Two Words, One Answer.
eliminated
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The Unforced Error: Why Some Managers Get Promoted While Others Get Eliminated $21.95 I have read and reviewed all of Jeffrey Krames's previous six books that provide a wealth of useful information and valuable insights concerning an impressive variety of subjects: The Jack Welch Lexicon of Leadership: Over 250 Terms, Concepts, Strategies & Initiatives of the Legendary Leader (2001), The Rumsfeld Way: The Leadership Wisdom of a Battle-Hardened Maverick (2002), The Welch Way: 24 Lessons From The Worlds Greatest CEO (2003), What the Best CEOs Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business (2005), Jack Welch and The 4 E's of Leadership: How to Put GE's Leadership Formula to Work in Your Organization (2005), and Inside Drucker's Brain (2008). What Krames provides in his latest book is a synthesis of everything he has learned from the most highly regarded executives (e.g. Welch) and the most highly regarded business thinkers (e.g. Drucker) as well as from what he has learned during his own career thus far as a senior-level executive in two of the most prestigious publishing houses, McGraw-Hill and then the Portfolio division within the Penguin Group. As the book's subtitle correctly indicates, his purpose is to explain "why some managers get promoted while others get eliminated." He invokes an extended metaphor - the game of competitive tennis - to illustrate several of his key insights. For example, the importance of minimizing (if not totally eliminating) unforced errors that help to explain why most matches as well as most career opportunities are lost. Another key point stresses the importance of "keeping your eye on the ball," competing without allowing any distractions to delay or preclude success. Years ago, as I began to read self-improvement books such as Benjamin Franklin's Autobiography, Napoleon Hill's Think and Grow Rich, Dale Carnegie's How to Win Friends and Influence People, and Norman Vincent Peale's The Power of Positive Thinking, I began to formulate a set of questions that I continue to review almost every day: 1. What don't I know but need to know? 2. What haven't I done but need to do? 3. What should I stop doing? 4. What should I begin to do? 5. What should I do less of? 6. What should I do more of? 7. What to delay, for now? 8. What to eliminate from my life? 9. What to avoid? 10. What has changed since I last asked these questions? Note: Through trial and error while answering these questions, I learned to limit my to only two but preferably only one initiative per answer. I try to work my way through the questions at least once a week and always take brief notes. Priorities change because circumstances change but it is imperative, as Krames frequently stresses in his book, to minimize (if not eliminate) unforced errors (e.g. decisions made in haste, without sufficient consideration) and to be sharply focused on what is most important. Krames and I both agree with Stephen Covey that most executives spend too much time on what is urgent and not enough time on what is important. Those who have read any of the recently published books based on Anders Ericsson's research on the basis of peak performance (e.g. Geoff Colvin's Talent Is Overrated, Daniel Coyle's The Talent Code, and Malcolm Gladwell's Outliers) already know about the "10,000 Hours Rule": On average, peak performance requires 10,000 of what Colvin calls "deliberate" practice and what Coyle calls "deep" practice, conducted under the rigorous supervision of an expert in the given field (e.g. chess, music, athletics) who also serves as a disciplinarian. Krames addresses these separate but related subjects - rigorous and repetitive practice and under strict supervision - in Chapters 8 ("Why Focusing on Strengths, Not Weaknesses, Wings Games") and Chapter 9 ("Why Learning [from Expert Coaches] is Such a Critical Success Factor"). Once peak performance has been achieved, how to sustain it? Krames responds to that question in his Epilogue, "Beyond the Unforced Error: For Expert-Level Performance, Keep at It." It is worth noting that during Tiger Woods' career thus far, while continuing to win more tournaments in less time than anyone else ever has, he has made major adjustments of his swing mechanics, not once but twice. Who will derive the greatest benefit from this book? As noted earlier, it offers a wealth of useful information and valuable insights than can be of substantial benefit to almost anyone beyond as well as within the business world. However, I think it offers the greatest benefit to those who are preparing for a career in business or who have only recently embarked upon one. There are no head-snapping revelations, nor does Krames make any such claim. He duly acknowledges all of the sources of wisdom that have been helpful to his own career. Beyond admonitions about avoiding forced errors and hasty judgments, he reveals his pragmatic perspectives when urging his reader to "face reality at all times," to select "partners" in all areas of one's life with great care, to keep in mind The Gambler's strategy to "know when to hold 'em and know when to fold `em," to know the rules and regulations of the given "game" and always "play by them," to assume responsibility and accept accountability, and to seek constant improvement while "watching the whole court" to "protect your flanks." After I re-read this book, I realized that I should re-examine my list of Ten Questions more often because, in all probably, at least a few need to be revised.  White Thong with I have not failed 700 times, I have not failed once. I have succeeded in proving those 700 ways will not work. When I have eliminated the ways that will not work, I will find the way ... zeusd1-MARC-4137588 $12.99 5.8 oz., 100% combed ringspun cotton low-rise thong. 1x1 baby rib. 3/8 binding around matching elastic trim. |
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