Management Book Reviews

"12: The Elements of Great Managing," by Wagner & Harter

 Reviewed by Bentley Worthy 

         Based on over 1 million surveys gathered by Gallup polls during the 1980s, social scientists found that 12 key points of managing emerged from the data.   Three relate to the ability to do the job based on knowledge and the work environment:  I know what is expected of me at work, I have the materials and equipment I need to do my work right, at work I have the opportunity to do what I do best every day and my associates or fellow employees are committed to doing quality work.  Five relate to emotional needs:  in the last seven days I have received recognition or praise for doing good work, my supervisor or someone at work seems to care about me as a person, at work my opinions seem to count, the mission or purpose of my company makes me feel my job is important and I have a best friend at work.  Finally, the last four relate to personal development and growth:  in the last six months someone at work has talked to me about my progress, this last year I have had opportunities at work to learn and grow and there is someone at work who encourages my development. 

         The twelve points were initially published by Wagner and Harter in First, Break All the Rules in 1999.  Combing insights based on psychology, brain-imaging, genetics and other scientific disciplines, with ten times the original amount of data, 12:  The Elements of Great Managing provides more in-depth knowledge of what makes a great manager.  Each chapter presents an element with an explanation and example of a manager that transformed a company by exemplifying that principle.  The book focuses on treating individuals with respect and providing them with an environment in which they can thrive.  The authors present what employees need to be most productive and demonstrate how those requirements can be met rather than establishing many rules a manager must follow.

         This approach covers all of the basic needs of employees:  an environment that provides the worker with necessary equipment, emotional support, and opportunity for growth and development.  In the book, a critique of The Principles of Scientific Management by Frederick Taylor is used to point out the errors of treating people as merely cogs in a corporate machine.  The approach places value on each individual’s talents and opinions.  While there are multiple examples for each principle, many still seem out of reach for some organizations, especially those with limited budgets.  The hospital that had a retreat to bring the technicians and nurses together is not always possible time or money wise.  Despite this, most of the elements are easy to execute and understandably greatly impact the productivity of the workforce.  Sincerely listening to comments, helping workers grow and giving them the means to accomplish their tasks are basic points that represent the ease of implementing these ideas. 

         While many management books present formulaic procedures to achieving a desired goal, in contrast, this one gives examples of how to put into action the knowledge the authors provide.  This approach can either be beneficial or detrimental depending on how managers choose to accomplish each element.  The book even jokes about a manager who commands his employees to work through the book by studying each element for one month, and how ridiculous the sixth month will be when they work on making their opinions count.  If the manager is not working to improve conditions, employees will continue to be disengaged at work, costing the company more and more money.  However, because there are no strict guidelines of how to put these needs into actions, managers can work at their own pace to increase productivity and cooperation using the principles as a guide.

         I would recommend this book to other PR students.  It gives an idea of what people are looking for in a work environment and how those needs can be addressed.  As a PR professional, interacting with many people from different areas of the company is essential.  By forming close bonds with them, through some of the twelve elements, a more fruitful workplace can be established.  Feeling like your opinion matters is desired wherever you are, having someone that cares about your development fosters a drive to do better and knowing what is required is essential to achieving goals.  These and other elements can be met by the PR person in a company, especially larger corporations where employees might receive morning emails or perhaps have managers that are not willing to listen to opinions or nurture growth.  Productivity is vital to any organization, having someone who understands what will motivate workers is a crucial, highly valued component.

"TQM in Action," by Pike & Barnes

Review by Katie Brown

The animal equivalent of a good TQM leader is the rhino – he does believe there are results to be gained eventually by banging his head against a brick wall, but he doesn’t waste his time looking for small prickly creatures to annihilate

In the book “TQM in Action,” John Pike and Richard Barnes provide an analysis of the development, definition, structure and implementation of total quality management. The first section of the book describes the origins of the system and the history of management. The next section provides a practical approach to TQM called the “Seven-P Process.”

Total quality management is defined as “a corporate business management philosophy which recognizes that customer needs and business goals are inseparable. It is applicable within both industry and commerce” (Barnes and Pike).

