Management Book Reviews

"Managing People," by Stephen P. Robbins

Reviewed by Toni Edelson 

            This book provides great insight and advice to those who find themselves managing people in the business world. In this book, Robbins organizes his insightful tips into ten parts which span from topics such as hiring all the way to performance evaluations. The ten parts are then further divided into fifty-three truths, each with a page or two explaining the specific truth in greater detail and giving information on how to best use that knowledge.

         Robbins explains that to get the best out of an interview with a prospective employee, it is important to make the candidate feel comfortable and at ease. He teaches that being an effective interviewer entails asking each candidate the same set of questions, explaining the interview and hiring process to the applicant, and not asking questions about marital status, religion or other topics that may be prohibited by law.

            Robbins also says that experience is not as vital a part of leadership as people may think. He explains that although people seem to judge an effective leader by their amount of experience, that the quality of one’s experience is not necessarily linked to the amount of time in a given job. He also says that not all job and leadership experience can be transferred to the job at hand. So although one person may have ample experience managing a team of employees that experience does not automatically mean that they will be equally as successful in a different position that involves managing individuals rather than a team.

            “Be aware of the quick fix” is another of Robbins’ truths that I find to be particularly astute. The author advises that managers should be wary of the management technique fads that are constantly popping up and offering a quick-fix to complex management issues. He likens these ever present simple-solution fads to those that dieters are often lured into believing. Robbins believes in using new ideas and theories as tools to guide and help you as a manager, but urges us to understand that no single new strategy can change and repair an organization.

            Another of the significant points that the author makes in this book is that contrary to the old adage, one can in fact “teach an old dog new tricks.” Robbins recommends that managers don’t assume that older employees are past the point of being able to learn and therefore not able to be trained. Research, as the author explains, says that a worker’s age has no influence on their capability to acquire new skills and training. In addition, older employees have been shown to have fewer avoidable absences, be more committed to their work, and be less likely to quit. However, with this knowledge, managers must be mindful of the fact that older employees still need to be competitive and perform well in comparison to their younger counterparts.

            I believe that this book offers a good approach to management because it suggests strategies and a management style that can be applied to any type of business and any manager. It dispels management myths that have been obstacles in the way of efficient management for decades and addresses each aspect of management, including all the information a new manager might need.  The simple format of the book means that people will not be discouraged from reading it  because of a lack of time and can read small sections at a time.  Managers can pick up this book as their management journey begins with the hiring process, refer to it as conflicts arise, and then again when issues of employee turnover and firing come about.

In contrast to the various management styles we have look at it in class, this book does not offer a plan to completely revamp a business’s management style and give advice on how to control each facet of the business; rather, Robbin’s book gives numerous guidelines and pieces of advice that can be adapted to a business either as a singular tidbit or along with others given that he provides.

            I would most definitely recommend this book to other public relations students. It gives perceptive management knowledge and advice in a format that is both easily read and understood. As PR students, we are not necessarily very business-minded and can therefore benefit greatly from a book that gives such simple yet vital knowledge and presents it in a way that does not require a business degree. 

"Talent Is Overrated," by Geoff Colvin

Reviewed by Samantha Riddle

            Geoff Colvin attempts to break the traditional view that innate talent and hard work exclusively determines in what makes world-class performers. By researching top performers across several industries, such as sports, music and business, Colvin determines that what is critical to the quest of excellence is a special kind of hard work, known as deliberate practice. The idea of deliberate practice, according to Colvin, is the essence of great performance.

            Deliberate practice is characterized by several elements. It is activity designed specifically to improve performance, often with a teacher’s help; it can be repeated numerous times; feedback on results are continuously available; it is highly demanding mentally, whether the activity is intellectual or physical and it is not fun. Colvin demonstrated this concept by sharing the experiences of several individuals. One of the best examples is NFL receiver Jerry Rice. Rice was not a top pick of the draft, and most coaches saw him as only an average player when he was beginning his professional career. But what made Rice the greatest receiver in NFL history was that he devised an off-season training regimen that was so demanding and challenging his coaches wouldn’t describe it to the public for fear they would injure themselves trying to replicate it.

            Colvin then describes how the best organizations apply the principles of great performance. With a changing economy, the standards of performance are rising more quickly than ever. Colvin’s research found that today’s best young employees are demanding that employers help make them better performers. The best companies at applying the principles of great performance are placing the development of employees near the top of their company agendas.

These organizations follow several rules to obtain great performance. They understand that each person in the organization is not just doing a job, but is also being stretched and grown. One problem of organizations, according to Colvin, is that they deliberately assign people based on what they’re really good at, not what they need to work on. Organizations that apply the principles of great performance also find ways to develop leaders within their jobs, encourage their leaders to be active in their communities, understand the critical roles of teachers and feedback, identify promising performers early, understand that people development works best through inspiration (not authority) invest significant time, money and energy in developing people and make leadership development part of business culture.

            Some of the best companies have begun to apply these principles, and they have made an incredible impact on their business. From the CEO of Proctor & Gamble to the CEO of General Electric, leaders of major companies have begun to incorporate the principles of great performance into their everyday business practices.

