Serve to Lead®--Your Transformational 21st Century Leadership System Review

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Serve to Lead®--Your Transformational 21st Century Leadership System Review
What we have in this substantial volume is a cohesive, comprehensive, and cost-effect system that will enable aspiring leaders to understand what Martin Luther King, Jr., meant when asserting that "everyone can be great, because everyone can serve...You don't have to have a college degree to serve, You don't have to make your subject and verb agree to serve...You only need a heart full of grace, a soul generated by love." You also need what Strock offers in this book: an abundance of practical advice that will provide invaluable assistance as the reader proceeds through the four-week process which is central to Strock's "Serve to Lead" system. Throughout his lively and thought-provoking narrative, he anchors his insights in real-world situations and rigorously examines the major leadership styles and those who best exemplify them.
He poses identifies and then explains "Ten Principles of Twenty-First Century Leadership" (Pages 26-64) that serve collectively as the ideological foundation of the "Serve to Lead" system. Strock also realizes the truth of what Thomas Edison once observed, "Vision without execution is hallucination." Therefore, most of his attention throughout the book is focused on explaining HOW to apply those principles in effective service to others.
Early in the book, Strock poses four questions that only each reader can answer. They are:
"Who are you serving?"
COMMENT: It is impossible to lead others effectively unless and until we are both willing and able to assume leadership of our own lives. Consider these lines from a poem that helped Nelson Mandela to survive more than years of solitary confinement in prison, William Ernest Henley's Invictus:
"I am the master of my fate:
I am the captain of my soul."
"How can you serve best?"
COMMENT: Just as we cannot be everywhere at once, we cannot serve everyone everywhere all the time. Strock urges his reader to select those relationships and those situations in which we can be of greatest service to those in greatest need.
"Are you making a unique contribution?"
COMMENT: This is best considered in combination with the second (previous) question but there are subtle differences, notably the reference to "unique." Each of us has special gifts, special talents, etc. If I understand Strock on this point (and I may not), he is stressing the importance of making a difference in a way that is unique to us. In a workplace, for example, some people have a special talent for formulating and then expressing constructive criticism; others have a "sixth sense" for recognizing when someone needs encouragement; still others have an uncanny ability to focus on a problems causes rather than on its symptoms.
"Are you getting better every day?"
COMMENT: I interpret this to have two key points: Increase the value of assistance to each individual served, and, increase the number of those who are served. Can I become a better listener? Can I ask better questions? Can I become more alert to the "messages" that tone-of-voice and body language send?
Before concluding this brief commentary, I want to discuss the four-week program that Strock recommends, one that will help aspiring servant leaders to get their values in alignment with their life experiences.
Weeks One and Two: Audit allocation of resources (especially hours and dollars) to serving others
Week Three: Conduct a rigorous evaluation of most important relationships in all domains (i.e. home, at work, in the community) to determine how each can be strengthened
Week Four: Move to the next level by reviewing and evaluating core values, ongoing thought patterns, routines, and "habitual ways in which you process and respond to your life as you experience it."
The details of HOW to accomplish these worthy objectives are best revealed in context but I do not hesitate to suggest that James Strock is both an idealistic and a pragmatist, one who is determined to do all he can to help each reader to become an increasingly more effective leader through high-impact service to others.Serve to Lead®--Your Transformational 21st Century Leadership System Overview

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The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success Review

