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Latest Updates: books RSS

  • erik 10:02 am on February 17, 2010 | 0 Permalink | Reply
    Tags: books, ,

    “Coders at Work”

    Coders at Work book cover

    I finished reading “Coders at Work last night. In it, author Peter Seibel interviews 15 legendary programmers, discussing how they got started with computers, how they learned to program, how they read and debug code, etc. The interviews cover a wide range of opinions and approaches, and offers a fascinating look at “computer science” history.

    The format of the book is a little unusual, in that it’s entirely interview transcripts. No analysis. No author-interpretation. Just recorded conversations. At first it’s a little surprising that one can publish a book like this; But then you get into the content and it’s wonderfully engaging. Analysis and interpretation would just get in the way of letting these folks talk. Reading direct quotes makes the content all the more exciting.

    The book isn’t for everyone (obviously), but I rather enjoyed it. There’s some great stories about the history of our profession, and many topics raised that inspired additional research. (I went out and found a number of research papers referenced in the interviews, and bookmarked a lot of content for further exploration.) There’s also a fair amount on the history of different programming languages, and I have a fascination with programming languages, so it was a great fit.

    A few take-away themes and ideas:

    • While programming was no easy task in the early days, at least it was possible to fully-understand the hardware and all the software running it (as opposed to modern computers.) The modern computing environment presents very different challenges to present-day programmers, especially those new to the field.
    • Even some of best use print statements.
    • Passion and enthusiasm separate good programmers from great ones.
    • In academia, you have time to think about the “best” solution, without the deadlines imposed on commercial developers.
    • There’s certainly a component of “doing great work” that requires being in the right place at the right time — sometimes it’s just a matter of getting staffed on the right project.
    • There’s some negativity towards C/C++ in here, mostly due to it’s negative impact on compiler and high-level language development. (i.e., one school of thought is that you give people a high-level language and make the compiler smart. The other is that you give people a low-level language and let them do the work. Unfortunately, humans aren’t so good at hand-writing code optimized for concurrency, but once you have a language that let’s them try, it’s hard to fund compiler research.)

    Here’s a few of the quotes I highlighted while reading:

    “One of the most important things for having a successful project is having people that have enough experience that they build the right thing. And barring that, if it’s something that you haven’t built before, that you don’t know how to do, then the next best thing you can do is to be flexible enough that if you build the wrong thing you can adjust.” — Peter Norvig

    “…there are user-interface things where you just don’t know until you build it. You think this interaction will be great but then you show it to the user and half the users just can’t get it.” — Peter Norvig

    “I get so much of a thrill bringing things to life that it doesn’t even matter if it’s wrong at first. The point is, that as soon as it comes to life it starts telling you what it is.” — Dan Ingalls

    “…a complex algorithm requires complex code. And I’d much rather have a simple algorithm and simple code…” — Ken Thompson

    “If you can really work hard and get some little piece of a big program to run twice as fast, then you could have gotten the whole program to run twice as fast if you had just waited a year or two.” — Ken Thompson

    “if they’d have asked, ‘How did you fix the bug?’ my answer would have been, ‘I couldn’t understand the code well enough to figure out what it was doing, so I rewrote it.’” — Bernie Cosell

    “You have to supplement what your job is asking you to do. If your job requires that you do a Tcl thing, just learning enough Tcl to build the interface for the job is barely adequate. The right thing is, that weekend start hacking up some Tcl things so that by Monday morning you’re pretty well versed in the mechanics of it.” — Bernie Cosell

    “…computer-program source code is for people, not for computers. Computers don’t care.” — Bernie Cosell

    “if you rewrite a hundred lines of code, you may well have fixed the one bug and introduced six new ones.” — Bernie Cosell

    “I had two convictions, which actually served me well: that programs ought to make sense and there are very, very few inherently hard problems. Anything that looks really hard or tricky is probably more the product of the programmer not fully understanding what they needed to do” — Bernie Cosell

    “You never, ever fix the bug in the place where you find it. My rule is, ‘If you knew then what you know now about the fact that this piece of code is broken, how would you have organized this piece of the routine?’” — Bernie Cosell

    “Part of what I call the artistry of the computer program is how easy it is for future people to be able to change it without breaking it.” — Bernie Cosell

     
  • erik 10:00 am on January 16, 2010 | 0 Permalink | Reply
    Tags: books, ,

    Let Over Lambda – Another Lisp book…
     
  • erik 9:00 pm on January 10, 2010 | 0 Permalink | Reply
    Tags: books, ,

    Introduction to newLISP – Wikibooks, collection of open-content textbooks – Yet another Lisp ebook, this time for newLISP.

