only useful book I read about CVs when researching the CV book market. When I read this book I gave up on writing a CV book because it pretty much covered the notes I had made (previous 2 blog posts) and gave useful information for building up an effective CV.

Pitch Yourself, by Bill Faust and Michael Faust.

( amazon.co.uk | amazon.com )

The basic summary: You have less than 30 seconds to impress. You're CV needs to answer the question "What can you offer me?". CV needs to provide evidence, create interest. Make your next employer buy you.

Saturday 8 November 2008

More notes on writing a CV that a hiring manager wants to read

So the last post described what I wanted.

Now some tips about how I read a CV. So make sure you write your CV to support my reading of it.

Contrary to some advice - I don't really mind how many pages the CV has. I care about the relevancy of the information and that it demonstrates to me what you will bring to the role.

I have a multi-pass approach to CVs:

  • pass one: Is this CV even worth reading?

  • pass two: Who is this person?

  • pass three: Could they meet my needs?

  • pass four: Are they lying?

  • pass five: Do I want to speak to them?

Tuesday 4 November 2008

How to write a CV that a hiring manager wants to read

This post started as notes for a book. "What would be better?" I thought "In this time of recession, than to prey on peoples fears of losing their job and write a book on how to write a CV." And then I did the research and read through about 15 books on how to write a CV and I could barely keep them apart. They all follow the same formula and cover the same stuff. So instead of adding to the dung heap category of 'how to write a CV' I thought I'd pull together my thoughts and explain what I look for in a CV. Hopefully other managers looking for this stuff as well.

First some don'ts - so if your CV does any of these... stop it, now, edit it, fix it:

Sunday 19 October 2008

How to Track Your Time To Manage Better

I have grown more aware of the passage of time over the years. Not just in the sense of growing older, but as a manager my time gets split between multiple foci.

As a team member I typically had one or two tasks or priorities. At the end of the day I generally knew what I had done.

As a manager I have more priorities, more 'things' on the go, a broader view of the work going on. If I don't have a good handle on that then I start to question if I really know the activities and work done on a project.

A result of this:

  • I plan my day,

  • I track my day,

  • I evaluate my day.

I have changed the way I do this over the years, and I will continue changing this as each project has different needs, each company I work for has different tools and I learn to track what I do better.

I shall describe my experiences with, and with not, tracking time.

Tuesday 7 October 2008

Book Review: Life's a Pitch by Stephen Bayley & Roger Mavity

Subtitled "How to Sell yourself and your brilliant ideas" this dual-authored book has two parts. One for each author. And yes this has made it schizophrenic.

The first half by Roger Mavity tells the hard won lessons from a marketeer. The second half by Stephen Bayley reads like a standard book researched management text.

I only found value in part one so this review has its basis in that text.

The first half of the book roars along, peppered with anecdotes and words of wisdom.

amazon.co.uk | amazon.com

Sunday 14 September 2008

Book Review: Everything I need to know about being a manager I learnedfrom my kids by Ian Durston

So, from the title, do you expect a kind of folksy tale of happy families and happy teams? Good, because that describes the book well. The books starts very un-managerially with the birth details of the children and then ties 'becoming a parent' in to 'becoming a manager'. I actually think I would enjoy working with more people who read this book since, I cannot imagine that some of the managers I work with treat their children like they treat their staff - at least I hope for the child's sake that they don't.

So... what do we learn?

amazon.co.uk | amazon.com

Tuesday 9 September 2008

Book Review: Detox Your Desk by Theo Theobald and Gary Cooper

Yet another time management book. This one starts well and by page xi in the introduction I have warmed to the notion of a "zero tolerance workspace". But then we hit an "analysis" phase and we learn...nothing for a while. I suppose this section tries to build up the belief set that we need to change our habits and why, and point out your bad habits.

But really we already bought the book to change our habits - so give me the details. Tell me the system...

amazon.co.uk | amazon.com

Saturday 6 September 2008

Book Review: The First 90 Days by Michael Watkins

Most management books offer some platitudes, have 2 or 3 useful sentences and then lots of padding. "The First 90 Days" offers a real exception

I will not pretend to summarise all the useful information in this book for this book review. But I hope to whet your appetite so that you go out, buy this book and feast ravenously upon it.

I guess I relate to it so much because I have moved from site to site and job to job so often - mainly as a consultant, or contractor, but latterly as a full time employee. I have experienced a lot of transitions, and I know how hard those first 90 days can seem. Lessons I learned on my own:

  • track your successes - otherwise you'll look back and wonder what happened (it all moves so fast)

  • set expectations early with your boss (particularly on how you can evaluate success together)

  • evaluate your team quickly and don't shirk the hard early decisions

Michael Watkins covers all this and more. And I wish I had read this before.

[amazon.co.uk] [amazon.com]

Thursday 4 September 2008

Book Summaries - how to gain more knowledge, faster, and easier

I have a problem with many business and management books. so many of them seem to have one idea, or 10 ideas strung out for 250 pages with lots of boring stories and examples, or worse - written in parable form. I really just want to get to the meat and substance of the book.