            This idea can be applied to many management styles, particularly MBO and the “new” management style. MBO offers individuals tangible results, as well as the possibility to evaluate themselves before, during and after performing tasks. The “new” management style emphasizes teamwork and accountability. Accountability and evaluation are both main ways Colvin argues individuals are encouraged and receive immediate feedback to know which areas need improvement.

I believe that the principles of great performance offer a simple, yet effective management theory. I personally believe the idea of placing people into stretch positions is something that would help grow not just individuals, but entire organizations. The competitive pressure placed on businesses makes it difficult to pull accomplished employees out of jobs they do extremely well and place them into positions where they may struggle; however, for employees trying to improve, making real decisions in real time is the central practice activity that produces growth. One of the main things I found interesting is that Colvin completely discredits the idea only a select few are ordained to be great performers, but argues that everyone has the ability though the price may be high.

            This book is a great reference for individuals who are looking for ways to improve at what they do. This book taught me that you cannot simply practice something and expect to get better, but that you have to deliberately challenge yourself in specific areas that need improvement. It is not easy to practice the very things that you do not excel in, but the outcome outweighs the price. In school we are taught to be the best, yet many of us believe that great performers have an innate talent that made them great which causes many of us to become discouraged. This book challenges that idea and has helped me to reevaluate my thought process on being great, and it has helped me to believe that through deliberate practice I too can be great at what I do. I would recommend this book to other students not only because of the application to organizations, but also because of the personal applications I was able to make.

           

"E Pluribus Unum," by Harold Burson

        Reviewed by Sheryl Gudelsky

 

E Pluribus Unum is the personal memoir of Harold Burson, written after his 35 year career as the head of Burson-Marsteller.  Published in 2004, it is an account that describes the ways in which Burson, his associates and hundreds of employees all over the world contributed to making Burson-Marsteller one of the first global public relations firms.  Throughout the book, he recognizes the commitment of others, while depicting his own personal leadership style. A survey conducted by PRWeek once described Burson as, "the century's most influential PR figure," after he worked for over 50 years in the field.

            Harold Burson describes his first career defining moment as the day in which he was asked by a teacher to be the Humes High School reporter for The Commercial Appeal, the Memphis daily newspaper.  Burson worked as a "stringer" for the same newspaper while attending The University of Mississippi, which allowed him to pay his way through school.  His first experience doing work related to public relations came when he served as the acting director of the school's publicity department. 

            In addition to his long-standing relationship with The Commercial Appeal, Burson's ability to lead was shaped through his experience in the military.  It was while he served in the Army that Burson made the decision to start his own public relations firm upon his discharge. 

            Burson notes that it was his time running a small, growing business that eventually prepared him for the large role he would later assume with Burson-Marsteller.  He tells of the hardships involved with becoming an entrepreneur, and of being solely responsible for handling the expectations of both clients and employees.  However, this time period allowed Burson to gain important knowledge and experience, as well as business contacts.  As a leader in this position, he made it his job to become more informed in the trade by reading a variety of published materials and seeking out public relations organizations.

            Teaming up with Bill Marsteller's advertising agency led to extreme growth of both the public relations practice and the leadership skills of Harold Burson.  They opened Burson-Marsteller with a staff of five in March of 1953, and before the 1950s ended they had notable revenues and had an account with General Motors.  It is evident through Burson's description of the growing company that he and Marsteller employ the Management by Objectives method.  Burson had a clear vision for Burson-Marsteller, and foresaw the company’s potential for great expansion by combining public relations and business.  In a few instances within the book, Burson depicts the ambitious "To-do" lists tackled.  He also talks about the "steps" taken by the company in their quest to go global. These lists include long-term and broad objectives to strengthen the company, and often require involvement of all level employees and managers.  This management method offered the firm tangible results, and allowed the company to improve continually.  For example, Burson details a simple financial goal used at one point called "the rule of fifteen."  This represented the company's goal of growing 15 percent annually and earning an after-tax profit that returned 15 percent on equity after paying 15 percent of covered salaries into a profit-sharing fund.  This type of management kept Burson-Marsteller focused on the future, as well as its potential opportunities to grow and to open offices around the world.  By setting goals and implementing action plans, Burson-Marsteller was able to accomplish the objectives on their lists, which often included specific countries or regions in which they wanted to open offices.  Thus, their results based process of leadership and management required differing strategies for each region that the company entered. 

            Clearly defined organizational structure and roles are other important aspects of Burson-Marsteller management.  For example, at one point Burson mentions group managers, who were designated to handle client relationships.  Burson often refers to employees by their associate or manager titles, and even speaks about the organizational hierarchy.  However, he makes it clear that he values the thoughts and input of all workers, and often gives credit to the hard-working and dedicated Burson-Marsteller employees.  He refers many times to the decisions he made along with his associates, and talks greatly about utilizing the strengths of others.