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The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success ReviewCross-Posted from my blog - Innovate on Purpose
I have the good fortune to read books on innovation subjects just before they are released. It is actually a lot more interesting than that might sound. On the whole, there is a lot of good stuff being written about innovation - the real question is, will anyone take the time to read all that's out there?Today I am reviewing a book called The Innovation Secrets of Steve Jobs by Carmine Gallo. Gallo wrote a well-received book a few years ago entitled The Presentation Secrets of Steve Jobs, and felt a book on Jobs and Innovation was in order. Anyone who has paid any attention lately knows that Apple is held up as a leading innovator, and rightly so, and most people place the locus of that success squarely on Jobs' head, which I also agree with. If Jobs is driving a wave of innovation at Apple, it would make sense to understand what makes him tick, and what we could learn from that.First, let me get off my chest the annoyance with the focus on "secrets". As I've written before, there really aren't any secrets where innovation is concerned, and if you've paid any attention to the media you'll know much that Gallo is writing about. The sooner we end the mythos that pervades the innovation space the better.Now that that's off my chest we can proceed with the review. Gallo has done an excellent job rounding up a significant number of people who were present at the beginning of a number of Apple's innovations. He had to use this method to suss out Jobs' strategy, since Jobs doesn't like to talk about it directly to the media. Jobs prefers to announce grand strategies and use the media to reinforce Apple's image as an innovator and a leader, but he doesn't appear too ready to talk directly about the innovation programs or visions. Gallo has done a good job piecing together some of the strategies and insights by talking to a wide range of people who were with Apple during the resurgence.Gallo argues that there are seven principles that will help you innovate like Jobs:
1. Do what you love
2. Put a dent in the universe - have a big vision
3. Kick-start your brain - use creativity and have lots of different experiences
4. Sell dreams not products - understand what people want to accomplish
5. Say no to 1000 things
6. Create insanely great experiences
7. Master the message
In these points Gallo identifies what makes Jobs, and by extension Apple, a good innovator. Apple is focusing tightly on important and relevant products and experience that impact how we live, especially how we gain and interact with new media and social media. Apple under Jobs has always had an outsized vision of itself and its mission - remember the 1984 commercial? A big vision, tied to excellent strategic insight and the ability to accurately predict trends in the marketplace have put Apple in an excellent position.But Apple has also been fairly ruthless in its focus. Since Jobs rejoined Apple the number of products Apple offers has actually fallen rather dramatically. Apple places a lot of emphasis on one or two disruptive products a year, and people eagerly await Jobs' next announcement (master the message). Jobs understands probably better than most what it means to offer a "whole product" (the MP-3 player AND iTunes) and masters the messaging better than any of his competitors. Apple doesn't just create a new technology - in fact they are technology laggards - they create a product that works and provide an excellent experience that seems cool. Sony, Dell, Samsung and H-P must cringe everytime Apple steals a march on them, because Apple has a constancy of vision and the ability to deliver experience in a package that none of these other firms have yet been able to match.All the Jobs stories are here - how he dropped in at Reed College in calligraphy, his time in an ashram, the early glory days, the days in the Wilderness, his return to Apple. All of them seem to have had an effect on Jobs as a thinker and innovator, according to the book. Somehow I doubt that conclusion. While Jobs is the summation of his experiences, he was always an iconoclast, zigging where others zagged. His experiences may have shaped his thinking, but the kernal of what he is was there all along. You can't innovate like Jobs because he is Jobs and you aren't, but that's OK. We only need a few Jobs' to set a standard. You can learn a lot about Jobs and his different perspectives, and begin to apply these ideas in places that are far different from Apple. However, you can't simply change a culture of any firm to align it to Apple's thinking, or Google's structures, overnight, and it would be difficult and distracting. What you can do is identify the iconoclasts within your firm and begin to encourage them to think different. Therein lies the genesis of innovation success. Demonstrating that people with unique insights who want to create great change can work within a large, staid organization successfully, rather than having to create a completely new company.This is a good book, well organized and well written that reminds and reinforces our image and knowledge of Jobs. At the end I am left with the fact that some people are so unique and different that we can't hope to copy them, but even pale imitations may take us a long way. The real question is how many people have the courage to try.The Innovation Secrets of Steve Jobs: Insanely Different Principles for Breakthrough Success Overview

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Business Notes: Writing Personal Notes That Build Professional Relationships Review

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Business Notes: Writing Personal Notes That Build Professional Relationships ReviewFlorence Isaacs does a masterful job of informing the business professional of the incredible importance and influence of notes. Notes are the bridges between professional relationships, and can determine the future of your business. Whether it be a thank you note for the previous day's lunch, the birth of an employees child, even the kind of pen to use, Isaacs covers everything you need to know about writing successful business notes. I highly recommend this book to anyone who wants to take their business relationships to the next level.Business Notes: Writing Personal Notes That Build Professional Relationships Overview

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