I spent a long time improving my reading speed, and yet I still want to find ways of cramming more valuable information into my skull more quickly and more easily. So I started to look for ways to outsource my reading - at least partially. I found various book summary sites. My initial thoughts were this would be a way of whittling out the dross of business books more easily and identifying the books that I really want to read.

I wasn't sure if I was going to find them useful or if I was going to end up signing away some money for a pile of badly written essays.

But I decided to sign up as an experiment anyway.

Tuesday 2 September 2008

Why should a manager treat their staff optimistically?

People tend to meet expectations, their own, and those of the people who they have a relationship with.

I assume most people have encountered, even if 2nd hand, "Pygmalion In The Classroom" - the 1968 study of kids and teachers expectations.

I see no reason why the same dynamic does not work in business.

Wednesday 27 August 2008

Book Review: Dragon's Den by BBC

So a cash-in on the ever popular "Dragon's Den" BBC programme - at least popular in my house.

Is it too much to hope for some good well spun and hard earned business lessons from reading the book? well....

amazon.co.uk

amazon.com

Monday 28 July 2008

Book Review : The Rules of Victory by James Gimian and Barry Boyce

Subtitled "How to Transform Chaos and Conflict", and further subtitled "Strategies from The Art of War". Which one of these attracts you to the book most? We could derive some sort of psychoanalytical analysis from that choice, or we could just class it as clever marketing - targeting the management book crowd, the self-help crowd and the Sun Tzu crowd.

[amazon.com]   [amazon.co.uk]

Sunday 15 June 2008

Book Review: Behind Closed Doors by Johanna Rothman and Esther Derby

Subtitled "Secrets of Great Management" this book has a condensed set of wisdom to spout to us. I dislike the fictional "Sam the Manager" approach - but so much good advice lies in here that I found it a useful read.

[amazon.co.uk]
[amazon.com]

Thursday 12 June 2008

Book Review: Managing Multiple Projects by Irene & Michael Tobis

Aimed at the "manager of a small workgroup faced with a wide range of responsibilities." Hey, that describes my job! So does the book have useful words of advice? Indeed it does...

[amazon.co.uk]
[amazon.com]

Thursday 8 May 2008

"Keep the trains running" leads to management denial?

My son and I played with with his train set a couple of days ago. We had made "an accident track" - a perilous system of curves and hills where trains regularly fall off.

Now if he only had one or two trains then they would have enough space between them, and no accidents would occur. But he put on lots of trains, and they travelled at different speeds because of variations in battery power, and so we saw accidents. Lots of accidents.

And I found myself saying "Keep the trains running". A phrase that I have heard from numerous CEOs in companies that I have worked at. A phrase which I had always thought of as management padding when a more honest "we have made changes, you will not find them easy, you have not felt the full impact of all these changes yet, so we expect you to keep doing your job despite the change". Or a more cynical "look, just make the changes work and quit moaning, cover up our mistakes".

Tuesday 6 May 2008

A quick link for Change - ChangeThis

ChangeThis.com acts as a monthly source for 'new' ideas. I subscribed to their bulletin so every month I get an email reminder detailing the new manifestos that ChangeThis have selected for e-publication.

They also provide an rss feed to keep you up to date with the manifesto publications.

5 Recent Manifestos that caught my eye included:

I make a point of reading these manifestos when they come through. The manifestos usually exhibit a high standard of writing and even if you disagree - the short manifesto format does not tie up your time unduly.

A recommended rss feed or newsletter to sign up for.

Friday 2 May 2008

Book Review: Connect! A Guide to a New way of Working by Anne TruittZeleneka

Much of this book dishes out information that I already knew and I found myself rushing through it to find things I didn't. And eventually the book did dish out some things I didn't know. I also found that someone else had already implemented some product ideas I had planned to follow up on, so I saved myself some development and research time.

So will you find the book worth spending any time on?

[amazon.com][amazon.co.uk]

Tuesday 29 April 2008

Subscribe to the Vanguard Newsletter

If you do not already subscribe to John Seddon's Vanguard Newsletter then you simply must.
John Seddon authored the books "Freedom from Command and Control" and "I want you to cheat" both of which I will write reviews for at a later date. Both of which I recommend as essential to help you think about the application of metrics and 'standards' for your teams.
Until then, if you want to get a flavour for Systems Thinking and Toyota Production System thinking applied to Service teams or organisations then read the archives.

Sunday 23 March 2008

Hardcore Management Meets Joseph Campbell

Every so often there will appear a strange symmetry to the books and articles that I read. One such parallel which I found when reading Jo Owen and Joseph Campbell on the same day appears below.

I have encountered many other quotes which cover a very similar ground - but since both of these appeared at the same time and at a relevant moment I thought I'd include them here.

Business should stop playing to each other people's rules. following competition means we will never catch them. Adopting fads and seeking excellence provide the solution to someone else's problem. The challenge for management is to compete by playing a game where they make the rules. To do this is not about seeking instant answers: it is about knowing the right questions to ask about the customers, competition and the industry. Only the right questions lead to the right answers.

