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Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity Paperback – March 22, 2009

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Editorial Reviews


"A fabulous book, a must read!" -- Jack Mitchell, Chairman and CEO of Mitchells/Richards/Marshs, Author of Hug Your Customers: The Proven Way to Personalize Sales and Achieve Astounding Results

"An enthralling and impressive work. It shows how to empower people and create great societies, corporations and cultures. I'm giving it to everyone at my own firm." -- Russell Reynolds, Jr., Founder and Former CEO, Russell Reynolds Associates; Chairman, The Directorship Search Group

"In our turbulent times, leaders who are searching for ways to develop the healthy work environment that releases the energy of their people, releases the human spirit, could not find a more inspiring support than this great new resource for leaders in the corporate, government and social sectors. Fired Up or Burned Out will be the indispensable leadership guide for leaders everywhere." -- Frances Hesselbein, Chairman and Founding President, The Peter Drucker Foundation (Renamed the Leader to Leader Institute)

"Reading this book is like having a great conversation; new and interesting people join in along the way, adding their own personal and varied insights, and encouraging an increasingly smart and useful dialogue. Readers are compelled to emerge smarter, more thoughtful, and more energized and engaging with this book." -- Regina Fazio Maruca, former Senior Editor, Harvard Business Review, Coauthor Your Leadership Legacy

"Stallard's strategy gives business owners the tools to energize and strengthen their employees. Fired Up or Burned Out is a must-read for leaders who are looking for new ways to inspire spirit in the workplace." -- Shep & Ian Murray, Co-Founders and CEOs of vineyard vines

"Through fascinating stories, Fired Up or Burned Out convinced me of the power of connection, in life and in work. It helped me see what is missing in so many organizations. Just as important, I learned what to do about it." -- Marian Chapman Moore, Professor, Academic Director, Darden MBA for Executives, Darden Graduate School of Business, University of Virginia

"Pragmatic...not PollyAnnaish...The soft stuff counts and Stallard's book helps fluff the pillows...It's impossible not to find some example that will make you rethink your own approach to other people in your working life." -- Michael Fitzgerald Columnist, The New York Times (on BNet)

"This is a very big idea. While it's simple, it's not easy to do, but it's important. Hurry!" -- Seth Godin, Author, The Dip --This text refers to an out of print or unavailable edition of this title.

About the Author

Michael Lee Stallard is cofounder and president of E Pluribus Partners, a think tank and consulting firm helping organizations increase employee and customer engagement. As former chief marketing officer at Morgan Stanley and Charles Schwab, he was a thought leader on the topic of engaging people on the front lines of business. He has taught these principles to Fortune magazine, The World Presidents Organization, the American Bankers Association, and more.

Carolyn Dewing-Hommes, co-founder and partner at E Pluribus Partners, spent 15 years at Citibank where she lead a global team identifying companies worldwide whose practices successfully engaged their employees.

Jason Pankau, co-founder and partner at E Pluribus Partners, is an associate pastor in Greenwich, Connecticut. He serves as a consultant and life coach to many corporate executives and pastors.

--This text refers to an out of print or unavailable edition of this title.

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Product Details

  • Paperback: 256 pages
  • Publisher: Thomas Nelson; 1 edition (March 22, 2009)
  • Language: English
  • ISBN-10: 1595552812
  • ISBN-13: 978-1595552815
  • Product Dimensions: 5.4 x 0.7 x 8.4 inches
  • Shipping Weight: 8.8 ounces (View shipping rates and policies)
  • Average Customer Review: 4.3 out of 5 stars  See all reviews (87 customer reviews)
  • Amazon Best Sellers Rank: #183,440 in Books (See Top 100 in Books)

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More About the Author

Michael Lee Stallard is a leading authority on leadership, employee engagement and organizational culture. He is the co-founder, president and CEO of E Pluribus Partners, a consulting firm that specializes in helping leaders create "Connection Cultures" to form strong bonds among the management, employees and customers of an organization. Connection Cultures increase employee and customer engagement as well as productivity, profitability, innovation, employee retention and customer loyalty. E Pluribus Partners' clients have included Foote, Cone & Belding, General Dynamics, General Electric, General Re, IRS, Lockheed Martin, M.D. Anderson Cancer Center, TCU and Yale-New Haven Health System.

Michael is the author of "Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity and Productivity," and "Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work." He is a contributor to several books including "What Managers Say, What Employees Hear" and the "ASTD Handbook on Management."

Michael is a regular contributor to SmartBrief on Leadership and He has been featured in many publications worldwide including The Wall Street Journal, The New York Times, Leader to Leader, Leadership Excellence, M World: The Journal of the American Management Association, Perdido, The Economic Times (in India), The Smart Manager (India), Shukan Daiyamondo (in Japan), Capital (in Dubai), and Rotman Magazine (Canada). Michael has spoken at conferences organized by ASTD, Fortune magazine, World Presidents Organization, Young Presidents Organization, American Bankers Association, Conference Board, Corporate Executive Board, and the Innovation Council. He has guest lectured at many universities and institutes including TCU, the University of Toronto's Rotman School of Management, the University of Virginia's Darden School of Business, and the Center for Creative Leadership.