             Burson's ability to delegate is demonstrated in his handling of the Tylenol crises, when seven individual died after taking tainted pills.  He describes the true "hero" behind the situation, Johnson & Johnson's CEO Jim Burke.  Burke took charge, and was twice able to maintain the reputation and positive public image of the Tylenol brand and the Johnson & Johnson company.  By working closely with Burke and Johnson & Johnson, Burson-Marsteller set a new standard for crisis communications.

            Harold Burson's E Pluribus Unum would be an appropriate piece for any individual in the field of public relations, business or management to read.  Burson-Marsteller clients range from international companies, to government agencies to nonprofit organizations, and thus Burson's account will impact those with varied interests and goals.  Burson's management and administration tactics can apply to many individuals who wish to become an entrepreneur or an effective leader.  Much can be learned from Burson, who valued and respected all associates and workers within Burson-Marsteller.  Likewise, he constantly worked with and learned form other leaders from around the world.  Throughout the memoir, Burson highlights the personal and business relationships across the world that he cultivated and used in order to build a successful and rewarding career for himself, as well as thousands of others.

"Managing a Public Relations Firm for Growth and Profit," by A.C. Croft

Reviewed by Brittany Raines 

Managing a Public Relations Firm for Growth and Profit, by A.C. Croft, is an insightful book from a man with more than 25 years of PR experience about how to successfully manage and market a PR firm.  He includes profiles of professionals that tell of their successes and mistakes to avoid.

            Croft first starts by explaining that the PR firm’s function is to “serve its clients to the best of its ability and in their best interests at all times.”  Its purpose is to “achieve and maintain levels of income and profit that will ensure a reasonable financial return to its owners and faith and competitive compensation to its employees.” The basic responsibilities of the firm are to listen to the voices impacting the clients, report and interpret what is heard, communicate honestly and fully, prove that the firm’s effort moved mountains and get the bills out on time.  When developing a marketing plan, it is important to set a goal such as to spend at least 40 to 50 percent of the time actively seeking additional business. 

            When evaluating the firm, Croft says, do it objectively.  Assess the agency strengths and weaknesses; evaluate service potential, market potential and profit potential.  Analyze competition and then develop a unique strategic position.  Marketing a firm includes being visible, writing and speaking, treating employees and applicants well, using business contacts and communicating regularly.

            When designing a new business campaign, a substantial amount of time for the quest for new business must be committed.  It is essential to conduct a focused, budgeted self-marketing campaign and act smarter than competitors.  There should be equal measures of research, planning and strategy in the new campaign.  Important business truths state that the first encounter with a prospect is critical. A prospect’s agenda may not be as it seems and the priorities are seldom the same as the firms.  One must be able to bounce back from rejection and remember that winning clients takes time.

            A long-range business plan should extend at least three to five years and should include a description of the firm, an analysis of the market, a portrayal of competition, an overview of current and planned services, a marketing and sales plan, a personnel profile and a pro-forma financial statement.  Marketing strategies include establishing growth goals, developing a strategic position, encouraging staff productivity and controlling costs.  Croft expresses the significance of delegating tasks and living within a realistic budget.

            There is a philosophical approach to determining whether a firm is ready to grow or not.  Questions needed to be asked include: Is my credit line or cash flow good enough? Do I have the systems in place or in development that I’ll need when we get bigger?  Crisis and disaster planning is critical by preparing for those that can damage the firm’s reputation, those that can damage the ability to serve clients and those that can impact the financial resources.  Croft ends by saying that once one knows how to run a growing and profitable PR firm, it is time to have some fun with it.

            Croft’s book seems to correspond to management theories learned in class. There are similarities with the management by objectives (MBO) style such as setting goals, objectives, and accomplishing tasks to show the firm’s worth.  There is great emphasis on creating an action plan, implementing and evaluating it, to meet the goals and objectives.  It talks about tangible results and evaluating the program. 

Also, Croft stresses employee and applicant relations and productivity, similar to the total quality management (TQM) theory.  Croft believes it is important that PR firms do superior work for their clients and expect nothing but the best.  Components of the “new” management system include promoting the process and inspiring managers to look at how their firm is organized.  However, in my opinion, this book is most consistent with the MBO strategy of management.

Croft’s advice for running a PR firm utilizes the basic concepts students have continuously been taught.  Campaigns need much research, planning and strategy.  He emphasizes analyzing strengths and weaknesses and developing a unique position.  This book is based on a desire to make a profit with an effective business plan.  Recruiting and retaining employees is essential to the plan, as well as crisis planning.  All these ideas cumulate into a solid foundation for the future.

I would recommend Managing a Public Relations Firm for Growth and Profit, by A.C. Croft to other PR students.  It is solid, logical and consistent with other theories.  Croft’s summary of his beliefs is not a new, foreign idea.  While reading, I was not surprised by any of the information I found.  It was straightforward almost like a text book.  However, it was organized in a manner which made it easy to follow and understand.  Simply, public relations is about managing relationships.  Croft goes into great detail about how to make a firm succeed.  I believe this book would be especially helpful for those who may want to be any level of manager in a PR firm.

