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Site Copyright 2011, Zelma Lansford

 

Some of Zelma’s Favorite Resources

 

 

Abracadabra!: Improve the Place Where You Work by Zelma Lansford, 2007.

For a discount on multiple copies contact Dr. Lansford directly

From the publisher: Have you ever wished you could wave a magic wand over your workplace and instantly make your job more enjoyable? Then let Zelma Lansford show you how it can be done easily, cost effectively, and quickly, using key strategies and practices that will turn your workplace from one that makes it challenging to get the job done to a place where you love to do your best.

 

 

Getting Naked About Shedding the Three Fears that Sabotage Client Loyalty, Patrick Lencioni, 2010
Although the title is a marketing eye-catcher it doesn’t exactly reflect the professional image that I seek. Nevertheless, Lencioni’s conceptualizes my approach and modus operandi for the last two decades of serving clients--just helping people to solve problems.


The Five Dysfunctions of a Team: A Leadership Fable, Lencioni, 2002
In the third of his business fables, Lencioni weaves his observations into a fictional take of the difficulties of a leadership team and the model that they used to develop collaborative teamwork and organization success. Lencioni deals with the importance of the leader’s perspective and not allowing a personal power and status need to overcome the need for good business decisions. A quick read, this one is a must for leaders, especially at the top of organizations.

Three Signs of a Miserable Job, Death by Meeting, Silos, Politics, and Turf Wars, and Lencioni’s earlier works are enjoyable fables and concepts that can be applied to improve organizations and performance. All are quick reads and great resources.

 

 

Outliers, Gladwell, 2008
Also the author of Tipping Point and Blink, Gladwell is an intriguing intellect who sees connections that may be missed by many of us. All of his works are interesting, but if you only have time for one chapter, make it Chapter Seven in Outliers and learn about the “power distance index” in communications. A compilation of his essays for the New Yorker magazine, Gladwell’s 2010 publication, What the Dog Saw is not a cover-to-cover read but a series of mental calisthenics that are stimulating and enjoyable.

ame Your Link

Why Smart Executives Fail, and what you can learn from their mistakes, Finkelstein, 2003
This is a intriguing look at how executives make both small and colossal mistakes that can result in personal or corporate failures. Arrogance is the theme that runs through the stories and is all too often the root cause of the failure. Although the stories are set at the executive levels, the lessons are applicable at any level.

 

Negotiation Genius, Malhotra and Bazerman, 2007
Not a quick read, this one requires some thought and opportunities to apply the tools. Whether haggling at the local Saturday yard sale, buying a new house, or negotiating terms of your company’s three-year, multi-million dollar contract for purchasing raw materials, you’ll find this a terrific source for preparation. This is a “must” for the savvy executive.



Predictable Surprises: The Disasters You Should Have Seen Coming, and How to Prevent Them,
Bazerman and Watkins, 2004
This is required reading for any manager who wants to be solutions oriented, not just an identifier of potential problems. It will raise the leader’s awareness of risks before they become catastrophes.


 

Influencer, Patterson, Grenny, Maxfield, McMillan, and Switzler, 2008
One of my favorite sources, the authors have succeeded in presenting some effective behaviors that can be incredibly useful tools for leaders. There are wonderful stories of how one individual can make significant positive changes.



What Got You Here Won’t Get You There, Goldsmith, 2007

The list of flaws on pages 40-41 can be useful for self assessment. An occasional review can help us remember the dysfunctional behaviors that can derail professional success. Although it's sometimes necessary to read passed the author's ego, the material is a useful tool for career growth.


The Secret: What Great Leaders Know--and Do, Ken Blanchard and Mark Miller, 2009
An easy read, this little book shows the influence of Miller’s Chick-fil-a organization and Blanchard’s concise stories to demonstrate the principles of servant leadership. All about serving through leading, this is a superb source for learning the advantages of not being an arrogant control freak.


The Five Patterns of Extraordinary Careers: The Guide for Achieving Success and Satisfaction,
Citrin and Smith, 2003
Insights gained from the authors’ work with the executive search firm, Spencer Stuart, make this a superb resource for finding and/or succeeding in high level jobs. Of special interest to any executive in transition are the pages, “The Spencer Stuart Survival Guide.”

CLASSICS


Organizing Genius: The Secrets of Creative Collaboration, Bennis and Biederman, 1997
My favorite source on teams, this is not so much a “how-to” book on teamwork as a description of the results of teamwork and the lasting effect it has on those who experience a high performance team. All of Bennis’ perspectives on organizations and leaders are worth your time. Since I discovered On Becoming a Leader, while in grad school, his works have been an anchor in my library. An easy route to Bennis’ leadership work is The Essential Bennis, 2009.


Good to Great: Why Some Companies Make the Leap and Others Don’t, Collins, 2001
Although some of Collins “great” companies encountered problems during the last decade, his work remains a valuable perspective on organization success. Collins identifies the components of what is needed to become an effective leader and a great organization. In the process, he describes why so few actually make it.

 


Winning, Jack and Suzy Welch, 2005
Not in the typical egocentric Welch style, this book demonstrates an insightful approach toward employees. It is a great source for information on leadership, performance assessment, and careers. My favorite quote is, “The world has jerks. Unfortunately, some of them get to be bosses” (p. 300).