    Here’s a PDF Version as well (which is a bit easier to read, IMO.)

     
  • erik 8:00 pm on January 6, 2010 | 0 Permalink | Reply
    Tags: books, ,

    Successful Lisp – Another decent looking online book for Common Lisp.
     
  • erik 2:37 pm on November 30, 2009 | 0 Permalink | Reply
    Tags: books, ,

    “Practical Common Lisp” http://www.gigamonkeys.com/book/ made for some nice holiday reading

     
  • erik 8:59 am on September 17, 2009 | 0 Permalink | Reply
    Tags: books

    “Billy Twitters and his Blue Whale Problem”

    Saw this children’s book at a bookstore:

    …there’s no way it’s not a reference to the Fail Whale ;-)

    Here it is on Amazon, BTW:
    Billy Twitters and His Blue Whale Problem

     
  • erik 8:59 pm on September 1, 2009 | 0 Permalink | Reply
    Tags: books,

    Finished reading “Even Faster Web Sites”


    book cover

    I just finished reading “Even Faster Web Sites: Performance Best Practices for Web Developers“, by Steve Souders. It’s technical, and definitely for a limited audience, but it’s certainly relevant for web developers trying to squeeze a few extra milliseconds out of page render times with older browsers. (Yes, many of the techniques are just as applicable for modern browsers, but the performance competition between Firefox, Safari, and Chrome has the latest builds addressing, and solving, some of the common bottlenecks.)

    What I liked best about the book were the tests and test results. Souders runs each browser through numerous test scenarios to demonstrate the (sometimes huge) impacts that small authoring decisions can make. (e.g., the surprising relationship between CSS files and inline JavaScript.) Souders also provides implementation details and decision trees for choosing and implementing as much asynchronous loading as possible.

    All in all, it was a nice exploration of how different browser implementations approach page loading and painting, and how to exploit this knowledge for speed.

     
  • erik 9:27 pm on June 27, 2009 | 2 Permalink | Reply
    Tags: books

    I was out on a business trip again last…

    Emergency book cover

    I was out on a business trip again last week, and took with me “Emergency: This Book Will Save Your Life“, by Neil Strauss. The book is a first-person account of Strauss’ transformation from a “soft”, urban writer, into a trained survivalist. It’s a wonderfully engaging story.

    Here’s the link that put the book on my wishlist:
    How to Be Jason Bourne: Multiple Passports, Swiss Banking, and Crossing Borders

    Enjoy!

     
  • erik 6:28 pm on June 16, 2009 | 0 Permalink | Reply
    Tags: books, ,

    Finished reading “Little Brother”

    I took my copy of Cory Doctrow’s “Little Brother with me on a recent business trip, and thanks to severe weather delays, I managed to spend over 8 hours waiting in airports and was able to finish the book in one day.

    While it’s no fun being stuck in an airport, it turned out to be the perfect environment to read this book. The story follows a high school hacker as he fights the “Department of Homeland Security” to reclaim American civil liberties after anti-terror tactics are taken to a new level. Having the real DHS making announcements in the background about threat levels and unattended baggage, only makes the story more real.

    The book targets a younger audience than myself, but it’s still enjoyable. Doctrow does a wonderful job keeping the story believable, and explaining the security implications of the technology we use on a daily basis. Given the theme of the book, I do hope he’s successful in reaching a wide audience and sparking a healthy debate about “national security”, privacy, and civil liberties.

     
  • erik 9:56 am on June 1, 2009 | 0 Permalink | Reply
    Tags: books

    More books, different topic. This time about babies…

    I’ve put the business books on hold the last few months, and instead, dove into the stack of used baby books we’ve collected from friends.

    Baby books (meaning books about childbirth and caring for newborns) range greatly in quality. I suggest you flip through some of them before purchasing; or even better, ask your friends with small children if they have any you can borrow.

    Of the birthing and newborn books we have, the following stand out as useful:

    In addition to these, we have a small collection of baby sign language books that I’m looking forward to digging through. We’re still a bit early for signing, but I’m fascinated by the idea that infants can learn to communicate through signing before they are able to talk.