Barnes and Pike describe how the TQM approach is different than others in that it is more customer focused, integrates company strategy, employee involvement and responsibility across the board. The three original “thinkers” of this system are Edwards Deming, Joseph Juran and Philip Crosby. Generally, the three share common ideas about the concepts of TQM. All construct their philosophies on elements such as high levels of training, awareness of opportunity, recognition of employees and open communication, but the tactics each uses are slightly different.

Crosby emphasizes the use of Quality Circles and zero defects as a standard of performance.  The Quality Circles approach involves a group of about six people who come together to identify problems in the workplace and find solutions to present to management. A criticism about this technique is that it does not develop cross-functional teams. Deming emphasizes extensive market research and the importance of proper quality training. Juran’s ideas stem from creating cross-functional action teams to attack problems on a project basis.  Deming’s 14 points, Crosby’s 14 steps and Juran’s ten steps are all ways to practice TQM.

The book highlights that the major problem with the three approaches is that each have pitfalls. In part two of the book the authors provide what they consider to be a practical approach to management, “The Seven-P Process.” The main difference between the process compared to Deming’s, Juran’s, and Crosby’s is that it is chronological. Thus, it is more efficient. It brings all of the “thinkers” ideas together. The Seven-P’s are positive commitment, planning, participation, process control, problem identification, problem elimination and permanence. 

Positive commitment involves establishing a vision and putting the customer first. It must start from the top.  After the CEO establishes their commitment it is time to plan. Planning involves using research data and forming a Quality Policy Deployment. QPD is a management system that operates in a vertical hierarchy to establish objectives in all areas of the corporation. A good plan has good intentions and promises. The process of participation involves the need to communicate effectively and create involvement. Process control, problem identification and problem elimination are chronological steps for a company to resolve problems and change them.

The authors effectively demonstrate how managers can implement TQM in their organizations to improve overall performance. The book provides great examples, flow charts, graphs and step-by-step instructions on how the system works.  The opinions on the system are not limited to the authors; they use quotes from well-known managers in the corporate world. The techniques are broken down into steps or outlined at the end of each chapter, making it easy to understand.

I think that the book should have had a third section describing the major mistakes managers make while trying to implement TQM. Even though they prove that the system works, they should show how it can fail. I also think that some of the text was redundant. The book correlates with the facts mentioned in class about TQM. I like the idea that the customer is always right, and pleasing the customer and providing quality service will benefit your corporation. While I think that Barnes and Pike describe the system and demonstrate how effective it can be, I do not think that this system necessarily works the best. TQM focuses on quality but does not provide many tactics on how to measure performance in quantity. I think it narrows in too much on how to find and resolve problems.  Unlike TQM, Management by Objectives focuses on creating and conquering goals that are measured concretely and objectively. The “New” Management system discussed in class is more of a horizontal management system. It relates to TQM in that it focuses on the process, but is different because management is more decentralized. To be the most successful, I think managers should incorporate all systems in their corporation. I also think that the style of management is dependent on the type of organization.

The book is dull. I would not recommend this book to other public relations students. The text focuses more on manager’s involvement rather than how public relations is incorporated into the system. If you were just trying to inform yourself about the process of TQM, this book might be useful. From a public relations standpoint, I would suggest you not read this book. 

"Breakthrough Thinking for Nonprofit Organizations," by Ross & Segal

Reviewed by Sara Spigener

“Good performance is no longer good enough.”  In the world of nonprofits, this statement holds especially true for several reasons.  Their environment is ever-changing, their steadily increasing client base is always demanding, and competition is fierce for the funds that sustain them. 

Ross and Segal refer to their book as an “idea toolbox” from which organizations can pick and choose techniques that best suit them and their mission.  These ideas are intended to aid nonprofits in their quest to replace good performance with breakthrough change.  Each chapter is filled with examples from various nonprofits as well as top businesses to bring to life both successes and failures associated with each idea.

 

Organizations should evaluate their internal and external “change drivers” as well as their current situation.  According to the authors, the fundamentals of all strategy are based on an organization figuring out where it wants to go, and then how it should get there.  One of the illustrations in the book consists of a square with four quadrants; each quadrant represents a different stage that an organization might consider itself in.  Questions and actions are discussed to help organizations at each place move out of their quadrant.  It is the case with many organizations, especially nonprofits, that while they are making headway, the demand for their services as well as their potential is much greater. 

