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May 24, 2011

Book of the Week: "The Leader's Dilemma: How to Build an Empowered and Adaptive Organization Without Losing Control"

This week's featured book came to us from our friends across the pond @businessreads. You can read all about this must-have leadership title below and pick up your own copy by clicking here. Already read it? Let us know what you think in the comments!


Many leaders realize that in today's economy it will no longer be the smart highly paid people in the corporate center that drive success. Instead it will come from harnessing the knowledge and creativity of all their people, especially those that work at the interface between the organization and its customers. They also know that their budget-driven management processes are too slow, rigid and expensive and encourage the wrong behaviour. But business leaders are on the horns of a dilemma. How do they empower their people and adapt to change without losing control?

This book is about rethinking how we manage organizations in a post-industrial, post credit crunch world where innovative management models represent the only remaining source of sustainable competitive advantage.

Drawing on their work within the ‘Beyond Budgeting' movement over the past twelve years including many interviews and case studies Jeremy Hope, Peter Bunce and Franz Röösli set out in this book an executive guide to building a more empowered and adaptive organization based on 12 management principles:

Principle #1 - Values: Bind people to a common cause, not a central plan
Principle #2 - Governance: Govern through shared values and sound judgment, not detailed rules and regulations
Principle #3 - Transparency: Make information open and transparent, don't restrict and control it
Principle #4 - Teams: Organize around a network of accountable teams, not centralized functions
Principle #5 - Trust: Trust teams to regulate and improve their performance; don't micro-manage them
Principle #6 - Accountability: Base accountability on holistic criteria and peer reviews, not on hierarchical relationships
Principle #7 - Goals: Set ambitious medium-term goals, not short-term negotiated targets
Principle #8 - Rewards: Base rewards on relative performance, not fixed targets
Principle #9 - Planning: Make planning a continuous and inclusive process, not a top-down annual event
Principle #10 - Coordination: Coordinate interactions dynamically, not through annual budgets
Principle #11- Resources: Make resources available just-in-time, not just-in-case
Principle #12 - Controls: Base controls on fast, frequent feedback, not on budget variances

These principles will enable and encourage a cultural climate change that will enable your organization to attract and keep the best people as well as drive continuous adaptation, innovation and growth.

They define the new management model for the twenty-first century organization.

Praise for the Book

"Every executive will have already had to face the well-known dilemma between trust and control. Based on the principles described, the authors succeed in finding a way out of this dilemma. Supported by concrete practical examples, these twelve principles add up to an integral management model which encompasses employee engagement, efficiency and innovation intelligently."
- Philippe Hertig, Managing Partner, Egon Zehnder International (Switzerland)

"As Albert Einstein once accurately stated, problems can never be solved using the same approach as that out of which they came. The management approach in The Leader's Dilemma is not subject to this unconscious, but very frequent mistake. It shows an entirely new approach on leadership and management, which regards organizations as living systems."
- Erich Harsch, CEO, dm drogerie-markt

"Executives are increasingly recognizing that the traditional model by which they manage their organizations is obsolete and counter-productive. In The Leader's Dilemma, Hope, Bunce and Röösli radically re-define the core principles of management - including accountability, goals, rewards, planning and coordination - to bring management into the 21st century."
- Dr Jules Goddard, Research Fellow, MLab, London Business School

"In a dozen clear principles, The Leader's Dilemma codifies a rethink of the conventional management model. The book's approach should be studied by any company aiming to survive and thrive in a transforming business landscape."
- Vineet Nayar, CEO of HCL Technologies and author of Employees First, Customers Second

Buy The Leader's Dilemma Now

May 17, 2011

Book of the Week: "TouchPoints" by Doug Conant and Mette Norgaard

We are extremely excited about today's Book of the Week feature. In stores now, TouchPoints is by authors Doug Conant (CEO of Campbell Soup Company) and Mette Norgaard. It's true, most leaders feel the inevitable interruptions in their jam-packed days are troublesome. But in TouchPoints, Conant and Norgaard argue that these—and every point of contact with other people—are overlooked opportunities for leaders to increase their impact and promote their organization's strategy and values. Read more about the book below, buy it here, and be sure to visit Doug and Mette's respective websites. For those attending next week's ASTD Conference, Doug and Mette will be delivering a keynote speech on Tuesday, May 24th, from 8-9:15am. Don't miss it! (We also invite you to stop by our Pfeiffer booth - #1323 - and follow us @josseybassbiz and @pfeiffertrainer for minute-by-minute conference updates!)