     
  • erik 6:44 pm on January 25, 2009 | 0 Permalink | Reply
    Tags: books, , ,

    Book: Sketching User Experiences

    I finished “Sketching User Experiences: Getting the Design Right and the Right Design last week in preparation for the upcoming UX Austin Book Club meeting.

    It’s 400+ pages, but a rather easy read. The book covers a range of topics, including:

    • The value of good design.
    • Good design only happens when designers understand the context of use, and explore many possible solutions.
    • Sketching allows designers (and potential customers) to explore ideas at low cost.
    • Sharing sketches enables early feedback.
    • Techniques for sketching interactivity.
    • Sketching can involve computers, cameras, and smoke-and-mirrors provided that it remain quick, inexpensive, disposable, etc.
    • There are many examples of quality sketching available in the archives of HCI history, and replicating these experiments is good practice for a budding interaction designer.

    My opinions on the book are mixed. It definitely offers positive motivation for sketching — and some great stories to feed those “why are we drawing pictures instead of coding” conversations that come up all-to-often with clients unfamiliar with UX Design. However, the book does come across a little passive, yet arrogant at times, while making numerous references without context. This gives it a somewhat academic feel, reading more like a light-weight thesis than a typical design book. That said, if you work in UX Design, being familiar with the ideas in this book will go a long way toward helping your career.

    While reading, I highlighted a few quotes, which I’ll list out below. I grabbed these not because they represent the theme of the book, per se, but because they had unique meaning to me, or something I’m working on. (For example, I’ve already used one of the quotes below in a presentation on the design process.)

    Quotes:

    “In order to design a tool, we must make our best efforts to understand the larger social and physical context within which it is intended to function.”

    This is a classic UX/HCI principle of understanding the user and their context for interaction as a design constraint/criteria. It’s a basic requirement in designing a product/solution that delivers value to a customer.

    This next quote is an interesting one for companies thinking that they can solve “design” simply by hiring a few designers:

    “It does not matter if you already have the talent to save your company among your current employees. If you do not have the vision, will, and power at the highest level, then that talent is almost certain to remain as wasted as it is frustrated.”

    Becoming a design company isn’t as easy as hiring designers (just like becoming an innovative company cannot happen simply by filling the ranks with a few smart people.) Companies can only lead the pack when these values go all the way to the top. Until that happens, organizational practices (and politics) will keep those talented stars from shaping the companies’ future.

    This one’s fantastic (and the one I used in a presentation):

    “Even if you do a brilliant job of building what you originally set out to build, if it is the wrong product, it still constitutes a failure.”

    Meaning, that even if your company can execute a product vision perfectly (ie., you have great developers/craftsmen/etc.), you’re still wasting your time, and money, if you haven’t validated that your concepts will provide the market value you’re trying to achieve.

    On the reason it’s important to share all ideas when brainstorming:

    “…better idea[s] would never have come about were it not for the idea that it replaces.”

    In other words, even bad ideas provide value via the thinking that occurs when we consider them.

    On team dynamics and the work environment:

    “A healthy team is made up of people who have the attitude that it is better to learn something new than to be right.”

    “A design studio without ample space to pin up sketches, reference photos, clippings, and the like,… is as likely to be successful as an empty dance club.”

    And finally, a reminder on why you never skip peer reviews:

    “It is better to have your preliminary work critiqued by your colleagues while there is still time to do something about it — no matter how difficult the criticism might be — than to have the finished project torn apart by strangers in public.”

     
  • erik 10:14 am on January 23, 2009 | 0 Permalink | Reply
    Tags: , books

    Reminder: Austin UX Book Club meeting Feb. 3rd

    Date change! Rescheduled for February 3rd.

    The first Austin UX Book Club meeting is this coming Tuesday, January 27th February 3rd, at 7pm. The book to read is, “Sketching User Experiences: Getting the Design Right and the Right Design.” Follow the link for details.

     
  • erik 12:16 pm on January 11, 2009 | 0 Permalink | Reply
    Tags: books,

    Book: Blue Ocean Strategy

    Blue Ocean Strategy: How to Create Uncontested Market Space and Make Competition Irrelevant” uses a “red ocean vs. blue ocean” analogy to discuss the risks of head-to-head corporate competition (bloody red oceans) against the opportunities of differentiating your company or service such that your offerings are unique (blue oceans.)