When a nonprofit customer care organization enlisted the help of the authors, they suggested a startling objective: Increase the number of complaints by 60 percent over the next year or so.  When the board of the organization was confused, they came back with reasons:  People don’t call in complaints because they don’t expect anything to be done.  Therefore, good customer care procedures lead customers to expect that something will be fixed.  Customer care programs should result in a higher number of complaints at the beginning, and it should be a separate but connected challenge to deal with the complaints.  Nonprofits should not assess simply what improvements they have made but also consider how their efforts measure up to what is actually demanded of them.    

The authors suggest a mix of both “kaizen” and “horshin.”  Kaizen refers the process of measured, incremental change while horshin brings about radical and sudden change.  The slow and small changes of kaizen theory might seem insignificant, but the point is that they add up over time leading to major advancements.  The book cites the example of quality circles implemented by the car companies in Japan; little suggestions and changes over time led to better, higher quality products over several years.  Furthermore, horshin goals should be not be abstract but concrete; the book cites Henry Ford’s idea that every average man should be able to afford and own a car.  The key is to know which type of change should be associated with which goal or objective. 

The book includes various exercises meant to realize potential and encourage creativity. The authors suggest “mind-mapping” important ideas, creating puzzles and games, and using “challenging mindsets” to dispel prejudices and see through the eyes of others.  Organizations should create an environment that facilitates creative thinking without being critical; it is crucial that this thinking should come from each person in the organization from the volunteer to the CEO.

The overall message from the book includes ideas from both the MBO and TQM styles of management.  On one hand, objectives and goals are important to many of the presented ideas.  In order for an organization to move up from its current position, it must have goals and objectives to keep it focused.  Several of the chapters suggest exercises that help to create and/or analyze goals.  On the other hand, the authors stress the necessity of quality and creativity throughout an organization.  In order for a nonprofit to continue and meet the demands of its clients, simply setting goals is not enough.  The organization must stress quality and facilitate creativity as well.  An important element of the book is the fact that it criticizes many of the ideas it suggests, pointing out possible flaws; to make a difference, it is essential that several of the techniques be used together as opposed to using a single one.

While the ideas of Ross and Segal do not necessarily seem extremely advanced, it is obvious from the examples that they can have big effects and lead to drastic changes within an organization.  Not to mention that the authors run a management training agency for nonprofits, and their clients include some of the most recognized nonprofit organizations including Greenpeace International, Amnesty International, and the International Red Cross.  Some of the exercises seem silly at first, but the authors do a great job at pointing out the fact that even silly or minute suggestions are good ones.  I would recommend this book to not only the struggling nonprofit but the flourishing one.  As the authors pointed out, there is always room for improvement.  Moreover, I would recommend this book to anyone interested in becoming a part of an effective management team or a thriving work environment.  From a public relations perspective, this book would be an excellent “idea toolbox.”  The exercises aimed at forming goals and realizing creativity would be of great use.  I agree with the authors idea that the most efficient and effective results come from a combination of the two management styles.

"Leadership from the Inside Out," by Kevin Cashman

 Reviewed by Jordan Tate

 

    Why is your business a success? Why is it failing? Answers to such questions depends on the management style and leadership qualities that the senior administrators possess. Sometimes these managers do not know what beneficial qualities they possess, or what failings they bring to their businesses table. It is important to "know thyself", as a famous Greek philosopher once said. Socrates has been quoted to say, "Give me beauty in the inward soul; may the outward and inward man be at one." One must know the answers to questions such as, "Who are you?", "Where are you going?", and "Why are you going there?" If not, you are not achieving your full potential nor are you able to be the leader that you aspire to be.

 

    "Leadership from the Inside Out" is an influential book that is all about the reader. Kevin Cashman defines leadership and provides countless examples of successful CEO's, entrepreneurs, and global businessmen who have it all together externally, but are shown to be falling apart on the inside. By helping these leaders be more at one with their own personal style of leadership, Cashman plays a pivotal role in the long term growth and continued success of the business in question. Like these corporate leaders, we "all fall into a metaphorical slumber at times." By waking up to our own identity, we can realize our own true potential.

