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February 7, 2012

Paper Promises

Filed under: Big Ideas,Book Reviews — dylan @ 4:43 pm
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Our economic lives could literally stop on a dime. All it would take is an agreement redefining what a dime is, or is worth, backed by or tied to. It’s happened before, and The Economist‘s “Buttonwood” columnist Philip Coggan believes it will inevitably happen again as the great international play of creditors and debtors enters its next act.

Coggan, in his new book Paper Promises: Debt, Money, and the New World Order (released today by PublicAffairs), identifies turning points in the history of economies, nations and international affairs by examining the relationships between creditors and debtors. And to do this, it is important for him to identify exactly what money is and has been, something that has changed throughout history as economies rise and fall. This makes for a fascinating story that clears the cobwebs of the past and brings us up to the present day. As he writes: “Given that mankind has been using money for thousands of years, it is perhaps surprising that money is still such a nebulous concept. … Over time, money has been everything from precious metals through paper to entries on a computer screen. One writer defined it quite neatly: ‘Money is the belief that someone will pay you back.’”

What constitutes money and how it is exchanged coincides neatly with the rise and fall of powers. Quoting John Kenneth Galbraith, the author notes that “If the history of commercial banking belongs to the Italians and of central banking to the British, that of paper money issued by a government belongs indubitably to the Americans.” But regardless of what form money takes, it is when that “belief that someone will pay you back” is challenged that matters become especially delicate between debtors and their creditors, and the rules get rewritten. And it is a situation that looks increasingly likely today.

Throughout history, the most popular political reactions to unmanageable debt have been deflation and default—diluting the purity of coinage and devaluing currency to lessen the burden of debt, or simply refusing to pay it back. One great example of the former is Henry VIII, “known as ‘old copper nose’ because of his habit of adulterating silver coins, the base metal underneath showing through the wear.” Similar tactics diluted the silver content of Roman coinage by “96 percent over the course of two centuries.” But repaying debts in debased currency is probably preferable to the outright defaults of some monarchs, such as Philip IV of France:

Philip IV, who ruled from 1285 to 1314, borrowed heavily but forced his bankers into exile rather than repay them. Just to put icing on the gâteau, he then decreed that the principal on all other debts must be repaid to the crown. The result was the ruin of his main creditor, the Order of the Knights Templar.

Of course, exiling your bankers is not an option when debt becomes international. Resolving debt is now a political issue dependent on international agreements. The gold standard was one such (and as the author explains, accidental) agreement, and worked quite well until it was abandoned in the attrition of the First World War. The Bretton Woods system—an agreement in the wake of World War II under which currencies were tied to the dollar and, because the US held 60 percent of the world’s gold bullion, to gold through the dollar—was another. That system was the norm until 1971, when facing a crisis of confidence in the dollar the United States abandoned that agreement and decoupled the value of the dollar from gold.

Since then, currency exchange rates have “floated” on the foreign exchange market. This has increased capital flow, and the financial sector has exploded in size and wealth since. It has also allowed governments to run greater deficits because they can manipulate their currencies more easily. This is the story told in the second half of the book, a story of easy credit and asset bubbles. It is the story of modern finance and the brink of disaster it brought us to that’s been covered so well in so many books of late, here told through the lens of the entire history of money and debt documented in the book’s first half. It is a perspective that makes our current crisis look less unique, even as the author references research done in another recent book entitled This Time Is Different:

Carmen Reinhart and Kenneth Rogoff recount that sovereign default has occurred in a number of waves, starting with the Napoleonic Wars. In the 1840s cycle, nearly half the countries in the developed world were in default. There was a 1870s to 1890s wave, associated with falling commodity prices, and a 1930s to 1950s wave, linked to the Great Depression and the war.

Between the Second World War and the current crisis, sovereign debt was almost always associated with the developing world, and the debate largely focused on how much of that debt should be forgiven for historical reasons or on humanitarian grounds. Today it is the developing world, largely China and the resource-rich nations of the Middle East, that acts as the creditor to developed, debtor nations—the United States the largest among them. But, as we’re seeing in the news everyday now, it is Europe where the real worry is. (Just yesterday the Prime Minister of Romania resigned amidst growing protests over austerity measures there, and his was but the latest government to fall across Europe since the debt crisis began.) Essentially, the current relationship ultimately relies on faith in governments, which is wearing thin across the Western World.