    The book walks through a few techniques for modeling your current market and exploring opportunities to reposition yourself. This analysis focuses heavily on identifying gaps between the parts of a service that businesses emphasize, and the parts that customers value. For example, if a current market has competitors battling over “quality of craftsmanship”, thus raising prices and limited it’s customer base, there may be a blue ocean strategy around simplifying manufacturing, reducing costs, and selling to a wider audience.

    In many ways, the solutions the book promotes are often in alignment with the classic “user-centered design” and product management philosophies of listening to customers and focusing on providing customer value, rather then selling to a fictitious market. However, to get into a blue ocean, a company must react and reinvent itself if the customers it wants need a different offering.

    A few quotes:

    “Effective strategy should be about risk minimization and not risk taking.”

    “Innovative ideas will be profitable only if they are linked to what buyers are willing to pay for.”

    “Unless the technology makes buyers’ lives dramatically simpler, more convenient, more productive, less risky, or more fun and fashionable, it will not attract the masses no matter how many awards it wins.”

    “If individuals are not treated as though their knowledge is valued, they will … not share their ideas and expertise; rather, they will hoard their best thinking and creative ideas, preventing new insights from seeing the light of day.”

    The concepts in the book aren’t too hard to grasp, and unfortunately, this makes the book feel unnecessarily long. It’s a easy read, but without a lot of substance. I do like how the Strategy Canvases were drawn (and I’m definitely going to play with that approach to modeling competition), so I did get some value out of it; But overall, the book isn’t sitting too high on my recommended list.

     
  • erik 10:21 am on December 8, 2008 | 2 Permalink | Reply
    Tags: books,

    Book: “Innovation and Entrepreneurship”

    What a great book — and difficult to review in a “cut to the chase” manner. “Innovation and Entrepreneurship“, by Peter F. Drucker, outlines a systematic approach for identifying innovation opportunities, and growing a culture of innovation within an organization. He provides a view of innovation as a style of working — a way of paying attention to, researching, and responding to key market changes.

    The chapter on “Principles of Innovation” offers a nice list of Do’s and Dont’s, but this is just scratching the surface of the wisdom in this book:

    Do’s:

    1. “Purposeful, systematic innovation begins with the analysis of the opportunities.”
    2. “Go out and look at the customers, the users, to see what their expectations, their values, their needs are.”
    3. “An innovation has to be simple, and it has to be focused. It should do only one things, otherwise, it confuses.”
    4. “Effective innovations start small.”
    5. “Successful innovation aims at leadership.”

    Dont’s:

    1. “[Do] not try to be clever.”
    2. “Don’t diversify… don’t try to do too many things at once.”
    3. “Don’t try to innovate for the future. Innovate for the present!”

    Here are some of the quotes I highlighted while reading:

    • “The test of an innovation… lies in its success in the marketplace.”
    • “Most of Silicon Valley are still inventors rather than innovators, still speculators rather than entrepreneurs.”
    • “Entrepreneurship… is a behavior rather than [a] personality trait.”
    • “The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.”
    • “Entrepreneurship is ‘risky’ mainly because so few of the so-called entrepreneurs know what they are doing.”
    • “Anything truly new that looks big is indeed to be distrusted. The odds are heavily against its succeeding.”
    • “The organization must be… willing to perceive change as an opportunity rather than a threat.”
    • Only when people with proven performance capacity have been assigned to a project, supplied with the tools, the money, and the information they need to do the work, and given clear and unambiguous deadlines — only then do we have a plan.
    • “To render an existing business entrepreneurial, management must take the lead in making obsolete its own products and services rather than waiting for a competitor to do so.”
    • “The people responsible for an existing business will… always be tempted to postpone action on anything new, entrepreneurial, or innovative until it is too late.”
    • “A business needs only a very small share of a small market to be successful.”
    • “Failure to achieve objectives should be considered an indication that the objective is wrong, or at least defined wrongly.”
    • “The probability of success… diminishes with each successive try.” (In reference to pursuing the same idea multiple times.)
    • “One cannot do market research for something that is not yet on the market.”
    • “The new venture needs to build in systematic practices to remind itself that a ‘product’ or a ’service’ is defined by the customer, not by the producer.”
    • Businesses are not paid to reform customers. They are paid to satisfy customers.
    • “The founder has to learn to become the leader of a team rather then a ’star’ with ‘helpers.’”
    • “A product is not ‘quality’ because it is hard to make and costs a lot of money… Customers pay only for what is of use to them and gives them value. Nothing else constitutes ‘quality.’”
    • “A ‘premium’ price is always an invitation to the competitor.”
    • “Trying to satisfy everybody… always ends up satisfying nobody.”
    • “Charge for what represents ‘value’ to the customer rather then what represents ‘cost’ to the supplier.”

