What Great Leaders Do Different: 8 Tips To Improve Your Leadership Skills

How to improve leadership skills

If you’re reading this, then it’s safe to assume that you want to be a better leader.

Which is already a sign that you’re on the right track – most people never even bother to think about their leadership skills, let alone try to improve them.

But just because you’re aware of the need to improve your leadership skills doesn’t mean that it’s going to be easy. Far from it, in fact. Leadership is one of those rare skills that is both immensely important and notoriously difficult to master.

There are entire libraries full of books on leadership, and still, the vast majority of people who try to become leaders fail.

So what separates the successful leaders from the unsuccessful ones? What do great leaders do differently? By the time you finish reading this article, you’ll know the answer to that question.

You’ll also know 8 specific things that you can do to improve your own leadership skills. Let’s dive in.

Qualities of a Good Leader

The Top 3 Non-negotiable qualities of a Good Leader…

Before we get into the nitty-gritty of how to improve your leadership skills, let’s first take a step back and ask ourselves what makes a good leader? While there are many different qualities that make a good leader, some of the most important ones include:

  • The ability to inspire: A good leader needs to be able to inspire their team to do great things. They need to be able to paint a picture of what success looks like and motivate their team to do whatever it takes to achieve it.
  • The ability to make tough decisions: Leaders are often faced with difficult decisions that they have to make. They need to be able to weigh all the options and make the best decision for their team, even if it’s not the popular decision.
  • The ability to handle challenges: Leaders will always face challenges, both from within their team and from outside forces. They need to be able to stay calm under pressure and find solutions that work for everyone involved.

Now that we know what makes a good leader, let’s talk about how you can become one.

Tips on how to improve your leadership skills

8 tips on how to improve your leadership skills.

Now that we know what it takes to be a good leader, let’s talk about how you can improve your skills.

1. Get rid of the ‘I’ in team

Nothing like a solid cliche to start things off. But in all seriousness, this makes the top of our list for a reason. So many leaders make the mistake of thinking that it’s all about them.

They take all the credit when things go right and point the finger when things go wrong. But that’s not what being a leader is all about.

A good leader knows that it’s not about them, it’s about the team. They know that the success of the team is more important than their own ego.

If you want to be a successful leader, you need to get rid of the ‘I’ in team. What does that mean? It means that you need to start thinking about what’s best for your team, not just what’s best for you.

What are the signs that you’re thinking about yourself instead of your team?

  • You’re always taking credit for the team’s success.
  • You’re quick to point the finger when things go wrong.
  • You’re not open to feedback or criticism.
  • You always need to be right.
  • You’re more concerned with your own agenda than the team’s goals.

Now it’s extremely important to be honest with yourself. If you can’t think of any examples where you exhibited these qualities, then congratulations! You’re probably already doing a great job of putting your team first.

The key is to put a human face to the people who will be affected by your decisions. And how do you do that? That takes us to our next point.

Listen to understand, not just to reply

2. Listen to understand, not just to reply

This is a big one, especially for leaders who are quick to give orders without really listening to what their team has to say. A good leader knows that the best way to make decisions is to listen to their team and get all the information before making a decision.

You might be thinking, “Of course I listen to my team! What kind of leader would I be if I didn’t?” But the key here is to listen to understand, not just to reply.

What’s the difference? When you’re listening to understand, you’re trying to see things from their perspective. You’re taking the time to really understand where they’re coming from and why they feel that way.

On the other hand, when you’re just listening to a reply, you’re not really trying to understand their point of view. You’re just waiting for your turn to speak.

The key is to truly listen to what your team is saying and try to see things from their perspective. Only then will you be able to make the best decisions for everyone involved.

Communicate

3. Communicate, communicate, communicate!

This one might seem obvious, but it’s so important that we had to put it on the list. A good leader knows that communication is key to keeping everyone on the same page.

When you’re communicating with your team, there are a few things to keep in mind:

  • Be clear and concise
  • Make sure everyone understands
  • Don’t leave anything up to interpretation
  • Be consistent

It’s also important to remember that communication is a two-way street. That means that you need to be open to hearing what your team has to say. You can’t just dictate orders and expect them to be followed without question.

Your team should feel like they can come to you with concerns or suggestions. If they don’t feel like their voices are being heard, they’re going to start to disengage from the team.

The best way to foster an environment of open communication is to lead by example. If you’re not afraid to share your own thoughts and ideas, your team will be more likely to do the same.

There are limits to how much you should share, of course. You don’t want to overshare and become a liability to the team. But as long as you’re sharing relevant information in a way that everyone can understand, you’re on the right track.

Learn to quickly make decisions

4. Learn to quickly make decisions

This is another important quality of a good leader. When you’re in charge, you can’t afford to second-guess yourself. You need to be able to make quick decisions and trust that they’re the right ones.

Of course, this doesn’t mean that you should never second-guess yourself. It’s important to reflect on your decisions and see if there’s anything you could have done better.

But dwelling on your decisions is a different story. If you find yourself constantly second-guessing your choices, it might be time to take a step back and reassess.

A good leader knows when to trust their gut and when to reflect on their choices. If you can find a balance between the two, you’ll be well on your way to becoming a great leader.

A good leader also knows when to get feedback from their team. If you’re unsure about a decision, reach out to your team and get their input. They might have valuable insights that you didn’t consider.

And if you’re still not sure, it’s always better to err on the side of caution. If there’s any doubt in your mind, it’s better to take a little more time to make sure you’re making the right decision.

5. Be open to feedback

This one goes hand-in-hand with the previous point. A good leader is always open to feedback, both positive and negative.

If you’re not open to hearing what other people have to say, you’re going to miss out on valuable insights. You might also come across as arrogant or insensitive.

Your team needs to know that you’re open to hearing their thoughts and opinions. Otherwise, they’re not going to feel comfortable coming to you with concerns or suggestions.

It’s also important to remember that feedback is a two-way street. Just as you should be open to hearing what your team has to say, you should also be open to sharing your own thoughts and opinions.

Your team needs to know that you’re willing to listen to their feedback and take it to heart. If they feel like their voices are being heard, they’re much more likely to engage with the team and buy into your vision.

6. Be flexible

No matter how well you plan, there will always be times when things don’t go according to plan. That’s why it’s so important to be flexible as a leader.

If you’re too rigid in your thinking, you’ll find it very difficult to adapt to changes. And when things do go off track, your team will start to lose faith in your ability to lead them.

The best way to be flexible is to always be open to new ideas. Encourage your team to share their thoughts and suggestions, even if they’re different from your own. And when things do go wrong, be quick to adapt and come up with a new plan.

Flexibility is key to being a successful leader. If you can learn to roll with the punches, you’ll find it much easier to lead your team through difficult times.

Create an environment where passion grows

7. Create an environment where passion grows

What’s the equation for a passionate team member? A good leader plus an inspiring work environment.

If you want your team to be passionate about their work, you need to create an environment that encourages and supports it. This means fostering a culture of creativity, innovation, and open-mindedness.

It also means providing the resources and support that your team needs to do their best work. If you want your team to be passionate about their work, you need to give them the tools and resources they need to succeed.

Finally, you need to be a role model for passion. If you’re not passionate about your work, it’s going to be very difficult to get your team to buy into your vision.

But if you’re passionate about what you do, your team will see that and it will be much easier for them to get on board.

Passion is contagious. If you’re passionate about your work, your team will be more likely to catch that enthusiasm.

When you’re passionate about what you’re doing, it shows. Your team will be able to see that you believe in what you’re doing, and that will make them more likely to believe in it too.

Of course, passion isn’t everything. You also need to be able to back up your passion with results. But if you can find a way to combine the two, you’ll be well on your way to being a successful leader.

This begs a really important question, “how do you build a deep passion for your work when it’s not natural?”

It starts by taking the time to really understand what you’re doing. Why are you doing it? What difference does it make in the world? Once you can answer those questions, you’ll start to develop a deeper passion for your work.

It also helps to surround yourself with people who share your passion. If you’re surrounded by people who are as passionate about their work as you are, it will be much easier to stay motivated and focused.

Passion is an important quality for any leader to have. If you can find a way to cultivate it, you’ll be well on your way to being a successful one.

Lead with humility and confidence

8. Lead with humility and confidence

What do you think of when you hear the word “humility?” For most people, it conjures up images of self-deprecation and self-doubt.

But that’s not what humility is really about. Yes, humility does involve being open to feedback and admitting when you’re wrong. But it also involves confidence and faith in your own abilities.

The best leaders are those who are both humble and confident. They’re able to take feedback without getting defensive, and they’re also able to trust their own instincts.

If you want to be a successful leader, you need to find a way to strike the right balance between humility and confidence.

One of the best ways to do this is to focus on your team’s strengths, not their weaknesses. When you’re constantly trying to fix your team’s flaws, it can be easy to lose sight of their strengths.

But if you focus on their strengths and build on them, you’ll find that they naturally become more confident and self-assured. And that will go a long way towards making them more effective leaders.

Another way to strike the right balance between humility and confidence is to set high standards for yourself and your team. When you’re constantly pushing yourself to be better, it’s easier to stay humble.

But at the same time, setting high standards shows that you have faith in your team’s ability to meet them. This will help to build their confidence and make them more effective leaders.

The best leaders are those who are able to strike the right balance between humility and confidence. If you can find a way to do that, you’ll be well on your way to being a successful one.

Conclusion

Leaders are not born, they are made. They really are. And just like anything else in life, the more effort and focus you put into becoming a better leader, the better your chances of success will be.

There are a lot of different qualities that make a good leader. But if you can focus on developing the ones we’ve discussed in this post, you’ll be well on your way to becoming a great one.

So what are you waiting for? Start working on becoming a better leader today. Your team will thank you for it.

We hope you enjoyed this post and that you’ll come back and visit the Teamly blog for more great leadership content. Thanks for reading!

Business Forecasting: What It Is and Why You Need It.

Business Forecasting

What brings you here?

Perhaps you’re a business owner who’s looking to expand your operations.

Or maybe you’re a manager who wants to be able to make more informed decisions about your team’s budget.

In either case, understanding and using business forecasting can help you achieve your goals.

Business forecasting is an essential tool for any business leader. By understanding what is, why it matters, and how to start doing it, you can take your business to the next level.

Forecasting is not an exact science, but there are some tried-and-true methods that businesses can use to improve their chances of making accurate predictions.

In this blog post, we’ll take a deep dive into the world of business forecasting and explore some of the most effective techniques for doing it right.

So strap in and get ready to learn everything there is to know about business forecasting!

What is Forecasting

What is Forecasting?

Business forecasting is the process of making predictions about future events and trends in the marketplace.

Essentially, it’s all about trying to peek inside the crystal ball to see what the future holds for your particular industry.

It involves using historical data, economic indicators, and your own business knowledge to make informed predictions about where the market is headed.

The purpose is to minimize the risks and maximize the opportunities that your business will face in the future. Like anticipating consumer needs, spotting market trends early, and making strategic decisions about where to allocate resources.

Why Does Business Forecasting Matter?

It’s probably obvious at this point, but business forecasting matters because it can help you make better decisions for your business.

If you have a good handle on where the market is headed, you can make decisions that will put your business in a position to succeed.

For example, let’s say a business has identified a trend of increasing customer demand during the summer months. Based on this information, the business could choose to increase production during the summer months in order to meet customer demand and maximize sales revenue.

Alternatively, the business could choose to invest in marketing campaigns that target potential customers during the summer months in order to further increase sales revenue.

There’s a counter-argument to be made that forecasting is nothing more than educated guessing.

Sure, sometimes businesses will get lucky and accurately predict a major market trend. But more often than not, business leaders rely on reliable data and sound reasoning to make their predictions.

And while no one can ever know the future with 100% certainty, making informed predictions is still far better than flying blind.

If you don’t bother with forecasting or do it poorly, you could end up making decisions that put your business at risk.

Benefits of business forecasting

Benefits of business forecasting

Just take a look at some of the benefits that business forecasting can provide:

  • Helps you make informed decisions about where to allocate resources
  • Allows you to anticipate changes in the marketplace
  • Helps you develop strategies for responding to market trends
  • Gives you a competitive edge by allowing you to spot opportunities early
  • Helps you avoid potential pitfalls by identifying risks early

Qualitative VS Quantitative

Qualitative VS Quantitative – Weighing the Pros and Cons

Before we dive into some specific forecasting types, it’s important to understand the difference between qualitative and quantitative data.

This distinction is important because different businesses will have different amounts of access to each type of data.

Both types of data are important for business forecasting. But depending on the kind of business you have, you may have more access to one type.

Quantitative forecasts

Quantitative forecasts —> are based on past and historical data information that can be easily measured and quantified. This type of forecast rely’s on data and analytics to predict future events. Quantitative data is objective and can be measured. This might include things like sales figures, market share, customer satisfaction surveys, and so on.

Advantages:

  • More accurate than qualitative forecasting, especially for long-term predictions
  • Easier to measure and track results
  • Can be used to develop mathematical models that help predict future events

Disadvantages:

  • Requires large amounts of data, which may not always be available
  • Can be complex and difficult to understand for non-experts
  • May not always be accurate, especially for short-term predictions

Qualitative forecasts

Qualitative forecasts —> are based on subjective information, such as customer surveys or expert opinions. This type of forecast relies heavily on interpretation and can be more difficult to measure. Qualitative forecasts might include things like customer feedback, employee morale, brand perception, and so on.

Advantages:

  • Does not require large amounts of data
  • Can be used to predict future events that are difficult to quantify
  • More flexible and adaptable than quantitative forecasting

Disadvantages:

  • More difficult to measure and track results
  • Subjective nature can lead to inaccuracies
  • May be less reliable than quantitative forecasting for long-term predictions

Business Forecasting Methods

Common Business Forecasting Methods

Now that we’ve gone over the basics of business forecasting, let’s take a look at some of the most common methods businesses use to make predictions.

1. Delphi Method

The Delphi method is a way of generating predictions by asking experts for their opinions.

These experts are asked to anonymously respond to a series of questions about the future of the industry or market. The responses are then compiled and analyzed to reach a consensus forecast.

Let’s say you want to forecast the future of the housing market. You would gather a group of experts — real estate agents, brokers, developers, and so on — and ask them for their opinions.

They would be asked to anonymously submit their responses. The key would be for the panel not to know who else was on the panel, to avoid any bias. These responses would be compiled and analyzed to generate a consensus forecast.

You would then compile all of these opinions and use them to make your prediction.

Since the Delphi Method is more subjective, it tends to be more accurate for short-term predictions. But when used correctly, it can be a valuable tool for long-term predictions as well, especially if used together with other methods.

Trend Analysis

2. Trend Analysis

Trend analysis is a quantitative method that uses historical data to identify trends and patterns. This information is then used to make predictions about the future.

For example, let’s say you wanted to create a content marketing strategy around the topic of guitar lessons. You would use trend analysis to see how often the term “guitar lessons” has been searched for over time.

This is a common tool used in search engines like Google and can give you a good idea of how popular a topic is.

If you see that the term “guitar lessons” has been trending upwards over the past few years, you can make the prediction that it will continue to do so in the future. That can inform your content marketing strategy and help you make decisions about the type of content you create and how to promote it.

Trend analysis is a valuable tool for business ventures as well as content marketing. It’s a good way to see how popular a product or service is and can help you make predictions about the future.

3. Regression Analysis

Regression analysis is similar to trend analysis in that it looks at historical data points; however, instead of extrapolating those data points into the future, regression analysis uses them to develop a mathematical model that can be used to predict future outcomes.

This method is more accurate than trend analysis but requires more data points and is more complex mathematically.

For example, let’s say you want to predict how many people will visit your website in the next month. You would gather data points on website traffic for the past year and use that information to develop a mathematical model.

This model would take into account things like seasonality (for example, traffic is usually higher in the summer than in the winter) and any other factors that might affect website traffic.

Once you have this model, you can then use it to predict how many people will visit your website in the future.

Econometric Modeling

4. Econometric Modeling

Econometric modeling is a type of regression analysis that uses economic data to develop predictions. This method is often used to predict things like inflation, interest rates, and employment.

To create an econometric model, you would gather data on economic indicators like gross domestic product (GDP), inflation, and unemployment. You would then use that data to develop a mathematical model that can be used to make predictions about the future.

Econometric modeling is a complex method that requires a lot of data, but it can be a very accurate way to predict future economic conditions.

