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7 Books Every Manager Should Read in 2017

Cornerstone Editors

Here's a resolution that's both personally and professionally fulfilling: Read more books.

As we enter 2017, many of us are pushing ourselves to think more creatively and proactively in both life and work. Well, you're in luck. We compiled a list of our top books for reinvigorating your workplace and inspiring others, thinking back on our own favorites reads and interviewing entrepreneurs, leaders and talent experts across industries for their go-to recommendations.

Whether you've already put your objectives in motion or are struggling to find inspiration, stacking your bedside table with the following shortlist of titles is a great way stimulate ideas, inspire action and reflect.

1) Winning Well: A Manager's Guide To Getting Results Without Losing Your Soul by Karin Hurt and David Dye

As an HR professional, it's not uncommon to feel like you have to choose between delivering results and maintaining strong relationships. Winning Well breaks down those barriers and provides usable ideas, action plans and advice. Whether you're a seasoned CEO or a first-time manager, you can apply these tips to become an effective and adored leader.

"Winning Well challenges the common win-at-all costs mentality, offering specific tools and techniques for managers to achieve lasting results while remaining a decent person," says Megan Constantino, founder and chief creative officer at Parachute Partners. "This is a practical resource for inspiring teams and developing leaders."

2) Tools of Titans by Timothy Ferriss

Tim Ferriss has interviewed more than 200 guests for his podcast, ranging from celebrities to athletes to scientists. Tools of Titans compiles tools, tactics, lessons, and actionable ideas from new and past guests. Use these captivating short chapters to inspire innovative topics of discussion, learn from the minds of high-performers or discover a different perspective you can share with your team.

"This is a collection of the best bits the author gleans from interviews with successful people such as Arnold Schwarzenegger, Malcolm Gladwell and Seth Godin," shares Eugene Gamble, a business coach and manager at Rosedale Health Centre. "This is a book you can pick up, read a few pages and put down. Chapters are short and to the point."

3) What Got You Here Won't Get You There by Marshall Goldsmith

You've worked hard to get where you are, but without professional development and continually updating your skills, it can be tough to continue to climb that ladder of success. What Got You Here Won't Get You There will have you thinking about leadership in another light to discover what's holding you back, and what you can do to put your talents and abilities to best use.

"As you become successful, you'll need to develop a new set of skills and focus to remain successful and to get to the next level. This book outlines how to do that," says CEO of Confirmed Instant Scheduler David Radin.

4) Disrupt Yourself by Whitney Johnson

Disruptive innovation is the idea that an original invention or idea can create a new market and value network—disrupting the existing market and value network—and lead to new products and success. While creating something for a market that doesn't exist yet might sound scary, it can also be inspiring if you've reached a plateau. Whitney Johnson's real-life anecdotes and applications can help you identify your particular strengths, understand how to work with constraints and, perhaps most importantly, become more comfortable with failure.

"This book is about applying disruptive innovation to one's career and one's business," says Joan Michelson, executive producer and host at Green Connections Radio and a communications coach. "To list a few tidbits, you learn how constraints can be inspiring, how to sell your great idea and why your strengths may not be what you think they are."

5) The Obstacle Is the Way: The Timeless Art of Turning Trials into Triumph by Ryan Holiday

We all face obstacles at one time or another, and at that peak moment of frustration it can be difficult to see the best way to deal with a situation. In The Obstacle Is the Way, Ryan Holiday shows how you can turn your problems into advantages. You'll be inspired with stories from some of the most successful people in history who worked through seemingly impossible circumstances including John D. Rockefeller, Steve Jobs and Ulysses S. Grant.

"This book takes 2,000-year-old wisdom from the Stoics and puts a modern twist on it," shares Pete Abilla, founder and CEO of findtutorsnearme.com. "This book will help you change the way you see and perceive situations. Rather than overcoming obstacles, this book teaches you how you can actually make those same obstacles work in your favor and propel you to a higher version of yourself."

6) Influence by Robert Cialdini

As a leader, you likely have a plethora of great ideas, but getting people to listen, understand and accept those ideas can be difficult. In Influence, you'll learn the psychology behind why people say "yes," how to skillfully persuade people in the right way and how to detect and react to expert persuaders.