Coggan brings us to this present moment in history with great skill and scholarship, and a steady, masterful hand. He explores the various aspects, implications and possible outcomes of this new paradigm, and believes that “the debt is unlikely to be repaid in real terms.” “The Unholy Trinity” he sees coming down the road is inflation, stagnation, and default, with some sovereign defaults incredibly likely in the Eurozone, and countries that still control their own currencies like America and Britain “partially defaulting” in the sense that they depreciate the value of their currency to make their debts more manageable.

The ultimate solution, however, is where the “New World Order” in the book’s subtitle comes in. This is “where the buck stops,” or at least where it stops floating as it has since 1971. He believes the current arrangement of “floating exchange rates in the developed world and managed rates in the developing world” will come to an end. He sees the most likely outcome being a new agreement between China and the United Stated—the world’s largest creditor and its largest debtor—in which the West agrees to a new system of capital controls as China allows it’s currency to appreciate and America reigns in its national debt.

Nassim Nicholas Talb, the well-known author of The Black Swan, is quoted on the cover saying “This book stands way above anything written on the present economic crisis.” I think there’s a whole library’s worth of brilliant books on the present crisis, and I wouldn’t want to judge a peopled narrative like Andrew Ross Sorkin’s Too Big to Fail against a history of currency and debt like Coggan’s, or put up what I read as a character study (of both people and nations) like Michael Lewis’s Boomerang against a modern financial history like Bethany Mclean and Joe Nocera’s All the Devils Are Here. Coming from a company with a bookseller background, I have a firm belief in matching up the right reader with the right book, and would recommend different books to different people for different reasons. (And if you like this book, I would recommend picking up Menzie Chinn and Jeffry Frieden’s Lost Decades, James Rickards’ Currency Wars and Keith Roberts’ Origins of Business, Money, and Markets to go along with it.)

All that said, I think Paper Promises is not only a great book, it is a great accomplishment—a brilliant work of financial history, an clear examination of the present moment, and a journalistic masterpiece all wrapped into one.

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January 30, 2012

Where Did the Jobs Go?

Filed under: Big Ideas,Book Reviews — dylan @ 7:04 pm
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From the authors of Where Does the Money Go?: Your Guided Tour to the Federal Budget Crisis and Who Turned Out the Lights?: Your Guided Tour to the Energy Crisis, comes a new book about an issue of grave national importance that has touched most of our lives recently, and will be central to the political debate this election year.

In Where Did the Jobs Go—And How Do We Get Them Back?: Your Guided Tour to America’s Employment Crisis, being released tomorrow by William Morrow & Company, Scott Bittle and Jean Johnson have provided a thoroughly researched, easy-to-read analysis of the jobs situation in America—minus the hyperbole, political posturing, and invective that’s been thrown around the public debates and airwaves recently and is certain to increase in the coming months. As the authors explain in the book’s preface, they wrote this book as “a guide for citizens, not offering advice for investors, entrepreneurs, or job hunters.” In that sense it’s not a proper business book per se, but it can help each of us see the overall jobs picture and business environment more clearly.

The situation is difficult in both its human cost and economic complexity, but Bittle and Johnson try to keep the mood light, cleverly peppering in anecdotes from popular culture sources such as TV shows Friends and Seinfeld, the 1950s movie Dragnet, the musical career of Elvis, and more to explain the economic theories and principles their book needs to address the jobs issue thoroughly. And so the book is able to tackle frightening statistics and daunting questions without losing the lay reader or terrifying the nightly news watcher. They’re also able to look at these issues without becoming embroiled in the partisan debate that so often dominates the discussion on the cable news networks, though they don’t shy away from the more complicated and complex issues. It is because the issues are complex and complicated and so rarely conform to either a conservative or liberal narrative that they’re able to do so. The fundamental and hotly debated issue of whether the employment crisis is cyclical or structural, for instance, in which the business and political implications are so huge, isn’t clear—or if it is, it’s clearly not one-sided.

Chapters 5 through 11, the section of the book entitled “Inquiring Minds Want to Know,” tackles the most contentious debate going—that of austerity versus stimulus. The authors rightly point out that stimulus has become unpopular, partly because most Americans tend to equate the word stimulus with the Troubled Asset Relief Program (or TARP) that bailed out the big banks and the auto companies. (TARP was not, in fact, part of the stimulus, but an emergency measure to recapitalize the banks in an effort to keep the crisis on Wall Street from spilling over into the larger, “real” economy. The stimulus actually included measures that are overwhelmingly popular—tax breaks, aid to state and local governments, and help for the unemployed. Conversely, cutting the deficit, or austerity, is more popular in theory but the measures it calls for—raising taxes and cutting popular programs like Social Security and Medicare—are wildly unpopular.)

