Speed Reviews - Avidium: Inspired results

April 2005
NAVIGATING THE BADLANDS
by Mary O’Hara-Devereaux
Thriving in the Decade of
Radical Transformation
O’Hara-Devereaux explains that stepping up to the international plate and “making the right choices to create a
global commons is essential.”
The global business environment is currently experiencing a number of dramatic changes that will forever shape
the future of organizations. According to internationally
renowned business forecaster Mary O’Hara-Devereaux, the
turbulent stock market, worker migration and
major changes in strategic planning require organizations to shift their focus to navigate through
the rugged business landscape of the next
decade. In Navigating the Badlands, the author
uses dramatic stories of successes and failures
from companies in a variety of industries to create organizational models for moving forward in
rough business terrain.
Eight Principles of Transformation
From Industrial Age to
Information Age
O’Hara-Devereaux uses the metaphor of traveling through the badlands of the American West to
describe the next 10 years of struggle and transition that organizations face today. To help companies bridge the space
between the end of the Industrial Age and the “full promise
of the Information Age,” the author provides them with tools
and warnings that can prepare them for the road ahead. Her
goal, she writes, is to soften the ride to creating a “vibrant,
equitable, and fully integrated global society underpinned by
robust economic growth worldwide.” She explains that
today’s leaders and organizations are mismatched with the
needs we will face in the new global reality.
O’Hara-Devereaux draws her observations and prescriptions for success from her extensive research, which
has taken her from the villages of Africa to the businesses
and governments of Asia and Latin America to the technology centers of California’s Silicon Valley. With a team
of researchers that included economists, technology
experts, sociologists, political scientists, anthropologists,
and historians, she examined the turbulent times of the past
to make better sense of the foreboding future terrain.
Navigating the Badlands is organized around four
themes that are both interlinked and distinct: globalization, new leadership crucible, organizational metamorphosis, and social choices. Regarding social choices,
Reviews by Chris Lauer
Although she covers all these themes with many suggestions, she primarily focuses on the journey of organizational leaders across the badlands and the transformation that organizations will need to undergo to
achieve success. O’Hara-Devereaux writes that
a successful journey requires principles of
transformation to guide the way, as well as “a
new leadership paradigm to anchor them.” Her
set of principles is made up of the following:
● Scan, Scout, Steer. Strategically improving
all leaders’ readiness to identify opportunities and
risks, and providing necessary resources, enables
them to act quickly on emerging opportunities.
● Act With Integrity. Integrity includes honesty, coherence, connectedness, wholeness and
vitality.
● Seek Collisions. Surprise encounters with outsiders
create the optimal diversity firms need.
● Learn Rapidly. Trial and error efforts constitute a
critical pathway for accelerating learning.
● Engage Cultures. Authenticity, courage, resilience,
adaptability, persistence and a sense of humor will help.
● Innovate Radically. Seek out heretics and mavericks.
● Make Decisions Fast. Leaders must nurture an
action-oriented stance throughout their whole company.
● Execute With Discipline. Survival requires organizations to create cultures that can execute masterfully with
focus, self-possession, poise and confidence.
Why
We
Like
This
Book
O’Hara-Devereaux presents compelling
stories of pioneers who have been able to
lead the hero’s journey and share their leadership lessons with others across generations, cultures, times and places. Her
unique perspective turns principles and
organizational tools into strategies that can
resolve the pains of transformation and
help organizations thrive in the future.
Jossey-Bass © 2004, 332 pages, $27.95 (ISBN 0-7879-7138-3).
Buy this book for 20% to 46% off at www.summary.com/books.
BLUE STREAK
by Barbara S. Peterson
Inside the Upstart That
Rocked an Industry
lines are one of the biggest causes of on-the-job injuries.
● Seat-back TV screens. No fee is charged for their use.
● Crew members help customers stow their carryons in the overhead bins. This improves punctuality by
shaving about 10 minutes off the boarding time of each
flight.
Peterson writes that it is with “this mix of couch potato
comforts and solicitous service that JetBlue has upended an
industry.” Not only does Blue Streak describe how JetBlue
beat sizable odds in one of the toughest businesses and during one of the worst periods in that business’ history, but it
also depicts how an unassailable brand was created in a
business where brand loyalty no longer exists.
Throughout Blue Streak, Peterson returns to
Neeleman’s vision of figuring out what customers need, and giving it to them. By describing
the ideas and culture of this unusual company,
she provides a deeper understanding of why
JetBlue is the first postderegulation airline to
reach major airline status in only five years.