 

    Malcolm Forbes said, "Only a handful of companies understand that all successful business operations come down to three business principles: People, Product, Profit. Without TOP people, you cannot do much with the others." The character of these people can always be improved, to encourage them to have more vision, innovation, results, drive, etc. While these traits are excellent to pursue, they represent external traits. One must ensure that internal qualities are connected with external qualities. By doing this, true leadership and personal satisfaction will shine through.

    

    But what is leadership, exactly? According to Cashman, "Leadership is authentic influence that creates value." There are three main components to this definition: Authenticity, Influence, and Value Creation. These three components are extremely important to understand how to achieve true leadership.

 

    Authenticity means that a leader is able to be vulnerable. 'How is that connected?', you might ask. Most people can tell when someone is not being authentic. This is more evident when that person is a prominent leader. By bundling yourself up in an administrative disguise and making yourself hard to access as a person, you communicate to people that you are not authentic and that you are not being true to what your character dictates. Make yourself vulnerable to your fellow co-workers and colleagues. By allowing this, true connections are formed and it is easier to lead and manage effectively. Cashman points to this situation to exemplify this: "When asked by Charlie Rose, 'What's the most important quality today for leadership?' Howard Schultz, CEO of Starbucks, replied, 'To display vulnerability.'" Admit what you don't know when you don't know it and it will be much easier for others to help you.

 

    Influence is a trait that is very involved. Genuine influence must have certain components, including authenticity, honesty, warmth, and integrity. Authentic influence represents the true voice of a leader--You can tell when someone possesses this character when they open their mouth and speak from the heart. The sensation is palpable and filled with warmth. Next, leading with integrity and honesty is tough--Very few leaders can exhibit these two traits day-by-day. This includes not putting a 'spin' on conversations or withholding information. Influence is very in depth and has a great deal to do with your presence and communication style.    

    Value Creation is very important as well, though Cashman did not focus very much on it. He provides this simple definition: "Passion and aspiration to serve multiple constituencies--self, team, organization, world, family, community--to sustain performance and contribution over the long term."

 

    In addition to these three traits, Cashman establishes seven essential themes: Personal Mastery, Purpose Mastery, Change Mastery, Interpersonal Mastery, Being Mastery, Resilience Mastery, and Action Mastery. Once all of these themes have been mastered, Cashman writes that leadership (from the inside out) has been accomplished.

 

    I've mentioned ten essential components of the book, but there are numerous others. Mapping them out would require a more extensive review. This comprehensive book concerns everyone and as such, it is written in a conversational format. There are plenty of opportunities for self-reflection, and it is encouraged by 'reflection points', wide margins (for note-taking and comments), and reminiscent-style accounts of actual leaders.

 

    Cashman does a great job of making these concepts approachable; by that, I mean that these concepts are not so distant that they are hard to relate to and conceptualize. He relates the vocabulary he outlines into specific stories and visual diagrams. This helps immensely in helping the reader conceptualize concepts such as "shadow beliefs" and "resilience mastery". 

    After reading this book, I believe that typical management styles need to be applied after reading the content that Cashman has to present. I say this because effective management and administration cannot occur if the manager/president/etc. cannot connect with his employees and understand why he/she is a leader and how he/she can connect better with his co-workers. Certainly a successful business model can be formed, but only by connecting with the workers (and effectively managing conflict) can a truly successful business be built for the long-term ride. 

    Overall, I would recommend this book to anybody, including Public Relations professionals. While it is directed at current leaders and soon-to-be leaders, it is based on the overall premise that self-knowledge leads to self-esteem, worth and satisfaction. Even if you are not a leader in any capacity, this book facilitates personal growth, allowing for that growth to come easily. While it is not a standard management book, it still offers a great deal of valuable insight into effective leadership skills. These skills are crucial in any organization and indeed, throughout life. 

"The Wal-Mart Way," by Don Soderquist

Reviewed by Magan Cowart           

In Don Soderquist’s “The Wal-Mart Way,” he explains much of Wal-Mart’s history as well as the motivation for the start of the world’s largest company. The book uses many facts and figures in explaining the path Sam Walton took in creating this company. Soderquist is the former vice chairman and Chief Operating Officer of Wal-Mart.