The comments in parentheses above are my own. The authors don’t delve too deeply into political opinion, but stick instead to Dragnet Joe Friday’s “just the fact ma’am” approach. In the “Inquiring Minds Want to Know Section,” they ask seven questions: Would Balancing the Budget Create Jobs?; Would Cutting Taxes Help Create Jobs?; Would Cutting Bureaucracy Help Create Jobs?; Would Reviving Manufacturing Help Create Jobs?; Would Improving Education Help Create Jobs?; Would a Major Infrastructure Project Help Create Jobs? and; Would Closing the Gap Between Rich and Poor Help Create Jobs? You may think you know the “facts ma’am” answers to most of these questions. I know I did, and I know I was surprised by some of them and conclusions I came to afterward.

The book then moves on to the larger and longer-term effects of globalization, technology, immigration, and the aging of the baby-boomers. And sticking to it’s nonpartisan approach, the “Fourteen Big Ideas for Creating More and Better Jobs” at the end of the book are all over the partisan map, including everything from rolling back environmental regulations to keep energy costs low to supporting the union movement and getting business out of the health insurance business.

There was a really great book by Nicholas Wapshott put out late last year by W.W. Norton & Company entitled Keynes Hayek: The Clash That Defined Modern Economics (I plan on reviewing it here soon). In it, Wapshott details how the economic debate between intervention and unfettered markets that has become so rancorous in this country and around the Western world began. Where Did the Jobs Go—And How Do We Get Them Back?: Your Guided Tour to America’s Employment Crisis details how the various sides of that debate could conceivably find a compromise, at least in the near term and with regards to the single issue of job creation.

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January 19, 2012

The B2B Executive Playbook

Filed under: Book Reviews,General Business — bob @ 4:56 pm
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Selling to consumers is different than selling to businesses. Most marketers and business strategists understand this empirically, but it doesn’t stop them from trying to use celebrity spokespeople and other tried and true consumer approaches to sell to business markets.

Why is this the case? Why does life in the two eco systems – business-to-consumer and business-to business – require different approaches? Sean Geehan, founder of the Geehan Group, sets out to explain as well as how to find success in The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth.

Geehan has spent the past 20 years helping to drive growth in B2B companies through his work in executive training and strategic planning. He wrote the book out of frustration as most business books chronicle the successes of business-to-consumer books as well as the fact that many executives are unclear on what is required to grow a B2B company.

Geehan begins the book by explaining the three realities B2B companies labor under:

• The fate of a B2B company rests in the hands of relatively few customer companies. Geehan cites Celestica, a Canadian-based company that provides supply chain services. He writes that Celestica has $7 billion in annual revenue that comes from 100 total customers and contrasts that with Starbucks, which has $10 billion in annual revenue derived from 80 million worldwide customers.

• The fate of a B2B company rests in the hands of just a few people. Here, Geehan cites the case Oracle, where someone whishing to sell to that company, there are one or two decision makers, 65 influencers, and 3 purchasing players making decisions for 22,000 users. Contrast that with iTunes, where one person plays all those roles and decided whether to purchase and is also the end user.

• B2B companies rely upon the knowledge and acumen of customers. B2B decision makers have knowledge extremely valuable to the companies selling to them… In the B2B world, your customers may not be familiar with your offerings per se, but they usually know their industries better than those who supply it, and they know hoe to evaluate you solutions in light of their needs.

Geehan writes that the goal for B2B (and all companies) is to achieve sustainable, predictable, profitable growth. To facilitate that effort, he includes a number of ideas and techniques to help companies sell more and grow. He also includes a chapter on pitfalls to avoid, ideas on social media marketing and a number of case studies.

If you work for a company in the business-to-business space, finally there is a book to help you and your company grow. Consider The B2B Executive Playbook the B2B bible.

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January 18, 2012

Taking People With You

Filed under: Book Reviews — bob @ 11:43 am
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Over the course of several decades in business, David Novak has worked his way up in the Pepsi Cola North America Co. through sales and marketing, into what was then its fast food division. In the late 1990s, the restaurants were spun off into a separate company and Novak went with them. Today he serves as Executive Chairman and CEO of Yum! Brands Inc., owner of the Pizza Hut, KFC and Taco Bell chains.