"When dealing with others, it is always useful to have a good understanding of how and why people react a certain way. Influence discusses how we have the capability to leverage that knowledge to get the job done in the most efficient way with minimum hassle," says Gamble.

7) How to Win Friends and Influence People by Dale Carnegie

How to Win Friends and Influence People was one of the first self-help books ever published, and it's still a bestseller nearly 80 years later for a reason. Whether you're looking to enhance your conversational skills or become a better executive, this book is a classic that should find a place on your bookshelf.

"I read this book (or listen to the audio version) every year," shares Radin. "Although it's 80 years old, it still forms the foundation of great leadership thinking and working with other people. It continues... to consistently be on Amazon's and Audible's top 10 sellers for the category."

Header photo: Creative Commons

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The ReWork Bookshelf: 8 Must-Reads from Author Carol Anderson

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The ReWork Bookshelf: 8 Must-Reads from Author Carol Anderson

Editor's Note: What are our writers and experts reading? In this series, ReWork contributors share their"must-read" recommendations for HR professionals and business leaders. I read lots of business books, but anyone who has followed my writing knows I'm not terribly fond of popular business books; they simplify things too much. When organizations try to follow these books' recipes, they fail because they don't understand the underlying human concepts of organizational behavior. So, my reading list contains books that discuss original research into organizational behavior, specifically dealing with concepts most important to HR leaders: consulting, leadership and teams. Check out the first half of the list to find books that are easy to read and digest, and provide good information that is immediately useful and a little outside the norm for HR practitioners. Skip down to number five if you are looking for the most powerful—but more complex—books I have ever read. 1) Flawless Consulting by Peter Block Everyone is a consultant at some point, HR even more so. Block's chapter on dealing with resistance is powerful both in recognizing what resistance looks like, and then offering a simple method to diffuse it. 2) Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy by Amy Edmundson I started following Dr. Edmundson, a professor at Harvard Business School, when I was studying the concept of psychological safety and why smart people don't speak up even in a crisis. This single concept—psychological safety—gives HR practitioners a practical background in team behavior, and in turning problems into learning opportunities. 3) The Silo Effect: The Peril of Expertise and the Promise of Breaking Down Barriers by Gillian Tett Gillian Tett is an anthropologist turned business journalist who uses her study of culture to help organizations bust silos and improve performance. HR can and should be a connector. This book provides research-based arguments for why silos are counter-productive. 4) Repurposing HR: From a Cost Center to a Business Accelerator by Carol Anderson Full disclosure, this is my own book. I got tired of books about HR competencies that didn't provide practical "how to" advice for becoming strategic, so I wrote one. This book is helpful to HR teams that want to break down barriers, think collectively and add significant value to their organizations. As I mentioned earlier, the second half of this list contains the most powerful books I have read. They aren't necessarily easy to read and digest, but they are so worth the time. These books help put into perspective the challenges and hopes of human resource development. 5) Organizational Culture and Leadership by Edgar Schein MIT professor Schein is the father of organizational culture. Culture is a hot topic today, and this provides outstanding insight, grounded in research. 6) Organization Change by Warner Burke One of the most comprehensive and common sense models of organizational change. As an HR practitioner, I was frustrated by the number of external vendors that sell "change processes"—from Six Sigma to technology implementation to quality improvement. Their processes were good, but often not aligned with existing HR processes such as performance management. If you want to compete with the various "change agents" that tell organizations how to "change" (and you should) you have to understand change at its deepest level. 7) Leadership and the New Science by Meg Wheatley Wheatley describes how complex systems like organizations must be allowed to develop, rather than be controlled. The book offers solid ideas about how effective leaders can and should let go. I hope you find these helpful. I would love to hear stories about what you read and how it helped you. You can reach me at carol@andersonperformancepartners.com. Header photo: Twenty20

Good Managers Manage. Great Managers Coach

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Good Managers Manage. Great Managers Coach