            Sam Walton was born in Oklahoma in 1918.  He attended the University of Missouri, and afterwards worked for the retailer JC Penny. During this time, Walton began to realize his passion for sales. He also discovered the importance of maintaining excellent relationships with not only customers but employees as well. A few years later, Walton set up his own retail store. It was at his own store that he learned lessons in the actual retail industry and how to increase profits. His business was successful, and a second store opened not too long afterward.

            After learning from his chain of variety stores, Sam Walton and his wife Helen put up 95% of their money to open their first Wal-Mart store in Rodgers, Arkansas. Ten years after this first opening, 15 more Wal-Marts had been built. In 1972, Wal-Mart stock was offered with the New York Stock Exchange which allowed the company to quickly expand to 276 stores throughout the country.

            Soderquist’s book could be viewed as an extension of “Made in America,” written by Sam Walton himself, and it approaches many ideas that Walton would value today if he were still alive. Walton recruited Soderquist in 1980 as his replacement, and after he passed, Soderquist became known as “The Keeper of the Culture.” His job was to watch over many of Wal-Mart’s divisions, including human resources, information systems, corporate affairs, loss prevention, and real estate. During his time with Wal-Mart, Soderquist believes he was able to stay true to his Christian beliefs and lived these out in his everyday activities with the company.

The book begins with the question, “Why another book on leadership and business success?” Soderquist responds, “I believe there is always a need for simple truths—no matter how often they are told. The book is full of simple but important truths.” It was written and aimed at small business owners and middle managers.  The book is divided into 12 chapters in which Soderquist outlines the 12 reasons for Wal-Mart’s great success, and how they can be applied and help just about anyone. The ideas include The Vision of Sam Walton, Grow Your Dreams, People Make the Difference, Reinvent the Supply Chain, Create Supplier Relationships, The Customer is Boss, Technology: The Ultimate Change Agent, and Be a Good Neighbor. Each chapter uses details from Soderquist’s own experience with the company, as well as stories of real life business guru’s who have worked their way up the ladder. Many authors have written the principles in the book, but through Soderquist’s stories and quotes, “The Wal-Mart Way” is interesting and makes the reader feel like they are having a one-on-one conversation with the author.

            At the end of each chapter, there is a section called, “For reflection and action,” in which the reader is able to answer personal questions about beliefs and strategies for reflection. Notes in the margins throughout the book quote great leaders, like Ben Franklin, who provide intelligent insight.

            Wal-Mart has always used supply chain management practices. It has always prided itself on reducing its purchasing costs to offer the best and lowest cost to consumers. There are a total of 41 Wal-Mart regions, each with it’s own Regional Vice-President who works out of Bentonville. Wal-Mart has a high number of executives and managers who work out on the Home Office in Bentonville. Each region has approximately 11 districts and each district has around eight stores. District Managers work with Regional Personnel Managers who are also out of Bentonville. Regional Personal Managers make visits to stores weekly and have to submit several reports to the Home Office.

            In my opinion, the type of management used by Wal-Mart is Total Quality Management. Their entire business revolves around providing all products at the lowest prices you can find. In TQM, once prices are lowered, productivity will increase, and the company can gain control of the market, which is exactly what Wal-Mart has done.

            I believe “The Wal-Mart Way” is a great book for anyone seeking information on management. Not only does it entail much detail about the company itself, but also what more successful business can we learn from than the Wal-Mart Company?

            The most amazing things about Sam Walton and Donald Soderquist were that they were willing to work hard and were committed to keeping this global company alive.  Soderquist helped to turn a $43 billion company into one that would eventually exceed $200 billion. The qualities and principles of this man are what have led the store to great success.

            

"Tribes," by Seth Godin

Reviewed by Rachel Atcheson

            Seth Godin is a heretic.  He wants to challenge the status quo, and he wants you to do it with him.  Forget whatever you know about leadership, because you are flat out wrong. Taking the opportunity to turn an unorganized group of people into a dedicated and passionate tribe, however, is just plain right. And, according to him, it’s a job for a heretic. A heretic who has faith and will embrace change instead of fear it. Seth does not believe that leadership requires charisma, but that leadership creates charisma. His inspirations and examples of tribe leadership range from the Grateful Dead and their “Deadheads,” (2-14-70, anyone?), to Nathan Winograd, an animal rights activist determined to end the unnecessary destruction of homeless pets, and his tribe of animal shelter employees.