Leadership is tough. You must hit your marks – despite back-to-back meetings, endless emails, and chance encounters in the hallway.

Most leaders feel that these inevitable demands keep them from doing their "real work." But in this groundbreaking book, authors Douglas Conant and Mette Norgaard argue that these interactions are overlooked opportunities to expand your influence and deliver measurably better results.

Through untold stories from Conant's tenure as CEO of Campbell Soup Company and Norgaard's consulting experience, TouchPoints shows how a leader's impact and legacy are in fact built through hundreds, even thousands, of interactive moments in time.

The good news is that everyone can attain greater "TouchPoint" mastery. Conant and Norgaard show how by delving into three essential assets – your head, heart, and hands. As the authors explain, one of the greatest investments you can make is constant attention to your mental model, your emotional maturity, and your bias for action. Then inquiry, reflection, and practice all combine to help you make the most of your TouchPoints, no matter how planned or incidental they may seem at the time.

TouchPoints speaks to the theory and craft of leadership by promoting a rational, authentic, active, and wise approach. With greater skill and energy, you can start transforming otherwise ordinary interactions into powerful leadership moments—one TouchPoint at a time.

Praise for TouchPoints

"A profoundly relevant book on the fundamental power of human connections—and how it drives lasting change for every leader, every time."—Stephen R. Covey, author, The 7 Habits of Highly Effective People and The Leader in Me

"Being an effective executive in today's over-scheduled, fast-paced 'interruption age' is not mutually exclusive with being an accessible and engaged leader. Indeed, recognizing that everyday 'TouchPoints' represent opportunities to teach and to enhance corporate culture is a prerequisite for success."—Duncan Niederauer, CEO, NYSE Euronext

"Doug Conant has proven himself to be a very disciplined CEO – focused, able to let go of what doesn't fit, building greatness step-by-step, laying foundations for decades down the road while delivering results today. His example shows how effective business leadership can be quiet and bold, studious and decisive, disciplined and creative. He and Mette Norgaard make a great team for bringing these leadership lessons to the world."—Jim Collins, author, Good to Great

"Like much of the best advice, TouchPoints makes immediate good sense; and taking it won't even add to your workload."—Sir Martin Sorrell, CEO, WPP

"Leave it to Conant and Norgaard to define the future of leadership. In this brilliant new view, they uncover hidden opportunities we each have to turn everyday 'warm moments' into powerful venues for breakthrough thinking in your organization. This book makes all the rest seem old and tired."—Faith Popcorn, CEO of BrainReserve, futurist, and bestselling author

"Conant and Norgaard reveal the secrets of great leadership. Yes, hard skills count, but soft skills – deftly managing a conversation, caring about the people around you, posing the perfect question in a crisis – make all the difference. This practical and insightful book shows how to transform the behaviors and results around you."—Daniel H. Pink, author, Drive and A Whole New Mind

"A superb leadership guide."—Bill George, author of True North




May 05, 2011

Generational Leadership: How to Handle the Pending Vacuum (or Not) - by Darian Rodriguez Heyman

This week's author guest post comes to you from Darian Rodriguez Heyman, editor of Nonprofit Management 101. While the book is focused on providing everything you need to launch, lead, manage, and effectively grow your nonprofit, Darian's guest post today offers a plan of action that can be adapted by leadership witin any type of organization. Read what he has to say below and if you'd like more information about Darian's new book, including other resources, visit


In my new book, Nonprofit Management 101, Peter Brinckerhoff and Vince Hyman do a great job sharing some key insights and practical tips on generational leadership.  Although I'm not in a position to go into those here, I did want to share some overarching takeaways we reached when I helped start the Next Generation Leadership Forum during my tenure as Executive Director of Craigslist Foundation.