    If you’re interested in learning how to develop a professional practice of innovation and entrepreneurial management, this is a great book to read. Sure, it’s a little dated (as Drucker’s work is going to be), but it doesn’t get in the way or dilute the message — and offers insightful business history and lessons that are still relevant today.

     
  • erik 11:52 am on September 20, 2008 | 1 Permalink | Reply
    Tags: , books,

    Thank you for the free book!

    Since I started working through the Personal MBA reading list, I’ve been posting summaries and links to the books on Amazon. If you’re reading this blog, you’re savvy enough to know that those Amazon links are “associate” links, meaning that they generate referral money (well, Amazon gift certificates) for me if you click-through and buy a book.

    I’m happy to say that a few people have bought some of these books, and I’ve made enough referral money now to pick up a free book! I decide to buy “Innovation and Entrepreneurship” by Peter Drucker. Innovation, and the application of innovation as a competitive strategy, is a topic I’m particularly interested in. In addition, I really enjoyed Drucker’s “The Effective Executive“, so I’m looking forward to reading more of his work.

    So thank you! Reading this next book will be even nicer knowing that my friends (and some strangers) were willing to share their “click-throughs” with me!

     
  • erik 11:29 am on September 20, 2008 | 0 Permalink | Reply
    Tags: books,

    Quick review, “What Got You Here Won’t Get You There”

    What Got You Here Won’t Get You There: How Successful People Become Even More Successful” by Marshall Goldsmith.

    • The author is an executive coach, generally brought in when a high-level professional is in need of “grooming” (ex., someone tagged as being the next CEO, but isn’t quite ready.)
    • The book outlines the author’s peer-review process for identifying personality traits that are holding executives back in the career advancement.
    • Lists and describes the common issues:
      1. Winning too much — ex., wanting to “win” an argument just for the sake of winning
      2. Adding too much value — ex., always trying to add to the conversation
      3. Passing judgement — ex., quickly reacting in approval/disapproval when hearing new ideas. It’s better to listen with “complete neutrality” and make a decision later.
      4. Making destructive comments — ex., the facial expressions and under-the-breathe comments that generally serve only a negative purpose.
      5. Starting with “No,” “But,” or “However” — ex., saying “that’s a good idea, but…” You’ve now shot down the idea.
      6. Telling the world how smart we are — ex., responding with an “I already knew that” when someone brings information.
      7. Speaking when angry — pretty self-explanatory, but yelling at your staff is no way to keep top-talent.
      8. Negativity, or “Let me explain why that won’t work” — a devil’s advocate is generally more destructive then helpful. Don’t shoot down ideas, or people will stop bringing them to you.
      9. Withholding information — when you withhold information you put your colleagues at a disadvantage, which naturally, they won’t like. (And eventually, when the don’t like you enough, they’ll stop working for you.) Keep in mind the lessons of the information age — information becomes more valuable (and powerful) when shared. Practice transparency.
      10. Failing to give proper recognition — if you don’t give credit where credit’s due, your staff will resent you.
      11. Claiming credit that we don’t deserve — this is a short-term gain, for a long-term fail. Taking credit for someone else’s achievements is a great way to make people dislike you.
      12. Making excuses — they just hold you back.
      13. Clinging to the past — like making excuses, but with historical precedent. Again, it’s holding you back.
      14. Playing favorites — the favorites like you, the other’s hate you.
      15. Refusing to express regret — apologize so everyone can move forward.
      16. Not listening — and specifically, not listening well (ie., not engaging or paying attention.) Not listening is a great way to get people to stop bringing you information.
      17. Failing to express gratitude — saying “Thank you” and recognizing other’s achievements make people feel good, and thus, makes them enjoy being around you.
      18. Punishing the messenger — a negative reaction to bad news will make the messenger feel bad for having brought it (thus limiting your access to information in the future.) Listen with neutrality, thank the messenger, and deal with the problem separately.
      19. Passing the buck — ex., blaming someone (or something) else for our mistakes.
      20. An excessive need to be “me” — ex., letting some mental model of your personality dictate how you work. Doing something because it’s “in character”, rather then doing what’s right.
      21. Goal Obsession — driving so hard to achieve a goal that we lose sight of why we’re doing it.
    • Walks the reader though the discovery process, and addresses how to successfully recover from a bad personality trait. (ie., it’s not enough that you simply get better — what matters, in fact, the only thing that matters, is how your peers perceive you, and your changes.)