We're several decades into the evolution of the knowledge worker now, where skills are softer, job descriptions grayer, and thanks to technology, everyone in the workplace has a multitude of new platforms to communicate, collaborate and get stuff done. What's gotten a little lost in that shuffle? Leadership has changed -- especially for middle management. Effective line managers these days don't just clock in and out their employees -- they need to know how to optimize softer skills and individual performance. They need to manage -- and coach -- people a lot more than they manage the work. "I’m a big proponent of losing the word ’manager,’ and replacing it with the word ’coach,’" says Jay Forte, a former financial executive who traded his day job to launch Humanetrics LLC, a company that consults organizations on how to capitalize on the strengths of their employees. "’Manager’ is an Industrial Age word, and now that we’re in the Intellectual Age, most managers don’t know how to get the most out of their employees." From coaching "managers" and inspiring employees to helping companies hire and retain the best talent, Forte's main goal is to advance personal performance in the workplace and beyond. Often times it starts with good leadership skills. So how does a manager become a great coach? Forte had three pointers: 1. Stop Telling and Start Asking The first step to becoming a coach is reassessing how you treat and interact with your employees. Establishing an open, respectful relationship is key -- and will bring long-term benefits. An example that stood out in Forte’s experience came when a customer service manager at a large company overheard one of his employees having an argument with a customer over the phone. Instead of flying off the handle and intervening, the manager stepped up as a coach, observing his employee’s behavior and then inviting the employee into his office after he hung up the phone. By speaking with the employee behind closed doors and asking powerful, pointed questions about the situation at hand, the manager determined that what he observed was, in fact, a problem and discussed alternate solutions. This allowed the two to address and solve the problem as a team, rather than having it blow up as an employee/manager dynamic. And it established more trust, communication and engagement between the two. "That’s a coach in action," Forte said. "A manager might have had a meltdown and taken control of the call. He was truly conflicted about whether he should have interrupted, but it was a wise and hard decision for him not to get involved. It was a wonderfully powerful teaching moment." 2. Match Talent With Challenges Today’s job descriptions aren’t as cut-and-dry as they were even a decade ago. These days, employees are often hired for their talent and ability to get the job done, rather than their actual experience with said job. By getting to know about employees’ talents, interests and lives beyond the workplace, coaches can tap into strengths that run much deeper than any job description. Whether it’s planning the office holiday parties or running the company newsletter, employees often get satisfaction and fulfillment out of duties that have nothing to do with their day-to-day activities. Utilizing these talents makes the most of each employee’s potential and, in turn, adds value to the employees’ work experience. "Look deep into your people, their talents, their capacity, and match what they have to offer with your company’s needs," Forte said. "A coach takes a good look at what you’re extraordinary at and matches it to a particular need, so you soar." 3. Tap Into Your Softer Side The best coaches possess qualities that are easier said than done. This includes being a good observer and listener, really getting to know employees and trusting employees to get the job done. It all comes down to giving your workforce the tools and resources to do their job, so you can do your job. "You have to trust in your employees," Forte said. "Give them the ability to step up and own the situation. The mindset of a manager is often ’I’m responsible to do the job’ when it should be ’I’m responsible that the job gets done.’" Ultimately, the coach takes on a role of parent, to some extent, Forte said. Like parenting, the relationship between coach and employee is often one that vacillates between guide, mentor and boss. Holding employees accountable while guiding them toward success is no simple task – it’s easy to take the reins when something’s not going right or chastise an employee for his mistakes. But handling the situation from the perspective of a guide or coach will benefit your business, your relationship with your employees and, ultimately, your bottom line. Photo credit: (c) Can Stock Photos

5 skills all leaders need in times of transition

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5 skills all leaders need in times of transition