            Tribes are everywhere, and they are begging for leadership. They are stuck waiting for a movement or something to believe in and fight for. All they need is a shared interest, a way to communicate…and a leader to provide those things.  Why don’t most people want to be the leader of a tribe which challenges the status quo and turns them into a heretic? Because of the F-word. Because of fear. Seth says the fear of failure is overrated as an excuse. People are really afraid of blame, of criticism. Once they realize that criticism means that they did something  worth noticing and won’t hurt anything more than their feelings, they will start looking for criticism instead of fearing it.

            So you’ve decided to become a leader. What’s next? The first act of a new tribe leader should be figuring out how to tighten the tribe. Don’t worry about making it bigger, because a tighter tribe that communicates effectively can be much more powerful than a larger, looser tribe. Leaders have to be willing to be uncomfortable, as well.  Godin goes so far as to say that if you’re not uncomfortable, you’re not leading. Leaders also have to know when to back off once they’ve gotten a tribe in motion and enabled others to keep that motion going.  A leader also has to be willing to be wrong. Now that you’ve got all of that down…what are you waiting for?

            Another important point Godin makes is that challenging the status quo – and succeeding – is not an overnight thing. It takes time, energy, commitment and passion. The new model won’t be as clean or as easy as the old on in the beginning. You’ve got to be willing to be the unicorn in the balloon factory, scaring all those factory workers to death. Those factory workers are “sheepwalking,” as Godin puts it, simply doing what they’re told out of obedience and fear, never considering that there might be another way.  Working out of fear is no way to go about earning your living. Working out of faith is what makes a tribe.

            As an aspiring professional in the music industry, I could really relate to this book. The fact that my music business professor recommended it multiple times gave me high expectations, and I wasn’t disappointed. The writing is clear and unashamed. Seth knows what he’s saying will be controversial, but of course that’s what he wants more than anything.  The style of leadership (I almost said management! Godin would not have approved!), which Seth Godin proposes sounds a little to me like New Management.  New Management  is all about groups  working  together. It has a vision of creating communities and employee participation which Seth Godin seems to have taken to the extreme.  But Seth’s approach to presenting these ideas is such that you can’t help but go “Huh. That makes sense.”

            One flaw I see in his approach is asserting that everyone has the potential to lead, even if they don’t have the motivation. Some people just aren’t capable of what it takes to start the kind of movements that he is referring to. My guess, however, is that he is assuming that everyone who would deliberately pick up his book and read it cover to cover does actually have that potential. Those are the people making an effort, and those are the people that will likely succeed.

            I would strongly recommend this book to PR students, since it really talks more about relationships than anything else. I would also recommend it to my fellow music business students, as well as to anyone who might ever be in a position of leadership. My classmates and I have all been told that our generation is going to be critical when it comes to major changes in major industries. Most of us are sick of the status quo anyway, and are going to change everything. I really believe that looking at the world from Seth Godin’s eyes will be a major advantage to any newcomers into this shifting environment. And for all you veterans, preparing to fight off the changes? Read this, and at least you’ll know what you’re up against!

           

            

"How Did You Do It, Truett?" by Truett Cathy

Reviewed by Rachel Hobgood 

            The first section of the book, “How Did You Do it, Truett?” by Truett Cathy, covers the idea of success and how Cathy achieved it. One important idea is he did not start the business with the intention of creating a food empire but simply to be successful enough to care for his family.  With that mindset Cathy was able to make level headed decisions about risk and not become too greedy or careless. The second point Cathy makes is that timing is important when it comes to creating a successful business. One is much more likely to succeed when starting out young, as opposed to changing careers when you are older and have people to care for.