It was fascinating, really.  We gathered a wide variety of leaders in the space--top capacity builders all focused on ensuring a sustainable and vibrant pipeline of leaders into the nonprofit sector--and started out with the most basic of questions:

Is there a leadership vacuum facing our sector, and if so, what do we do about it?

Many of us have heard the stats- 78 million Baby Boomers have already begun to retire, with only 38 million Gen Xers to replace them.  Combine that with the fact that there are now more than five times the number of nonprofits that existed just a few decades ago in this country, and Houston, we have a problem.  Or do we?

The group went back and forth before we came to a starting a startling revelation: it was a moot point.

You see, we came to realize that whether or not the vacuum was real or imagined, our course of action as a sector remains the same:

-Increase the pipeline of new leaders into the sector, primarily by educating college students and career counselors on the social sector as a place for viable, rewarding careers;

-Retain our talent- Even if we get newbies into the pipeline, if the pipe is leaking then we're still sunk.  At the time we started the coalition, CompassPoint's Daring to Lead study had just shown that half of E.D.s not only leave their jobs, but in fact the sector entirely, within five years.  This is mainly due to frustrations with fundraising and their boards, and thankfully a solution was simultaneously pointed to: executive coaching is one of the key ways of supporting and therefore retaining our vital talent; and

-Engage the Boomers- Who says we need to let those 78M folks just phase out of their lives of service?  Retiring Boomers make great mentors, and research such as VolunteerMatch's "Great Expectations: Bommers and the Future of Volunteering" study point the fact that they don't have the same notion of retirement, namely sitting on a beach, golfing here and there, and seeing their grandkids a few times a year.  Instead, they want to volunteer and stay engaged, but not the pouring soup and licking envelopes kind of volunteering- Boomers want to leverage the skills, knowledge, and contacts they've spent decades honing, and finding ways to capitalize on the rise of skills-based volunteerism is going to be a key differentiator for nonprofits in the coming years.

Increase the pipeline, retain our talent, and engage the Boomers- who knew?  Once our group came to this consensus, our path forward was clear and many of the groups, including, Building Movement Project, and Civic Ventures are still working on these same key issues, respectively.  May they continue to serve the sector we all care for so much, and we learn by their example and hard work.

In Community,


May 03, 2011

Book of the Week: "No Fear of Failure" By Gary Burnison

Our Book of the Week is currently at #31 on It's called No Fear of Failure: Real Stories of How Leaders Deal with Risk and Change and it's by Korn/Ferry International CEO Gary Burnison. For the book, he sat down with the top echelon of leaders and discussed their journeys to the top. You can read about some of these stories below and listen to podcasts of his interviews here. By examing what he has heard and seen from his time with these leaders, highlighting the leadership characteristics that make them tick, and identifying the secret sauce that motivates them, Gary Burnison sets the tone for anyone looking to improve his/her leadership ability. 


"No Fear of Failure whisks readers into the executive suites, boardrooms, battlefields, and football fields—all the places where great leadership is imperative. It's a must-read for any executive, in a climate when leadership has never been needed more."

—Ali Velshi, chief business correspondent and weekday host, CNN


What if you could have a conversation about what it takes to succeed with the richest man in the world, or the former president of a sovereign nation, or the mayor of one of the most influential cities in the world, or the CEO of one of the most recognized brands on the planet?

No Fear of Failure offers insightful, candid conversations with some of world's top leaders in business, politics, education, and philanthropy—each giving personal insight into how he or she approached pivotal, career-defining moments. Gary Burnison, CEO of Korn/Ferry International, sits down one-on-one with a highly select and elite corps, and together they openly discuss how they handled—often very publicly—war, economic downturn, corporate turnover, and even retirement. Together, Burnison and these world-class leaders show the personal and professional risks one must be willing to take, as well as the vision, resilience, and compassion necessary to lead.