Surveys

5. Surveys

You’ve probably heard the saying, “There’s no such thing as a stupid question.” That saying is especially true when it comes to surveys.

Asking people their opinions on a topic can be a very effective way to generate predictions. This method is often used by marketing research firms to predict things like consumer behavior.

To conduct a survey, you would develop a list of questions about a topic and then ask a group of people to answer those questions. The results of the survey can then be used to make predictions about the future.

Surveys are a relatively simple way to generate predictions, but they can be very effective. Just make sure that you ask good questions and survey a large enough group of people to get accurate results.

How to know what questions to ask? The simple answer, google. Yeah I know, it’s not that easy. Try these tips:

  • Look at customer reviews of your product or service. What are people saying?
  • Look at competitor products or services. What do their customers like or dislike?
  • Use social media to find out what people are talking about in your industry.
  • Use Google AdWords to find out what people are searching for.
  • Use Google Trends to see what topics are trending up or down.
  • Ask your employees what they think.
  • Ask your customers what they want.

Surveys are a great way to gather data, but you need to be careful about how you use that data. Just because someone says they will do something doesn’t mean they actually will.

For example, let’s say you conduct a survey and find out that 70% of people say they are likely to buy your product. However, when you launch your product, only 10% of those people actually buy it.

This doesn’t mean that surveys are useless. It just means that you need to be careful about how you interpret the data.

Sales Forecast

6. Sales Forecast

A sales forecast is a prediction of how much of a product or service will be sold in a given period of time. This method is often used by businesses to predict things like future sales, inventory levels, and staffing needs.

To create a sales forecast, you would gather data on past sales and use that information to develop a mathematical model. This model would take into account things like seasonality (for example, sales are usually higher in the fourth quarter because of holiday shopping) and any other factors that might affect sales.

Once you have this model, you can then use it to predict how much of a product or service will be sold in the future.

Start using business forecasting in your own business

How to start using business forecasting in your own business?

If you’re not already using business forecasting in your business, now is the time to start. Business forecasting can help you make better decisions about things like marketing, product development, and even hiring.

1. To get started, you need to gather data on your business. This data can be anything from financial data to customer surveys. The more variety of data you have, the better.

In fact, if you’re not sure what data to collect, a good place to start is with your financial data. This data can give you insights into things like sales trends and customer behavior. After-all, when you follow the money, it usually leads you to the truth.

2. Once you have this data, you need to start analyzing it. This can be done using a variety of methods, but one of the most popular methods is regression analysis. This method allows you to find relationships between different variables in your data.

For example, let’s say you have data on sales, marketing expenses, and customer satisfaction. Using regression analysis, you could find out if there is a relationship between marketing expenses and sales. If there is a relationship, you can then start to predict how changes in marketing expenses will affect sales.

3. After you’ve analyzed your data, it’s time to start making predictions. This is where business forecasting comes in. Using the data and relationships you’ve found, you can start to predict things like future sales, customer behavior, and even the stock market.

4. To make sure your predictions are as accurate as possible, it’s important to test them. This can be done by doing things like comparing your predictions to actual data. If your predictions are accurate, it means you’re on the right track. If not, it means you need to adjust your model.

5. Finally, once you’ve made your predictions, it’s time to take action. This is where business forecasting really comes in handy. By making decisions based on your predictions, you can help ensure that your business is successful.

Pitfalls to Avoid When forecasting

3 Common Pitfalls to Avoid When forecasting

No matter how good your forecasting methods are, there’s always a chance that something could go wrong. Here are three common pitfalls to avoid when forecasting:

1. Over-optimism

It’s easy to be over-optimistic when you’re making predictions about the future. After all, you want your business to be successful. However, this over-optimism can lead you to make inaccurate predictions.

To avoid this, it’s important to be realistic when forecasting. Yes, it’s possible that your business will do better than you expect, but it’s also possible that it will do worse. It’s important to account for both possibilities in your forecasts.

2. Over-relying on historical data

Historical data can be a great starting point for forecasting. However, it’s important to remember that the future is not always like the past. There are always new factors that can affect your business, so relying too heavily on historical data can lead to inaccurate predictions.

3. Shoehorning the data

This is a common mistake that people make when they’re trying to make predictions. They force the data to fit their desired outcome instead of letting the data speak for itself.

To avoid this, it’s important to be open-minded when forecasting. Be willing to change your predictions based on what the data is telling you.

By avoiding these pitfalls, you can improve your chances of making accurate predictions.

Important Qualifier

Warning: One Important Qualifier

There are moments when models get blown up by outlier events. A single data point that’s far from the rest can have a big impact on your results.

This happened with the Covid Lockdowns. Businesses that were forced to close had zero sales for a period of time. This created an outlier that distorted the data.

When you’re analyzing your data, it’s important to look for random situations and adjust your models accordingly. Otherwise, you run the risk of making inaccurate predictions.

Final Thoughts

So, whether you’re a startup or an established business, forecasting is something that should be in your toolkit. Not only will it give you a glimpse into the future, but it will also help you make better decisions today.

If you’re not already using business forecasting in your business, now is the time to start. Follow the steps outlined in this article, and you’ll be well on your way to making better decisions for your business.

We hope this article has been helpful and given you a good foundation to start forecasting for your own business.

Be sure to come back and visit the teamly blog for more great content like this!

Reaching Higher Levels of Maturity: An Essential Look at The Project Management Maturity Model

Project Management Maturity Model

In nature, organisms grow.

This growth is characterized by an increase in size or mass, or both.

Essentially it’s the ability of an organism to adapt to and thrive in its environment. This could be through developing new capabilities or becoming more complex.

You could say that maturity is the pinnacle of growth.

Maturity is when an organism has reached its full potential and is able to adequately cope with any challenges its environment throws its way.

In the business world, maturity is often associated with success. A mature company is one that has established itself as a leader in its industry, with a solid track record of financial stability and growth.

The Project Management Maturity Model (PMMM) is a framework that helps organizations assess and improve their project management abilities.

In essence, the PMMM is a way of thinking about organizational growth in the context of project management. Just as there are different stages of growth for an individual organism, there are also different stages of growth for an organization’s project management practices.

In this post, we’ll look at the PMMM in more depth, as well as the five development stages that organizations follow when developing their project management methods. We’ll also look at each level’s areas of concentration and associated advantages. As well as a look into 10 areas of application for the PMMM.

PMMM History

PMMM a Short History..

Project management maturity models are not new—in fact, the PMMM owes its existence to earlier work on process maturity models. In the late 1980s and early 1990s, the Software Engineering Institute (SEI) at Carnegie Mellon University developed a capability maturity model (CMM) for software development.

The CMM was based on the premise that organizations mature in their development processes over time, and that this maturity could be measured. The model identified five levels of maturity, with level 1 being the lowest and level 5 the highest.

The CMM was very successful and led to the development of other process maturity models, such as the People Capability Maturity Model (PCMM) and the Project Management Maturity Model (PMMM).

The PMMM was developed by the Project Management Institute (PMI) in the late 1990s. It is based on the CMM, but with a focus on project management rather than software development.

Just as with the CMM, the PMMM identifies five levels of maturity, from level 1 (the lowest) to level 5 (the highest). Unlike the CMM, however, the PMMM does not use a sequential numbering system. Instead, it uses a more intuitive naming system that is based on growth stages.

PMMM

What’s being measured?

The Project Management Maturity Model (PMMM) is a framework that helps organizations assess and improve their project management capabilities.

It does this by measuring an organization’s project management maturity across five different levels:

  • Initiating
  • Repeating
  • Defined
  • Managing
  • Optimizing

Each stage represents a different level of project management maturity, and organizations can use the PMMM to benchmark their current capabilities against these levels.

What are the benefits?

The PMMM can help organizations benchmark their project management maturity, identify areas for improvement, and develop a roadmap for achieving higher levels of maturity.

Organizations that operate at higher levels of maturity tend to be more successful in executing projects, delivering value to stakeholders, and achieving their overall strategic objectives.

As such, the PMMM can be a valuable tool for organizations that want to improve their project management capabilities.

PMMM Process

What’s the process?

The PMMM comprises five different levels of project management maturity: Initiating, Repeating, Defining, Managing, and Optimizing.

Each level represents a different stage of maturity, and organizations can use the PMMM to benchmark their current capabilities against these levels.

To use the PMMM, organizations first need to assess their current project management practices across all five levels. This can be done through surveys, interviews, focus groups, or other methods.

Once the assessment is complete, organizations can compare their results against the PMMM’s benchmarks to see where they fall on the maturity scale.

From there, they can develop a roadmap for improving their project management practices and achieving higher levels of maturity.

PMMM Initial Stage

Stage 1: Initial

The initial stage is characterized by ad hoc processes and practices. There is little or no formal project management, and projects are typically completed on time and within budget by the sheer force of will of the project manager.

This stage is often referred to as the “wild west” stage, because anything goes and there are no real rules or guidelines to follow. This can be a fun stage to work in, but it is also the most chaotic and least productive. Especially if you are the type of person who likes things to be done a certain way!

Challenges at Stage #1 – Initial

There are three main challenges that project managers face in the Initial stage: coping with uncertainty, maintaining control over the project, and dealing with stakeholders who may be resistant to change.

Let’s take a closer look at each one of these challenges in turn:

1. Coping with Uncertainty:

One of the most difficult things about the Initial stage is that it’s impossible to predict how long it will last. Every project is different, and some will move through this stage more quickly than others. The key is to stay flexible and be prepared for anything. Try to think of each problem as an opportunity to learn something new about your project.

2. Maintaining Control Over the Project:

It can be tempting for project managers to try to exert their authority in an effort to gain control over the project. However, this usually backfires because it creates an environment of fear and mistrust among team members. Instead of trying to control everything, focus on setting clear expectations and establishing communication channels so that everyone is on the same page.

3. Managing Stakeholder Expectations:

One of the most challenging aspects of stakeholder management is dealing with stakeholders who are resistant to change. In many cases, stakeholders are reluctant to embrace new ways of doing things because they’re comfortable with the status quo. As a result, it’s important to have a good understanding of their needs and concerns before trying to implement any changes. Once you’ve identified their key pain points, you can tailor your approach accordingly.

PMMM Stage 2 Repeatable

Stage 2: Repeatable

Just like its name suggests, the Repeatable stage is characterized by processes and practices that are repeated on a regular basis. This stage is usually reached after the project manager has gained some experience and has developed a more formal approach to project management.

During this stage, project processes are still incubating and evolving. However, there is more structure and predictability than in the Initial stage. Projects tend to be completed on time and within budget more often than not.

Challenges at Stage #2 – Repeatable

There are three main challenges that project managers face in the Repeatable stage: dealing with complexity, managing expectations, and maintaining control over the process.

1. Dealing with Complexity:

One of the biggest challenges in the Repeatable stage is dealing with the increased complexity that comes with more formal processes and practices. There are more moving parts to keep track of, and it can be difficult to stay organized. The key is to focus on streamlining your process so that it’s as efficient as possible.

Templates and checklists can be helpful in this regard. By having a clear understanding of what needs to be done and when, you can avoid getting bogged down in the details.

2. Managing Expectations:

Another challenge in the Repeatable stage is managing stakeholder expectations. As projects become more complex, it becomes harder to keep everyone on the same page.

This can lead to misunderstandings and frustration on both sides. The key is to over-communicate and make sure that everyone is aware of the project’s current status. Regular updates, both in person and in writing, are essential.

3. Maintaining Control Over the Process:

The final challenge in the Repeatable stage is maintaining control over the project management process. With more formal processes in place, there is a risk of becoming too rigid and inflexible. The key is to strike a balance between being organized and being flexible.

It’s also important to remember that the project management process is not static. As your project evolves, so too should your process. Be prepared to make changes as needed.

PMMM Stage 3 Defined

Stage 3: Defined

Think of it like this, in the Defined stage, everything is written down. Every process, every best practice, every template—it’s all documented and available for anyone who needs it.

This stage is usually reached after the project manager has gained a significant amount of experience and has developed a deep understanding of the project management process.

The Defined stage is characterized by standardized processes and procedures. Projects are completed more consistently, and there is less room for error.

Challenges at Stage #3 – Defined

There are three main challenges that project managers face in the Defined stage: maintaining quality, ensuring compliance, and dealing with change.

1. Maintaining Quality:

One of the biggest challenges in the Defined stage is maintaining the quality of the project management process. With so many standardized procedures in place, there is a risk of becoming too bureaucratic. The key is to strike a balance between being efficient and being flexible.

It’s also important to remember that the project management process is not static. As your project evolves, so too should your process. Be prepared to make changes as needed.

2. Ensuring Compliance:

Another challenge in the Defined stage is ensuring compliance with the project management process. With so many rules and regulations in place, it can be easy to fall behind. The key is to stay organized and on top of your deadlines.

Regular check-ins with your team can help you identify any areas that need improvement. And don’t be afraid to ask for help when you need it.

3. Dealing With Change:

The final challenge in the Defined stage is dealing with change. Because the project management process is so well-defined, it can be difficult to make changes. The key is to be prepared for change and to have a plan in place for how to deal with it.

Make sure that you have a clear understanding of the project management process and the roles that everyone plays. This will help you make changes as needed without disrupting the flow of the project.

Project Management Maturity Model Stage 4 Managed

Stage 4: Managed

Congratulations, you’ve made it to the fourth stage of the Project Management Maturity Model: Managed!

This is a big deal—it means that your project management skills are now officially considered “mature.” But what does that actually mean? And how can you tell if you’re truly operating at a managed level?

If the first three stages of the Project Management Maturity Model can be thought of as childhood, adolescence, and adulthood, then the Managed stage is definitely adulthood. This is the point at which projects are well-defined, well-documented, and well-executed. In short, everything is under control.

But just because everything is under control doesn’t mean that there isn’t still room for improvement. After all, even the most mature adults can always stand to learn new things and hone their existing skills.

The key difference is that, at this stage, project managers are aware of both their strengths and their weaknesses—and they have a plan for continuously improving both.

So, how can you tell if you’re operating at a managed level? Let’s take a look at some key indicators.

Check this off your list – Indicators of a Managed Level

You know you’re operating at a managed level when…

  • Your projects are delivered on time and on budget.
  • Your team members know exactly what they need to do and when they need to do it.
  • You have systems and processes in place to prevent scope creep.
  • You regularly collect feedback from stakeholders and use it to improve future projects.
  • Risks are identified early and mitigation plans are put into place before they become problems.
  • Issues are resolved quickly and efficiently without disrupting the rest of the project.

If you can check all of these boxes, then congratulations—you’re officially operating at a managed level! Keep up the good work.

Project Management Maturity Model Stage 5 Optimizing

Stage 5: Optimizing

The final stage of the Project Management Maturity Model is Optimizing. This is the point at which project management becomes an integral part of the organization’s culture. In short, it’s the Holy Grail of project management.

At this stage, projects are not only well-defined and well-executed, but they are also continuously improving. This is thanks to a feedback loop that includes all stakeholders—from team members to executive sponsors.

This feedback is used to make data-driven decisions that improve the efficiency and effectiveness of future projects. In other words, it’s a never-ending cycle of continuous improvement.

Check this off your list – Indicators of an Optimizing Level

So, how can you tell if you’re operating at an optimizing level? Let’s take a look at some key indicators. You know you’re operating at an optimizing level when…

  • Projects are consistently delivered on time and on budget.
  • There is a feedback loop in place that includes all stakeholders.
  • Data is collected and used to make decisions about future projects.
  • Projects are continuously improving as a result of the feedback loop.

If you can check all of these boxes, then congratulations—you’re officially operating at an optimizing level. This is the highest level of project management maturity, and it’s something to be proud of.

Knowledge areas of project management

Bringing it home: 10 knowledge areas of project management

Applying the Project Management Maturity Model to your own organization is a great way to gauge where you’re at and where you need to improve. But it’s just one tool in the project management toolbox.

The different knowledge areas required for successful project management are outlined in the Project Management Body of Knowledge Guide (PMBOK) from the Project Management Institute (PMI). This guide is widely accepted as the industry standard for determining which knowledge areas are necessary for effective project management.