While assessing how it got where it is today, she
provides the basis for speculation about where it
will go over the next five years.
Five years ago, entrepreneur David Neeleman moved
from Utah to New York with his wife and nine children to
start a company that would entice jaded travelers into loving the airways once again. Despite giant obstacles (a
recession, 9/11, etc.) he has seen success beyond his
wildest dreams: His company, JetBlue Airways, consistently makes a profit while growing rapidly and garnering
great customer satisfaction ratings. In Blue Streak, editor
and author Barbara S. Peterson follows the company from
its inception to its current status as a role model
for all other ambitious upstarts.
Tracking JetBlue’s improbable journey from
startup to major player in the airline industry,
Peterson presents the story of a company whose
tight organizational culture often appears cultlike, and whose success is undeniable. As she
weaves together interviews with more than 75
company insiders, from mechanics on the runway to CEO Neeleman himself, Peterson reveals
the steps that were taken along the company’s
path to industry success.
Using her skills as a veteran reporter, Peterson
digs into her subject by submerging herself in the
company and even attending JetBlue’s training for flight
attendants. In her introduction, she describes the anxiety
she experienced as she flipped through JetBlue’s training
manual for guidance: “Think in terms of difficult situations, not difficult people.” She notes that there are no
mentions of “passengers” throughout the manual because
JetBlue prefers employees to refer to those who use its services as “customers.”
Four Success Secrets
During her years of observing the company
from its inception and interviewing many of its
people, Peterson found four secrets that JetBlue has used
to become the epitome of success. These are:
1. Focus on customer service. While going through
flight attendant training, Peterson learned that JetBlue trains
its employees harder than anyone else.
2. Keep prices not just low, but fair and easy to understand. Neeleman explains that customers “know we’ll treat
them fair and give them a fair deal.”
3. Don’t abuse coach passengers. JetBlue crams fewer
people into its coach section than any other airline.
4. Minimize the really big hassles. JetBlue does not
overbook its flights. If a passenger is delayed more than an
hour, he or she will be compensated.
Couch Potato Comforts
In mid-1999, JetBlue was a paper airline that had no
planes, no name and no license to fly. At the end of 2003,
Peterson reports, it was one of the most on-time and the
most full airlines in the country. By mid-2004, the company
had made a profit in more than sixteen consecutive quarters
and was ranked among the top 10 airlines in the country.
Exploring the reasons for JetBlue’s success in a business environment where other airlines were racking up
losses of $20 billion since 2000, Peterson points to many
of the differences between traditional airlines and JetBlue.
For one, the language used by those in the company is
unique: Employees are “crew members” and supervisors
are “in-flight support specialists.” Secondly, there are
many elements of its flights that differ from its rivals and
that add to the company’s bottom line, including:
● No meals. Serving snacks instead creates enormous
cost savings.
● No rolling carts. Carts clog the aisle and slow down
the service. Also, the massive serving carts used by other air-
Why
We
Like
This
Book
Blue Streak offers more than the tabulated
lists of strategies and tactics an organization
has used to bring down costs and increase
profits. Instead, Peterson’s work explores the
personality and methods of a company’s
founder while providing a wealth of details on
which a complete story of the startup can be
built. What emerges is the human story glowing behind a successful organization. By
revealing the thoughts of the people at JetBlue, she taps
into valuable business and customer service lessons.
Portfolio © 2004, 262 pages, $24.95 (ISBN 1-59184-058-9).
Buy this book for 20% to 46% off at www.summary.com/books.
2
POWERHOUSE MARKETING PLANS
by Winslow “Bud” Johnson
How to Supercharge Your
Marketing Campaigns
Sample Marketing Plans
When marketing consultant Winslow “Bud” Johnson
describes the most effective ways companies can build successful marketing plans, he does more than merely lay out
ideas organizations can follow. In Powerhouse Marketing
Plans, he illustrates each of his strategies with real-world
examples of plans companies have used to create great successes. By venturing out into the tumultuous trenches of
real-world marketing to explain what was done right and
which details made a difference, Johnson turns another
“how-to” book about marketing into a valuable
guidebook that has vast business applications.
Powerhouse Marketing Plans presents marketing from two angles. The first provides an indepth view of marketing plan success stories,
each describing what a company did to build a
popular brand or product and how that experience
applies to a fundamental principle of marketing.