All that time building businesses, creating products and creating value has taught Novak one thing, which is the subtitle to Taking People With You, and that’s taking people with you is “The Only way to Make BIG Things Happen.” Novak attributes the success the companies he’s bee involved with to the lessons he’s learned and stuck with over the years. These lessons, he says, help get people aligned, enthusiastic, and focused relentlessly on an organization’s mission. The tenets laid out in the book help achieve that. They are based on a trademarked program Novak has developed and uses at Yum! that’s also Called Taking People With You. His approach is less about literally taking people with you, as in promotions and carrying them into your inner circle, than it is about inspiring them to sign on to your vision of the future – a vision that includes them. In the book, Novak tells the story of an experience early in his career in which he had just become head of Pepsi Bottling. Prior to this, he spent the bulk of his career in sales and marketing, so operations were new for him, he wrote. In an effort to learn more about operations, Novak travelled to a plant where he picks up the story:

I was at a plant in St. Louis, conducting a 6:00 A.M. roundtable meeting with a group of route salesman, when, over coffee and doughnuts, I asked what I thought was a pretty straightforward question about merchandising, which is all about the displays and visibility we get in convenience and grocery stores. I wanted to know what they thought was working and what wasn’t. Right away, someone piped up, “Bob is the expert in that area. He can tell you how it’s done.” Someone else added, “Bob taught me more in one day than I’d learned in two years on the job.” Every single person in the room agreed: Bob was the best there was. I looked over at Bob, thinking he must be thrilled by all this praise. Instead, I saw that he had tears running down his face. When I asked him what was wrong, Bob, who had been with the company for over forty years and was about to retire in just two weeks, said, “I never knew anyone felt this way about me.” The rest of my visit to the plant went pretty well, but I walked away that day with an uneasy feeling. It was such a shame that Bob never felt appreciated. It was a missed opportunity for the business, too. We all could have benefited from his expertise, and more people could have learned from him. This guy was clearly great at what he did, but who knows how much better he could have been in a workplace that recognized and rewarded his knowledge. I knew that if he felt overlooked and underappreciated, others at the plant did too.

Novak wrote that the experience profoundly changed him and made him determined to never be the kind of leader who would let someone move through his or her entire career without being appreciated or that she had the potential to be so much more. None of this is as fluffy as it sounds as, in addition to his insightful advice, Novak provides exercises, worksheets and other tools to help executives from any size company bring people with them. And does this stuff work? Consider that Yum! Brands’ stock has grown in value by 13 percent or more for each of the last nine years, that the company operates in 112 countries and employs 1.4 million people. Taking People With You is destined to become a staple on the bookshelves of leaders. The advice is practical, effective and actionable. The cherry on top? Novak is giving his share of the proceeds from the sale of the book to the United Nations World Food Programme.

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January 9, 2012

From Values to Action

Filed under: Book Reviews,Leadership — dylan @ 6:42 pm
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“The National Leadership Index 2010, compiled by the Center for Public Leadership at Harvard University’s John F. Kennedy School of Government, showed that American’s confidence in their leaders was ‘significantly below average’ for a third year in a row.” From Values to Action, page 3.

“Significantly below average” probably significantly overstates the confidence we have in our leaders at the moment. But that statement, from the introduction to Harry M. Jansen Kraemer Jr.’s From Values to Action, touches upon why this book is critical. As a business executive who worked his way up a multibillion-dollar health care corporation to become its chairman and CEO, Kraemer’s approach to leadership was naturally developed and tested in the real world for over 20 years—at no time more so than when a dialysis filter manufactured by his company in Sweden was blamed for the death of over 50 patients in Europe, an episode recounted in a 2002 Fast Company article entitled Harry Kraemer’s Moment of Truth. From that article:

What did Harry Kraemer do? He did something that feels unusual—subversive, almost—in light of the air of mistrust and criminality that pervades big business. “When in the past nine months have you ever heard a corporate executive apologize?” marvels William W. George,* the recently retired CEO of medical-instrument maker Medtronic Inc. The answer: almost never.

*You may know Bill George from his own leadership books Authentic Leadership, True North and Seven Lessons for Leading in Crisis.

Baxter’s response to its filter crisis wasn’t perfect. But Baxter’s CEO owned up to the situation. He told the truth. He took responsibility when it would have been easy not to. His company took a $189 million hit, and he recommended that the board reduce his bonus. In other words, Kraemer did the right thing.

Now, being involved in any way in the deaths of over 50 people is certainly nothing to be proud of—quite the contrary. But acting with dignity, doing the right thing, accepting responsibility and making things right (as much as possible) in the midst of tragic events is something a company can take pride in. Contrast it to the shameful responses by BP, Halliburton and Transocean to the ecological disaster in the Gulf after the Deepwater Horizon disaster, where absolutely no one would take responsibility and their are still fingers pointing and lawsuits flying in every direction.