            Another tactic of Cathy’s is offering free products to attract customers or clients. Cathy used this method of promotion from the very beginning of Chick-fil-A (when it was just the Dwarf House) to create loyalty and entice people to his company. Cathy also used customers as the primary judges of his new products in order to perfect them. He found through asking customers that people wanted chicken nuggets not just as a part of a party platter but also available on the menu. So chicken nuggets were added to the menu. Listening to customers is a main tenant of Cathy’s philosophy. The courtesy of the service at Chick-fil-A is one of the most noted things about the company. Cathy believes that courtesy improves productivity and sales. A courteous atmosphere amongst Chick-fil-A’s workers creates a desirable work environment and allows Chick-fil-A to be very competitive when recruiting to fill positions. Courtesy to customers makes every Chick-fil-A customer a promoter for their company. This idea of courtesy and service extends beyond the fleeting experience of ordering and eating food. Chick-fil-A’s unique courtesy contributes to a great brand name.

            Finally, when it comes to opening new stores and franchising his company, Cathy is extremely particular about the Operators of the franchises. Cathy usually only allows an Operator to own one Chick-fil-A because he wants them to be available full-time to be at the business. He also wants someone who is integrated in their community. Unlike the earlier Chick-fil-A stores which were a part of strip malls, the stand-alone Chick-fil-A restaurant must attract customers by coming to them to promote Chick-fil-A. A restaurant in a strip mall has a captive audience who is already on foot and looking for somewhere to eat. Operators of a stand-alone restaurant need to create the awareness and desire for their product. Cathy wants the Operators to go into schools and churches and become a part of the community. Typically Cathy will receive thousands of applications from people wanting to start a new Chick-fil-A. However, usually less than 100 are chosen. This selectivity allows Cathy to have a closer relationship and more control over the restaurants that are made.

            Cathy’s management and leadership techniques are certainly the reason for Chick-fil-A’s success. They are extremely far from Frederick Winslow Taylor’s scientific approach to leadership within the company. Senior Vice President, Bureon Ledbetter, said, “Operators don’t feel like their relationship is with a company. They feel like their relationship is with Truett.” Operators, far from feeling like they are a cog in a machine, feel like they are in a relationship with the founder of the company. Chick-fil-A’s management system most closely aligns with the Total Quality Management system. Chick-fil-A’s primary concern is most certainly quality. The quality of the product, service, and experience down to the cleanliness of each restaurant is stressed above all else in the company.  Cathy focuses on the long-term rather than the short term result, which is why he believes in promoting Chick-fil-A by giving away free meals. Dan Cathy the president of Chick-fil-A, Inc. said, “While others might think giving away so much is a shortsighted waste of money, Dad understands the return that will come from that investment.” The shift toward customer satisfaction in the market place is epitomized in Chick-fil-A and their success. Therefore the focus on customer satisfaction, on quality, and on the trust of employees closely links Chick-fil-A’s management process with Total Quality Management. While the New Management system shows the kind of trust that Chick-fil-A has in its employees with allowing them freedom and creativity, there is still a definite structure to the business that is not congruent with the New Management system. Chick-fil-A Operators may promote their restaurant however they want, but the restaurant still has very definite positions and hierarchy.

            I certainly would recommend this book to a public relations student. Chick-fil-A’s ability to build brand loyalty and a have spotless brand name is remarkable. The book does an excellent job of explaining Cathy’s unique approach to business and leadership. It seems that our country is in a crisis of ethics and morality in the business world. When Cathy was asked to speak at a U.S. Congress committee meeting which was investigating “Oath Taking, Truth Telling, and Remedies in the Business World,” Cathy simply concluded that there is no difference between personal ethics and business ethics. “It’s just business” has no meaning for Cathy because your business is a representation of who you are. Cathy is a great example of how someone can be successful without sacrificing their values. Cathy does not say just being a nice person will makes you successful. He attributes success to relationships with customers and employees, hard work, intuition and God.

            The one drawback to this book is it does not go in depth into public relations or management tactics. It gives a brief overview of the way things work, like the financial agreement with Operators, but it seems the main intent of the book is to show that success and great leadership does not come from ferocious competition but rather from good business sense and trust and selectivity of those you work with. The book would have been more rich and helpful if it had given more specific tactics of leadership within the restaurants and headquarters. However, I believe that Chick-fil-A relies more heavily upon people rather than management systems and that is why they are so selective in their own leadership. Cathy said, “Our relationship with our Operators begins with the assumption that we have the same goals and we all plan to succeed.” Therefore, “How Did You Do It, Truett” is strongly recommended to obtain a vital perspective on leadership and management.     