For example, in Johnson’s chapter about the critical nature of consumer and retailer convenience,
he describes how L’eggs Hosiery was able to
become a dominant player in the pantyhose
industry. With a marketing plan written in 1969,
L’eggs became the largest brand of pantyhose in
the world in 2003, with over 50 percent market share even
though its market base dropped over the years by 30 percent.
The other perspective Johnson offers in Powerhouse
Marketing Plans is contained within a second part that provides eight highly detailed sample marketing plans from
companies that used them successfully. These marketing
plans are intended to serve as guides for new marketing
plans companies can create for similar circumstances.
Although he has changed many of the names, numbers and
facts in the marketing plans due to the confidential nature
of the information, that fact does not diminish their usefulness to organizations hoping to get their own plans right.
When Johnson explains that focus groups can be the
key to understanding the consumer, he presents
Craftmaster Hardware Products from Santos
International Corp. as an example of how consumer group input helped to launch a line of
hardware products. After describing the ways
focus groups can be used to identify consumer
prices, attitudes, problems, needs and reaction
to ideas regarding a business venture, Johnson
offers the full marketing plan that was used to
launch the products. This plan includes the
strategy for distribution and display, as well as
the advertising and promotion programs that
were used to get the word out. Consumer and
trade research results show organizations how
that type of information can be incorporated into marketing objectives and financial forecasts.
Perceived Benefits
From Plans to Profits
When Johnson offers the idea that benefits must be perceived by customers, he presents Philips Long-Life
Lightbulbs as an example of how one company embodied
this principle. Philips’ incredibly successful marketing plan
provides a clear example of how a company was able to
find out what benefits customers wanted and wrap an entire
marketing program around how it provided those benefits.
By offering a series of new long-life lightbulbs and
working to take away customer confusion, Philips
became the only company whose whole consumer line is
long life. This long-life strategy has made Philips the
long-life company, an outcropping of its worldwide marketing vision statement: “Philips is the brand of lightbulb
that helps to enhance the quality of your life. Philips
delivers a full line of long-lasting lightbulbs that satisfy
your lighting needs and are guaranteed to perform.” By
taking the reader through the genesis of Philips’ marketing plan, Johnson offers other organizations ideas about
how they can emulate Philips’ success.
Other marketing plans that epitomize Johnson’s marketing principles are those for Energizer EZ Change
Hearing Aid Batteries; Jumbo-Koter by Wooster Brush;
Zicam Cold Remedy Nasal Gel; and Treo Mobile Phone,
Web/E-Mail Device and Organizer.
This part of Powerhouse Marketing Plans also presents
plans that demonstrate how telephone surveys can be used
to complete market reviews, how online consumer qualitative research can be performed, and how ethnographic
research can be used to understand customers better. By
showing how trade research can be conducted and put into
a strategy, and how all research can be tied together into
an effective marketing plan, Johnson offers organizations
a complete look at how successful companies have turned
solid marketing plans into solid profits.
Powerhouse Marketing Plans moves
beyond theoretical advice by providing
real examples of plans that made the ideas
behind them come alive. From an introduction that defines important marketing
terms to examples of estimated income
statements from real companies, Johnson’s
ability to identify the traits of market winners and distill them into a usable framework on which organizations can build their own marketing plans makes his book a valuable resource.
Why
We
Like
This
Book
AMACOM © 2004, 352 pages, $29.95 (ISBN 0-8144-7219-2).
Buy this book for 20% to 46% off at www.summary.com/books.
3
SURVIVAL OF THE SAVVY
by Rick Brandon, Ph.D., and Marty Seldman, Ph.D.
High-Integrity Political
Tactics for Career and
Company Success
Political Style Impact
As individuals navigate their ways through the
changing political climates within their organizations,
the authors write, their goals of business impact, influence on the job and career growth are fully in line with
the goals of the company. But reorganizations, downsizing, new bosses, new initiatives, competing agendas, past perceptions and predatory people with selfserving agendas can create destructive politics and
lead to attrition. To help leaders understand the political styles and mind-sets of different people, the authors
describe the two political styles that dominate organizations — the Power of Ideas style and the
Power of Person style — and help them
optimize their own style’s strengths and
minimize its risks by avoiding extremes.
Next, the authors offer a way leaders
can map the political styles of those
around them and benefit from an awareness of these styles and their preferences.