Leadership teams have dealt with a huge amount of change over the last year. But this constant change is par for the course. Employees regularly face new directives and priorities from management. Leadership teams are then tasked with ensuring operations continue smoothly — which often means retaining mission-critical employees despite all the change. According to Michèle Flournoy, who served as the Undersecretary of Defense For Policy from 2009 to 2012 under President Obama and co-led President Obama's transition team at the Defense Department, the best leaders set themselves apart with a people-first approach. “There are too many people who come in and want to do just the policy part of the job, and don't understand that their ability to do that well depends on how they lead and manage the people in the organization,” she said, speaking at a recent webinar as part of the Leadership in Transition series from the Partnership for Public Service. “You're not going to get to peak performance unless you invest in your people.”  When Flournoy took over the Defense Department transition, she was inheriting about 1,000 employees across three agencies, without the support of other team members who still needed to undergo political confirmation. She quickly realized that she needed to engage with all kinds of people and functions across the organization. “I wanted to understand what the experience was really like for them,” she said. Here are five strategies Flourney found that leaders can use to manage effective transitions while keeping their employees at the center. 1) Be sure to listen It's been said that listening is the highest form of respect. While managing her transition, Flournoy established listening tours with employees at all levels. “I really tried to understand where the organization was. Where was it strong? Where was it weak? What was morale like?" she said. When you’re willing to listen, people become more candid about the things that they're hoping will change. Flournoy started hearing feedback like: "We're exhausted," "No one's gotten any training or professional development for as long as we can remember," "We spend a lot of our time reformatting the same material for different people." Listening offers people a space that feels safe to provide constructive criticism. 2) Act on feedback In addition to simply listening, people need to know they’ve been heard. While Flournoy believes leadership doesn’t need to respond to every comment, they need to be seen as being responsive to the organization. If they don't, employees won’t make their voices heard. Flournoy wasn’t afraid to have some fun, either, to make sure her teams knew she was following through. "We announced a contest for the top 10 things that were wasting our time that we should stop doing right away. We got hundreds of nominations,” she said. “Just by going through them at a very high level of scrutiny, I was able to take several dozen and say, we're not going to do this anymore, we're going to be smarter with our time. And that was a big morale boost in the organization.” It showed that she asked for feedback, heard her employees and put a plan into action. 3) Invest in people From her listening tour, Flournoy found issues with low morale and performance that she knew needed to be addressed before any big-picture policy goals had a chance of successful implementation. One change she made was to institute predictable time off. For employees often working 12 or 14 hour days, it was important to have dedicated, consistent periods of time off to be able to be with family or have time to exercise, for example. “It was a huge morale boost, and it made the team closer because people are sharing what’s important to them,” Flournoy said. “It actually improved cohesion and performance.” There’s risk in avoiding investment in human capital beyond just getting subpar work from employees: “You'll probably have people vote with their feet,” Flournoy said. “Usually the best people leave the fastest because they have other options.” 4) There’s no such thing as overcommunication Effective government leaders are strong, flexible and concise communicators. And while some people may prefer to hear a message in a town hall, others may prefer a small group setting where they can ask questions. “A lot of times, you might feel like you’ve said the same thing 10,000 times,” Flournoy said. “But the 10,001st time that you say something, it can click for someone. Someone will say, ‘I've never heard that before.’” And ultimately, communication bleeds into action. “I think at the end of the day, everybody knew we were doing a human capital strategy and what it was about because even if they didn't hear about it, they started to feel it. They started to actually experience things differently at work,” Flournoy said. 5) Champion change with soft skills One of the best ways organizations can lead through change is to position managers with the training they need to improve their soft skills. Mangers with great soft skills motivate and engage their people more effectively — like how they can intuit the right incentives to motivate employees. Flournoy points to one department manager that selected a “best memo of the week” to share as a way for employees to gain recognition. “A lot of it was just encouraging people to be creative and do what's going to work in your office,” she said. Managers can also take the pulse of teams to surface any issues that might come up. “I did a lot of management by walking around,” Flournoy explained. “I did what I call core sampling, which is to talk to a bunch of admin people or office directors just to find out how things were going from day to day.” Maintaining leadership momentum beyond transition Building a truly resilient culture needs everyone’s buy-in. Through active listening, acting on feedback and investing in people, leaders should have the goal of creating a space for all people to participate fully. This can help create an environment where employees at all levels can contribute not just to the work itself, but to the entire team’s wellbeing. “I could have gone into a room by myself and written, here are my top five priorities for my time in office, and here's how I'm going to achieve them, and here's my strategy, and then handed in this paper,” Flournoy says. “But I knew that I was going to get a much better product, all kinds of new ideas and challenges, better substance, but also, much more ownership by the organization and the team if I brought other people into the process.” Flournoy has seen the impact of this approach over the course of her career and shared one example from her time in the Obama administration. Defense Secretary Robert Gates was reviewing a memo her team had provided on important topics to be shared with the President. “He put the memo down and said, ‘Did you fire everyone in this office and hire a new group of people?’ And I said no and asked him why he thought that,” Flournoy recalled. “He said, ‘I can’t believe this memo, which is superb, came from the same office where I was unhappy with the quality of work four months ago. What happened?’ I told him, ‘We put some good leaders in there and we started investing in the people.’ It’s like watering flowers in the desert: They just bloom.”

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