  1. Integration Management: This knowledge area is concerned with the processes and activities necessary to combine all aspects of the project into a coherent whole. This includes creating and maintaining the project schedule, as well as ensuring that all deliverables are integrated properly.
  2. Scope Management: Defining, validating and controlling the scope of your project is crucial to its success. This includes creating the project charter, as well as developing and maintaining the project scope statement.
  3. Time Management: Time management is all about creating and maintaining a schedule that meets the needs of the project. This includes activities such as creating the project schedule, estimating activity duration, and identifying and managing project risks.
  4. Cost Management: Managing the cost of your project is essential to its success. This includes developing the project budget, as well as tracking and controlling project costs.
  5. Quality Management: Quality is king when it comes to project management. Especially if you’re working on a software development project, it’s important to ensure that the final product meets all quality standards. This includes activities such as creating the project quality plan, as well as conducting quality assurance and quality control activities.
  6. Human Resources Management: Onboarding and managing project team members is a crucial part of any project manager’s job. This includes activities such as developing the project human resources plan. This ensures legal compliance, as well as creating a positive work environment.
  7. Communications Management: If you enjoy project destruction, then poor communication is your best friend. On the other hand, if you want your project to succeed, effective communication is key. Learning to manage communications effectively can make or break your project.
  8. Risk Management: Risk management is all about identifying, assessing and managing risks that could impact your project. What kind of risks? Anything from technical risks to financial risks to political risks. This includes developing the project risk management plan, as well as conducting risk mitigation activities.
  9. Procurement Management: Not all projects are created equal. Some require the purchase of goods and/or services from external vendors. This is known as procurement, and it’s a whole different ball game from managing an in-house project. This includes developing the procurement management plan, as well as conducting Request for Proposal (RFP) and Request for Information (RFI) processes.
  10. Stakeholder Management: If you want to survive, you have to be funded. That means keeping your stakeholders happy. Stakeholder management is all about keeping your project’s stakeholders informed and engaged. This includes developing the stakeholder communication plan, as well as conducting stakeholder analysis. Taking the 5 stages and measuring them against these 10 knowledge areas will give you a good idea of where your project management practices need improvement.

Applying the Project Management Maturity Model

Applying the Project Management Maturity Model

Now that you’ve learned about the Project Management Maturity Model, it’s time to put it into practice. Here’s how you can do that:

1. Assess your current project management practices.

Look at the 10 knowledge areas and identify which ones you’re strong in and which ones you need to work on. Be honest with yourself—it’s the only way to improve.

2. Develop a plan for improvement.

Once you’ve identified the areas you need to work on, develop a plan for how you’re going to improve them. This plan should be specific, measurable, achievable, relevant, and time-bound (SMART).

3. Implement your plan.

This is where the rubber meets the road. It’s time to put your plan into action and start making changes to the way you manage projects.

4. Evaluate your progress.

As you implement your plan, take some time to evaluate your progress. This will help you determine whether or not you’re on track to reach your goals.

5. Adjust your plan as needed.

As you evaluate your progress, you may find that some of your goals are no longer relevant or that you need to make changes to the way you’re approaching them. Don’t be afraid to adjust your plan as needed—it’s the only way to ensure that it remains effective.

Project Management Maturity Model – Summary

Have you ever been in a scenario where you were in charge of a project that was quickly going off the rails? Maybe the budget was being overrun, the timeline was slipping, or the morale among the team was at an all-time low.

If so, then you know how frustrating it can be to try and get a project back on track.

The Project Management Maturity Model can help you do just that. By assessing your current project management practices against the 10 knowledge areas, you can quickly identify the areas where you need to make improvements. From there, you can develop a plan for how to improve those areas and get your project back on track.

So, if you’re struggling to get your project under control, don’t despair—the Project Management Maturity Model can help you turn things around.

Project Integration Management: What Is It and Why Does It Matter?

Project Integration Management

If you’re reading this you’re probably familiar with the basics of project management. But just in case you’re new to the term, project integration management is the process of bringing all the elements of a project together into one cohesive whole.

It’s the job of the project manager to make sure that all the different pieces of the puzzle fit together perfectly.

And why is this so important? Well, imagine you’re building a house. You’ve got the foundation laid, the walls up, and the roof on. But there are no doors or windows. Or maybe the windows are in the wrong place. Or the doorways are too small. You get the picture.

Without proper integration, all your hard work could come tumbling down. The same is true for any project, no matter what the size or scope. That’s why project integration management is so important. It’s the key to making sure that all the different pieces of your project come together seamlessly and that the end result is a success.

At its core, project management is all about bringing people and resources together to achieve a common goal.

But as any seasoned project manager knows, it’s not always that simple. Projects are complex undertakings, with a lot of different moving parts that need to be managed. That’s why integration is such an important part of project management.

Project integration management can be a daunting task, especially for large and complex projects.

Without proper integration, all your hard work could come tumbling down. The same is true for any project, no matter what the size or scope. That’s why project integration management is so important. It’s the key to making sure that all the different pieces of your project come together seamlessly and that the end result is a success.

At its core, project management is all about bringing people and resources together to achieve a common goal.

But as any seasoned project manager knows, it’s not always that simple. Projects are complex undertakings, with a lot of different moving parts that need to be managed. That’s why integration is such an important part of project management.

Project integration management can be a daunting task, especially for large and complex projects.

What is Integration Management

What is Integration Management?

Integration management is the process of combining all the different elements of a project into a cohesive whole.

This includes everything from developing the project charter and creating the project management plan, to monitoring and controlling project work and closing the project (or project phase).

In other words, integration management is what ties all the other processes in project management together.

6 Frequently Encountered Project Integration Management Problems Resolved

When done well, project integration management can solve a lot of common problems that project managers face. Here are six of the most common problems that integration management can help with:

Problem #1: Duplication of Effort

When different team members are working on the same task without knowing it, or when two different teams are working on similar tasks but not coordinating their efforts, it causes duplication of effort.

Duplication of effort is a waste of time and resources that can easily derail a project. But fortunately, it’s also fairly easy to solve with effective integration management.

Wasted Resources

Problem #2: Wasted Resources

Wasted resources come in many different forms, but they all have one thing in common: they’re not being used effectively.

For example, imagine that you have a team of 10 developers working on a project, but only eight of those developers are actually working on project-related tasks.

The other two developers are working on tasks that are unrelated to the project, or they’re not working at all. In this case, the resources (i.e. the two developers) are being wasted.

This is a problem because it means that the project is not getting the full benefit of the team’s skills and abilities. Fortunately, effective integration management can help prevent this type of resource waste.

By ensuring that all team members are working on project-related tasks, and that those tasks are properly coordinated, you can avoid wasting resources and keep your project on track.

Problem #3: Lack of Coordination

When different teams or individuals are working on the same project but not coordinating their efforts, it’s very difficult to make progress.

For example, imagine that you have a team of engineers working on the design of a new product. But the team members are not coordinating their efforts, so each member is working on a different part of the design.

As a result, the team is not making any real progress. The design is a mess, and it’s going to be very difficult to put all the pieces together into a cohesive whole. This is a serious problem, but it’s also one that can be solved with effective integration management.

Misaligned Goals

Problem #4: Misaligned Goals

This happens when different teams or individuals are working towards different goals, instead of towards a common goal.

For example, imagine that you have a team of salespeople who are working on a new product launch. But the sales team’s goals are misaligned with the rest of the company’s goals.

The sales team’s goal is to sell as many products as possible, while the rest of the company’s goal is to make sure that the product is high quality and meets customer’s needs.

This misalignment of goals can cause serious problems, because it can lead to conflict between the different teams. The sales team might try to sell a product that is not ready, or they might make promises that the product cannot deliver on.

Fortunately, this problem can be solved with effective integration management. By aligning the goals of all teams and individuals working on the project, you can ensure that everyone is working towards the same goal.

Problem #5: Scope Creep

Scope creep is when the scope of a project starts to balloon out of control.

This can happen when team members start working on tasks that are outside of the project’s scope, or when new features and requirements are added to the project without properly evaluating the impact on the schedule and budget.

Scope creep can easily derail a project, so it’s important to be on the lookout for it.

Problem #6: Missing Deadlines

Missing deadlines is when team members start working on tasks that are not part of the project’s schedule, or when the project’s schedule starts to slip.

For example, imagine that you’re managing a project with a very tight deadline. The team is working hard to meet the deadline, but then one of the team members decides to take a two-week vacation.

Or, imagine that the project is running behind schedule, so the team starts working overtime to try to catch up. But instead of catching up, they just end up further behind.

Both of these examples illustrate how missing deadlines can cause problems for a project.

Effective integration management can help prevent this by making sure that everyone is aware of the deadlines and by ensuring that team members are working together to meet those deadlines.

Get Started With Project Integration Management

How to Get Started With Project Integration Management

Now that we’ve seen some of the problems that integration management can help with, let’s take a look at how to actually do it. Here are seven steps that you can follow to make sure that your project is properly integrated:

1. Develop the Project Charter

The first step in any new project is to develop the project charter. This document provides an overview of the project, including its purpose, scope, timeline, budget, and key stakeholders. The charter should be reviewed and approved by all relevant parties before work on the rest of the project begins.

Usually this charter is a shared document between the project sponsor, the project manager and other important project stakeholders.

This can easily be done using google docs or a shared project management tool like Teamly. Pretty much any online collaboration tool will do.

2. Create the Project Plan

The next step is to create the project plan.

This document details the tasks that need to be completed, the resources that will be required, the timeline for the project, and the budget. The project plan should be reviewed and approved by all relevant parties before work on the project begins.

As with the project charter, the project plan is usually a shared document between the project manager and other important project stakeholders. The project management plan should be reviewed and approved by all relevant parties before work begins.

What’s involved in creating a project management plan? Here are a few things to keep in mind:

  • Define the project’s objectives and deliverables.
  • Identify the resources that will be required (e.g., people, equipment, materials).
  • Create a schedule for the project.
  • Estimate the cost of the project.
  • Create a risk management plan.
  • Identify who the project stakeholders are and what their roles and responsibilities are.

Assign Resources

3. Assign Resources

Once the project charter and project plan have been created, it’s time to assign resources to the project. This includes assigning team members to tasks, as well as identifying any outside vendors or contractors that will need to be brought in to help with the project.

The project manager is responsible for ensuring that all resources are properly assigned to the project. This includes making sure that team members have the skills and knowledge necessary to complete their assigned tasks, as well as ensuring that outside vendors and contractors are aware of their roles and responsibilities.

4. Manage Project Information

Projects generate a lot of information—from meeting notes and requirements documents to design files and test results—that needs to be properly managed throughout the course of the project. This includes storing information in a central location where it can be easily accessed by team members, as well as disposing of obsolete information on a regular basis.

The project manager is responsible for ensuring that all project information is properly managed. This includes creating and maintaining a central repository for project information, as well as disposing of obsolete information on a regular basis.

Monitor and Control Project Work

5. Monitor and Control Project Work

Throughout the course of the project, there will undoubtedly be some unforeseen challenges that arise—it’s just a fact of life.

As such, it’s important for project managers to continuously monitor progress against milestones and identify any potential issues early on so they can be quickly resolved before they cause significant problems down the line.

To do this effectively, periodic status reports should be prepared and distributed to all relevant parties involved in the project.

6. Perform Integrated Change Control

Changes are inevitable in any project, but it’s important to manage them in a controlled and structured manner. This includes maintaining a central repository for all change requests, assessing the impact of each request on the project, and deciding whether or not to implement each change. After a decision has been made, the project manager should update the project management plan accordingly.

7. Close the Project

Once all the work on a project has been completed and all the deliverables have been delivered, it’s time to close out the project. This includes archiving all project information, releasing any remaining resources, and conducting a post-mortem analysis of the project to identify lessons learned. After the project has been officially closed, the project manager should prepare a final report summarizing the project’s successes and challenges.

Integrative Approach to Project Management

Conclusion

As anyone who has ever managed a complex project knows, there are a lot of different moving parts that need to be considered in order for things to run smoothly.

That’s where integration management comes in; by taking a holistic view of the project and managing it as a whole, you can avoid problems caused by silos, miscommunication, or duplicate effort—and increase your chances of successful delivery!

How to Manage Change in Your Business: The 5 Best Books For Change Management

Change Management Books

You never stand in the same river twice.
– Heraclitus

The only constant in business is “change.” To stay ahead of the competition and maintain a healthy bottom line, your organization needs to be able to adapt to the ever-changing landscape.

Change can be difficult to manage because it often requires employees to adjust the way they work. This can lead to feelings of insecurity, resistance to change, and even anxiety.

As a business leader, you know that change is essential to growth. But you also know that it isn’t always easy to implement. To stay ahead of the competition and maintain a healthy bottom line, your organization needs to be able to adapt to the ever-changing landscape.

But leading a team through times of change can be difficult. That’s why we’ve put together a list of the 5 best books for change management. These books offer insights on topics such as organizational psychology, Agile methodology, and leadership best practices.

Whether you are looking for a general overview of change management or a more specific look at a particular method, there is sure to be a book on this list that is perfect for you.

Books reviewed in this post:

  1. Switch: How to Change Things When Change Is Hard by Chip and Dan Heath
  2. Leading Change by John P. Kotter
  3. Who Moved My Cheese? An A-Mazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson
  4. Driven by Data: A Practical Guide to Improve Efficiencies, Reduce Costs, and Measure Performance in Your Organization by Paul R Super
  5. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration by Ed Catmull and Amy Wallace

1. Switch: How to Change Things When Change Is Hard

Switch - How to Change Things When Change Is Hard BookAuthor: Chip and Dan Heath
Publication year: 2010

As a leader, you know all too well just how difficult it can be to get people on board with a new idea or initiative, especially when it means stepping outside of their comfort zones. So how do we make change happen? How do we get our team members to buy into our vision?

In their book Switch, brothers Chip and Dan Heath tackle this very question.

The Heaths are best-selling authors who have written several books on the topic of organizational behavior. In Switch, they use decades of research in the fields of psychology and neuroscience to explain why change is so difficult – and more importantly, how to overcome those obstacles.

The Heaths identify two different types of obstacles that stand in the way of successful change:

  • The first type of obstacle is what the Heaths call the “Rider.” The Rider is the Rational Decision-Maker that resides in each of us. This part of our brain is logical, rational, and analytical. It enables us to make decisions based on facts and data. When it comes to making changes in our lives or our organizations, the Rider often becomes bogged down in details and risk analysis. He gets stuck trying to figure out the best possible solution instead of just taking action.
  • The second type of obstacle is what the Heaths call the “Elephant.” The Elephant is our Emotional Self – the part of us that feels fear, anxiety, and uncertainty when faced with change. This part of our brain responds more to intuition than logic. It’s also much more powerful than the Rider; in fact, research has shown that elephants can be up to 10 times stronger than riders! So how do we get past these obstacles?

According to Chip and Dan Heath, the answer lies in what they call the “3 R’s”:

  1. Directing the Rider – We need to give the Rider a destination by setting crystal clear goals. This will help to focus his attention and energy on the task at hand.
  2. Motivating the Elephant – We need to appeal to the Elephant’s emotions by painting a picture of what success looks like. This will help to rally him behind the cause.
  3. Shaping the Path – We need to create an environment that makes it easy for people to take the desired action. This could involve everything from changing the physical layout of your office to implementing new policies and procedures.

Overall, the contribution that Switch makes to the field of change management is twofold. First, it provides a clear and concise explanation of why change is so difficult. Second, it offers practical strategies for overcoming those obstacles and driving successful change in our lives and our organizations.

2. Leading Change

Leading Change - The Book on Change ManagementAuthor: John P. Kotter
Publication year: 1996

In Leading Change, John Kotter provides a framework for leading successful organizational change.

Drawing on his experience as a consultant to some of the world’s largest organizations, Kotter outlines an 8-step process for implementing change:

  1. Establish a sense of urgency – This means getting everyone on board with the idea that change is necessary and that it needs to happen soon. This can be a difficult task because it requires both effective communication and buy-in from every member of the team.
  2. Create a guiding coalition – This step involves bringing together a group of people with the power and influence to drive change. This coalition will be responsible for championing the change initiative and keeping it on track.
  3. Develop a vision and strategy – To successfully implement change, you need to have a clear vision of what you’re trying to achieve. This vision should be inspiring and motivating, something that everyone can rally behind. Once you have your vision, you need to develop a strategy for achieving it. This will involve setting goals, identifying resources, and creating a timeline.
  4. Communicate the change vision – Change won’t happen unless everyone is on board with the vision. This step involves communicating the vision in a way that is clear, concise, and inspiring. It’s also important to keep the lines of communication open so that people can ask questions and provide feedback.
  5. Empower others to act on the vision – This step involves giving people the authority and resources they need to take action. It’s also important to remove any barriers that might prevent them from taking action. This might include changing policies or procedures or providing training and development opportunities.
  6. Plan for and create short-term wins – One of the best ways to maintain momentum during a change initiative is to celebrate small victories along the way. This step involves setting goals that can be achieved in a relatively short period. It’s also important to recognize and reward people who are contributing to the success of the initiative.
  7. Consolidate gains and produce more change – This step involves taking what has been learned from the previous steps and using it to drive further change. It’s also important to continue to communicate the vision and keep everyone focused on the ultimate goal.
  8. Institutionalize new approaches – The final step is to make the changes permanent by incorporating them into the organizational culture. This might involve changing policies and procedures, or creating new incentives and rewards.