Prior to founding E Pluribus Partners, Michael was chief marketing officer for businesses at Charles Schwab and Morgan Stanley. Earlier in his career, Michael worked as an executive at Texas Instruments, Van Kampen Investments and Barclays Bank, PLC. Michael's educational background includes a bachelor's degree in marketing from Illinois State University, an M.B.A. from University of Texas Permian Basin, and a J.D. from DePaul University Law School. He was admitted to the Illinois bar in 1991. Michael is married and has two daughters.

Customer Reviews

Most Helpful Customer Reviews

21 of 25 people found the following review helpful By Thomas M. Loarie VINE VOICE on August 18, 2007
Format: Hardcover
Michael Stallard's "Fired Up or Burned Out" addresses organizational and personal passion, creativity, and productivity. Stallard notes in his introduction that fewer than three in ten Americans are engaged in their jobs (surviving rather than thriving), and sets about to explain why and how it can be fixed.

"Fired Up" is organized into four sections (and 15 chapters): what fires us up; the keys to connecting a team and lighting their fires; where it begins; and lessons from twenty great leaders. Each section begins with a "What you will learn guide," and each chapter ends with a "Review, Reflection, and Application" summary. The former provides the theme and the latter provides an excellent reference for future review.

What you will learn includes:

* Why a sense of emotional connection is necessary for people and organizations to thrive.

* How the oft discussed elements of vision, value, and voice are reflected in the richer concepts of inspiring identity, human value, and knowledge flow.

* Why connection depends on the right kind of people whose actions increase connection.

* The three types of people who affect connection: intentional disconnectors, unintentional disconnectors, and intentional connectors.

Stallard begins with the fundamental belief that all people want and need to feel valued and shows how the "Power of Connection" works to this end. "Connection meets basic human psychological needs for respect, recognition, belonging, autonomy, personal growth, and meaning." People with a higher degree of connection experience superior mental and physical health improving the performance of both. And the lack of connection will gradually diminish both leading to burn out.
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3 of 3 people found the following review helpful By Steven K. Szmutko VINE VOICE on February 13, 2008
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
The power of connection is at once essential and evasive. The good organizations have it, the mediocre organizations give lip service to it, and the poor organizations just don't care if they have it. Yet, for those leaders who seek greatness -- for themselves, their organizations, and their organizations -- connection and engagement are indispensible.

Co-author Michael Lee Stallard is the founder of E Pluribus Partners, an employee engagement consulting firm, concisely and inspiringly outlines the three keys to connections: Visions, Value, and Voice. Along with Carolyn Dewing-Hommes and Jason Pankau, he asserts that connection is neither created nor maintained through a panoply of superficialities, but rather through the clarity of example rooted in human integrity and concern. Without genuineness, team members will quickly disengage (and perhaps justifiably so) and seek connection elsewhere, if not physically, then at least mentally, emotionally and spiritually -- all with disastrous consequences for the organizations.

The first part of the book outlines the importance of connectivity and meaning. The second part moves into the three keys of Vision, Value and Voice with examples drawn from various areas of life. Part three delves into the leader as instrument of connection -- again reinforcing that to increase connectivity, he or she must embrace those qualities within their mind, heart and soul. Lastly, the authors offer a twenty-day "program," examples of leaders who have engaged their people in various endeavors. These can be read "one-a day" -- a daily dose of wisdom, or reviewed in various order.

Appendix A, a scant three pages, provides a roadmap by which anyone can begin to evaluate connectivity within their own organization.
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3 of 3 people found the following review helpful By Matthew Gunia VINE VOICE on December 28, 2007
Format: Hardcover Vine Customer Review of Free Product ( What's this? )
The purpose of "Fired Up or Burned Out" is to promote human connections within an organization. Strong bonds between co-workers (and clients) strengthens the individual as a person, they make employees WANT to come to work and do a good job, they keep people at companies longer, and they improve interaction with those outside the organization. The focus on connections within "Fired Up or Burned Out" continues a growing trend in leadership books; the pendulum continues to swing toward character, relationships, and sacrificing short-term gain for long-term happiness/stability.

Part I of the book makes the argument for creating a "connection culture" in the workplace. The drawbacks of a cold, "business only," "I just work here" environment are laid out and contrasted with the superior culture in which the whole person is respected, cared-for, trusted, and empowered. In this section, the authors rely heavily on statistical/scientific evidence, but also provide anecdotal evidence to support their claims.

Part II presents practical principles that can be applied to improve the connection culture of your workplace. Included is both explanations of "what to do" and "what not to do." In this section also, the three dimensions of a connection culture (voice, vision, and values) are described. A fairly even balance is struck between anecdotal and statistical evidence to support the authors claims.

Part III narrows the focus from the organization to the individual within the organization. It addresses the question, "what can I do to increase connection in my workplace?" As with previous chapters, both "to do and "not to do" are presented. The tone is encouraging yet challenging as the authors emphasize the weighty importance of the task at hand.
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