"It's Our Ship," D. Michael Abrashoff

                                    Reviewed by Liz Savadelis

 

       

          In "It’s Our Ship: The No-Nonsense Guide to Leadership," Captain D. Michael Abrashoff of the U.S. Navy builds upon the management techniques and ideas from his first book, "It’s Your Ship: Management Techniques from the Best Damn Ship in the Navy," and relates them more to the leadership that is needed to run a business. Captain Abrashoff, a graduate of the prestigious U.S. Naval Academy, uses his own experience as a former captain of the USS Benfold to explain his theories about what kind of leadership is needed to help a “team” or other group of people in a business work together more effectively and efficiently. Abrashoff approaches and explains his leadership theories by taking the reader through his process of hiring new employees and observing their adjustment into their new work environment.

            First and foremost, according to Abrashoff, a good leader should make sure that everyone in the company gets started on the right foot and continues to make forward progress. Avoiding “frosty welcomes” is key because it makes new employees, or in this case, crew members, nervous about their new positions, when eagerness and an open mind is what is desired for new hires. Abrashoff’s belief is that this wariness can cause the actual goals of the organization to be impaired.

            Another basic belief of Abrashoff’s is that a company’s definition of excellence should be spelled out for employees from the very beginning. He makes many suggestions about how to demonstrate this to employees, such as sharing decision-making responsibilities and showing respect for even those in the lowliest positions. Abrashoff stresses the importance of on the job training and team-building exercises as a way to create camaraderie and an all-around respect for the excellence that is expected. He relates this to the title of the book by saying, “The sooner you make it ‘our’ ship, the sooner you and your crew will be cruising at flank speed.”

            Abrashoff also discusses the importance of listening to your employees and asking questions, even when someone bears bad news. He shows that sometimes, it is in the best interest of the company and its employees to face bad news and address problems, because there can be no progress if all of the employees are always avoiding conflict and pretending that nothing is wrong. Abrashoff offers these suggestions: “Aplaud candor even when it hurts; keep your preferences to yourself to prevent suck-ups from parroting them back to you; and privately challenge questionable decisions from on high.” Abrashoff also stresses the importance of not being a careless and weak leader, because this will surely lead to bickering, sabotage, and an overall dysfunctional workplace.

            Trust was also a recurring theme for Abrashoff. His own experience of verifying trust included outlawing devious, manipulative, and self-serving behaviors, because these practices create an unstable and untrustworthy workplace to employees. They have no doubt that their leader wouldn’t think twice about sacrificing their best interests to obtain his own.

Other important ideas included “leading by example.” Although cliché, this idea is crucial for managers and acting recklessly is downright dumb. There should always be a plan B, even if the payoff for a risk makes it worth the risk. When talking about leading by example, Abrashoff says simply, “Leaders really have no choice.” He stresses doing the right thing in any situation because the rewards will be seen later. His last idea was inspired from the namesake of his ship, the USS Benfold. He tells a meaningful story about how Edward Benfold sacrificed himself to save two marines that he was tending to in the Korean War. Abrashoff always wanted Benfold to be proud of his ship, and hence, Abrashoff and his crew always strived to “do the right thing.” This made his story even more relatable to the reader.

Abrashoff offers many unique and intriguing theories about leading a company, or in his case, a ship. The many colorful examples from real business and major corporations throughout the book serve as testimonials to the ideas presented by Abrashoff. And although some of the basic ideas seem repetitive and absurdly simple, the applications in the book show how much of an impact they really have on a business. For example, Abrashoff created some trust and respect on his ship while at the same time getting feedback by talking with his sailors regularly over the PA system and sending “spies” out to gauge the reaction from crew members. He was able to see what worked and what did not without ever even having to call anyone out personally.

This is a unique read, and I would definitely recommend this book to other public relations students. I say unique because Abrashoff does a very good job of using Navy terminology and sayings and relating them to everyday jobs and tasks in a business. The Navy examples create a descriptive and surprisingly easy to read picture of how to put some of these ideas into place and how they already have been used in the past. He describes how each member of the crew played their role and helped achieve larger goals, and how he kept them happy along the way. The same security and enthusiasm is needed for success in the workplace. Public relations professionals oftentimes work directly or closely with other departments within a business, and trust, camaraderie, and mutual goals are all essential to getting the job done both efficiently and effectively while keeping everyone happy.

 

"Managing Knock Your Socks off Service," Bell & Zemke

                                              Reviewed by Carissa Sinacori

World class service is extremely important in today’s society.  If customers are not happy, then no one is happy and business will not continue or succeed.  In Managing Knock Your Socks off Service, Chip R. Bell and Ron Zemke explain the secrets to management and provide useful wisdom into the world of service.

The first step in service starts with hiring good people, and working hard to keep them.  Being highly selective is the key; one should never settle on an employee just because they are available to start working immediately.  Job selection has almost become like an audition; people are cast into roles instead of being hired for jobs, and they are expected to put on a show for consumers. 