Leading Change is a classic in the field of change management. It’s one of the first books to provide a comprehensive framework for leading successful organizational change.

Kotter’s 8-step process has been used by organizations all over the world, and it is still relevant today.

3. Who Moved My Cheese? An A-Mazing Way to Deal with Change in Your Work and in Your Life

Who Moved My Cheese - An A-Mazing Way to Deal with Change in Your Work and in Your Life BookAuthor: Spencer Johnson
Publication year: 1998

Who Moved My Cheese? is a creative book about change. The story tells a fable that narrows in on two types of people’s reaction to change, the ‘mice’ and the ‘littlepeople’.

The book is easy and quick to read, as it is only 96 pages. The story follows two different groups of friends who live in a maze and have to find cheese to survive. The cheese represents what we want in life, such as a job, a relationship, or material possessions.

The first group of friends are mice, who are afraid of change and resistant to it. They cling to the cheese they have and are unwilling to try new things. The second group of friends are little people, who are open to change and adaptable. They are willing to explore new areas of the maze and try new things.

There are 4 characters that represent different reactions to change:

  •  The first is Hem, who is afraid of change and resistant to it. He clings to the cheese he has and is unwilling to try new things.
  • The second is Haw, who is open to change and adaptable. He is willing to explore new areas of the maze and try new things.
  • The third is Sniff, who is an early detector of change. He can smell the cheese before it’s there and is always on the lookout for new opportunities.
  • The fourth is Scurry, who is quick to adapt to change. When the cheese runs out, he is able to quickly find a new source.

Sniff and Scurry are proactive; they accept change and adapt quickly. Hem and Haw are reactive; they resist change and take longer to adapt.

Johnson provides practical advice on how to lead teams through each stage of change.

For example, the author suggests that during the Denial stage, it’s important to keep Hem informed about the changes that are coming so that he doesn’t feel caught off guard.

During the Resistance stage, it’s important to give Haw space to vent his fears and frustrations before moving on to exploring new solutions.

One of the key takeaways from the book is that change is inevitable; the only thing you can control is your reaction to it. This message is especially relevant for business leaders who are navigating times of uncertainty within their organizations.

Overall, this book provides valuable insights into how humans react to change and how we can better manage our reactions so that we can thrive during times of transition.

4. Driven by Data: A Practical Guide to Improve Efficiencies, Reduce Costs, and Measure Performance in Your Organization

Driven by Data - Change Management BookAuthor: Paul R. Bailo
Publication year: 2014

So, what makes Driven by Data so special? First and foremost, it’s important to note that this book is an authority in the field. It’s packed with over 200 pages of data-driven strategies that will help you navigate change within your organization.

But beyond that, it’s also written in a conversational style that makes it easy to read and digest. And perhaps best of all, it provides practical arguments that you can apply to your organization.

So what are some of the key strategies for navigating change within an organization?

According to Bailo, there are three main strategies that every organization should keep in mind: first and foremost people; secondly, process; and lastly technology. Let’s take a closer look at each one.

  • People: Perhaps the most important thing to keep in mind when leading your team through times of change is that people are resistant to change by nature. That’s why it’s so important to get buy-in from your team from the very beginning—if they feel like they’re being left out of the decision-making process, they’re far less likely to support any changes that are implemented. The best way to get buy-in from your team is to involve them in the decision-making process from day one; That way, they’ll feel like they have a vested interest in seeing the changes through.
  • Process: The second strategy for navigating change within an organization is a process. Implementing changes can be a difficult and chaotic process—but it doesn’t have to be! By documenting and automating your processes, you can make sure that everyone on your team is on the same page, which will make implementing changes much easier (not to mention less stressful).
  • Technology: Last but not least is technology. In today’s day and age, there’s no denying that technology plays a big role in organizational change. After all, disruptive technologies are often what sparked organizational changes in the first place! That’s why it’s so important to make sure that your technology infrastructure is up-to-date and able to support any changes that you implement. Otherwise, you run the risk of causing more problems than you solve. Hamamoto Enterprise Solutions offers comprehensive IT services including business continuity planning which helps ensure against disasters large or small.

If you’re looking for a comprehensive guide to change management, then you might want to check out Driven by Data. It’s packed with data-driven strategies that will help you navigate change within your organization—no matter what industry you’re in.

5. Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration

Creativity, Inc - The Book on Change ManagementAuthor: Ed Catmull
Publication year: 2014

From the co-founder of Pixar Animation Studios, Ed Catmull, comesz` a book that offers a behind-the-scenes look at how some of the most successful animated films of all time were made.

But Creativity, Inc. is more than just a book about making movies—it’s a book about managing change. In it, Catmull shares his experience leading a team of creatives through times of great change and offers insights on how to overcome the unseen forces that stand in the way of true inspiration.

The book is divided into three sections: The first section looks at the history of Pixar and how it has become one of the most successful animation studios in the world by embracing change.

The second section looks at how Pixar has been able to maintain its culture of creativity despite growing larger and more complex.

The third section offers practical advice for business leaders who wish to create a culture of creativity within their organizations.

Conclusion

No matter what industry you’re in, change is inevitable. How you manage that change can make or break your company. It’s also necessary for growth.

If you’re looking for some guidance on effective change management, check out the five books we’ve listed above. Each book offers something in regards to managing change and effectively navigating those waters.

From practical guides on data-driven decision making to stories of personal transformation, these books will help you understand what it takes to successfully navigate changes big and small. So if you’re feeling lost in a sea of change, pick up one of these books and find your way back to shore.

Optimize Your Business Strategy with These 8 Must-Read Books

Business Strategy Books

It’s no secret that to be successful, you need to have a winning business strategy. What may be less obvious is that to create a winning business strategy, you need to think like a strategist.

Why? Because business strategy is about making choices—choosing to do some things and not others. It’s also about allocating resources in a way that will create the most value.

In other words, business strategy is about making trade-offs. It’s about saying “no” to good ideas to focus on the best ones.

Of course, that’s easier said than done. This is why we’ve rounded up 8 of the best books on business strategy. These books will help guide you to think like a strategist, make better choices, and allocate resources more effectively.

So if you’re ready to take your business game up a notch, read on!

Essential Business Strategy – Book Summaries

1. Built to Last: Successful Habits of Visionary Companies

Built to Last - A Book on Business StrategyAuthor: Jim Collins and Jerry I. Porras
Publication Year: 1994

We begin our list with one of the most influential business books of all time, Built to Last.

The authors studied 18 “visionary” companies to try and understand what made them so successful. They found that the key to these companies’ success was not their products, their services, or even their business model. But qualities that are a little more nebulous like culture, values, and purpose.

The most successful companies had a few things in common. For one, they had an outrageous goal that the authors termed a “Big Hairy Audacious Goal” or a BHAG.

The second thing they had in common was that they were what the authors called “clock builders.” That is, they built their companies to last, not just to make money for the founders or shareholders.

The third quality of these visionary companies was that they had a “core ideology.” This was a set of beliefs and values that guided everything they did.

The fourth and final quality was that they had the right people on the bus. That is, they hired people who fit their core ideology and who were passionate about the company’s BHAG.

Built To Last is definitely a must-read for anyone looking to create a lasting, successful business.

2. Your Strategy Needs a Strategy: How to Choose and Execute the Right Approach

Your Strategy Needs a Strategy BookAuthor: Martin Reeves, Knut Haanaes, and Janmejaya Sinha
Publication Year: 2015

Most businesses have a strategy, but few companies have a good strategy. That’s why Your Strategy Needs a Strategy is great for thinking about strategy in a more holistic and effective way.

This book is a great introduction to the study of business strategy. It covers all the essential concepts, from market entry to growth strategies.

But the real strength of this book is its focus on execution. The authors explain that there are five main types of business strategy: Classical, Adaptive, Visionary, Shaping, and Renewal.

Most businesses only use one or two of these approaches, but the best companies know how to use all four. That’s what it takes to execute a winning strategy. They call this ambidexterity which is analogous to being able to use both hands equally well.

3. BOLD: How to Go Big, Create Wealth, and Impact the World

BOLD - A Book on Business StrategyAuthor: Peter H. Diamandis and Steven Kotler
Publication Year: 2015

Next on our list is BOLD, a book about how to create wealth and make a positive impact on the world.

In BOLD, Diamandis & Kotler lay out a step-by-step guide for anyone with an idea that could change the world. The book is based on the premise that we are living in an age of “abundance.”

With the help of technology, we now have unprecedented access to resources and capital. This means that anyone with a big idea has the potential to make it a reality.

The book provides readers with a framework for taking an idea and turning it into a world-changing business. It covers everything from developing a product to raising capital to build a team.

When it comes to business strategy, BOLD is all about thinking big. By taking an audacious, moonshot approach to your business, you can achieve incredible things. So, if you’ve got a big idea that could change the world, this is the book for you.

4. Love as a Business Strategy: Resilience, Belonging & Success

Love as a Business Strategy BookAuthor: Mohammad F. Anwar, Frank E. Danna, Jeffrey F. Ma , Christopher J. Pitre
Publication Year: 2021

Don’t let the title fool you; this book is NOT about finding love in the workplace. Rather, it’s about using love as a business strategy to improve your company’s bottom line.

The mindset is “people first” because, as the authors explain, if you take care of your people, they will take care of your customers and your business.

This book talks about the behaviors that have the biggest impact on business outcomes. The authors focus on emotional intelligence, empathy, and resilience. Because the human connection is at the heart of love, these are essential skills for anyone in business.

But this isn’t just about touchy-feely topics. The authors provide concrete examples and actionable advice that you can use to make your business more successful.

If you want to learn about business strategies that focus on resilience, team bonding, and success, then Love as a Business Strategy is for you.

5. The Outsiders: Eight Unconventional CEOs and Their Radically Rational Blueprint for Success

The Outsiders - Eight Unconventional CEOs and Their Radically Rational Blueprint for Success BookAuthor: William N. Thorndike
Publication Year: 2012

The CEO of any company has one major responsibility – returning value to shareholders. That’s exactly what The Outsiders sets out to do.

Thorndike looked at how these CEOs ran their companies and what strategies they used to achieve such great results.

The Outsiders is based on the author’s study of eight CEOs who outperformed the market by a wide margin. These “outsiders” all had one thing in common: they followed a radical, rational approach to business.

They were the original “disruptors,” a breed of entrepreneurial CEOs who transformed entire industries by ignoring the conventions of the day.

They built companies that were valued not by the crowds or the press, but by investors for their per-share profit margins. They had a knack for allocating capital as well as human resources; they knew cash flow is what mattered most in determining long-term value.

And their passion was not for empire-building or power, but for doing what they loved and were good at.

6. Good Strategy/Bad Strategy: The Difference and Why It Matters

Good Strategy Bad Strategy Book by Richard RumeltAuthor: Richard P. Rumelt
Publication Year: 2011

In today’s business world, there are a lot of so-called “strategists” who don’t understand what a good strategy is. They may have read a few books or attended a couple of seminars, but they don’t have the critical thinking skills to make sound strategic decisions.

Too many businesses are being led astray by an overload of information and bad strategy, and it’s costing them dearly. Unfortunately, a bad strategy can lead to missed opportunities, wasted resources, and even bankruptcy.

Good strategy, on the other hand, can help you achieve your goals and create a sustainable competitive advantage.

In this book, Rumelt provides a framework for understanding and evaluating strategy. He draws clear lines between good and bad strategies and provides insights into how to create a good well-informed strategy for your business.

The three parts of this book deal with the difference between good and bad strategy (Part I), sources for potential advantages in making well-crafted plans (Part II), as well how you can think like a strategist (Part III).

This book is all about getting to the “core strategy” that will make your business successful. And that begins with a change in diagnosis. Once the diagnoses are clear, the task is one of creative problem-solving through a guiding policy that is supported by a set of coherent actions.

If you want to learn how to think like a strategist and create sound strategic plans, then this book is for you.

7. The Art of Strategy: A Game Theorist’s Guide to Success in Business and Life

The Art of Strategy BookAuthor: Avinash K. Dixit and Barry J. Nalebuff
Publication Year: 2010

The last several decades have seen a revolution in our understanding of strategic behavior. Game theory has emerged as the dominant framework for thinking about rivalry and conflict, and it has been applied to a wide range of business problems.

What is Game Theory? Game theory is the study of strategic behavior. It’s the study of how people interact with each other when they have something to gain or lose.

It is not about winning or losing, but about understanding and predicting what people will do in given situations. Game theory has been called “the science of strategy” because it provides a framework for understanding how people behave in situations where there are conflicting interests.

In The Art of Strategy, Dixit & Nalebuff provide a comprehensive and accessible introduction to game theory. They show how it can be used to understand a wide range of business situations, from competition among firms to the pricing of products.

The authors use a variety of case studies to show how almost every business and personal interaction has a game-theory component. This includes examples from pop culture, TV, movies, sports, politics, and history.

Whether you’re a business person, a student of game theory or just someone interested in how people interact with each other, The Art of Strategy will show you how to think about competition and conflict in a whole new way.

8. Strategy Rules: Five Timeless Lessons from Bill Gates, Andy Grove, and Steve Jobs

Strategy Rules - A Book on Business StrategyAuthors: David B. Yoffie and Michael A. Cusumano
Publication Year: 2015

In today’s business environment, the ability to adapt and innovate is essential for success. However, many companies struggle to keep up with the pace of change, often due to obsolete business models or inflexible organizational structures.

In their book Strategy Rules, David B. Yoffie & Michael A. Cusumano examine the strategies of three highly successful tech entrepreneurs: Bill Gates of Microsoft, Andy Grove of Intel, and Steve Jobs of Apple.

By studying the way these leaders approached strategy and execution, the authors identify five key rules that can help any company stay ahead of the competition.

The authors show how these rules can be applied to a variety of industries and business situations. They also provide insights into the unique challenges that companies face as they attempt to implement them.

Whether you’re a business student or a business professional, Strategy Rules will give you a new framework for thinking about how to create and sustain a competitive advantage.

Strategy Rules is an essential guide for anyone seeking to build a lasting business.

Conclusion

Are you looking for a new perspective on business strategy? If so, you should consider reading one or more of the books on this list. These books offer valuable insights and lessons that can be applied to a wide range of businesses and industries.

They will also help you think about how to create a competitive advantage. And teach you how to approach problems, think about the long term, and build resiliency in your team.

By reading these books, you will be better equipped to develop strategies that can help your business succeed. So why not add one or two to your reading list today?

Losing Your Competitive Edge? Here Are the Best Books to Read on Increasing Your Focus, Organization & Productivity

Productivity Books

It’s easy to be cynical when you pick up a book on productivity. As you flip through it, you may come across puzzling concepts like “finding the weakest link,” “going agile” and “incorporating the principles of lean.” Or else it’s full of the same old self-help mumbo jumbo about “discovering your why,” and “being present and mindful.”

It may leave someone wondering: Does any of this stuff actually work? And more importantly, Does the author get my problem and my situation?

Maybe you feel like an ostrich, and you’re constantly running at full speed. Yet, remarkably, it never all gets done. Or you feel like a sloth, and simply cannot power through another boring day of work. You’re at the brink, about to throw in the towel.

You probably catch glimpses of the life that you want to be living: the books you want to read, the restaurants you want to eat out at, the friends you want to reconnect with. But it never happens, as you’re trapped in your so-called life of busyness and overwhelm.

When we think of “productivity,” it often conjures up images of factories with plant managers, conveyor belts, assembly lines, work-in-process and inventory.

Productivity

While in a broader sense, productivity looks at how we go about our everyday lives. It’s about how we approach our work, family and even leisure time. Scrum, a productivity method popular among software developers, teaches principles that easily apply to how we manage our home and family lives. As does the theory of constraints, spelled out in Eli Goldratt’s book, The Goal.

