Sunday, May 15, 2011

If I Had A Nickel

Everyone knows the "If I only had a nickel..."  phrase, and I know we all have dozens if not hundreds of situations where we have thought of those famouns words as we sat frustrated over one thing or another.

The most recent instance for me actually wasn't one of frustration but rather was much more positive, although it didn't necessarily start out that way.  So why did the "If I only had a nickel..." phrase run through my mind? 

Essentially, it did because ever since I moved from an "us" to a "them" in the management world, I have been fascinated by the books that seem to be published every other week by professors, consultants, and current or former CEOs - all of which promise to answer my every prayer in terms of managing, leadership, and overall organizationall effectiveness.  So, it was pretty natural to think, "Here's another one" when I picked up Workarounds That Work by Russell Bishop.

All that turned positive, however, after I had been fortunate enough to have him join me on a weekly call that I do with ExecuNet members; we it call Six Figure Hotline, and members can raise questions on any subject they want, be it career related or business related. 

At the time of the call, I only knew of Russell by reputation as an editor and columnist for Huffington Post and a consultant with a long history of success. I was anxious to have him on the call, however, because logic suggested that his experieince and success was likely built the same way it is for most of us - by dealing with one person at a time, and if his approach worked for organizaitons, it probably would work for those who make up the organizaiton.

I am not reviewing it here - you can go to Amazon for that if you like. I bring it up on this blog only to say that while I cannot begin to bring Russell's experience as a consultant or his skills as a communicator to this space, I can and do think any executive who feels the need for some insights into trying to figure out the workaround situations that face us almost daily, would do well to check out this book.

And there is another reason as well, and which is, of course, the real reason as to why I am so thumbs up on this book: because much of what the book suggests makes me feel my own theory about organizational issues has been vindicated by a source that has real credentials. Now I can say: "If you don't believe me, then see what Russell Bishop has to say and then tell me I'm nuts."

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