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The Book eliminates the need for other books (or a seminary degree) to understand it. The Bible can now be read as God intended it to be: a common person can pick it up, read, and understand. I definitely recomend The Book to all believers: young and old. Finally! A version of the Bible written in OUR language! (And if you ever have the chance, take a look at the origional language of the KJV!)
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What about customers? "Similarly, customer data included purchase information: Volume, dollar amounts spent, repurchase intentions and behavior, brand ratings, product evaluations, opinions, and other complementary patterns of attitudes and behavior were all covered in detail." Who wants to step forward to challenge the validity of Coffman and Gonzalez-Molina's assertions? Not I.
The subtitle of this book, "How the World's Greatest Organizations Drive Growth by Unleashing Human Potential," is somewhat misleading. In fact, according to Coffman and Gonzalez-Molina, cultures -- not organizations -- unleash human potential which, in turn, drives organizations. More specifically, emotion-driven, highly engaged employees ("associates" at Wal-Mart and J.C. Penney) continuously nourish and thereby sustain profitable relationships with (yes) emotion-driven, highly-engaged customers. Contrary to conventional wisdom, "Superior performance is not the exclusive product of the rational mind. no matter how appealing it is to business to believe this is so. Talent does intelligence one better, because it combines and utilizes the full circuitry (rational and emotional) of the brain's neural connections in the endless pursuit of productive outcome."
What about knowledge and skills? Coffman and Gonzalez-Molina duly acknowledge that they are required by quality performance. However, "In essence, talent and engagement are emotionally driven. In tough economic times, talent and emotional engagement are the only natural competitive advantages." Emotional engagement is thus the "fuel" that drives the most productive employees (approximately 20% of any workforce) and the most profitable customers. Coffman and Gonzalez-Molina seem almost surprised by the fact that there is an unlimited supply. "The most amazing thing about it is that it never runs out."
The word "path" in this book's title refers to a sequence of "steps" to be taken:
1. Acknowledge the role that emotion plays in driving business outcomes.
Comment: Keep in mind that emotions can be either positive (e.g. appreciation) or negative (e.g. resentment).
2. Acknowledge that all employees possess innate talents that can be emotionally engaged.
Comment: Workers generally do best what they enjoy doing most.
3. Understand that unique talent combinations lead to increased profits and growth.
Comment: Because needs change, different talents may be needed and in different combinations.
4. Understand and appreciate the power of the Q12 and accept what it can do for an organization.
Comment: Coffman and Gonzalez-Molina focus on the Q12 in Chapter 4 and explain how to manage the Q12 in Chapter 5.
5. Understand what it means to manage to develop and sustain engaged employees.
6. Understand the economic implications of engaged, not-engaged, and actively disengaged employees.
7. Acknowledge the role which emotions play in customer engagement.
8. Understand the eleven indicators of customer engagement and how they will impact on your brand, product, or organization.
9. Accept what managing to enhance and sustain customer engagement means.
10. Understand the economic implications of fully engaged, engaged, not-engaged, and actively disengaged customers.
NOTE: The chapter in which this step is examined, Chapter 10 ("Emotional Economics, Part 2") develops in much greater depth the material provided in Chapter 6, "Emotional Economics, Part 1."
Coffman and Gonzalez-Molina devote a separate chapter to each of the ten steps of The Gallup Path, explaining precisely how it can enable any organization (regardless of size or nature) to "drive growth by unleashing human potential." Taking each of these steps will fail, however, unless and until when doing so supervisors REALLY DO understand (a) that talent drives performance and supervisors are totally committed to engaging the talent of every employee, (b) that emotionally engaged employees are invariably the most productive employees, and finally (c) that emotionally engaged customers "always come back for more" and thus are the bedrock of any organization's sustainable profitably.
In their concluding remarks, Coffman and Gonzalez-Molina observe that "It's time to see your world in a different way." In fact, by the end of this book, they have urged their reader to see the world in dozens of different ways. It is important to supervisors to know that, once embarked on The Gallup Path, they will be guided and informed by Coffman and Gonzalez-Molina every step of the way.
Those who share my high regard for this book are urged to check out First, Break All the Rules which Coffman co-authored with Marcus Buckingham. Also, Hammer's The Agenda: What Every Business Must Do to Dominate the Decade; Bossidy and Charan's Execution: the Discipline of Getting Things Done; O'Toole's Leading Change: The Argument for Value-Based Leadership; Collins' Good to Great: Why Some Companies Make the Leap and Others Don't; and Connors and Smith's The Oz Principle: Getting Results Through Individual & Organizational Accountability.
The authors are the most insightful business people I have ever read.! A must read!
This book is one of the few original ones. I had the opportunity to question the author for about an hour at a book signing in Martinez in which only a few people came for the presentation.
Mr. Davis has been a star salesperson and he knows what he is talking about. Getting into your Customer's Head is excellent.
I am mostly into marketing as I think it is more important to remove the need to have to sell in the first place -- by attracting people who want what you have -- rather than try to sell people who are not the best prospects for your product. However, when you have to sell, this book will help you develop your skills. I think it is the one sales book that marketing people should read this year
Vergara's prose gets a bit preachy and predictable at times, but the real strength in this book lies in its collection of bleak photos that make you wonder why this nation abandoned its industrial past so quickly and so thoroughly. They speak more than any words can ever do on the plight of America's cities.
He shines when he looks at how buildings transform over time - some for better, most for worse. The majority of these photos were taken in the early-1990s, as the crack epidemic was at its peak and the double-digit decline in urban crime was just beginning. With crime down and the urban real estate market up, I view these decade-old photos with a mix of sadness and hope.
Vergara's later work, _American Ruins_ does an even better job of looking at how the United States has turned its collective back on its cities. If you read this book, make sure you check out _American Ruins_. They both make Vergara our best chronicler of urban decay.
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Adventure. Exploration. Human emotion. The thrill of victory and agony of defeat. Or is it feet? (as in cold and frostbitten) Not to mention broken ankles,concussions,and pulmonary edema.As both climber and M.D.,Kamler offers it all up with unique perspectives.
Kamler takes us on the literal and figurative ups and downs of mountaineering, including the tragic Everest storm of '96 when he was the solo medical person on the mountain. The buck stops with Kamler, who as expedition doctor must make ultimate decisions regarding the well-being of fellow climbers with often limited information and resources. He runs a veritable E.R. at the top of the world.
So,why climb Everest? Because it's there? Judging from this book, the answer is alot more involved and intriguing. Kamler's insights and recollections really drew me in and kept me going to the last page; it's real life drama that reads like fiction. A must read for those who seek adventure, those who long to, and for those who are not quite sure (like me).
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