And so do you want to discover simple techniques that help you power through even the most arduous project? Do you want to create habits that allow you to stay focused amidst a world of distraction? Do you want to discover the productivity secrets behind the best organizations in the world?

Then settle in, because we’re about to take a look at some of the best books to read on increasing focus and productivity. Some of these books are hot off the press, while others are decades old, and present groundbreaking theories on how to approach manufacturing and project management. Some are full of how-tos, with lessons you can apply this very day, while others pan out and take a more theoretical approach.

But they all promise to improve output and decrease input. That’s technical language for improving our work performance and the quality of our lives, while maintaining our peace of mind. That’s not a bad promise, is it?

The Pomodoro Technique: The Acclaimed Time-Management System that Has Transformed How We Work by Francesco Cirillo

The Pomodoro Technique - The Book on ProductivityPublisher: Currency
Year Published: 2018
Number of Pages: 160

“Remember, time is a greedy player who wins without cheating, every round.”
Francesco Cirillo quotes Charles Baudelaire’s poem, “The Clock,” in the introduction to his book, The Pomodoro Technique.

“Pomodoro” is Italian for “tomato” and Cirillo, a consultant from Italy, displays on his book’s cover one of those tomato timers you often see sitting on stovetops, reminding you to take the cookies out of the oven.

And why? This tomato timer is the only tool required in his remarkably simple yet effective time management method that takes on this “greedy player.” The Pomodoro Technique promises to tackle overwhelm and to keep you pressing on through a boring or complicated project, working diligently the whole time.

The method, in its simplest form, entails setting the timer for 25 minutes and focusing on the task at hand. When the timer goes off, take a five minute break, then resume working for another 25 minutes. After four sessions, take a longer break of 20 minutes or so.

Why does it work? Cirillo says the “becoming” aspect of time generates anxiety. Time keeps coming at us, regardless. It’s easy to get bogged down when something takes too long, or we’re running late. It robs us of our élan vital, our momentum.

His technique of working in 25 minute windows keeps our focus on the present. We’re not looking into the “axis of time,” into upcoming hours and days. Rather, we’re looking at the here and now.

The book lists eight goals of the Pomodoro Technique, including “Improve One’s Work or Study Process,” “Alleviate Anxiety Linked to Becoming” and “Strengthen One’s Determination to Keep Applying One’s-self in Complex Situations.”

The book is easy to read, and very short. The method is applicable to anyone who wants to manage time better, either within a team or individually.
The author owns Cirillo Consulting, out of Berlin. He developed his technique in college, to assist with studying. Initially, The Pomodoro Technique was a pdf on his website, and it was downloaded over 2 million times.

Readers like The Pomodoro Technique for its simplicity, and find that Cirillo thoroughly discusses how to overcome the mental battles associated with completing a project.

The Bullet Journal Method: Track the Past, Order the Present, Design the Future by Ryder Carroll

The Bullet Journal Method - Productivity BookPublisher: Portfolio
Year Published: 2018
Number of Pages: 320

“Rather than being proactive about setting priorities, a lot of us simply let the flood of external demands set them for us,” Ryder Carroll writes in his New York Times best-selling book, The Bullet Journal Method.

The method requires something few of us do anymore, in this digital age: holding a pen to paper. And the promises of this simple action are huge. Through bullet journaling, we’ll:

  • Find time for all things we’re meaning to do.
  • Increase our productivity.
  • Reclaim the driver’s seat over our daily lives and schedules.
  • Achieve breakthrough: find dream jobs, move, end toxic relationships.

How does journaling achieve these ends? A central benefit of the method is finding clarity by putting onto paper everything that’s jumbled in our brains.

“Information overload is worse for our focus than exhaustion or smoking marijuana,” Carroll writes.

Bullet journaling is a trending topic these days, and not one Carroll has exclusively conceived. Images of pretty “to-do” matrices are frequently posted on blogs, Instagram and Pinterest, tracking anything from household chores to exercise routines.

But his original presentation of the idea takes the cake. The Bullet Journal Method merits our undivided attention. It’s super well organized, with clear headings and ideas that logically flow from one to another.

He presents the method using anecdotes and humor. When he introduces mindfulness, for example, he writes, “Uh-oh, the M word. Don’t worry, no sitars required.” And the book’s design creatively hearken back to his method: the table of contents and the inscription are typed in Carroll’s own script.

The Bullet Journal Method consists of four parts: The Preparation, The System, The Practice, and The Art. His book is helpful for those of us whose daily schedule feels like a meaningless deluge of to-dos. It helps to reclaim the “why” alongside the “what.”

Carroll lives in Brooklyn and has worked for Adidas, IBM and Macy’s. Readers find that bullet journaling helps in all areas of life, including losing weight, socializing and studying. The book includes a lot of philosophizing behind the journaling concept, which some found excessive.

Essential Kanban Condensed by David Anderson and Andy Carmichael

Essential Kanban Condensed - A Book on ProductivityPublisher: Lean-Kanban University
Year Published: 2016
Number of Pages: 102

Have you ever sat around at work, waiting for someone to finish their portion of a project so that you could start on yours?

Essential Kanban Condensed presents a system that mitigates this sort of waste and inefficiency.

Kanban is a methodology developed by David Anderson around 2004, while working as an employee at Microsoft. It promises to eliminate bottlenecks in work systems, and increase the value of the output. The simple principles of kanban apply across the board: whether managing a household or creating software. Its principles are helpful for a team who doesn’t feel like its powers are aligned and is looking for a better way.

The cover of Essential Kanban clearly displays the method’s key principles and practices. It pictures an image of an upside down packaging box, with the flaps open. One flap reads “Principles” and lists “Start With What You Do NOW,” and “Encourage Leadership at Every Level” above it. The second flap reads “Practices” and lists “Limit WIP,” “Feedback Loops,” and “Improve and Evolve” above it.

Kanban borrows heavily from lean and the theory of constraints. Limiting work in process (WIP) is central to kanban: it’s a pull system, meaning that work items must be completed before going onto the next one.

At only 100 pages, this book distills kanban to the basics. Anderson noticed that many organizations understood kanban superficially, and so adapted it superficially to their systems.

“Our goal is to capture Kanban’s essence as briefly as possible. As a result, this book is short on detail, advice, choices and specific examples.”

Anderson has worked at IBM, Sprint, Motorola and Microsoft. He founded Kanban University in 2011. Carmichael coaches software engineers and is active in agile and kanban communities.

Not Today: The 9 Habits of Extreme Productivity by Erica and Mike Shultz

Not Today The 9 Habits of Extreme Productivity Book by Erica and Mike ShultzPublisher: Matt Holt Books
Year Published: 2021
Number of Pages: 224

Do you ever bribe yourself to do something? “If you do the laundry, then you get ice cream.” Sometimes, conjuring up motivation feels like searching for gold.

Not Today includes hacks and systems for all our productivity woes, including zapped momentum. Erica and Mike Shultz’s book teaches how to meet the sometimes exacting demands of daily life, and to do so for the right reasons.

The book’s prologue includes this note from the editor: “In some books, you can skip the prologue and you won’t miss much. This is not one of those books.”

Over the next thirty or so pages, the authors recount a heart-wrenching story of their son undergoing heart surgery in utero. He eventually dies from heart failure at the age of five.

This book recounts the system they developed while caring for him. “Without any room for error, they made none. They created a system, organized the medication, developed the schedule, and administered the medicines,” Tom Rinaldi writes in the forward.

They present the system in three “Productivity Codes”:

  • #1 Manufacture Motivation
  • #2 Control Your TIME
  • #3 Execute in the Zone

Readers love how the story weaves productivity lessons into a touching story. Their website includes templates and sheets for incorporating the system.

Mike Shultz is the author of Rainmaking Conversations, a book about the art of sales conversations. The couple runs The Rain Group, a Boston-based company that provides virtual and in-person sales training.

Hyperfocus: How to Be More Productive in a World of Distraction by Chris Bailey

Hyperfocus - The Productivity Book by Chris BaileyPublisher: Viking
Year Published: 2018
Number of Pages: 256

Isn’t it frustrating when you can’t recall something like the pin to your debit card while standing at the check-out counter, but it comes to you later, when you’re relaxing at home over a glass of wine?

This begs the questions: Is it possible to deliberately get into a relaxed head-space where information is readily accessible?

In his book Hyperfocus, author Chris Bailey says we’re not at the mercy of the whims of our attention span. In fact, we can train our brains to focus. It is a habit, a disposition.

His book is a compilation of hours and hours of research on attention and focus. He finds that habits of multi-tasking and scattered focus generate angst, while habits of focused attention generate calm and serenity.

Not surprisingly, Bailey isn’t a fan of texting and messaging all day long. “Constant connectivity is one of the worst disruptions to our focus and productivity.”

However, the ability to unfocus; to take a walk, to get our head out of the game; unleashes creativity.

“When we invest our limited attention intelligently and deliberately, we focus more deeply and think more clearly.”

He explains how to apply this research to daily life. The book induces ten chapters, covering topics such as: “Your Brain’s Hidden Creative Mode” and “Making Hyperfocus a Habit.”

Hyperfocus takes a new spin on productivity. It’s about analyzing what the individual brings to a project rather than looking at how a system works. It’s helpful for anyone who feels like they’re constantly confronted with distractions.

The writing is visual and he includes creative non-fiction with his musings on productivity. Readers find that Bailey’s tactics really work. Some liked the second half even better than the first.

Bailey has been writing about productivity for years, and is published in The New York Time and the Wall Str eet Journal. He also wrote the book, The Productivity Project. He lives in Kingston, Canada.

The Machine That Changed the World: The Story of Lean Production by James P. Womack, Daniel T. Jones & Daniel Roos

The Machine That Changed the WorldPublisher: Free Press
Year Published: 2007 (Second Edition)
Number of Pages: 352

In the 1980s, James Womack and Daniel Jones, automobile researchers at MIT, visited the Toyota manufacturing plant in Japan. The Time Machine That Changed the World is a summary of what they discovered.

The book became a bestseller, and proved to be groundbreaking. The lean production method they introduced upset conventional approaches to manufacturing, and its principles are now incorporated across all industries.

The book compares the lean production method employed by Toyota and the mass production method employed by Ford and General Motors.

“In simplest terms, this book tells the story of mass versus lean and shows why lean is superior,” they write in the introduction.

The lean method, they find, creates less waste, produces a superior final product, and engages employees better than mass production.

Although the book looks at automobile manufacturing, the principles apply to any organization, whether service or manufacturing, and even to daily life.

The Machine That Changed the World is a historical book. It’s excellent for anyone interested in the theory behind efficiency and productivity. Some readers say it’s required reading for anyone in operations or manufacturing.

The authors distill lean into five principles:

Identify Value

A lean system looks at its processes and asks: Is this action adding to the value we’re seeking to create?

Map Value Stream

This entails looking at what is really going on within the organization right now, and distinguishing actions that add value from those that are unnecessary and don’t add value. The next step is eliminating anything in the latter category.

Create Flow

This means finding places in the workflow with bottlenecks, and fixing them, as well as identifying places where defects or inconsistencies occur and reducing them.

Establish Pull

Have you ever seen coffee cups stack up next to an espresso machine during a morning rush? This is an example of a bottleneck along a push system. A lean approach corrects for this inefficiency. A pull system, rather, entails making things only as they’re needed.

Continuous Improvement

Lean strives for continuous improvement. Nothing is ever deemed “best,” but rather “better.”

These principles were developed by Eiji Toyoda and Taiichi Ohno at the Toyota production plant, and Womack and Jones relate everything they learned from visiting the plant.

The authors are now leaders in the lean movement. Womack is president of Lean Enterprise Institute in Massachusetts, and Jones is the Chairman of Lean Enterprise Academy in the United Kingdom.

Although some readers find the book focuses too myopically on the automobile industry, others believe it’s a good foundational book on lean productivity.

The 7-Minute Productivity Solution: How to Manage Your Schedule, Overcome Distraction, and Achieve the Results You Want by John Brandon

The 7-Minute Productivity Solution BookPublisher: Revell
Year Published: 2022
Number of Pages: 256

It’s so common during the workday to take a much needed break, and to spend it surfing the web, where disturbing new stories and social media posts leave us more stressed out than before.

John Brandon’s book, The 7-Minute Productivity Solution, says that creating routines around everything we do (including breaks) is the solution to reaping the desired benefit from everyday actions.

In a personal voice and with interesting anecdotes that engage the reader, Brandon describes his routines around starting the day, planning the day, taking breaks and staying on track.

Routines keep us focused on what we’re intending to accomplish in the present moment.

“I’m easily distracted and have multiple “squirrel moments” throughout the day, so I need routines to guide me.”

He promises the methods in his book save time, improve results, and increase our overall well-being. The book is for anyone. “Improve all of us we can,” he writes, echoing the wisdom of Yoda.

Brandon has written professionally for over two decades. The inception of this book came from a viral article he wrote for Inc. Magazine about a 7-minute morning routine.

His book provides what he sees as a more rounded view on time management. “The real reason for becoming more efficient is because that honors who we are as humans. We are good workers at heart. I choose to become intentional with my time because my time on this planet is limited.”

The book is written in two parts. The first is around developing good habits, where he introduces the 7-minute morning routine, and also covers taking breaks, planning and debriefing.

The second part discusses bad habits, such as email, web surfing and social media. It includes the chapters “What Happens to Your Brain When You Surf” and “Avoiding the Doom Scroll on Social Media.” Each chapter ends with practical tips.

Brandon has written over 15,000 online articles, for Inc., Forbes, Wired, Christianity Today, and many other online publications. He earned a BA in journalism and began writing full time in 2001.

Readers like how the book includes Brandon’s personal insights and anecdotes. They also benefit from the practical tips and the guidance around break routines.

The Goal: A Process of Ongoing Improvement by Eliyahu M. Goldratt and Jeff Cox

The Goal - A Process of Ongoing Improvement Book by Eliyahu M Goldratt and Jeff CoxPublisher: North River Press
Year Published: 2014 (30th Anniversary Edition)
Number of Pages: 362

“Productivity is meaningless unless you know what your goal is,” Jonah, a physics professor, tells Alex, a plant manager, in Eli Goldratt’s classic book, The Goal.

In the book, Goldratt presents his theory of constraints amidst a fictionalized story of his experience working as plant manager. When you meet Alex, the plant is in chaos. Piles of work-in-process clog production lines, skilled workers are quitting and others workers are laid off.

He’s given six months to turn the situation around, and fortuitously runs into an old friend. Jonah, using the Socratic method, prods Alex to look closer at his systems and improve them.

Although initially Alex evaluates the plant’s productivity using the principles of cost accounting, eventually he concludes that “the capacity of the plant is equal to the capacity of its bottlenecks.”

“Since the strength of the chain is determined by the weakest link, then the first step to improve an organization must be to identify the weakest link.”

This is the essence of the theory of constraints. It says that a plant’s productivity is limited by its slowest processes, and there’s always at least one. This theory was revolutionary at the time, but since then it’s been incorporated into many organizations. Kanban is heavily influenced by the theory of constraints.

Goldratt’s purpose in writing The Goal is to explain how manufacturing works. He uses the novel format because it allows readers to see production through an everyday lens. He also hopes that “readers would see the validity and value of these principles in their organizations such as banks, hospitals, insurance companies and our families. Maybe the same potential for growth and improvement exists in all organizations.”

Goldratt tells his story in 20 chapters. Between covering the drama Alex has at the plant and his drama at home with his wife, it’s a gripping read all the way to the end.

The Goal has sold over seven million copies and has been translated into 32 languages. Goldratt became a leader in manufacturing, and founded Goldratt Consulting and TOC for Education, to teach his method in schools. He passed away in 2011.

Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland and J. J. Sutherland

Scrum - The Art of Doing Twice the Work in Half the Time BookPublisher: Currency
Year Published: 2014
Number of Pages: 256

Have you ever used a software system that you couldn’t stand, as it never did anything the way you thought it should?

Jeff Sutherland saw this happen over and over while working as a software engineer in the 80s and 90s. Using the rigid “waterfall” method, the team planned everything at the beginning, then went into a black box to create a product for the customer.

“(Waterfall) was slow, unpredictable, and often never resulted in a product that people wanted or would pay to buy. Delays of months or even years were endemic to the process…to overcome these faults, in 1993 I invented a new way of doing things: Scrum.”