"Next Generation Leader," by Andy Stanley

Reviewed by Jessica Henry

The quote that opens Andy Stanley’s book Next Generation Leader: Five Essentials For Those Who Will Shape The Future foreshadows the revolutionary mindset that the book presents.  Quoting Dr. Howard Hendricks the first words claim, “the secret of concentration is elimination.”  Our capitalist society looks down upon the idea that “less is more.”  Silence and elimination are even uncomfortable to us.  But elimination, Stanley says, actually allows us to accomplish more if we discover our zone and stay there.   

Stanley identifies five areas that we must cultivate as leaders: competence, courage, clarity, coachability, and character.  Most people would hear competence and assume that it meant being a well-rounded leader, but in fact Stanley advises against that.  He says that it is more important for leaders to identify the areas where you most "add unique value to your organization—something no one else can match—then leverage your skills to their absolute max” (p.21).  Instead of being well rounded it is better to spend the most time in our core area of competencies and delegate everything else.  Often those to whom we delegate can excel far greater than we could.  Leadership is not about getting things done but about getting things done through those other people.  By empowering others we give them the opportunity to add value to our organization instead of losing them later. 

Leaders love progress and hate being stuck in the status quo.  They ask the question “why” about everything and that’s completely natural.  It’s actually part of a healthy system which Stanley calls challenging the process. Often times, asking why is misinterpreted as challenging authority, but I know that I am just as guilty for becoming defensive when challenged.  To help ease emotions, it helps to challenge the process in private, away from others. Stanley claims maintaining loyalty in public leads to greater leverage in private.

            One guarantee is that leaders will face uncertainty.  In those moments, minutes or weeks the leader is relied upon more than ever but it is also easy to shrink back.  In an organization, the person who communicates vision with the most clarity will be seen as the leader.  “Clarity is perceived as leadership,” Stanley says, but having clarity doesn’t mean that leaders have to be sure of the outcome—they just have to know the direction they are marching. 

Receiving coaching is just as important for a leader as is for a professional football player.  World-famous athletes who are the best at what they do have someone to train them and give them input on their output.  In the same way, coaches take us father than we could take ourselves. But, it takes guts to be vulnerable and receptive to criticism.  Stanley argues that it is imperative for leaders to find someone who has no problem being precise and direct; that way, we learn what needs to be repeated and deleted in our style of leadership.

The last section covered character.  Even though having character does not establish leaders, it distinguishes the ones worth following.  In reflection, the people under whom I have grown tremendously have been leaders with amazing character.  An easy way to describe character is by asking the question, “Who am I when no one’s looking?” When no one’s looking, do we compromise a minor decision for the sake of a rewarding opportunity?  As with anything, how we treat minor decisions trains leaders to act with much greater decisions.  Stanley challenged me by making me ask, to get where I want to be, what shortcuts I would be most tempted to take?

Many leadership lessons I have learned talk about refining actions and behavior, not building character and enhancing clarity. Stanley’s approach to “less is more,” to working in your strengths, seems impossible and unusual. But when I think of all the burn-out that has come from tasks way out of my strength-zone, I could be much more progressive and productive if I stuck to Stanley’s plan.  On the other hand, in today’s economy people are scrambling to do anything for money.  Still, teams are way more efficient when strategic and I think one of the ways to love your job is to be energized by it.   Speaking from personal experience, when I lose speed in my weaknesses I am neither energized nor confident.

Stanley’s five recommended actions for leaders—competence, courage, clarity, coachability and character—are definitely the characteristics of many well-respected leaders.  A man named Tony Robbin said “being a leader doesn’t mean everyone will follow you,” which is true; following Stanley’s advice does not guarantee you will be followed, but “it means setting a higher standard for yourself.”  And so, if you want to cultivate caliber and integrity, I would definitely recommend this read.  I think concepts like clarity and casting vision are extremely important for people who will be at the forefront of organizations.  I think all public relations students should read it because it is really important for our generation to raise the caliber and health of business in America.