In the book:

  • New York City's Mayor Bloomberg details how he gives subordinates authority and responsibility
  • Carlos Slim, the world's richest man, shows the importance of an entrepreneurial spirit
  • Vicente Fox, former president of Mexico, offers a case for humility and courage in leadership
  • Indra Nooyi, CEO of PepsiCo, speaks openly to the need for clear purpose
  • Eli Broad, philanthropist, reveals his competitive drive
  • GeneralFranklin "Buster" Hagenbeck, the retired superintendent of West Point and three-star general, talks about why losing is not an option
  • Coach John McKissick (with the most wins of any coach in football) explains that the way to achieve big goals is by scoring one win at a time
  • Anne Mulcahy, former CEO of Xerox, shows how to hand over the reins to ensure a smooth leadership transition
  • Drew Gilpin Faust, the first female president of Harvard, speaks candidly to having to protect the university's endowment during an unprecedented economic downturn
  • Liu Chuanzhi, founder of Lenovo in China, andOlli-Pekka Kallasvuo, former CEO of Nokia, discuss perseverance and courage
  • and Daniel Vasella, chairman of Novartis, opens up about self-awareness

Taking readers into executive suites, government offices, battlefields, and football fields, No Fear of Failure shows how great leaders make lasting impact.

April 28, 2011

"Idea Hunter Rule of Thumb: Sell the Best Hour of the Day to Yourself" and Book Giveaway

I am so excited about today's guest post - not surprisingly it is a great idea, coming to you from the authors of The Idea Hunter: How to Find the Best Ideas and Make them Happen. In the book, authors Andy Boynton and Bill Fischer, with William Bole, unveil a strategy for unearthing new ideas in any industry or organization. It is a must-have resource for anyone who wants to tap into the successful business ideas that are just waiting to be rediscovered. We want to do our part in inpsiring the IdeaHunters of the future by giving away copies of this innovative new book. Details are at the bottom of this post. We can't wait to see what you come up with!


Idea Hunter Rule of Thumb: Sell the Best Hour of the Day to Yourself
By Andy Boynton and Bill Fischer, with William Bole

Few people are accidental learners. For most of us, becoming an outstanding idea professional means putting time and effort into our thinking. It takes work and calls for conscious strategies. Here's one way to help make sure that happens: Carve out time every day for learning, which is essential to what we call the Idea Hunt.

Charlie Munger hit upon one strategy when he was a young lawyer. He decided that whenever his legal work was not as intellectually stimulating as he'd like, "I would sell the best hour of the day to myself." He would take otherwise billable time at the peak of his day and dedicate it to his  own thinking and learning, his search for high-value ideas "And only after improving my mind—only after I'd used my best hour improving myself—would I sell my time to my professional clients. And I did that for a number of years," he said at the 2008 shareholders meeting of Wesco Financial, which he leads, and which is controlled by Warren Buffet's company, Berkshire Hathaway.

For both Munger and Buffett, two consummate Idea Hunters, reading and conversations are the basic stuff of daily learning time. Both of them have a preference for what Munger somewhat raffishly refers to as "ass time," parts of the day when they're perusing published material at their desks.
 Of course, not everyone can seal off a choice hour of office time every day for intellectual improvement. Even Munger said he would make an exception when a demanding situation arose. The important lessons here are that 1) learning is not something you do only when business is slow; 2) it is an intentional activity; and 3) everyone can make it a priority. Most managers and professionals would be able to run with some version of Munger's "sell the best hour" approach. Most would be able to deepen their knowledge, pursue their interests, and explore ideas on a daily basis.

Some companies have begun to institutionalize Idea Hunting and the notion of "sell the best hour ..." For example, 3M has long made it a practice to let employees set aside 20 percent of their time for work unrelated to the core business—in search of ideas and innovations. Google follows the same drill. At W.L. Gore, a half-day of every employee's week is turned over to "dabble time" for projects entirely of their choosing.

What these and other companies are finding is that breakthroughs happen when people attend to their professional curiosities and set aside time for deliberate learning. "Dabble time" is not wasted time. It is a seedbed of innovation, a habit that expands the store of knowledge.

With or without a formal company policy, every individual professional can make time for learning or experimentation, even during the work day. It could be a matter of what you do with the half-hour before you get going in the morning or during lunch. Do you check in on blogs, scan the New York Times, jot down some wild ideas?