In order for customers to return, the employees must perform well.  Employees must be formally trained and it is best to avoid the day one “information dump” style of training.  During training, employees need to experience how a customer should be treated and how they should feel.  Managers should act like coaches, not bosses.  They need to set the example of doing things correctly and lead others to join them.  It is not possible to make people care, but it is possible to motivate them.  Employees must feel trusted and secure in the workplace in order for business to flourish.  

Retaining employees makes good business sense; it is especially important to keep turnover low among the highest performing employees.  Loyal, motivated employees will help bring business back; therefore, the better employees are treated the more successful an organization will be.  It has been proven that more workers leave because of bad managers, not because of pay or benefits.  When employees make an effort to satisfy customers, they should be recognized and awarded.

Customers must be treated well and understood; they must be respected, cared for, trusted, and loved.  Feedback must be measured in the language of the consumer.  Listening to customers is vital in order to meet their changing needs.  Some important listening methods include face to face, layered group listening, comment and complaint analysis, multichannel response systems, monitoring online buzz, and customer advisory panels.

Customer silence is a big deal.  Most customers do not speak their opinion because they do not think the organization cares or will create change; others are scared to speak their minds.  It is possible to address and correct complaints, but most customers with serious problems just turn to another service provider.  Bell and Zemke argue that a system should be in place so customers can complain easily.  Feedback is extremely valuable, because it fuels growth and development. Customer feedback should be asked for and listened to, because customers need to trust their organization.  Details are important and complaints must be treated as opportunities.

In order for a business to succeed, a “big picture” must exist.  It needs to be clear and well thought out; this will help match short term goals with long term ones.   Employees must be aware of the goals, and their behavior should reflect them; they must know what to do, and when to do it.  They should have some form of empowerment.  For example, an employee should be allowed to bend or break a rule if it is in the best interest of the customer.  Measurements of achievement must exist and guide decision-making.

Service standards must be balanced between company capability and customer expectations.  A goal of the company should be to make service more obtainable over time.  Good systems and procedures should exist, but should be altered when necessary.  Companies need to develop “easy to do business with” (ETDBW) systems. 

Reliability is a key concept, but organizations must also add “magic” in order to differentiate their products and services from others.  It is important to impress people so that they will come back.  When something goes wrong, good recovery is vital.

I believe that Bell and Zemke offer a good approach to management and leadership.  Their beliefs go hand in hand with Total Quality Management (TQM) rather than Management by Objectives (MBO) or new management.  Bell and Zemke focus on pleasing consumers and employees.  They feel that the consumer must be satisfied with a useful and dependable product while being taken care of.  Delays, mistakes, and defects must be eliminated in order to please the customer.  For example, being put on hold and transferred multiple times was described as ineffective service that should be eliminated.  Leadership should be adopted so that mistakes can be fixed and customers can be happy.  Employee empowerment is necessary; in order to improve customer satisfaction, employees must sometimes possess the freedom to make decisions or override particular rules.  Two way effective communication is the best communication; it eliminates fear and increases trust which enables employees to work more efficiently and productively.  A level of understanding should be built between managers and employees.  Quality is important and so is improvement.  The customer’s needs should be met and the long-term goal is important; the big picture must always be kept in mind.  Continuous improvement should be made over time.

Bell and Zemke offer great management advice in Managing Knock Your Socks off Service.  Their advice is valid and seems extremely useful.  They support the idea of quality and satisfying customers; they recognize that management has become increasingly customer driven.  In today’s society, customers decide which businesses will thrive and which will fail.  Managing Knock Your Socks off Service was a terrific book on management.  It was easy to follow, the ideas were stated clearly, and many examples were given.  I enjoyed this book, because I learned a great deal about management.  The knowledge that I gained will allow me to provide “knock your socks off service” to anyone I encounter!

"Lead Like Jesus," Blanchard & Hodges

Reviewed by Alexa Gordon

                  After world-renowned success for the book “The One Minute Manager” Ken Blanchard decided that something significant was missing from his lifestyle and his leadership. He had spent years being a professional leader as well as teaching others how to be a more effective leader. Still, something inside of him yearned for something more. In the late 1980s, Blanchard became a committed follower of Jesus Christ. From that moment forward, he continued to use his gifts in leadership for a different goal. After starting the Lead Like Jesus ministry, Ken Blanchard and Phil Hodges decided to write a book summarizing their hearts for leadership. The book was very simply named Lead Like Jesus.

                  After spending much of their life trying all sorts of leadership styles, Blanchard and Hodges realized that Jesus Christ is the greatest example of a leader we could ever ask for. Jesus Christ is a servant leader. Blanchard and Hodges examine the heart, head, hands and habits of Jesus Christ. If we ever want to be a successful leader God intended us to be, they assert, we too have to be servant leaders, not self-serving leaders. A servant leader is a leader who serves rather than be served. Blanchard and Hodges focused on four things that are necessary to be a true servant leader.