Scrum is an iterative approach to software development that allows for change. The scrum method emphasizes frequent communication with the client, and so ultimately leads to creating useful products that people really want to use.

Scrum quickly became adopted by software companies. The purpose of Sutherlands’ book, Scrum: The Art of Doing Twice The Work in Half the Time is to disseminate his method to a wider audience.

In the book, Sutherland first explains the danger of waterfall and gantt charts. Then he explains the origins of scrum, and what it consists of. He concludes with an explanation of how to implement scrum.

Jeff Sutherland invented scrum with Ken Schwaber in 1993. He is an original signer of Agile Manifesto and is also the CEO of Scrum, Inc. J. J. Sutherland is a scrum consultant and previously reported for NPR.

Readers have found that the book is an entertaining way to learn about the basics of agile.

Eat That Frog!: 21 Great Ways to Stop Procrastinating and Get More Done in Less Time by Brian Tracy

Eat That Frog - The Best Book on ProductivityPublisher: Barrett-Koehler Publishers
Year Published: 2017
Number of Pages: 144

Do you know what the biggest nation in the world is? Procrastination!

Ho ho, there’s a grain of truth to every joke. Everyone benefits from the tips and tricks in Brian Tracy’s book, Eat That Frog. Some even make reading it an annual tradition.

“The ability to concentrate single-mindedly on your most important task, to do it well and to finish it completely, is the key to great success, achievement, respect, status, and happiness in life. This key insight is the heart and soul of this book.”

This book is a gem for anyone who struggles with productivity, procrastination and time management. Tracy says we’ll always have scads of things to do, and we’ll never finish them all. Time management is about identifying the most important things, and focusing on them.

It includes “no lengthy departures into theory or research.” Rather, it consists exclusively of practical and applicable time management tricks.

The first trick he tackles is eating the frog. It has two rules: eat the ugliest frog first and don’t spend a lot of time thinking about it. Other tips include: “Plan Every Day in Advance,” “Develop a Sense of Urgency,” “Technology is a Wonderful Servant,” “Technology is a Terrible Master” and “Motive Yourself into Action.”

This book is like a productivity buffet; you can hop around in it and pick up a few pointers here and there. It has been wildly popular, and ranks in Amazon’s top ten for three book categories, including Personal Time Management.

Tracy says the book is the result of 40 years of studying time management and trying things out. He is the President and CEO of Brian Tracey International, where he provides training and consulting. He has written 45 books, including Create Your Own Future and The Psychology of Selling. He lives in California.

From To-Do to Done: How to Go from Busy to Productive by Mastering Your To-Do List by Maura Thomas

From To-Do to Done - Productivity BookPublisher: Simple Truths
Year Published: 2021
Number of Pages: 152

Many of us fall prey to the phenomenon of “patchwork productivity.” We may stay on top of everything at work, while many, many other things in our lives fall through the cracks. We never make it to the gym, routinely forget to send Christmas cards, and we order take-out every single night.

Maura Thomas’ book, From To-Do to Done, is about being our best selves in all areas of our lives. Being a great spouse, parent, friend, employee, CEO and citizen means taking hold of our productivity.

This book is helpful for people whose hamster wheels never stop spinning, but who don’t find satisfaction in completing anything. Thomas seeks to help us align the “why” of our lives with the “what” of our everyday activities.

“The pursuit of productivity empowers us to choose our answers to two questions: ‘What kind of person do you want to be?’ and ‘What kind of life do you want to live?’”

Her book emphasizes getting beyond the stage of “busyness” to a place where we’re proactive about deciding how we spend our time.

From To-Do to Done has an attractive layout with bright yellow and apricot colors throughout.

Readers love the illustrations, and find that her tips are easy to apply.

This book is the third in Thomas’ productivity series. Her earlier books are Personal Productivity Secrets and Work Without Walls. She was inspired to write From To-Do to Done to help readers navigate the lifestyle changes during covid, when nearly all work went remote.

It’s a simple book with only six chapters. Topics include “Choose Your Productivity Tools” and “Organize Your Task List.” The title to the conclusion is: “You’re Back in the Driver’s Seat Now.”

Thomas is an expert in time management. She coaches individuals and organizations, and frequently gives talks on the subject.

Conclusion

As you can see, productivity isn’t so simple as “making the most of an hour” through some sort of Herculean effort to focus harder and work faster.

Rather, we increase productivity by incorporating key principles and developing systems and routines. Using ideas from lean, kanban, scrum and the theory of constraints, we can create systems that improve the final deliverable in a big project. And using methods like the bullet journal or the Pomodoro Technique, we can train ourselves to stay on task and to power through difficult projects.

These systems and routines apply to all areas of life, from software development, to self-care, to student life, to everything in-between.

Productivity presents special challenges in remote work environments. Teamly is a sophisticated project management software that offers real solutions. Our communication and payroll tools make managing remote teams a breeze. Sign up for your free account today!

How to Build a Team With Dedication: The Five Best Books on Employee Engagement

Best Books on Employee Engagement

Have you ever been called an “asset” or a “commodity” by human resources during an onboarding session? Surely, they lost you at hello.

Once employees figure out the organization sees them as “just a number” (right alongside equipment and other assets on the balance sheet), they start to behave like one. They deliver a perfunctory job performance, showing up late every morning, sneaking away for long lunches, then leaving the cubicle just as the clock strikes six to head out to the karaoke bar, where their first song is “Take This Job and Shove It.”

This certainly isn’t the path a successful company pursues.

Rather, when an astute company celebrates a significant milestone, it doesn’t sit back on its laurels, eating cake and drinking champagne. The leadership is quick to acknowledge where the success originated. It started with talented people who saw a mission or movement they wanted to be a part of. And so they gave their jobs their all.

Most HR executives and CEOs understand this. They don’t need to be sold on why employee engagement is integral to success. It’s in the “how” where most find themselves stuck.

They have a talented staff, plus a product and mission that people could get behind. And so why do they have meetings where half the attendees stare at their phones? Why do they receive one and two star reviews on Glassdoor?

The experts have insightful answers to these questions, plus all sorts of hacks for turning an apathetic workforce into an inspired one. Let’s peek inside some of the best books on employee engagement. Chances are, we’ll discover some pearls of wisdom to help build a company of dedicated, engaged employees.

The Seventh Level: Transform Your Business Through Meaningful Engagement With Your Customers and Employees by Amanda Slavin

The Seventh Level Book on Employee EngagementPublisher: Lioncrest Publishing
Year Published: 2019
Number of Pages: 254

Did you ever wait in line overnight for the release of a Harry Potter book back when they were all the rage? Or do you ever drive all the way across town to your favorite smoothie bar, where the staff is super-friendly and the atmosphere is upbeat?

This is the sort of devotion Amanda Slavin writes about in her book, The Seventh Level. It’s a “beyond visceral” attachment we develop to a place, product or experience.

“We all go through life striving for meaningful connections. But that doesn’t always have to mean connection with a person. Sometimes the most meaningful connections in our lives are with a job, or experience, or piece of art, or a brand.”

Slavin points out that people don’t want to be sold to in the traditional sense. The Seventh Level describes how to engage with employees and customers in the new marketing framework. Marketing now is about making deep connections with customers and having them rave about you.

“We want our employees and customers to be our brand advocates, carrying our flag proudly and waving it in the air; we want them to care because we’ve inspired them, not because we’ve told them that they should.”

Employees are “internal customers” in Slavin’s view, and they’re looking for employers who provide them with a sense of purpose and a balanced life, not just a salary and status.

Slavin defines engagement as “authentic, meaningful human connection that leads to the granting of time and attention.”

In her book, she presents a framework for scaling engagement. The framework has seven levels, beginning with “Disengagement” and traversing through “Systematic Engagement” and “Self-Regulated Interest” and ending with the Seventh Level, “Literate.”

She acknowledges that metrics are useful in the process of scaling, but points out that you need to look at the right metrics. Likes and followers aren’t necessarily a measure of deep engagement.

“Literate” or “Seventh Level” engagement “is focused on delighting, inspiring and empowering your audience. These levels of engagement occur when your message meaningfully aligns with your audience’s personal values and beliefs, allowing you to transition them from customers to brand loyalists.”

Slavin has worked with Coca Cola and WeWork. She is also the founder and CEO of the consulting firm, CatalystCreativ.

Readers have found her book refreshingly simple, with great anecdotes and a clear message about meaningful connections.

Win the Heart: How to Create a Culture of Full Engagement by Mark Miller

Win the Heart Book by Mark MillerPublisher: Berrett-Koehler Publishers
Year Published: 2019
Number of Pages: 161

Do you like a fast-paced story with colorful characters and snappy dialogue?

Win the Heart feels like you’re reading a paperback from one of those stands at the grocery store. And you’re learning about employee engagement at the same time!

Mark Miller’s 160 page “novel” tells the story of Blake, the CEO of a team he’s sadly discovered has lost interest in the company. His employees come to work to receive a paycheck, but beyond that don’t care much about thee job at all.

Miller weaves his philosophy on employee engagement into the adventures and misadventures of Blake, his wife Megan and the rest of the gang. Miller believes in a “top-down, trickle down” approach to employee engagement. In the book, Blake realizes that “the malaise that had now overcome his organization was a direct consequence of his choices as a leader.”

It’s the perfect read for a boss wanting to learn how to foster a more engaged employee base.

In order to drive his main points home, Miller inserts text boxes throughout the book, with lessons such as: “If people see their work as just a job, why would they bring their full, best self to work?”

Win the Heart is the third in a series of books Miller had written that draw on lessons he learned during his career at Chick-fil-A, where he started working as an hourly employee in the 70s. From there, he worked his way into leadership positions within several departments.

Although some readers don’t agree with Miller’s top-down approach to employee engagement, many enjoy following the characters through the series.

Who the Hell Wants to Work for You? Mastering Employee Engagement by Tim Eisenhauer

Who The Hell Wants to Work for You BookPublisher: Resultris Publishing
Year Published: 2018
Number of Pages: 239

At the beginning of Who the Hell Wants to Work for You, author Tim Eisenhauer defines “job” as “drudgery…doing something you don’t care about…something done against one’s will for the sake of a paycheck.”

He finds that employees’ default position is to loathe their jobs and to disengage. The leader is responsible for creating an environment where people want to be.

“People are already wired to work with passion if…their work environment calls for it. Who is responsible for your employers’ work environment? That’s right, you are.”

This book is for someone leading a team of employees who have quit their jobs emotionally, even though they keep showing up for work. It provides “hacks” to increase engagement, and also explains the principles behind the hacks.

Who the Hell is written in 3 parts: Empower the Individual, Empower the Relationship and Empower the Culture. It covers 23 work principles that apply to every work environment. The principles include: “Let Go of Your Inner Micromanager,” “Reward Like a King” and “Give Them a Break.”

As one might suspect from the title, Eisenhauer is a funny guy. After dropping out of college and working for a stint as an electrician, he writes that he “suddenly rediscovered the joy of higher learning. It happened at the exact moment when my foreman told me to plunge into a six-foot-deep mud hole and pull wires.”

The book also facetiously expands on the title’s reference to hell. For example, the heading for the introduction reads: “When You Get to the Bottom of It.”

Readers say the funny stories and personal anecdotes make Who the Hell a quick read. It’s also been helpful for human resource employees, as it provides technological solutions on establishing connections in the digital age.

Eisenhauer gained his knowledge on employee engagement from working as a leader. He is the president and co-founder of Axero, a social intranet and collaboration platform.

Build It: The Rebel Playbook for World-Class Employee Engagement by Debra Corey and Glenn Elliot

Built it Book on Employee EngagementPublisher: John Wiley & Sons Ltd.
Year Published: 2018
Number of Pages: 272

Debra Cory and Glenn Elliot dedicate their book, Build It, “To the rebels, the misfits, the troublemakers. Let’s make the world a better place to work.”

Then, with compelling evidence, they make the claim that companies with high employee engagement have a competitive advantage over a disengaged workforce. Employee engagement leads to low turnover, excellent customer service and cutting-edge innovation.

Their book is a “how-to” on building employee engagement. But it won’t happen easily, they forecast.

“You will have to rebel against the standard practice—the status quo has failed and rebelling is the only way to make a difference.”

“To fix company culture and allow people to choose engagement, we don’t need fancy initiatives around the edges; we need to fundamentally change how we treat the people who work for us.”

Build It is a “how-to” on improving employee engagement. Corey and Elliot present their “Engagement Bridge,” a model with ten elements that shows where to look within a company and what levers to pull in order to boost engagement. They point out that it is not a one-and-done task. Rather, engagement is achieved in degrees.

The book receives an A+ for its layout and organization. They provide an “Alphabetical List of Plays” before the first chapter, which lists all the companies referenced in graphs and cast studies throughout the book. The list includes The Gap, Hershey Company, HSBC and Southwest Airlines.

They also bullet the learning objectives and key points at the beginning of each chapter.

The chapters cover things like “Understanding Employee Engagement,” “Leadership,” “Pay and Benefits,” and all of them include clear headings and easy-to-understand graphs.

This organization makes it easy to grasp key concepts right away, and the book has received strong reviews for its content and readability.

Both authors take a practical “We’ve been there” approach to employee engagement. Glenn Elliot began his career as a software engineer, and later founded Reward Gateway. Debra Corey spent 30 years as an executive in HR and has written four books, including, Appreciate It: The Playbook for Employee Recognition.

The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results by Tracy Maylett, EdD and Matthew Wride, JD

The Employee Experience BookPublisher: John Wiley & Sons Inc.
Year Published: 2017
Number of Pages: 241

Normally, when you pick up a book written by two academics, you’d expect dense writing with way too many big words and lengthy examples taken mostly from research labs, not the real word.

Tracy Maylett, EdD and Matthew Wride, JD defy the odds with The Employee Experience. It’s funny and easy to read, with tons of “learned-on-the-job” insights.

Maylett and Wride believe we’re entering into a new era with organizations, one in which employee experience is part and parcel to success. AirBnb has even created a position for employee experience: The Global Head of Employee Experience. It’s the first company to do so, they write.

They describe employee experience (EX) as a “band of brothers” feeling amongst a team, where values and expectations are aligned.

“Every important business outcome lies downstream from the experience and engagement of the people who make the organization go….success does not begin with a spreadsheet, a slogan or even a piece of game-changing technology. Success begins and ends with human beings.”

This book is the perfect companion to their 2014 book, Magic: Five Key to Unlock the Power of Employee Engagement. Whereas Magic provides the “what” of EX, The Employee Experience explains the “how” of it.

Both authors are academics. Maylett earned a PhD in organizational change, and Write has a JD and a Masters degree. They co-run Decision Wise, where they advise companies on employee engagement.

Conclusion

All the experts agree. Hiring talent is only half the battle. Maybe even only a third. The other portion is passion. Employee engagement is a key ingredient to an innovative and productive organization.

When building employee engagement, you need the right foundation. The first step is to look at your underlying assumptions around employees. Are they treated like autonomous adults or like “things” the company has acquired?

And the second step is about tactics. Each author has his or her distinctive approach and method to building employee engagement. Which book resonates the most with you?

Stay Up To Date With Marketing Trends: The Top Marketing Books For Your Reading List

Marketing is everything to your business. Without it, you would have no way of getting eyeballs on the products and services that matter most to your customers.

With a well-rounded marketing strategy, you can increase brand awareness, drive website traffic, and generate leads that turn into customers.

Your ideal marketing scenario is to marry the principles that have stood the test of time with the latest strategies and trends. After all, what worked even a few years ago may not work today.

To help you stay ahead of the curve, we’ve compiled a list of the best marketing books written by the experts. The names in the mix are familiar – Seth Godin, Guy Kawasaki, and Jay Baer. You may have already read their books.

But we’ve also included some lesser-known thought leaders who are shaking up the marketing world. Like Nir Eyal, who wrote Hooked: How to Build Habit-Forming Products.

And of course, no list of top marketing books would be complete without a nod to the classics, like Dale Carnegie’s How to Win Friends and Influence People.

This definitive list covers a range of marketing topics, from inbound marketing and copywriting to email marketing, social media, and analytics.

So whether you’re just getting started in the world of marketing or you’re a seasoned pro, there’s something in here for you.

1) How to Win Friends and Influence People

How to Win Friends and Influence People Book by Dale CarnegieAuthor: Dale Carnegie
Published: 1936

We start with one of the most well-known marketing books of all time, Dale Carnegie’s How to Win Friends and Influence People.