Another avenue is to spend core work hours more deliberately—with an eye toward ideas and knowledge. What kinds of questions are you asking at meetings? What sorts of conversations are you pursuing in the hallways? What are you noticing when you visit a client or come in contact with a customer? How will your work on the project today add to what you know, not just what you do? Remember, idea hunting is about finding great ideas, not waiting for ideas to find you. By asking these questions honestly, you can begin to alter your habits and increase the likelihood of colliding with a great idea. When it comes to The Hunt, behavior trumps IQ.

Whether you're carving out new time or learning more intently in the course of regular work, the key is to somehow become liberated from the routine. Too often, the normal procedure is to stay narrowly focused on doing the work, rather than on learning what's needed to improve the work. Most professionals today understand that they need to invest in themselves. One way of doing so is to sell a productive hour of the day to yourself, for continued learning—and for your Hunt.




1.      Find an example of an Idea Hunter and tweet it @josseybassbiz using the hashtag #ideahunter – could be a web link, picture, video, whoever you think is seeking and putting ideas out in the world! (Examples from the book include: Thomas Edison, Mary Kay Ash, Walt Disney, Warren Buffett, Apple's Phil Schiller, and others like the leaders of Twitter, Pixar Animation Studios, and the Boston Beer Company.)

2.      “Like” JBbiz on Facebook

Do both of the above by midnight Wednesday, May 4th, to be entered to win a copy of the book and get your Idea Hunter tweets posted on the JBbiz blog. Winners will be announced Thursday, May 5.

Come back to the blog tomorrow to watch a video where co-authors Andy Boynton and Bill Fischer discuss the book. Or for more information you could check out this website or either one of these articles, here and here.

Can't wait to see what you come up with!

April 26, 2011

Book of the Week: "From Values to Action" by Harry Kraemer

 Kraemer for blog 

You might have noticed our Facebook post today featuring this article from author Harry Kraemer. It's entitled "The Only True Leadership is Values-Based Leadership" - which is perfectly in line with his new book, From Values to Action: The Four Principles of Values-Based Leadership, in stores now. Harry Kraemer is currently professor of management and strategy at Northwestern University's Kellogg School of Management, where he teaches for the MBA and the Executive MBA programs. You can catch a glimpse of Harry's lectures at Northwestern in the video below. His Facebook page is a fantastic place to learn more about Harry and his new book and keep up to date with his speaking schedule. For an overview of the book keeping reading, and be sure to order your copy today.


 In "From Values to Action," Harry Kraemer, professor at Northwestern University's Kellogg School of Management and former chairman and CEO of Baxter International, argues that, as the global economy becomes even more competitive, organizations will turn to values-based leaders who, in doing the right thing, deliver outstanding and lasting results.

Kraemer knows about delivering results. During his leadership at Baxter, the company experienced consistently strong growth. And Kraemer also knows about doing the right thing; not only did he step up to the plate when things were going well but also when faced with change, controversy, and crisis, as he did throughout his career. In this book, Kraemer argues that the journey to becoming a values-based leader starts with self-reflection, which he identifies as the first of four principles that guide leaders to make choices that are aligned with their values. The four essential principles are:

Self-Reflection: The ability to reflect and identify what you stand for, what your values are, and what matters most.

Balance and Perspective: The ability to see situations from multiple perspectives, including differing viewpoints, to gain a holistic understanding.

True Self-Confidence: More than mastery of certain skills, true self-confidence enables you to accept yourself as you are, recognizing your strengths and your weaknesses, and focusing on continuous improvement.

Genuine Humility: The ability never to forget who you are, to appreciate the value of each person in the organization, and to treat everyone respectfully.

Drawing from first-hand experience, Kraemer offers current and aspiring leaders a framework to adopt the four principles of values-based leadership to make their organizations beacons of enduring value in the world. Insightful and inspiring, From Values to Action comes at a critical time when true leadership in every facet of society is greatly needed.

Praise for the book:

"A worthy read for any aspiring leader. Kraemer leverages his unique collection of world-class experiences to bring the leadership journey to life in a compelling and practical fashion."

—Douglas R. Conant, president and CEO, Campbell Soup Company

"Values-based leadership has never been more important. For anyone wanting to be a better leader, every page of Kraemer's book offers practical advice."