“We want to better collaborate and influence others by taking into account their
operating systems,” they write. “When you
lobby for an idea or collaborate, you’ll
build more rapport and persuasion if you
not only consider their business priorities,
but also their political preferences.”
Organizational politics exist in every company. The
authors of Survival of the Savvy define them as the
“informal, unofficial and sometimes behind-the-scenes
efforts to sell ideas, influence an organization, increase
power, or achieve other targeted objectives” — but that
is merely a practical definition. Real-life organizational politics have the power to be either constructive or
destructive based on whether their targeted goals are
for the company’s interest or only self-interests, or whether the influence efforts used to
achieve those goals have integrity or not.
In Survival of the Savvy, executive trainers Rick Brandon and Marty Seldman
show those at all levels of an organization
how to develop the skills and political
savvy to sell their ideas in an ethical and
competent way and influence others for the
good of their company.
Sabotage and Power Plays
In their work as executive coaches, the
authors explain that they have seen many people at all
levels of the playing field hurt by political blind
spots. They write that these people suffer from stolen
credit and personal agendas, sabotage and power
plays, fear of speaking the truth to powerful people,
or egos and favoritism. They write that they have
watched overly political people do whatever they can
to get into positions of power while damaging competent, loyal people or destroying organizational performance. Leaving a company and joining another is
rarely the answer for victims, they explain, because
the same dynamics often appear at the next company.
Organizational politics are human nature, they
write, but there is a way for less political people to
thrive in toxic settings. The authors explain that these
people “can’t truly thrive until company leaders wake
up and remove their blinders.”
To help executives ethically gain power, help their
teams achieve greater influence and impact, and take
bold steps to rescue the political cultures of their companies, the authors provide strategies they can use to
improve their organizations. With the goal of “making
organizational politics a personal virtue, career management tool, team development vehicle, and a cultural asset
on the company balance sheet,” the authors describe the
impact of political styles and the individual tactics that
can make a difference. They also present many leadership tactics that can be used to detect deception and build
savvy teams and a savvy company.
Corporate Buzz
After the authors have explained how readers can
deactivate their political buttons by using a self-talk
approach, they lay out a plan for detecting power
dynamics, agendas and unwritten rules, and how to get
a better grip on the corporate buzz that surrounds each
of us. Other tips they offer include ways to promote
yourself with integrity, methods to pump up your
power image, and techniques for ethical lobbying and
respecting ego and turf with savvy intelligence.
Their ways to use “conversational aikido” to defuse
sabotage include: check your self talk, put aside
responses for put-downs, use appropriate humor, listen
defensively, ask for specifics, respond with firm vocabulary and balanced responses, and rely on the group.
Why
We
Like
This
Book
Survival of the Savvy offers executives
and employees the tools they need to create a work environment that can make the
rest of their work more meaningful and
satisfying. By helping people remove the
negative aspects of corporate politics and
manage their roles in it, the authors reveal
a hidden path to organizational success.
Free Press © 2004, 301 pages, $26.00 (ISBN 0-7432-6254-9).
Buy this book for 20% to 46% off at www.summary.com/books.
4
THE RELATIONSHIP EDGE
IN BUSINESS
by Jerry Acuff with Wally Wood
How to Connect With
Customers and Colleagues
there is no obvious common ground and the other person is passionate about something that you know nothing about, your goal should be to learn from him or her.
3. Demonstrate your professionalism, integrity,
caring and knowledge, and, when appropriate, do
unexpected, inexpensive thoughtful acts based on
what you’ve learned about the other person. This
process can take weeks or even months of thought
and care to apply.
In The Relationship Edge in Business, Acuff presents the stories of real people who succeeded in their jobs because of the relationships
they created with those around them.
Throughout, minor clients become giant
customers, small favors become lifetime
friendships, and customer loyalty becomes
valued connections in a person’s life.
Marketing consultant Jerry Acuff has worked for
years helping clients learn how to build positive,
long-lasting relationships. In The Relationship Edge
in Business, Acuff presents the tools and advice that
can make a difference when connecting with bosses,
co-workers and customers. Offering a simple yet
effective way to consciously and systematically build
and maintain positive business relationships, Acuff provides real-life scenarios
that describe the steps that can be taken on
the road to developing strong personal
bonds with the most important people in
your business life.