    The book occasionally comes across as “selling his services”, but it works. It’s well written, easy to read, and offers many opportunities for self-reflection. Goldsmith describes his process in-depth so that it can be replicated. The book even concludes with an example peer-review worksheet.

    My overall take-away was positive, and I’d recommend the book to someone wanting to advance in their career (particularly in a managerial direction.) It’s a good reminder that once you’ve mastered your craft, interpersonal skills may be what’s keeping you from climbing to the top of your field.

     
  • erik 9:16 pm on September 7, 2008 | 0 Permalink | Reply
    Tags: books, ,

    Finished reading “The Simplicity Survival Handbook”

    The Simplicity Survival Handbook: 32 Ways To Do Less And Accomplish More

    Not a GTD book — this is about cutting past the typical B.S. you find in a corporate environment. Fewer meetings, quicker communication, more transparency, focusing on what matters. Similar to “Cut to the Chase: and 99 Other Rules to Liberate Yourself and Gain Back the Gift of Time, but with a bit more emphasis on working corporate politics.

    The main themes:

    • You have only 1440 minutes per day. Use them wisely, and respect other’s 1440.
    • Cut out everything that wastes your (or other’s) time.
    • “Do Less” by focusing only on what matters.
    • Identify the real problems (ie., what keeps your boss up at night) and solve them. That’s your best path to career advancement, approved budgets, etc.
    • Don’t tolerate a work environment that wastes your time.
     
  • erik 7:32 pm on August 22, 2008 | 0 Permalink | Reply
    Tags: books,

    Two more business books (not too thrilled with them)

    I finished a couple more books off the Personal MBA reading list this week — only this time I’m sharing them with you not so much in recommendation, but to suggest that you flip through them before making the purchase.

    Crucial Conversations: Tools for Talking When Stakes are High

    It took determination to make it through this one. The lessons are good, but the book just seemed to drag on and wasn’t holding my attention. This is the polar opposite of “Cut to the Chase, and even pretty far on the soft side of “How to Win Friends & Influence People“. If your job routinely requires telling people bad news (ex. firing people, or hospice work) and you don’t think you’re very good it, perhaps this book is a place to start. The book walks through some good examples on defusing hostile situations and handling sensitive relationship topics, which are all valuable to know. It just wasn’t a very engaging read for me.

    The Unwritten Laws of Business

    Not much to this book. Even it’s aggressive line spacing can’t hide it’s lack of depth. Might be of value to someone just starting their career (meaning, first job, right out of school), but you’ll definitely want to flip through it before purchasing. Even though it’s on the Personal MBA reading list, I’d say skip it if you’ve been in business for more then five or ten years.

     
  • erik 9:52 am on August 10, 2008 | 0 Permalink | Reply
    Tags: books,

    “How to Win Friends and Influence People” in bullet-points

    This week I finished How to Win Friends & Influence People by Dale Carnegie. It’s a classic, often referenced title, so I’m glad I read it. The book is organized in four main sections, with chapters that tell stories as examples for each of the books “principles.” While the lessons of the book are good, by the end, the stories start to feel a little repetitive, and at some point, I lost interest in whether they were real or made up. The overall take-away of the book is positive though, with a strong message of being friendly and considerate toward other people as a means to accomplish your own goals.