                  First, the book illustrates the heart of a servant leader. The heart is where a servant leader begins. The things inside our heart define how we as humans view the world and ultimately how we act. To be a servant leader means that the heart is not secretly motivated by self-interest. Blanchard and Hodges continually draw attention and focus on fear, pride, and the ego. The chapter is full of reflect on these issues and how they can drive people to be self-serving leaders.  A servant leader must be aware of these issues. Jesus teaches us that by continuing to develop a relationship with God and worship Him, or hearts will change. The more our heart changes, fear, pride, and egos lose control of our hearts.

                  Second, Blanchard and Hodges describe the head of a servant leader. The head contains someone’s perspective and visions. A servant leader’s perspective must have intent and must have motivation. A servant leader must also have a vision. This vision must have three parts. The vision must have a purpose, a picture of the future and values. To implement a vision, a purpose, a picture of the future and values have to be clearly defined. To lead without defining these areas is a dangerous practice for a servant leader.

The second half of the book focuses on being a leader externally. It also focuses on how being a leader on the inside drastically affects how we are leading on the outside. Blanchard and Hodges explain that to have hands like a servant leader means to implement the internal leadership skills in an external manner. Servant leaders are called to disciple and invest in followers, employees and family members. We must physically invest our lives, time, and hands with love to whomever we are leading.

            Last, but not least, are the habits of a servant leader. To be a servant leader, to be like Jesus, we must develop habits like Jesus. Blanchard and Hodges write that you cannot have habits like Jesus if you don’t have a heart, a head, and hands like Jesus first.  To have habits like Jesus means to have solitude, prayer, study and application of scripture, accepting and responding to God’s unconditional love, and involvement in supportive relationships. This section examines the daily activities of Jesus in scripture. Daily Jesus was in solitude, praying, studying and applying scripture to his life and others, he was accepting the love from the Father and showering it onto others and he was also involved in supportive and intimate relationships. To be a servant leader means to have these same habits and according to Blanchard and Hodges, they are a natural result of having a heart, head, and hands like Jesus.

I believe this book provides a picture of servant leadership in a profound light. It uses scripture to paint the true meaning of servant leadership. I believe the authors break down scripture and show us what it means to really lead like Jesus. Blanchard and Hodges make it easy to understand how Christian leaders are called to live and lead, no matter what their position.

 This style of leadership is mostly different from our management styles discussed in class. This book focuses more on the leader individually. It does not discuss details concerning a company, product quality, a company’s success, or employee strategies. To believe in this management style is to believe that the leader’s character is the most important thing about the company and will affect the company as a whole.

                  I would highly recommend this book to anyone who knows Jesus Christ personally as their Lord and Savior and to anyone who is desiring to discover a new way to lead in a world full of corruption and the misuse of power. I would also recommend this book as a starting point to leadership. This book is only a foundation for leadership because it examines how to prepare to be a leader. It does not discuss a corporation or business as a whole, only the character of a leader; I also find this book applicable to any field, including at home in the family. Whether you are a Christian or not, I find this book significant for public relations because it emphasizes the importance of authenticity and consistency. Whether you are gaining the trust of your employees or the public, being authentic and consistent is crucial. Being the same person internally as you are externally will set you up for being a leader in a powerful way. 

"Eat Mor Chikin, Inspire More People," by Truett Cathy

Reviewed by Lauren Montero

In an era when profits, not people, are the driving force behind business Truett Cathy offers a refreshing approach to business management based on one simple concept: loyalty.

Loyalty to customers.

Cathy took his first step in the business world at age eight by selling Coca-Cola door-to-door for a nickel. His business then developed into a roadside stand where he served ice cold Coke to salesmen and other thirsty people. Soon Cathy had earned enough to buy the most important purchase of his life, a bike.

With his bike Cathy began selling newspapers. Through selling and delivering newspapers Cathy realized the key to success—take care of the customer. Cathy built his business one customer at a time. He soon learned it was easier to keep a customer than replace one. Cathy delivered total commitment and dedication to his customers as well as the customers that other newspaper boys lost because of poor service. Cathy learned early on that satisfied customers are the most effective ways of promoting a business.

Cathy uses the same methods in developing customer loyalty at Chick-fil-A. He insists that every customer be treated like the most important customer in the world. Cathy says, “Courtesy is cheap to provide, and it pays great dividends.” He finds motivation in the compliments he receives for their food service and food quality. Chick-fil-A employees are expected to do everything they can for a customer to ensure the ultimate customer satisfaction.

Loyalty to employees.

Chick-fil-A experienced its first big financial crisis in 1982. First, two big hamburger chains added chicken items to their menus; previously Chick-fil-A was the only quick-serve restaurant that has chicken on the menu. The huge increase in demand for chicken breasts forced chicken suppliers to drastically increase their prices. Coupled with inflation in taxes, wages, and utilities the business experienced decreased sales even with more restaurants. That year Cathy chose not to take a salary because he didn’t want to raise the prices on the Chick-fil-A menu or to cut the salary of any employee. That is the kind of loyalty Cathy has to his employees. He wants everyone to feel secure in their jobs.