—Greg Case, president and CEO, Aon Corporation

"Kraemer's engaging book takes you into the heart of genuine leadership: the practices and habits that enable leaders to be reflective, self-aware, and genuinely humble. Like learning from a superb mentor, Kraemer shares his deep experience and inner secrets of what it takes to lead a great organization."

—Bill George, professor, Harvard Business School; former chair and CEO, Medtronic; and best-selling author, True North and Seven Lessons for Leading in Crisis


April 22, 2011

Earth Day Book Feature

Hollender for blog 

We couldn't let Earth Day go by without a salute to The Responsiblity Revolution, released last year and written by Seventh Generation co-founder Jeff Hollender and Editorial Director Bill Breen. 

Their book shows how to create a company that not only sustains, but surpasses - that moves beyond the imperative to be "less bad" and embrace an ethos to be "all good."

Through vigorous reporting and insightful analysis, Hollender and Breen create a road map for building financially, socially, and environmentally sustainable organizations. The Responsibility Revolution brings together a potent mix of corporate giants, big brands, and emerging companies—from pioneers in sustainability to those now forging their own path—including Nike, Timberland, eBay, IBM, Marks & Spencer, Patagonia, Novo Nordisk, Organic Valley, Etsy, Linden Lab, and Seventh Generation. Revealing how these top businesses redefine what it means for companies to act responsibly, each chapter offers new models for building the kind of exemplary companies that will thrive in this new era of sustainability.

A first-of-its-kind book for leaders, entrepreneurs, managers,and change agents everywhere, The Responsibility Revolution is filled with fresh ideas and actionable strategies and shows how to commit your company to a socially and environmentally responsible business and culture - One that not only competes on values, but wins.

Do your part. Learn more and pick up your copy of the book today.

"Points towards true north for our evolution to the next revolution in business."
—Walter Robb, President and COO, Whole Foods Market

"Building a sustainable enterprise requires the artful balance of making tough choices and having big ideas. In The Responsibility Revolution, Hollender and Breen throw down the gauntlet to all of us to create better corporations that also create a better world."
—Tim Brown, CEO, IDEO, and author, Change By Design

"The Responsibility Revolution delivers a truckload of examples for growing a company that benefits society as well as shareholders. I only wish we had its real-world lessons when we launched Ben & Jerry's."
—Ben Cohen, co-founder, Ben & Jerry's

April 21, 2011

Look at More and Start Transforming - By author Andy Stefanovich

We know you have been anxiously awaiting this guest post by author Andy Stefanovich, Chief Curator and Provocateur at Prophet, a strategic brand and marketing consultancy. Learn more about Andy's book, Look at More, by clicking here. While there, watch videos from Andy, learn how to follow him online, and use Prophet’s online diagnostic to see where your company ranks across the 5Ms.


Look at More and Start Transforming

by Andy Stefanovich


Inspiration is the most effective way to unleash innovation in yourself and your organization. Inspiration fuels creativity – and creative thinkers innovate. So how do you inspire? It begins with LAMSTAIH.

LAMSTAIH is our acronym for “Look At More Stuff; Think About It Harder.” It's a less complicated, easier to learn, and effective way to think differently. And it's complemented by a framework for unleashing creativity, the 5Ms:

• Mood - the attitudes, feelings, and emotions that create the context for inspiration and creativity.

• Mindset - the intellectual foundation of creativity, the baseline capacity each of us has for getting inspired, staying inspired, and thinking differently.

• Mechanisms - the tools and processes of creativity that help you engineer inspiration into the way you work and empower your organization to embrace the kind of behavior that fosters innovation.

• Measurement - takes into consideration qualitative and quantitative performance and provides individuals and organizations with guidance and critical feedback. Measurements send a strong signal of what is important and where people should focus their passion and energy.

• Momentum - the active championing and celebrating of inspiration and creativity that foster a self-reinforcing cycle for growing innovation. Momentum is an organizational priority for inspired leaders who have a clear understanding of the other four Ms.