In The Relationship Edge in Business,
Acuff offers a specific, concrete relationship-building process, and makes many
suggestions about how anyone can get the
most out of it. Although his process is
geared around business situations, he
writes that it can also be use by those outside the business world.
The one starting point that those who use his
process need to have in common, he writes, is that
they must believe that relationships are important.
Learning what interests other people is another key to
success. He explains that by doing “the inexpensive,
unexpected, and thoughtful acts that show your professionalism, integrity, caring, and knowledge, you
will be successful.”
Even the Jerks
One key to relationship success that Acuff
presents is “Think well of others (even the
jerks).” He writes that, although this is not
easy, relationships that are not what you
want them to be can usually be traced to a
failure to implement the three-step process completely.
Making superficial judgments about someone based on
sketchy information can hold you back, he points out.
Asking the right questions in the right way for the right
reasons can have better results.
To help others build stronger relationships, one of
the pieces of advice that Acuff offers is to imagine that
every person has the words “Make Me Feel Important”
tattooed on his or her forehead. He explains that this
tattoo is a command that, if heeded, will help us sell
more, manage better and even be more effective parents. By fulfilling people’s deepest human desire — to
be important — people will want to do things for us.
Listening to others, talking about them, noticing them,
learning something from them and doing something
special for them helps them feel important.
Building Relationships Is a Skill
If you nurture and leverage better relationships
with your most important business contacts, including
your customers, co-workers and managers, you will
be more successful in your business life, Acuff writes.
To build better business relationships, he explains,
you must consciously, systematically and routinely
work toward that goal.
To help others master the skills of developing superior relationships, Acuff offers a three-step process.
His process involves the following:
1. Have the right mind-set. You have to think that
relationships are valuable and believe that you are
someone with whom other people would want to
have a relationship. You must also think well of others and learn to think as much as you can from the
other person’s point of view.
2. Ask the right questions. The goal of asking
questions is to discover common ground. This could be
mutual friends, interests or concerns. Acuff writes that if
Why
We
Like
This
Book
The Relationship Edge in Business
offers more than a process for making
more sales and improving customer
relationships, although it certainly can
do both of these things. In addition, the
practical advice Acuff presents
throughout can be used to improve all
the relationships in our lives and make
us more effective people along the way.
John Wiley & Sons © 2004, 237 pages, $24.95
(ISBN 0-471-47712-5).
Buy this book for 20% to 46% off at www.summary.com/books.
5
SHORT TAKES
The Four Pillars of
High Performance
Year to Success
by Bo Bennett
Entrepreneur
Bo
Bennett
amassed a fortune of over $20 million by the time he was 29 years old.
To show others how to reach their
full potential, he has compiled the
theories of success from many successful people into a year’s worth of
daily insights and applications. In
Year to Success, Bennett presents
inspiration from Andrew Carnegie,
Sam Walton, Steve Martin, Jerry Seinfeld, Albert Einstein
and others, and turns them into action steps and guidance
that can help anyone reach his or her goals. Archieboy
Holdings, 715 pages, $27.95 (ISBN 0-9747230-1-0).
by Paul C. Light
According to organizational performance expert Paul C. Light, the
four most important traits common to
all robust organizations are: alertness,
agility, adaptability and alignment.
Based on examples from Volvo, Intel,
Marriott, DuPont and other top performers, as well as the vast information resources of The Rand Corp. and
more than 125 of its senior researchers, The Four Pillars of
High Performance shows organizations how they can identify and capitalize on the best growth opportunities. McGrawHill, 269 pages, $27.95 (ISBN 0-07-144879-9).
Secrets of Closing Sales
Never Be Boring Again
by Roy Alexander
and Charles B. Roth
Even though sales guru Charles B.
Roth died more than 30 years ago,
his vast experience and sales acumen
continue to live through his many
books, including Secrets of Closing
Sales. This seventh edition has been
revised and updated by sales and
marketing expert Roy Alexander and
features hundreds of proven case
studies of dramatic sales closes from across the globe.
Mixing new selling methods and innovative strategies with
Ross’ classic sales closing process, Secrets of Closing Sales
offers today’s salespeople a step-by-step guide to success.
Portfolio, 372 pages, $24.95 (ISBN 1-59184-062-7).
by Doug Stevenson
Using stories and examples from
the world of business, presentation
consultant Doug Stevenson reveals
the secrets of storytelling that can
transform dull business presentations
into compelling events. In Never Be
Boring Again, Stevenson describes
how presenters can use strategically
chosen stories to sell their ideas or
products, and offers a nine-step formula for crafting effective stories. Full of simple techniques
that cover body language, delivery, story types and dramatic emphasis, Never Be Boring Again provides readers with
the elements that can make their presentations great.