This book is more than 80 years old, but the wisdom within is just as relevant today as it was when it was first published. That’s because Carnegie’s advice is based on understanding human psychology – something that hasn’t changed.

Carnegie shows you how to make friends and influence people by being interested in them and their interests, being a good listener, and making the other person feel important.

He also provides practical tips for handling difficult people and situations. If you want to learn how to market yourself and your products/services in a way that’s genuine and effective, then you need to read this book.

2) Hooked: How to Build Habit-Forming Products

Hooked - How to Build Habit-Forming Products BookAuthor: Nir Eyal
Published: 2014

Hooked narrows in on a specific aspect of marketing – how to create products that people can’t put down.

Hooked dives deep into the psychology of why we form certain habits and how businesses can create products that “hook” us – in a good way.

In a nutshell, the book is about understanding your customers and designing your product in a way that fits their needs and wants. If you want to create products that people can’t help but use, then you need to read Hooked.

He details the four steps of the “Hook Model” – trigger, action, variable reward, and investment – and shows how companies like Facebook, Twitter, and Pinterest have used it to achieve massive success.

This book has a unique perspective on marketing – instead of thinking about how to get people to buy your product, think about how to get them addicted to it.

3) Youtility: Why Smart Marketing is about Help, not Hype

Youtility - Why Smart Marketing is about Help, not Hype BookAuthor: Jay Baer
Published: 2013

If you’re sick of traditional marketing tactics that rely on interruption and manipulation, then you need to read Jay Baer’s Youtility.

In this book, Baer makes the case for why businesses should focus on being useful instead of trying to sell people things they don’t need. He argues that in today’s world of information overload, the best way to stand out is by actually helping people.

This book provides lots of practical tips for creating useful content and marketing it in a way that’s non-intrusive and helpful, not pushy and sales-y.

One key takeaway from the book is the importance of creating content that is both informative and entertaining. If you can do that, you’re well on your way to creating marketing that people will want to consume.

4) The Purple Cow: Transform Your Business by Being Remarkable

The Purple Cow - Book on MarketingAuthor: Seth Godin
Published: 2002

Standing out from the crowd is not an easy task. For every niche market, a thousand other companies are vying for attention. So how do you make your business the one that people remember?

Seth Godin’s book, The Purple Cow, is all about being remarkable. He argues that to succeed, you must be willing to stand out from the rest – even if it means being weird or different.

Godin provides plenty of examples of companies that have achieved success by being different, including Jet Blue, Starbucks, Google, and IKEA.

It’s inspiring and thought-provoking and though it’s over 20 years old, the book’s message is still super relevant today.

5) Everybody Writes: Your Go-To Guide to Creating Ridiculously Good Content

Everybody Writes - Your Go-To Guide to Creating Ridiculously Good Content BookAuthor: Ann Handley
Published: 2014

As the title suggests, this book is all about creating good content. Ann Handley is a well-respected authority on the subject, and in this book, she provides plenty of practical tips for creating content that is interesting, useful, and shareable.

She covers topics like how to come up with ideas, how to write headlines that grab attention, and how to use storytelling to make your content more engaging.

The truth is if you are in marketing, you’re a writer. Even if you don’t consider yourself a “writer”, you still have to produce content regularly – whether it’s blog posts, social media updates, or email newsletters.

Everybody writes is packed with actionable advice on how to write better and its comprehensive approach makes it an essential read for anyone who wants to improve their writing skills.

Some of the key takeaways include:

  • The importance of having a distinct voice and personality in your writing
  • How to make your writing more readable and engaging
  • The difference between good and bad writing, and how to avoid common mistakes

Whether you’re a professional writer or not, this book will teach you how to write better and create content that people will want to read.

6) Invisible Selling Machine

Invisible Selling MachineAuthor: Ryan Deiss
Published: 2007

If you’re like most people, you probably underestimate the power of email. After all, it’s just a digital version of a letter, right? Wrong.

As Ryan Deiss explains in The Invisible Selling Machine, email is one of the most important tools in any business’s arsenal. Not only is it a great way to stay in touch with your customers, but it’s also an incredibly effective marketing tool.

With just a few clicks, you can send out updates, special offers, and reminders that keep your customers coming back for more. Not to mention, email is incredibly cheap – if you were to pay for advertising that had the same reach and impact, it would cost you a fortune.

The Invisible Selling Machine is essential reading for anyone who wants to use email to its full potential. It’s packed with great information that’s sure to help you create a strategy that works for your business.

7) Jab, Jab, Jab, Right Hook: How to Tell Your Story in a Noisy Social World

Jab, Jab, Jab, Right Hook How to Tell Your Story in a Noisy Social World BookAuthor: Gary Vaynerchuk
Published: 2013

As the title suggests, Gary Vaynerchuk’s book, Jab, Jab, Jab, Right Hook is all about how to tell your story on social media.

In a world where everyone is fighting for attention, it’s more important than ever to create content that cuts through the noise. Vaynerchuk provides plenty of examples of brands that are doing just that, and he offers up actionable advice on how you can tell your own story in a way that resonates with your audience.

With social media becoming increasingly saturated, this book is a must-read for anyone who wants to create content that stands out from the rest.

8) The Psychology of Persuasion: How to Persuade Others to Your Way of Thinking

The Psychology of Persuasion - A Book on MarketingAuthor: Robert B. Cialdini
Published: 1984

Marketing is all about persuasion – getting people to see things your way and convincing them to take action.

In The Psychology of Persuasion, Robert Cialdini draws on his years of experience in the field to explore the psychology behind why people say “yes”.

In it, Cialdini outlines six principles of persuasion that have been proven to be effective time and time again. These principles are:

  • Reciprocity
  • Commitment and consistency
  • Social proof
  • Authority
  • Liking
  • Scarcity

Each chapter dives deep into one of these principles, providing plenty of examples of how they can be used in optimizing your marketing efforts.

9) The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk!

The 22 Immutable Laws of Marketing BookAuthor: Al Ries and Jack Trout
Published: 1993

This book is a great example of why marketing basics are so important. Maybe you could say it’s the marketing equivalent of The Elements of Style.

Al Ries and Jack Trout layout 22 immutable laws of marketing, which they argue, if violated, could lead to disaster. Some of these laws include:

  • The Law of Leadership: It’s better to be first than it is to be better
  • The Law of the Category: If you can’t be first in a category, create a new category you can be first in
  • The Law of the Mind: It’s better to be first in the mind than it is to be first in the market

Ries and Trout’s book is a great reminder of why marketing basics are so important, and why you should always keep them in mind when planning your marketing strategy.

10) Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant

Blue Ocean Strategy - A Book on MarketingAuthor: W. Chan Kim and Renée Mauborgne
Published: 2004

You’re probably familiar with the term “red ocean”. It’s used to describe a market that’s crowded with competitors and where there’s not much room for growth.

In contrast, a “blue ocean” is an uncontested market space where there is plenty of room for growth and opportunity. In other words, it’s a market that hasn’t been fully explored yet. And this is where you want to be.

In Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne lay out a framework for creating blue oceans. They provide plenty of examples of companies that have used this strategy to great success.

The key is to look beyond your existing industry and find new ways to reach your target market. This may seem like a daunting task, but Kim and Mauborgne provide a framework that makes it much easier to do.

So if you’re feeling stuck in a rut, pick up a copy of Blue Ocean Strategy. It just might be the key to success.

11) Permission Marketing: Turning Strangers Into Friends And Friends Into Customers

Permission Marketing BookAuthor: Seth Godin
Published: 1999

This book was ahead of its time when it was published in 1999, and it’s even more relevant today.

In Permission Marketing, Seth Godin argues that the future of marketing lies in obtaining permission from customers before trying to sell them something. This means building a relationship with them first and providing them with value on an ongoing basis.

This is different from traditional marketing, where businesses interrupt people with their message whether they want it or not.

Over 20 years later, permission marketing is more important than ever. With the advent of social media and the rise of ad blockers, it’s becoming increasingly difficult to reach people with traditional marketing techniques.

But if you have a solid relationship with your customers, they will be more likely to see your message and take action.

12) UnMarketing: Stop Marketing. Start Engaging

UnMarketing - A Book on MarketingAuthor: Scott Stratten
Published: 2010

Let’s be honest, we’ve all been there. You’re talking to someone at a party and they suddenly start trying to sell you something. It’s uncomfortable, and you usually try to get away from that person as soon as possible.

In UnMarketing, Scott Stratten argues that this is what traditional marketing techniques are doing to people. Instead of engaging with them, we’re interrupting them and trying to sell them something they may not even want.

Stratten advocates for a new approach to marketing, one that is based on relationships and providing value first. Only then can you hope to sell something to someone. So next time you’re thinking about making a sales pitch, think about how you would want to be treated and take a step back. Chances are, the other person will appreciate it too.

13) Guerrilla Marketing: Easy and Inexpensive Strategies for Making Big Profits from Your Small Business, 4th Edition

Guerrilla Marketing BookAuthor: Jay Conrad Levinson
Published: 2007

Jay Conrad Levinson’s Guerrilla Marketing is one of the most classic marketing books out there. It was originally published in 1984 and has been updated several times since then.

Levinson coined the term “guerrilla marketing” to describe low-budget, creative marketing techniques that can be used by businesses of any size.

This book is chock full of examples of businesses that have used these techniques to great effect. If you’re looking for some inspiration on how to market your business on a shoestring budget, this is the book for you.

14) Misbehaving: The Making of Behavioral Economics

Misbehaving - The Making of Behavioral Economics BookAuthor: Richard H. Thaler
Published: 2015

Economics is all about making choices that are in your best interest, right? WRONG. In Misbehaving, Richard H. Thaler explores the field of behavioral economics and how it can be used to make better marketing decisions.

Turns out, we’re often irrational and make choices that don’t make sense from a logical standpoint. Whether it’s because of emotions, social norms, or other factors, our choices aren’t always based on what is best for us.

However, by understanding behavioral economics, we can make more informed decisions that are likely to lead to better outcomes. If you’re interested in the subject, this book is a must-read. It’s both entertaining and informative, and it will give you a new perspective on the way you make decisions.

15) Building A Story Brand: Clarify Your Message So Customers Will Listen

Building A Story Brand - A Book on MarketingAuthor: Donald Miller
Published: 2017

Have you ever wondered why some businesses just seem to “get it” when it comes to marketing, while others always seem to be struggling? According to Donald Miller, the answer lies in their ability (or lack thereof) to tell a good story.

In Building a Story Brand, Miller uses the framework of a story to help businesses Clarify Their Message and Connect With Their Customers. The book is based on the premise that people are more likely to remember and act on a story than they are on a list of facts.

Miller walks readers through the process of Clarifying Their Message and then creating a Brand Story that will resonate with their customers. By the end, you’ll have a much better understanding of how to connect with your customers and make your brand more memorable.

16) Made To Stick: Why Some Ideas Survive and Others Die

Made To Stick - Why Some Ideas Survive and Others Die BookAuthor: Chip Heath and Dan Heath
Published: 2007

Have you ever wondered why some ideas stick in our heads while others fail to make an impact? In Made to Stick, brothers Chip and Dan Heath explore this question and offer some insights into what makes an idea successful.

The Heath brothers argue that six factors make an idea more likely to stick: simplicity, unexpectedness, concreteness, credibility, emotion, and stories. Getting into the mind of the customer and understanding how these factors play into decision-making can be the difference between a successful marketing campaign and one that falls flat.

After all, if you can’t get your customers to remember your message, it doesn’t matter how good it is.

Conclusion

Generally speaking, marketing books can be divided into two camps: those that focus on theory and those that focus on practicality.

Theory-based books are important for understanding the underlying principles of marketing. However, they can often be dense and difficult to get through.

Practical books, on the other hand, offer valuable insights that can be immediately applied to your business. While they may not be as comprehensive as theory-based books, they are often easier to read and understand.

The best marketing books offer a mix of both theory and practicality. They provide a well-rounded understanding of the subject matter and offer insights that can be immediately applied to your business.

The books on this list cover a wide range of topics, from copywriting to social media to branding. No matter what your area of interest is, you’re sure to find a book on this list that will help you take your marketing to the next level.
Happy reading!

Getting Time on Your Side: The Best Books on Time Management

Best Time Management Books

Do you know that “time” is the most commonly used word in the English language? It makes sense. Every time we converse, make plans, or look over our day, our questions revolve around time.

Do you have the time? How long will this take? Are you running late? Do you have a minute?

The biggest question we all seek to answer around time is: Do I have enough time?

Because we all have the same 1,440 minutes each day and 168 hours each week–and nearly all of us can improve how we relate to them.

Maybe you’re sick with regret, as for the second time this month, you’ve missed a flight or arrived late for an appointment, simply because you let time get away from you. Or you’re completely burnt out from working non-stop, yet completing things never brings any peace of mind. Or you’re guilt-ridden, as whenever you look around the house, you see dozens of things to do–so many, in fact, you can’t muster the will to begin any single one.

Maybe you feel torn and frustrated, as everyone wants your time; your friends, your boss, your spouse, your kids. And all you want is some time to kick back, put up your feet and feel respite from the grind.

Sometimes those 1,440 minutes feel more like a tumbleweed, rolling across a prairie, laughing at us as it bobs and blows just beyond our grasp. Or those 168 hours feel like getting onto a half-broke horse. It neighs, bucks, turns and pulls us in all directions, and we have no choice but to climb back on, day after day.

We all know how we would like to relate to the hours and minutes of our day. We want a routine that allows us to produce consistent quality work, a lifestyle with plenty of time for family and leisure, and a calm disposition, with respite from the frenzied feeling of having too much to do.

But how do you tame something so uncontrollable and independent as time?

It’s not an easy question to lasso and get your head around. But fortunately it’s been written about at great length. According to some, making small changes is the solution. Compounded over time, these routines determine who we become. To others, aligning our daily lives with our core values brings continuity to our routines. Others advocate capturing to-dos with a list. Still others believe in escaping from our time-is-money paradigm altogether, and returning to a time when all work stopped with the set of sun.

With every answer, the objective is the same: developing a relationship with time that unleashes our potential and secures our peace of mind. Let’s peruse some books to read on time management and discover some great methods, ideas and time management tips to incorporate into our daily lives.

15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students and 239 Entrepreneurs by Kevin Kruse

15 Secrets Successful People Know About Time Management BookPublisher: The Kruse Group
Year Published: 2015
Number of Pages: 202

If someone asked you what the most important thing in your life was, what would you say?

According to Kevin Kruse, author of 15 Secrets Successful People Know About Time Management, the correct answer to this question is “time.”

Why is time so important? Because unlike everything else in your life, including money, a job and even a spouse (he asserts), you can’t get it back. But time “is irreplaceable. Once it’s gone, it’s gone for good.”

Kruse has interviewed hundreds of successful people for this book, including Sheryl Sandberg, Marissa Mayer and Jack Dorsey, and shares the common themes he’s gleaned from them.

“Highly successful people don’t think about time much at all. Instead, they think about values, priorities, and consistent habits.”

“The single most important thing when it comes to time and productivity isn’t a tactic or a trick—it’s a shift in mindset.”

He recommends identifying priorities, then creating systems around them. The first step is identifying your MIT, or most important thing. Next, create a habit of dedicating the first two hours of your day to your MIT, because that’s when your cognitive powers are the sharpest.

A great schedule (not a list, he makes clear) releases stress, as it creates a slot for all your priorities. Anything on the schedule is treated like an appointment with the dentist. It’s not shifted around or cut short.

Kruse doesn’t waste his readers’ time with 15 Secrets. In only 200 pages, he covers a lot, including sections titled: Procrastination Cure, How to Leave the Office by 5:00, Master Your Email, and Meeting Hacks. It’s written in first person and includes many personal anecdotes.

It’s helpful for people with all sorts of lifestyles. He ends each section by clarifying how his lessons apply if you’re an entrepreneur, a stay at home parent, a student, a freelancer and an executive.

Kruse is a prolific writer. He’s contributed over 100 articles to Forbes, and has written the books Employee Engagement 2.0 and Unlimited Clients. Readers find his style and voice relatable, and his presentation in 15 Secrets upbeat and fun.

Four Thousand Weeks: Time Management for Mortals by Oliver Burkeman

Four Thousand Weeks - Time Management for Mortals BookPublisher: Farrar Straus and Giroux
Year Published: 2021
Number of Pages: 288

Four Thousand Weeks touches on this notion of “living versus existing.”