Guided by the 5M model, look at more stuff and think about it harder helps people think differently. I once used the lessons of a farmer and his sustainable growing techniques to inspire organizational behavior at a technology protection company. Then, there's the time we took marketing executives from the United States Olympic Committee to visit a night club, a clothing store, a park, and a movie director to help generate fresh ideas for attracting a younger audience to the Olympic Games. Or the time a team from Disney joined me in a Richmond, Va. cemetery. The common denominator – we looked at more stuff and thought about it harder. Your desk is a terrible place from which to innovate.

Look at More…and become a curator of inspiration in your own life and in your business.

April 20, 2011

Great Author Opp - Speak at TED CA 2012

Authors - don't miss this unique opportunity to share your very own TED talk!

TED is holding their first-ever live auditions in NYC for their TED Talks series.

Qualify for by submitting 1 min long video to the review board by next Monday, 4/25.  Best talks will be posted to their site or win invitation to present at TED 2012 in CA. 

Click here to get ideas for presentation formats and all the details for your submission. (And don't forget to send a copy of your vid to so we can post on the blog.)

Good luck!

April 19, 2011

Book of the Week: "Look at More" by Andy Stefanovich

 Stefanovich for blog 
We are extremely excited to feature Andy Stefanovich's new release "Look at More" today on the blog! We've been linking to his tumblr this past week from our Twitter and Facebook accounts so you are probably aware that he has a sensational view on innovation (Look At More Stuff, Think About It Harder). Still we think Beth Comstock (chief marketing officer, GE) puts it best: "Andy Stefanovich is a masterful storyteller and a true 'curator of inspiration.' Look At More gives you a dose of Andy's adrenaline and creative can-do spirit, and it provides you with a powerful how-to guide for inspiring workplace innovation that lasts." You'll soon see for yourself as Andy is busily preparing a guest "vlog" (video blog) for us this Thursday. In the meantime, read on.


Why does real innovation elude so many companies, including those with the best technology, the cheapest resources, and even chief innovation officers? The problem is that they lack inspiration. Inspiration—as defined and outlined in this book—is a discipline (not to be confused with the real but short-lived burst of energy that sometimes occurs after quarterly earnings reports or the arrival of a charismatic new leader). It is a systematic approach that, when applied consistently, brings long-term, sustainable results.

Look At More teaches you how to harness inspiration by thinking differently—and to encourage others to do the same. Designed to be an individual and organizational hands-on guide, Look At More focuses on the front end of the Inspiration–Creativity–Innovation continuum. Using Stefanovich's proven LAMSTAIH approach (Look At More Stuff, Think About It Harder), leaders and employees can develop the practical skills, leadership behavior, and cultural mindset to consistently create ideas and drive innovation.

Built on the principles of the five M's for unleashing creativity within an organization, Look At More explores:

· Mood: The attitudes, feelings, and emotions that create the context for inspiration and creativity

· Mindset: The intellectual foundation and baseline capacity each of us has for getting inspired and thinking differently

· Mechanisms: The tools and processes of creativity at work

· Measurement: The qualitative and quantitative performance and the guidance for giving critical feedback

· Momentum: The active championing of celebrating inspiration and creativity to create a self-reinforcing cycle for growing innovation

Together the five M's can act as a diagnostic tool and a guide for inspiring individuals, empowering teams, and transforming organizations to become true models of innovation.


Praise for the book:

"Andy Stefanovich has always exhorted his clients to 'look at more stuff, think about it harder.' With this inspired and inspiring book, he shares dozens upon dozens of ways to put that principle to work. Look At More offers a way to real business transformation."

—Daniel H. Pink, author, A Whole New Mind and Drive

"Andy offers the reader a unique insight into what it really takes to create innovation within the structure of a corporate environment today. Andy doesn't think outside the box. He blows it up and starts again, helping large corporations think and behave like start-ups."

—Duncan Wardle, vice president, Creative Inc., Disney Company

"Andy Stefanovich delivers a host of innovative approaches to transform you and your business. The addictive narrative, while informative and actionable, is as creative as he wants us all to be."

—Ivy Ross, executive vice president, marketing, Gap Brand at Gap Inc.

"Look At More gives business leaders a practical and comprehensive framework to build, maintain, and most importantly inspire innovation not only at work but in all parts of life."

—Stew Friedman, Wharton professor and author, Total Leadership


*Want to read more about Andy and Look at More? Check out this interview with the author from