Cornelia Press, 330 pages, $19.95 (ISBN 0-9713440-9-4).
Demystifying Six Sigma
Structuring Your Business
by Alan Larson
Management expert Alan Larson
helped Six Sigma develop into a program of world-class quality excellence at Motorola while he was a
divisional quality director there in the
early 1990s. As an authority on
implementing the system, Larson has
written Demystifying Six Sigma to
show others how the program can
improve products, processes and services. By demonstrating how it can be applied to an entire
organization and emphasizing total employee involvement,
Larson provides the tools and techniques that make it work.
AMACOM, 191 pages, $17.95 (ISBN 0-8144-7184-6).
by Michele Cagan, C.P.A.
Getting a business started requires
entrepreneurs to struggle through a
complicated maze of options and
decisions. To help them get started
correctly and make better choices as
they grow, accountant and author
Michele Cagan has written a complete guide to organizing a business,
whether it is a corporation, an LLC, a
sole proprietorship or a partnership.
In Structuring Your Business, Cagan explains the latest tax
codes, accounting practices and legislation that affect every
business, as well as the best ways to manage finances.
Adams Media, 359 pages, $19.95 (ISBN 1-59337-177-2).
To subscribe: Send your name and address to the address listed below or call us at 1-800-521-1227. (Outside the United States and Canada, 610-558-9495.)
Published by Soundview Executive Book Summaries (ISSN 0747-2196), P.O. Box 1053, Concordville, PA 19331 USA, a division of Concentrated Knowledge Corporation. Publisher, George Y. Clement.
Publications Director, Rebecca S. Clement. Editor in Chief, Christopher G. Murray. Senior Editor, Chris Lauer. Senior Graphic Designer, Debra DePrinzio. Published monthly. Subscription, $195 per year in the United States,
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Copyright © 2005 by Soundview Executive Book Summaries.
6
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Concentrated Knowledge™ for the Busy Executive
April 2005
SELECTIONS
PART 1
Hardball
by George Stalk and Rob Lachenauer with John Butman
PART 2
Free Prize Inside!
by Seth Godin
SOUNDVIEW SPEED REVIEWS
Navigating the Badlands
by Mary O’Hara-Devereaux
Blue Streak
by Barbara S. Peterson
Powerhouse Marketing Plans
by Winslow “Bud” Johnson
NEXT MONTH
Time Traps by Todd Duncan
In Time Traps, Todd Duncan addresses the most common misconceptions people have about their time
and how they use that time in the marketplace. Duncan provides salespeople with proven remedies
for universal time troubles, and he shows them how to create an effective schedule.
The Art of the Start by Guy Kawasaki
Guy Kawasaki, former marketing guru of Apple Computer, knows what it takes to turn ideas into action.
In Art of the Start, he presents the elements of a perfect sales pitch, ways to win the war for talent,
and a proven method for establishing a brand without money.
The Wisdom of Crowds by James Surowiecki
According to James Surowiecki, groups do not need to be dominated by exceptionally intelligent people to be smart.
In The Wisdom of Crowds, Surowiecki explains that, even with the limitations of imperfect judgments
and the effects of emotion, our collective intelligence is often excellent.
See reverse for book order information on this month’s books.
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This Month’s Summarized and
Reviewed Books
* Blue Streak
by Barbara S. Peterson
* Free Prize Inside!
by Seth Godin
* Hardball
by George Stalk and Rob Lachenauer
with John Butman
* Navigating the Badlands
by Mary O’Hara-Devereaux
* Powerhouse Marketing Plans
by Winslow “Bud” Johnson
* The Relationship Edge in Business
by Jerry Acuff with Wally Wood
* Survival of the Savvy
by Rick Brandon, Ph.D.,
and Marty Seldman, Ph.D.
* These titles available at an additional
10% off through April 14, 2005
This Month’s Short Takes
Demystifying Six Sigma
by Alan Larson
The Four Pillars of High Performance
by Paul C. Light
Never Be Boring Again
by Doug Stevenson
Secrets of Closing Sales
by Roy Alexander and Charles B. Roth
Structuring Your Business
by Michele Cagan, C.P.A.
Year to Success
by Bo Bennett
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