Similarly, Cathy has great commitment to his franchisees (operators). Cathy carefully selects each operator based on a vigorous selection process, he invests great knowledge and training in them, and they repay him by being loyal and maintaining long term commitments. Cathy makes Chick-fil-A feel like a family working together which fosters a feeling of loyalty. Cathy believes putting trust in employees motivates them to perform better. He attributes the great success Chick-fil-A has achieved to the trust he gives to each employee.

Loyalty to Chick-fil-A.

Cathy carefully considers all the employees, customers and operators of Chick-fil-A when he makes a business decision. Cathy made the decision to keep Chick-fil-A private instead of public because he did not think the company could maintain the same dedication to people and principles. Instead, Cathy believes in growing slowly at a pace the company can handle on its own. He would rather open up fewer great restaurants rather than open up lot of poor ones.

Cathy sees the desire to grow quickly as the most common failure for companies. According to Cathy, setting goals is a recipe for disaster because a company will cut corners and develop a poor base in trying to reach its goals.

Loyalty to himself.

Cathy has great devotion to God. Because of his beliefs, he has made God an important part of Chick-fil-A. The company’s Corporate Purpose states they should “glorify God by being faithful stewards of all that is entrusted to us.” Many of the opportunities the company has had over the years Cathy has considered blessing from God. All of his restaurants are closed on Sundays in order for families to worship and be together. Blending his beliefs into the company gives Cathy happiness and greater purpose. It has allowed him to start and fund charities he believes are important. Most admirably Cathy hasn’t had to compromise himself or his values for Chick-fil-A.

Chick-fil-A has had incredible business success which can mostly be attributed to Cathy’s management style. Chick-fil-A achieves higher sales per square foot than McDonald’s despite the fact that Chick-fil-A stays closed on Sundays. Chick-fil-A has never had to issue stock to finance the creation of more than 1,000 restaurants costing at least $1 million each. The business has grown to over $1.25 billion in sales, a feat that is practically unheard of in the quick-serve restaurant business. Cathy achieves this business success with a simple style. He promises good quality while giving and receiving trust and loyalty over a long period of time. Many businesses can’t commit to the same promises as Chick-fil-A. For Cathy, that means a continuous flow of new customers who will become loyal followers of Chick-fil-A.

Cathy’s business approach completely follows the total quality management style. Like TQM, Cathy preaches quality and customer satisfaction as his mantra. Every single individual at Chick-fil-A from the top executives to the teenager working the cash register is expected to deliver the highest quality product they possibly can. Cathy instills his ideals in each individual by acting as a model for others to imitate. He doesn’t believe in creating goals for people or the company. Cathy believes a business that creates lofty goals for itself ends up losing sight of its values. Chick-fil-A is rooted in its values, so losing them would change the face of the company.

Cathy’s approach to business is like a breath of fresh air in a world where profits are the biggest concern for businesses. It is a public relations dream to have a company so dedicated to its customers as well as its employees. Also, Cathy puts great trust in his employees who have expertise he does not have. Such trust allows all employees including public relations professionals to think and act creatively. Chick-fil-A strives to do its very best to please every customer; from a public relations standpoint that makes communicating with the publics free and easy. 

“Leadership Lessons of the Navy SEALS,” by Jon Cannon & Jeff Cannon

Reviewed by Ryan Barnes

            The U.S. Navy SEALS, formed in 1962 under President John F. Kennedy, are an elite combat force that counters insurrections and terrorists organizations around the world.  Lieutenant Commander Jon Cannon has spent ten years in the SEALS; his career with the Navy took him throughout the world and put him in key leadership positions in countless life and death operations.  His brother and co-author Jeff Cannon graduated from Syracuse University and works for an advertising company in Los Angeles.

            The book outlines the first step of leadership as defining what success to the company is and then setting goals or objectives to meet that success marker.  These goals set a clear plan of where the company is going.  This plan gives those on board an unquestionable direction to follow.  The objectives show the path on which the company will reach these goals.  The book shows the objectives as the key feature of the plan.  Goals become to lofty if there is not a solid plan laid out that illustrates how the company is going to get there.  Objectives should be written for the long-term and not for short-term or quick fixes.

            Achieving these goals takes the entire organization working together for the same purpose.  The Cannons believe that an almost tangible structure must be created.  The structure will allow every member to know their individual place and role in the organization's journey to success.  Although this means having a pyramid style structure with the leader at the top, they stress the importance of letting everyone be a part of the decisions being made.  The structure also breeds accountability. Each member must be accountable for their own actions and the actions of those below them or else nothing will be done correctly, but instead things will be done poorly with those in charge looking for a scapegoat. 

            The Cannon brothers both agree that there has to be a recognizable leader in the organization.  Someone must be willing to make the big decisions, along with the big hits; this person must be moral, ethical and unapologetic.  Without this figurehead the organization will fall from either lack of leadership or from over leadership, where too many people are leading in too many directions.

            The book then talks about leadership of the employees.  Every employee can be a leader in one way or another, but that leadership must fall in line with the overall company goal and behind the leadership of the management.  These leaders work in two ways.  They lead and motivate those in the company that management may not have time for and they serve an important role of keeping the boss accountable for their decisions.