And Harry Kraemer not only did the right thing in response to the tragic events in Europe, Kraemer did the right thing with regards to the company he led, recommending that his bonus and the bonuses of other company executives be reduced in response to the incident. Imagine for a minute Wall Street executives stepping up to take responsibility for the financial crisis and suggesting their bonuses be cut to to help re-capitalize the banks and repay the American taxpayer, or Congress asking for their pay to be docked until they could find a way to break through their legislative gridlock and put America back to work. The mere idea of our leaders sacrificing their pay, position or power, of their taking a hit for the greater good or taking a firm stand for what seems so obviously right, is so nearly unfathomable that it has been the realm of Hollywood since Mr. Smith went to Washington. Mr. Kraemer suggests, and has proven, that we can lead with our values and a sense of decency in the everyday—even if the day rarely has a Hollywood ending.

Since leaving Baxter in 2004, Kraemer has refined this values-based approach to leadership into a teachable formula as part of the staff at Northwestern University’s Kellogg School of Management, and From Values to Action outlines that approach for the rest of us. He has boiled it down to four very human and close-to-the-ground principles: Self-Reflection, Balance, True Self-Confidence, and Genuine Humility. These are seemingly simple principles, but they can be hard to live. It amounts to “doing the right thing rather than being right,” which means setting aside one’s ego, questioning and considering all approaches and angles even if they seem antithetical to you, and still having enough sense of self to make a determined decision and stand behind it.

It also means taking responsibility if that decision doesn’t lead to the desired outcome or when something goes wrong, even if you can sweep it easily under the rug or find someone else to blame. It is during these difficulties—what Kraemer labels the three 3C’s of Change, Controversy and Crisis—that your leadership becomes most important, that doing the right thing matters most. Even when it’s hard, especially when it’s hard, those around you—whether they be family members, teammates, co-workers, employees or constituents—need you take up the mantle of responsibility rather than shirk it, to address problems head-on instead of covering them up or deflecting blame. It is in those times, times like these, that it is especially important hold your head high and maybe even stick your neck out a little, to do the right thing not only for your own integrity, but for the integrity of the entire organization and everyone in it. As Harry Kraemer said way back in 2002 when he was interviewed by Fast Company:

Leadership is a delicate blend of self-confidence and humility. You have to have the self-confidence … But self-confidence without humility becomes a problem. I may be the CEO. But part of that was having a few skills, and part of it was luck. Part of it was the man upstairs. So I’m no better than anyone else. Self-confidence and humility: Blend those two together, and you have someone who has a good chance of leading effectively.

Ninety-nine percent of people want to do the right thing. I’ve got 48,000 employees, most of whom care about the environment, or they have parents, or they are parents. I’m representing them. I’ve got 48,000 people who assume that we’re going to do the right thing.

Wouldn’t it be nice if all of our leaders felt the same way? I’m not as naive to think that “the right thing” is always an easy thing to find, but I am naive enough to think that we can at least try.

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November 18, 2011

Desperate Times, Different Measures

Filed under: Book Reviews,Careers — Sally @ 1:42 pm
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Of course the saying goes, “Desperate times call for desperate measures.” With our depressed economy, it can certainly seem like desperate times filled with risk on a daily basis. Perhaps you wake up in the middle of the night remembering a deadline that passed without you noticing just a few hours before, and you suddenly worry that one mistake might be the last straw. Or you rehearse a pitch for a raise over and over in your head, worried that even the most valid argument might seem greedy at this time. Perhaps when the alarm goes off and starts your day, you feel a little more on edge than you ever recall feeling about a regular day on the job. We tell ourselves not to worry. And we tell ourselves that we are lucky to have a job when we have one, and maybe shouldn’t complain. And we tell ourselves that things will get better. So for the most part, we don’t so much act in the face of this uncertainty; instead, we sit quietly and hope desperation passes us by.

Yet, there is one thing that we can control: our performance. So perhaps desperate times call for different measures. And there are two books that we can recommend to help you do that: Joel Garfinkle’s new Getting Ahead: Three Steps to Take Your Career to the Next Level by Joel A. Garfinkle and Jodi Glickman’s Great on the Job: What to Say, How to Say It, the Secrets of Getting Ahead.

Garfinkle divides Getting Ahead into three sections enumerating the “[t]hree significant and important aspects of leadership–perception, visibility, and influence.”

1) Improve Your Perception–Take Control of How Others See You addresses
2) Increase Your Visibility–Stand Out and Get Noticed by the People Who Matter Most
3) Exert Your Influence–Lead Situations, People, and Events

The advice is practical, from his Four-Step Perception Management Process…

Step 1 – How you think you are perceived.
Step 2 – How you actually are perceived.
Step 3 – How you want to be perceived.
Step 4 – How you change that perception.

to his Seven Ways to Gain Visibility…

1. Seek out projects.
2. Leverage you manager.
3. Gain face time with top executives.
4. Find cross-departmental opportunities.
5. Become involved outside your job.
6. Speak up share.
7. Become known and recognized.