    Below are the book’s sections and principles in bullet-points. I’ve spelled them out here for my own future reference (or for anyone who’s read the book and would like a quick reminder):

    Fundamental Techniques in Handling People

    1. Don’t Criticize, condemn or complain
    2. Give honest and sincere appreciation
    3. Arouse in the other person an eager want

    Six Ways to Make People Like You

    1. Be genuinely interested in other people
    2. Smile
    3. Remember that a person’s name is to that person the sweetest and most important sound in any language
    4. Be a good listener. Encourage others to talk about themselves
    5. Talk in terms of the other person’s interests
    6. Make the other person feel important — and do it sincerely

    How to Win People to Your Way of Thinking

    1. The only way to get the best of an argument is to avoid it
    2. Show respect for the other person’s opinions. Never say, “You’re wrong.”
    3. If you are wrong, admit it quickly and emphatically
    4. Begin in a friendly way
    5. Get the other person saying “yes, yes” immediately
    6. Let the other person do a great deal of the talking
    7. Let the other person feel that the idea if his or hers
    8. Try honestly to see things from the other person’s point of view
    9. Be sympathetic with the other person’s ideas and desires
    10. Appeal to the nobler motives
    11. Dramatize your ideas
    12. Throw down a challenge

    Be a Leader: How to Change People Without Giving Offense or Arousing Resentment

    1. Begin with praise and honest appreciation
    2. Call attention to people’s mistakes indirectly
    3. Talk about your own mistakes before criticizing the other person
    4. Ask questions instead of giving direct orders
    5. Let the other person save face
    6. Praise the slightest improvement and praise every improvements. Be “hearty in your approbation and lavish in your praise.”
    7. Give the other person a fine reputation to live up to
    8. Use encouragement. Make the fault seem easy to correct
    9. Make the other person happy about doing the thing you suggest
     
  • erik 9:56 am on August 3, 2008 | 0 Permalink | Reply
    Tags: books,

    Quick book review: “The Effective Executive”, by Peter F Drucker

    “Executives are not paid for doing things they like to do. They are paid for getting the right things done.” — Peter F. Drucker

    That quote (from chapter 7) summarizes the philosophy of “The Effective Executive: The Definitive Guide to Getting the Right Things Done” quite well. It’s a book that explores what the job of an executive knowledge worker is — to make the right decisions for the organization being served.

    The book is a fairly easy read, spread across seven chapters:

    1. Effectiveness Can be Learned — Effective leadership is a skill you learn by understanding what’s expected of you, and focusing on the right things. It’s a differentiating skill that has become increasingly valuable as we’ve moved from an industrial- to a knowledge-based economy.
    2. Know Thy Time — Time is a finite resource, and you’re probably wasting more of it then you think. If you want to accomplish great things, you must manage your time wisely. Start by auditing your workday.
    3. What Can I Contribute — Your energy will be wasted if you’re not focused on the right contributions. An executive’s salary comes with an expectation of addressing the right organizational opportunities.
    4. Making Strength Productive — The key to being effective is to leverage your strengths. Position yourself so that your weaknesses are irrelevant.
    5. First Things First — Focus on what’s important now, not in the past. Tackle issues one at a time (multitasking is rarely more productive then concentrated effort.)
    6. The Elements of Decision-making — Focus on the important decisions; Identify boundary conditions; Determine what is right before making compromises; Understand what the decision needs to accomplish; Separate strategic implications from one-off situations; Build-in a plan for action and feedback.
    7. Effective Decisions — Start with your gut; Don’t base future planning on today’s (or yesterday’s) way of doing things; Disagreement is a good thing (it means people are thinking about the problem. Find out why it’s happening or you won’t see the whole picture.)

    In addition to the original (1960’s) text, the edition I have starts with a reprint of Drucker’s “What Makes an Effective Executive”, first published in the June 2004 issue of Harvard Business Review. This introductory piece is actually quite good, and reflects some updating, more clarified thinking on the role of an executive. To paraphrase the introduction, it outlines the behaviors of successful executives as:

    • Understanding what needs to be done
    • Understanding what’s right for the organization
    • Developing plans for getting things done
    • Making good decisions
    • Communicating
    • Focusing on opportunities
    • Runing productive meetings
    • Focusing on the team/organization, rather than the individual (everyone is responsible, and accountable)

    Overall, I enjoyed the book. It provides a very clear opinion on the role of the executive knowledge worker. Sometimes the material feels a little dated (though often it’s amazingly timeless), but the examples add interesting business and political history to the lessons. I don’t think I would have gotten as much out of this book back when I first started my career (where I was focused more on excellence in my craft), but now, the lessons provide a good framework for filtering through all the things I could be focusing on, so that I can select the ones that I should be focused on.