            Lastly, the book discusses maintaining the organization’s momentum.  To keep the organization’s momentum going, it takes a team effort of the employees and management alike.  They must all keep their eyes on the long-term goals.  Over time, it would be easy for the members of the organization to forget the level of success that they were initially aiming for over time.  Management and employees must remain determined and set on accomplishing their overall goals for the organization to reach success.

            This way of running a successful organization would be better tailored to small business.  The concepts in which the Cannon brothers propose to run a business could be considered micro-managing in some respects.  This management by objectives (MBO) which they endorse is primarily based on strong leadership and weak employees.  This style needs a truly great management or else it will fail.  Bigger organizations would be better suited putting some decisions in the hands of the employees; this will give them a sense of empowerment, which would result in higher productivity and employee satisfaction.  The overall structure of the MBO has proven to work in many cases, but it would accomplish more that it sets out to do if it gave the employees under management more responsibility.

            The book successfully plays back and forth from Jon’s military experiences to Jeff’s experiences in the civilian world.  Jeff does well at translating Jon’s SEAL operations into leading professionally in a business environment.  This book is a little more male oriented.  That is to say I don’t believe that many women would enjoy the Navy SEAL jargon and roughness in which the ideas in the book are presented.  With that being said the book has a straight-forward and logical progression from beginning to end.  It does well of explaining the main points and then moving on, without the repetition that readers find in similar readings.  This is a well written book on leadership that approaches the subject in a unique way.

"Remarkable Leadership," by Kevin Eikenberry

                                    Reviewed by Brittney Watson

Kevin Eikenberry’s book, "Remarkable Leadership," offered an interesting approach to leadership.  Eikenberry’s goal is to help his readers identify and become remarkable leaders by unleashing the leadership potential that is already within them and to help develop other leaders.

Eikenberry successfully assists his readers with understanding the role and characteristics of a great leader. Through his use of concrete examples, dependable resources, and a guide on “how to get the most out of this book,” his readers are able to easily interpret the leadership development process.

Each chapter focuses on traits or competencies that are valued and used to evaluate potential leaders within various organizations. The book highlights thirteen core competencies and includes several components within each chapter that encourages the reader to apply each concept to personal experiences.

The core competencies that Eikenberry identified were developed through experience, consultation, observation, and study. The thirteen core competencies of remarkable leadership are that remarkable leaders learn continually, communicate powerfully, develop others, champion change, build relationships, focus on customers, influence with impact, think and act innovatively, value collaboration and teamwork, and solve problems and make decisions.

I believe that every core competency is vital in order to become a remarkable leader, but I found the following skills to be the most important in leading others effectively.

Leaders are remarkable through continuous learning. In order to learn, it is imperative that an individual knows how to learn. This competency chapter provides readers with the cycle of learning (have an experience, reflect, generalize, and take action) and explains the importance of having a learning mind-set.

Effective communication is about connecting, according to the Remarkable Leadership.  It creates a community of understanding. The author focuses on communicating powerfully by examining the importance of communication style, the value of stories, and the presentation to groups for creating shared meanings and connecting with followers. It provides examples of four classic communication styles (doer, feeler, thinker and imaginer) and methods of how to communicate with others in a way that suits his/her communication preference. Types of stories are and various ways to open a presentation successfully and close a presentation with action are included.

The idea that remarkable leaders develop others is another competency that Eikenberry provided detail on within a chapter; he stated this as his initial goal for his readers. In order to be a remarkable leader and develop other leaders, it is imperative that you are selfless and not selfish. Assisting and developing the other is most important. Being supportive, providing feedback, mentoring and coaching are all important assets to remember when you are developing those around you more successfully.

After reading this book and reflecting on presentations from class. I realized that Eikenberry’s thirteen skills to being a remarkable leader parallel Drucker’s five roles of management: set objectives, organize, motivate and communication, measure, and develop people. These skills are crucial to being a great leader to and role model for others. In order to be an effective and respected leader, it is vital to have a mission as a leader and to be supportive and encouraging to those that follow you. According to Eikenberry, these characteristics allow others to “reach their potential in the context of organizational success.”

Additionally, the pointers from the book mirror views from Deming regarding total quality management. Deming focused on raising standards of excellence and innovation and setting goals aligned with consumer demands. Similarly, Eikenberry emphasized leaders’ desire and encouragement for others to think creatively.  Thinking innovatively and setting goals enable improved results.

This book is helpful because the chapters begin with a brief self-assessment of that chapter’s competency, which is then divided into skill areas that are designed to help the reader dissect the larger competency to find specific skills that are relevant. At the conclusion of each chapter, Eikenberry includes “Your Now Steps,” which are immediate action tips for the reader to apply the information covered in the chapter.  Lastly, “Bonus Bytes” provide resources to external materials that support the covered content.

I would recommend this book to anyone because it broadly shapes its readers into leaders, but specifically teaches individuals how to communicate and listen effectively, network with others and think critically. Not only does this book identify what a remarkable leader is and how to become one, it also coaches the reader on how to be a success in life by using the tips provided.