All manageable changes to your regular work routine that will aid you in getting ahead. To close the book, Garfinkle presents a quick chapter on “The PVI Model in Action,” relating the story of Ken Kutaragi, the creator of the Sony Playstation, who had earlier had his dreams and reputation crushed when Nintendo partnered with Phillips rather than Sony to create its first game system. This short anecdote does an excellent job of showing how you can turn your fortunes around.

Jodi Glickman’s Great on the Job advertises itself as a “people skills primer” focusing on ways you can sharpen your communication skills in order to better succeed in the workplace. Why this focus? Because, Glickman says, the basics of interpersonal communication aren’t something being taught in any B-school or crash course. She “launched the consulting firm Great on the Job to meet an unmet and, as of then, unidentified need in the marketplace: to teach people to talk to one another at work, every day, in every situation, in all stages of their careers, whether they are on the top of their game or have no idea what the #$% is going on.”

She presents a methodology that, she says, “takes a ‘soft’ skill and turns it into a ‘hard’ or technical skill.” The book overall is a series of conversations that Glickman then breaks down using the following series of steps:

1. Situational Analysis
2. Action Strategy
3. Example Language
4. Troubleshooting

The four key themes, or high-level concepts, as she calls them, that underlie the more pragmatic material are GIFT, or:

Generosity
Initiative
Forward Momentum
Transparency

Glickman says that when “you start integrating these four concepts into your everyday actions, you’ll find yourself better able to communicate, get people on your side when you need them, and avoid mishaps and miscommunications.” From chapters on how to “Master the Hello and Good-Bye” to developing “Your Personal Elevator Pitch”, Glickman illuminates just how powerful the right words can be.

***

Both books, Getting Ahead and Great on the Job, offer you useable advice on the skills needed to improve your standing at work, and, when your performance improves, so might your security during these desperate times.

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October 31, 2011

Halloween, Zombies and the Devil’s Derivatives

Filed under: Book Reviews,Finance and Economics — dylan @ 2:20 pm
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This may be a ghost story. It happened on a dark night mistaken for morning in America, a night that would descend over the entire financial world.

Nicholas Dunbar sets the scene in his book, The Devil’s Derivatives:

For most of it’s history, our financial system was built by on the stolid, cautious decisions of bankers, the men who hate to lose. This cautious investment mind-set drove the creation of socially useful financial institutions over the last few hundred years. … People like that did not drive the kind of astronomical growth seen in the last two decades.

So who did create that astronomical growth? Dunbar tells of encountering them one evening while they were “celebrating their annual bacchanal, which is also known as “bonus season.’”

I knew bout some of them: there was the head of the financial institutions derivatives marketing who forgot which of his Italian supercars had been towed off to the car pound. There was the head of credit structuring notorious for preying on female staff and having his corporate credit cards stolen by prostitutes. These young men—and almost all of them were young, some shockingly so—were the avant-garde of the credit derivatives boom, enjoying the first, fifth, or tenth million. … There are many sobriquets for these young lions, but I like to think of them as the men who love to win.

So the stage is set for a battle between the men who love to win, for whom “any uncertain bet is a chance to become unbelievably happy, and the misery of losing barely merits a moment’s consideration,” and the men who hate to lose, who “are attached to the idea of certainty and stability” (you can think of them as vampires and werewolves). But the battle never happened. The moon was just right that night.

[T]he love-to-win mindset spread like a virus. With all that pixie dust—or was it filthy lucre?—these bankers sprinkled across London and New York, who could be surprised that their influence spread? First, it infected the traditional bankers (and their hate-to-lose cousins at insurance companies, municipalities, and pension funds). Men and women who had been pillars of the communities from Newcastle-upon-Tyne to Seattle shrugged off their time-honored—boring!—roles of prudently taking deposits and offering loans and started wanting to make “real” money. Regional bankers in turn spread it to consumers, who were encouraged to drop their “antiquated,” risk-averse attitudes toward borrowing and home ownership. And thus was born the greatest wealth-generating machine the world had ever seen. It was truly awe inspiring in its raw power and avarice, and truly horrifying when it came crashing down.