Hardcore Management by Jo Owen

[amazon.com][amazon.co.uk]

 

You enter the forest at the darkest point, where there is no path.

Where there is a way or path, it is someone else's path.

You are not on your own path.

If you follow someone else's way, you are not going to realize your potential.

Joseph Campbell quoted in "A Joseph Campbell Companion"

[amazon.com][amazon.co.uk]

Friday 21 March 2008

Book Review: How To Get More done by Fergus O'Connell

imageA title like that always makes an attractive proposition. Fergus O'Connell presents a simple system which involves doing more of the stuff you want to do and less of the stuff you don't. Fergus present some NLP techniques, a bunch of questionnaires, some belief change exercises and some tips. It all adds up to a quick read with a few useful reminders.

[amazon.co.uk]


Tuesday 11 March 2008

Book Review: The One Thing You Need To Know by Marcus Buckingham

image 285 pages to tell me the 'one' thing I need to know? Obviously Marcus plans to tell me a little more than one thing. But the basic message behind this book seems to be "there are a few things good managers/leaders do, which prevent them from failing. But there is One thing that the best do, to succeed." So how well do these principles get explained?

[amazon.com][amazon.co.uk]


Monday 3 March 2008

Book Review: TQM - The Quality Makers by Robert Heller

image This can hardly form a particularly useful book review since "TQM - The Quality Makers" now resides in the 'out of print' category, but dedicated hunters of quality books can find 2nd hand copies. So the question becomes - should you bother?

[amazon.com][amazon.co.uk]


Friday 15 February 2008

Notes while reviewing: The Responsibility Virus

I got quite a lot out of reviewing the Responsibility Virus, but most of it not from the book. I recommend 2 papers from Roger Martin's web page :

  1. Breaking the code of change
  2. Strategic Choice Structuring

Taken together, these two papers provide a complementary view of the information in The Responsibility Virus.


Wednesday 13 February 2008

Book Review: The Responsibility Virus

image
Roger Martin describes the Responsibility Virus manifesting as all-or-nothing thinking when it comes to leadership and responsibility. So when a problem manifests, if the leader succumbs to the effects of the Virus then they dive in and become the "Hero" taking all the responsibility for the problem. At which point, everyone else involved in the system infected with the Virus says "go on then" and steps back.

Thursday 17 January 2008

Secrets to increased productivity revealed

I confess. I owned too many books on productivity - looking for a silver bullet to increased efficiency. I went through all my productivity books and threw out all those filled with platitudes and wibble wobble and ended up with 1 book. Getting Things Done. And now you can learn the secrets from Dave Allen's Getting Things Done by watching 2 Google Talks.

Getting Things Done by Dave Allen [amazon.co.uk][amazon.com]

Dave Allen's book describes a system for increasing productivity by getting you to actually do stuff. And by doing stuff you free your mind to give you time to think about new stuff.

I watched 2 Google talks:

  1. Dave Allen's Google Tech Talk on Getting Things Done

  2. Merlin Mann's Inbox Zero

Merlin Mann based his talk on Dave Allen's work so I put Dave Allen's talk in the list first. But since I watched Merlin's talk first, I'll discuss that first.

Merlin discusses his system for keeping his inbox clean by having 5 actions that he does on his e-mail:

  1. Delete (Archive)

  2. Delegate (Tickler for Follow Up)

  3. Respond (keep the ball moving - if you don't have enough info to respond effectively - ask a question)

  4. Defer (Respond Later Folder - whittle down during the week)

  5. Do It (or capture an action for later)

During the talk Merlin mentions the following points that I noted down:

  • Inbox is for mail you haven't read next

  • Keep a separate list for tasks

  • Figure the system out for yourself

Both Dave and Merlin make, and stress, the point about figuring out the system for yourself. Identify the tools and approach that works best for you. And you can only do that by implementing and experimenting with the system.

I use my email system to help me track my tasks - although I don't use my inbox - I create a folder called "Next Actions" and have a subfolder under that named <the action I want to do> and any emails relevant for that action I store in that folder. This gets the emails out of my inbox and I can archive them once I complete the action.

I don't rely on my subfolder system to 'remind' me when to do that next action so I create calendar entries which relate to the Next Actions to help me schedule them.

I have read the GTD book twice but I learned a few additional things, from the video, that didn't sink in when I read the book, and these relate to the order of doing the tasks in the GTD system.

Dave Allen's System has the notion of Control and Perspective. When planning I tend to look at the Perspective items first but Dave Allen recommends getting Control of the things currently going on first, and then dealing with perspective. When you want the video this will become clear.

The above point also relates to the different levels of view point that Dave Allen mentions:

  • 50,000 - purpose, principles

  • 40,000 vision

  • 30,000 goals (12-18 months)

  • 20,000 areas of focus/responsibility (maintenance)

  • 10,000 projects (30 - 100)

  • Runway - next actions
I, again, have a tendency to focus on my 'Vision' and 'Goals' but Dave recommends going bottom up.

Once you have watched the videos. Browse the Dave Allen site and check out the 43folders.com site.