By Stever Robbins
The best-known books on personal productivity are The 4-Hour Work Week by Tim Ferriss, and Getting Things Done by David Allen. Tim’s book helps people build a financial engine to give them the life they want. David’s book helps achieve a peaceful, Zen-like mind by creating a system that handles everything in your life. The Get-it-Done Guy Book builds skills to make any pursuit less work. You can use it to work less and do more while building the financial engine that revolutionizes your life.
You can also use it to do your existing job faster and better. One step of the Get-it-Done Guy system involves clearing your mind and life of clutter, but it doesn’t address inboxes; it addresses physical clutter and streamlining job demands that can lead to information overwhelm such as having to track several projects at once. Task management has already been presented in Getting Things Done, which is the system I have used for the last several years.
The book’s nine steps build a foundation for streamlining how you get what you want out of work (and life). The material is based on ideas I learned or developed during my years coaching, both coaching tools and techniques to help clients work less and do more.
The Nine Steps
Step 1: Live and work on purpose
If you’re anything like me, a lot of what you call work has very little to do with getting anything important done in life. Like when I compulsively check my social media sites every hour. That kind of thing must go.
Step 2: Stop procrastinating
What is procrastinating except the very art of not doing the very stuff you know is most important? We’ll cover how to nip this in the bud, or at least arrange for someone to kick you into action when you’re delaying. And just in case you’re someone who claims being kicked into action doesn’t work for you, we’ll get out an Ostrich feather and tickle you into action instead. Continue reading »
Here are the current best-selling management and leadership books from Amazon.com:
1. StrengthsFinder 2.0 by Tom Rath
2. Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher, William L. Ury, and Bruce Patton
3. Good to Great: Why Some Companies Make the Leap… and Others Don’t by Jim Collins
4. A Guide to the Project Management Body of Knowledge (Pmbok Guide) by Project Management Institute
5. The Five Dysfunctions of a Team: A Leadership Fable (J-B Lencioni Series) by Patrick Lencioni
6. Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink
7. Delivering Happiness: A Path to Profits, Passion, and Purpose by Tony Hsieh
8. Blink: The Power of Thinking Without Thinking by Malcolm Gladwell
9. Made to Stick: Why Some Ideas Survive and Others Die by Chip Heath and Dan Heath
10. Rework by Jason Fried, David Heinemeier Hansson
By Erica Christoffer, Multimedia Web Producer, REALTOR® Magazine
Mark Twain once said, “Always tell the truth, then you don’t have to remember anything.” This is the philosophy behind the book Getting Naked (Wiley; 2010) by teamwork consultant and speaker Patrick Lencioni.
Getting Naked, Lencioni says, is the mantra of being transparent with clients. His fictional story delivers this message through the main character, Jack Bauer, a strategy consultant with a large management consulting firm. Jack’s view of what works in business is turned upside down when his firm merges with another that has a very different approach to serving its clients. For the first time, he sees that providing competence trumps protecting one’s own reputation.
Lencioni, founder and president of The Table Group and nine-time author, gave REALTOR® Magazine’s Weekly Book Scan insight into his motivation for writing Getting Naked, and explained what holds service providers back from being transparent with their clients.
What is the model of Getting Naked in business?
LENCIONI: “Being naked” is being vulnerable, open, and honest. The concept of being naked can really apply to anyone in a service field who has an ongoing relationship with their clients. Getting Naked is a fictional story about two consulting firms, but I largely drew from my experience in management consulting during my first few years out of school. I started out at a company that was not “naked.” The culture was to keep up a front with our clients. Rather than serve their needs, we were encouraged to create a dependency. Continue reading »
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