Dunbar traces this all to a new emphasis on shareholder value among banks in the late ’80s and the rise of new derivatives that would help banks increase that value, sparking “the innovation race between two ways of transferring credit risk: the old-fashioned ‘letter of credit’ versus a recent invention, the credit default swap.” Perhaps it’s a good idea to briefly define exactly what a derivative is (to the best of my limited knowledge). A derivative is essentially a forward contract on a future transaction that allows each side to reduce uncertainty and “square up logistics.” The largest derivatives market in the world is in interest rates, with the most common being the interest rate swap. The most destructive derivative has been the credit default swap:

Rather than being linked to currency markets, interest rates, stocks, or commodities, these derivatives were linked to unmitigated financial disaster: the default of loans or bonds. I found it hard to imagine who might be interested in buying such a derivative from a bank. The nonfinancial companies whose activities in the globalized economy exposed them to financial uncertainty didn’t seem interested. The derivatives that were useful to them—futures, options, and swaps linked to commodities, currencies, and interest rates—had already been invented. It seemed to me as if the credit default swap as an invention searching for a real purpose. As it happened, the kind of companies that found credit default swaps most relevant were those that had lots of default risk on their books: the banks [themselves].

This allowed money to flow much more freely as institutions could make loans they weren’t responsible for recovering, loans could be bundled into credit default obligations (CDOs), and you could speculate on that bundle of loans with credit default swaps. It was, essentially, creating money out of thin air, loaning it to whoever would take it and then buying insurance on it just to turn a buck. The problem is that there are a finite number of applicants out there qualified to take out loans the banks could bundle, and invented money is infinite. So they started loaning money to folks who they knew wouldn’t be able to pay it back, and this is where the zombies come into the story.

Having flooded the market with seemingly safe investments larded with subprime money, the traders created zombie banks to buy them. Brick-and-mortar banks liked these zombies, because they evaded accounting rules and regulations, and increased profits. Hungry for higher fees, ratings agencies encouraged the growth of this new market and undermined governance. Wall Street saw the zombie structured investment vehicles (SIVs) as ideal “dumb money” customers for buying subprime CDOs and began setting them up specifically for this purpose. But at first whiff of in 2007, investors fled this market, causing the zombies to collapse almost overnight. Banks were forced to bail them out, which increased their subprime problems

And that’s when it all came crashing down, when the banks realized that they didn’t even know how much risk they were carrying, and when the government stepped in to essentially insure an unknown and bail out the banks.

Well, at least the men who love to win “got theirs” for awhile, even if the rest of us largely lost out when it all came crashing down. But here’s my question: Was all that wealth, all those profits they created and moved around during those boom years really, truly growth? Or was it just a ghost?

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October 25, 2011

Liespotting

Filed under: Book Reviews,Communication — Jon @ 3:21 pm
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Oftentimes, when someone lies to us, we think, “I knew that wasn’t true.” Yet, for a moment, we trusted them, and we believed they were being honest. We then wonder how we could have been more certain up front, and not have been fooled. We’ll be more careful next time, we tell ourselves. Then, one day, it happens again.

But now, the process can stop.

Pamela Meyer’s book Liespotting: Proven Techniques to Detect Deception has been reissued in paperback, and is packed with information on exactly what the title describes – identifying lies, and how to respond to them.

But it’s not all about calling people out on dishonesty, it’s about how to get to the truth and build better and stronger relationships.

Check out the author’s recent TED talk which reveals more about the book and the ideas within:


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October 24, 2011

Doing the Right Thing

Filed under: Big Ideas,Book Reviews — Sally @ 5:29 pm
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In 2007, we chose a book called Responsibility at Work as the winner of the Personal Development category for that year’s Business Book of the Year Awards. It was the first time I’d been exposed to Howard Gardner’s work–he is prolific*, so the book we featured was only a small part of his overall catalog–, and I became quite interested in his Theory of Multiple Intelligences. I don’t recall if I’ve ever taken an official IQ test but I can tell you I wouldn’t have done well on it. I’m one of those people with test anxiety which impairs my ability to perform well on tests. It’s a bit like an athlete who doesn’t compete well, I suppose. Some athletes are able to turn anxiousness into energy while others get distracted by it. That’s how I am in any kind of test that needs a right or wrong answer: is it any wonder why I oriented toward the fine arts and Blue Book tests that I could fill out to my heart’s content? So naturally I am drawn to other ways of measuring intelligence. Not only for my own ego, but because most people know full well that human performance is complicated despite our desire to place people in pigeon-holes.

Wikipedia, as always, sums the theory up handily for us, describing the Theory of Multiple Intelligences as “a model of intelligence that differentiates intelligence into various specific (primarily sensory) modalities, rather than seeing it as dominated by a single general ability.” Gardner proposed the following as meeting his criteria for what is an intelligence.