Its British author, Oliver Burkeman, notes that in modern society, we regard time like it’s a resource, the same way we regard water, food and money. Assuming we live into our 70s, our entire life, then, can be codified, valued, sized up and measured into around four thousand weeks.

He contrasts this attitude with peasants in pre-industrial England, where there was no clock hanging on the wall or daily planners at anyone’s desk. The seasons determined daily tasks, and the sunset determined when one fell asleep at the end of the day.

He ventures that our modern approach to time robs us of our peace of mind. When time is seen as a scarce resource, we’re haggling ourselves over whether we’ve spent it wisely. This leaves us feeling chronically dissatisfied after a hard day’s work.

This book is helpful for someone who never finds any satisfaction for a job well done, or who’s guilt-ridden for mis-managing time. He asserts that removing ourselves from a treadmill-approach to life makes us more productive in the long-term.

Burkeman presents methods for developing a healthy relationship with time, drawing on lessons from psychologists, philosophers, and spiritual teachers, “all who rejected the struggle to dominate or master [time].”

He also discusses a concept called “deep time,” which is similar to timelessness. In deep time, we forget about the treadmill and the ticking clock. “The boundary separating the self from the rest of reality grows blurry, and time stands still.” Deep time is the realm of prayer and contemplation, “a realm where there is enough of everything, where we are not trying to fill a void in ourselves and the world.”

In Four Thousand Weeks, Burkeman evaluates modern lifestyles through the lens of a historian. Chapters include “The Loneliness of the Digital Nomad” and “Becoming a Better Procrastinator.”

Readers have found that the themes and ideas in the book flow naturally, and that it’s a substantive self-help book.

Burkeman also writes a blog and a column for The Guardian called “This Column Will Change Your Life.”

The Procrastination Cure: 21 Proven Tactics for Conquering Your Inner Procrastinator, Mastering Your Time, and Boosting Your Productivity! by Damon Zahariades

The Procrastination Cure Book on Time ManagementPublisher: Art of Productivity
Year Published: 2017
Number of Pages: 166

Procrastination is a bit of a conundrum. For example, why do we put off something so simple as paying a bill? All it entails is either making a few clicks on the computer or putting a stamp onto an envelope then walking to the mailbox.

“We tend to pursue what is easiest and most likely to deliver immediate gratification, even if doing so is inconsistent with our long-term goals,” Damon Zaharaides writes in The Procrastination Cure.

He writes this book for the dilly-dallier, the chronic procrastinator, the person who can put off a boring task even when the stakes are high. To some extent, this is all of us.

Zahariades stresses that procrastination is a fact of life. We’ll never entirely recover, but his book aims to decrease procrastination tendencies and so “increase productivity, and better manage your time.”

A procrastinator not only pays practical consequences, but emotional ones as well: he lives with the guilt and angst that comes from putting off necessary tasks. The Procrastination Cure is about creating emotional well-being through living a responsible, productive lifestyle.

“Taking action causes the discomfort and guilt associated with procrastination to evaporate. It also erases the stress and worry of doing the task. And just as importantly, it gives us the momentum we need to continue working until the task has been completed.”

The book is well organized. It begins with a simple definition of procrastination, then covers Zahariades’ personal history as a chronic procrastinator, paying car tabs after they’re due (and getting his car towed), ending relationships way too late and turning projects in way past their deadline.

Then he provides reasons why we procrastinate (“Fear of Failure,” “Fear of Success,” “Feelings of Overwhelm,” “Laziness,” “Inability to Make Decisions”) and finishes with 21 tactics for overcoming procrastination, including “Eat the Frog,” “Reward Yourself,” “Ask Others to Set Deadlines,” “Take Small Steps” and “Get Rid of Distractions.”

Zahariades runs a content marketing agency, and has a blog called the “Art of Productivity.” Readers say the book provides motivating tips that really work; Netflix is getting shut off, the sock drawers are getting organized and the lawn is getting mowed.

The Checklist Manifesto: How to Get Things Right by Atul Gawande

The Checklist Manifesto Book by Atul GawandePublisher: Picador
Year Published: 2011
Number of Pages: 240

We’re living in a complex world. Even an everyday activity like going to the gym entails collecting at least fifteen items into a duffel bag. How many times have you gotten to the car, put the gym bag in the back seat and then returned to the house to retrieve a forgotten water bottle or towel?

The bestseller Checklist Manifesto promises to be a powerful antidote to the complexity we face in our everyday lives.

In the book, surgeon and author Atul Gawande recounts numerous anecdotes he’s heard over the years from colleagues overlooking “small” details in what otherwise is an earnest effort to treat a patient.

In one anecdote, a man shows up at the Emergency Room with a stab wound. “Everyone involved got almost every step right…except no one remembered to ask the patient or the emergency medical technicians what the weapon was.” As it turns out, the weapon was a bayonet, and due to this lack of knowledge, the patient nearly died.

In the modern world, Gawande argues, the cause of failure is more commonly due to ineptitude than ignorance. We know what we need to do, but things are so complex that we fail to capture and execute on all the details.

The checklist, he proposes, captures all of the requirements in a project, a task or a routine and keeps them front of mind. It is a system that applies to all areas of our lives.

The Checklist Manifesto is for anyone who feels overwhelmed or suffers from “brain clog.” Creating a list for everyday things such as what to pack for a weekend trip, a camping vacation or a session at the gym reduces brain clutter and keeps us from thinking too hard about any one thing.

Gawande is a surgeon working in Boston, a staff writer at The New Yorker and the author of another bestseller, Complications.

Readers find the stories in Checklist Manifesto gripping, even for someone with no medical background.

Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones by James Clear

Automic Habits Book on Time ManagementPublisher: Avery
Year Published: 2018
Number of Pages: 320

Brushing your teeth every night is such a tiny action. It only takes a few minutes. Yet, looking over the span of thirty or more years, imagine the consequences of not doing it. By the age of 60 or 70 you may well be removing a set of false teeth from your mouth at the end of each day.

James Clear’s book, Atomic Habits, is all about the impact of small actions like teeth brushing. He makes a comparison between small habits and compounding interest, claiming that a small lifestyle change, compounded over time, completely alters the course of your life.

“Improving by 1 percent isn’t particularly notable—sometimes it isn’t even noticeable—but it can be far more meaningful, especially in the long run.”

His message is heartening to someone who struggles with time management or procrastination. The remedy isn’t changing your lifestyle by 180 degrees. Rather, a tiny change has enormous long-term repercussions.

Something like routinely leaving work thirty minutes early in order to eat dinner with the family doesn’t seem like a big deal in the day-to-day. Over the span of a decade, however, that’s a huge chunk of quality family time. Or, spending thirty minutes each weekend decluttering the garage may look insignificant at first, but it starts to make a huge impact after a whole year.

“A slight change in your daily habits can guide your life to a very different destination,” writes Clear.

This “small strokes fell great oaks” message works both ways. Habits like negative thoughts, stress and outrage compound into real effects with consequences that we live with.

Changes don’t happen linearly as we’d expect, Clear points out. Rather, like compounding interest, the effects accumulate slowly, and then at some distant future date, we cash in on our habits.

Clear writes the book in five parts, with chapters such as “The Truth About Talent,” “Walk Slowly, but Never Backward” and “The Secret to Self Control.” It’s easy to read, with plenty of stories and graphs to communicate his compounding message.

Atomic Habits is a bestselling book that’s sold over 5 million copies. Clear speaks to Fortune 500 companies on habits and decision marketing and sends out a “3-2-1” newsletter to a million subscribers.

Readers find Atomic Habits informative, if somewhat redundant.

The Desire Map: A Guide to Creating Goals by Danielle LaPorte

The Desire Map Book on Time ManagementPublisher: Sound True
Year Published: 2014
Number of Pages: 288

Desire Map is for people who’ve set goals and stayed on track to achieve them, only to arrive at the finish line disappointed. They experience no satisfactory emotional payoff.

In order to avert this disappointment, author Danielle LaPorte proposes we establish goals around the emotions we want to experience and feel in our lives, and then build out our daily routines in pursuit of these emotions.

Her method isn’t about setting concrete goals such as taking a vacation or earning a certain income. “Four feelings. Stuck in my Day-Timer. Referred to every day. Guiding my choices,” she writes.

Her system often leads to paradigm shifts in people’s lives, she warns. “So when you get clear on how you actually want to feel, your life-planning process might get turned upside down.”

When readers realize their current track leads to dead-end emotions, they end up in new careers, or find new approaches to things like budgeting.

Desire Map is helpful for someone who feels trapped in a web of “shoulds.” It’s about aligning all of a person’s precious time with her core desires.

It consists of two books: The Theory and The Workbook, with chapters like “Recalibrating the Compass” and “The Benefits of Clear Desires.” She’s also included action sheets to keep goals on track, including monthly and weekly check-ins.

The book reads like online content, which makes sense as LaPorte’s home turf is the internet. The san-serif text changes size frequently. Huge all-cap text and bold text intermingles with the regular-sized text throughout the pages of her book.

Readers love LaPorte for her energy, and believe she’s brought a lot of herself to this book, and that it includes thoughtful details.

LaPorte has an eponymous website that’s been named by Forbes as one of the top 100 websites for women, where she dispenses life and business advice. Her charismatic online presence has amassed an enormous social media following. She also wrote The Fire Starter Sessions.

Deep Work: Rules for Focused Success in a Distracted World by Cal Newport

Deep Work Book by Cal NewportPublisher: Grand Central Publishing
Year Published: 2016
Number of Pages: 304

Sometimes we may have a solid two hours for a task, yet it barely reaches the finish line even so. Too many “Ya got a minute?” knocks at the office door results in a sloppy deliverable that’s not at all representative of our best work.

According to Cal Newport, author of Deep Work, this level of performance won’t cut it in the current economy. As robots swoop in to replace labor, only highly skilled employees can retain their positions.

Performing at a skilled, elite level requires what he calls “deep work.” Deep work is a method for improving output that maximizes the cognitive value of your brain, and requires “distraction-free concentration.” He contrasts deep work from shallow work, which includes things like sorting papers and answering emails.

Deep Work takes a refreshing spin on time management, as it’s about how to improve the quality of work time, rather than how to structure a workday. It provides specific instructions on how to create an environment to produce exceptional work.

Newport illustrates the concept of deep work with the story of Nate Silver, who in 2008 garnered praise for predicting the presidential outcome by using a thorough analysis of polling data. Using the same “deep work” method, Silver’s gone on to predict things like the recipients of Oscars at the Academy Awards.

Even at the book’s 2016 publication date, the Nate Silver story sounds dated, especially since “deep work” is a cutting-edge phenomenon. Chapters in Deep Work include no-brainers such as “Quit Social Media.”

But the book was a bestseller nonetheless. Newport is a Georgetown professor, and author of other bestsellers, including Digital Minimalism and A World Without Email. He hosts the podcast “Deep Questions” and speaks regularly on NPR.

Readers have noted the concepts presented in deep work have been around for some time. Finding a quiet place to work and eliminating distractions is common sense. And producing high-quality work isn’t a cutting edge notion. It’s been a requirement in several professions for some time now.

Time Blocking: Destroy Procrastination, Get More Done, and Feel Great About It by Abe Wood

Time Blocking Book by Abe WoodPublisher: Thomas Steel
Year Published: 2021
Number of Pages: 47

You know in the movies when the camera focuses on one person’s face, and everything in the background goes fuzzy?

Time blocking is like this. It’s when you focus on one activity for an hour or two, and let everything else around you “go fuzzy.” It’s also known as batching, boxing and chunking.

In his book Time Blocking, author Abe Wood believes time blocking is the key to insane productivity. Sometimes we only have an hour to dedicate to an important task. Time blocking is about maximizing the productivity of that hour.

“The idea of time blocking is to pre-plan your day before it arrives…before you go to sleep, you’ll spend a bit of time creating a plan for the next day. Then, when you wake up, you’ll immediately know what you need to get started on.”

The book has two parts, and includes the chapters “Unload and Free Your Brain,” “Don’t Be a Tyrant with Yourself,” “The Elon Musk Method” and “The Cal Newport Method.”

Readers have appreciated that Wood has packed some great lessons into his quick book. At under 50 pages, you can read Time Blocking in an afternoon, and start applying his lessons the following day!

Getting Things Done: The Art of Stress-Free Productivity by David Allen

Getting Things Done - The Art of Stress-free Productivity BookPublisher: Penguin Books
Year Published: 2015
Number of Pages: 352

Are you ever so overwhelmed with everything to do that you can’t even focus on the task at hand? David Allen aims to tackle this problem in his book, Getting Things Done.

He addresses his book both to professionals and non-professionals and his goal is to remove stress and anxiety from people’s work and day-to-day lives.

“This book is not so much concerned with getting things done as it is championing appropriate engagement with your world—guiding you to make the best choice of what to do in each moment, and to eliminate distraction and stress about what you’re not doing.”

It’s a practice, a method, a set of habits that one develops, and he presents both the principles behind it and then the ingredients for practicing it.

“The behavioral ingredients of GTC are…to write something down, decide what the next step is to move forward, record the reminder of that on a list, and review the list.”

The book is structured to present the principles behind his “GTC Method,” then its components, and finally the ingredients to put his method into practice. “Capturing” is central to the method. This essentially entails outlining all of the tasks or components of a process, project or routine.

This is the second edition of Getting Things Done. Allen updated the 2001 version to keep pace with technology.

Allen is a coach to CEOs and business leaders. He’s trademarked his GTD method. It works for anyone, including students, parents and executives. He’s also written Ready for Anything: 52 Productivity Principles for Work and Life.

Some readers really stand by the method, calling it a game-changer and saying it helps them de-clog their brain, while others find it’s a dressed up version of a checklist.

Mind Mapping: Improve Memory, Concentration, Communication, Organization, Creativity, and Time Management (Mental Performance) by Kam Knight

Mind Mapping Book on Time ManagementPublisher: MindLily
Year Published: 2012
Number of Pages: 209

We all know how it feels to get drawn into a long, stream of consciousness conversation with someone, where one thing leads to another then another, down the rabbit hole until you have no idea where you started.

This is a little how our brain works, Kam Knight asserts in his book, Mind Mapping. Whenever we encounter a certain smell, for example, our brain makes all sorts of associations with the other times we encountered the smell, going all the way back to early childhood.

And it’s part of the power behind mind mapping. The mind map visually represents what’s going on in our brains. It helps to process complex information and is applicable with all learning styles: verbal, auditory and kinesthetic.

How does mind mapping assist with time management? It’s a powerful tool for organizing ideas, planning a project or capturing requirements.

If you’ve managed a project in the past and certain areas became disaster zones, try mind mapping this time around. For example, a mind map created around costs and responsibilities can help identify known unknowns and minimize scope creep.

In the book, Knight explains how mind mapping is helpful in daily life, with creating things like chore lists and daily schedules.

Knight is a coach who’s written extensively on productivity and time management. He’s also written the book, Speed Reading: Learn to Read a 200+ Page Book in 1 Hour.

Readers find Mind Mapping comprehensive, as it explains how to make mind maps, why they work, and what to use them for. They also stress that mind mapping is a practice that needs to be developed.

Conclusion

The great books on time management cover a lot of ground. We’ve heard from the pragmatists who believe that time is money, and staying afloat means maximizing the output of every hour of every day, the visionary who wants us to align our schedules not around concrete goals but desired emotions, and the philosopher who advocate stepping out of the modern time-as-a-resource realm and thinking like a peasant.

The authors advocate eating the frog, using time blocking, writing checklists, creating goals, developing systems and routines, removing distractions, creating space to produce exceptional work, and even detaching from the time space realm to experience timelessness.

Taking this all in at once feels pretty overwhelming. And it may easily leave us worried that we can’t possibly solve our problems with time management. The clock will strike midnight, the spell will end, and we’ll return to a state of helplessness: routines of chronic stress, procrastination, and never-ending work.

But whenever you think that time management is about magic, just pare things down to the basics. Time management is about systems and routines. It’s about capturing to-dos. Most fundamentally, it’s about being productive while achieving peace of mind.

So, when you have days where everything takes too long and a project is moving at glacial speed, take a moment to step back. Seek to align yourself with the emotions you want to feel, not the ones you’re experiencing. Recall that changes don’t happen in a moment. And even, if you can, escape to a period of timelessness. Shut off the computer and the alarms, and set your head down with the set of sun.