  • Spatial
  • Linguistic
  • Logical-mathematical
  • Bodily-kinesthetic
  • Musical
  • Interpersonal
  • Intrapersonal
  • Naturalistic

Not everyone agrees with Gardner on this list, or even sees a point to the exercise, but Gardner acknowledges that this is truly just a theory, a theory that over time will prove true and/or valuable.

“I’ve put forth a candidate set of intelligences that are said to have their own characteristic processes and to be reasonably independent of one another. Over time, the particular intelligences nominated, and their degree of dependence or independence of one another, will be more firmly established.” HowardGardner.com/FAQ

There are two new books out this month that posit, if indirectly, additions to the above list of intelligences.

Ethical Intelligence: Five Principles for Untangling Your Toughest Problems at Work and Beyond by Bruce Weinstein, aka “The Ethics Guy” on Bloomberg’s Businessweek Online.

Many of us are familiar with Daniel Goleman’s popular book, Emotional Intelligence which focused on “the ability to discern how others are feeling, which can be quite different from the ways they present themselves to the world.” Here Bruce Weinstein draws a distinction between emotional intelligence and ethical intelligence, saying that it is not only important to process the world and its varied situations emotionally, but, then, when you actually have to do something in response, that requires ethical intelligence. “Emotional intelligence alone won’t–and can’t–tell you what you ought to do. That’s because emotional intelligence is a psychological mattter, but the question “What’s the right thing to do?” is an ethical one.

Weinstein’s five principles of ethical intelligence are:

  • Do No Harm
  • Make Things Better
  • Respect Others
  • Be Fair
  • Be Loving

And this new book will show you how to identify and improve your Ethical Intelligence and “imbue your life with meaning and enrich all of your relationships” by doing the right thing.

Intuitive Compass: Why the Best Decisions Balance Reason and Instinct by Francis Cholle, an international business consultant with a hefty and diverse vitae, including study in theater and clinical psychology.

In The Intuitive Compass, Cholle introduces us to Intuitive Intelligence, and defends our use of it vigorously. “Intuitive Intelligence is a set of skills I designed that uses intuition to get to the instinctual and nonconscious parts of our minds. It can be learned and developed, but because instinct does not operate in the same way as reason, Intuitive Intelligence requires unusual forms of learning and thinking.” The benefit of understanding instinct is then that we are able to alter our decision-making process to find balance and reason.

Cholle begins his book with an Intuitive Compass to help you determine how you make decisions, and then, surprisingly, he leads us into the field of play. There is a lot of good material that extends past play in this book, including how intuition allows agility and creativity, how intuition enables innovation, how you can use your intuitive intelligence; but one of my favorite lines is: “Play open us up to the possibility that we don’t need more of anything–time, money, knowledge, and so on–in order to produce more. It is a radical idea, especially in business, where we often hear the argument that budgets are limited and therefore the ability to innovate is limited.”

In the case of both books, as well as Gardner’s work, the compelling aspect is that the more information we learn about the way we think, the better we get at doing the right thing.

*Perhaps Gardner’s top business book is Five Minds for the Future. And for information about his GoodWork Project, visit www.goodworkproject.org.

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October 6, 2011

Practical Genius

Filed under: Blog,Book Reviews — Jon @ 8:00 am
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Geniuses are people on a higher level. We imagine them as gurus and experts whose every word seems like the perfect articulation of whatever it is they speak of. And certainly, those people do exist. We see them all the time (I mean, some of the books I review…sheesh!).

But what about us? Can we be geniuses too?

Before you laugh too hard, take a look at Gina Amaro Rudan’s book Practical Genius: The Real Smarts You Need to Get Your Passions and Talents Working For You.

She states, “The problem with the commonly accepted concept of “genius” is that it’s a quality – like creativity – that has a magical, elusive connotation. Most people consider genius to be a gift, a lightning bolt from the gods that strikes a lucky few like Mozart or Einstein, but not the rest of us. I’m here to tell you that this is simply not true. Every one of us has the capacity for genius. Any one of us could achieve or discuss or express something so extraordinary that it could change the world. More important, it could change your world.”

From there, she offers the steps to discover and develop the genius qualities we each have, from understanding skills and insights, to communication skills and methods, to associating with other geniuses and genius qualities, and building a group of ambassadors (quality over quantity) that are struck by what you say and do.

Forewarded by Kevin Carroll and endorsed by Seth Godin, this book isn’t fluff, but applicable, street-level practicality for real personal development.

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