Customer Reviews

Truth, Trust, and the Bottom Line: 7 Steps to Trust-Based Management

5 star:		(5)
4 star:		(3)
3 star:		(0)
2 star:		(0)
1 star:		(0)

 

 

I've read other management books that cover some of the topics presented here. What separates this book from the pack is the way that the authors show you precisely how to apply the techniques presented.

You'll find actual dialogues between managers and employees as well as valuable self-evaluation checklists. In addition, the book is filled with practical, "real-life" stories. You'll see yourself and your organization in many of these stories!

I learned how to conduct more effective feedback sessions and how to set appropriate boundaries in dealing with employees.

At the outset, the authors make this promise: "If you would like to build greater trust, develop and keep good people, improve performance, reduce errors, and cut costs,this book is for you."

That's a big promise. And the authors deliver on that promise.

This is an extremely well written book, and the authors are clearly experts in this field with much wisdom to share. Whether you're new to management or a highly experienced upper level executive, you'll get tremendous value from this book.

I was not expecting to like this book and was pleasantly surprised. The book provides real examples and a model for working on personal change with executives. It is does a good job of showing the impact of a lack of trust within the organization.

This was a very smooth transaction, as everything happened very quickly, and before you knew it, my book was here in just a few days.

I very much enjoyed reading this book. I pulled it from my public library's shelf because I figured from its title that it would describe management techniques that would involve trust. Sure enough, it did. I found the content included between its covers to be very insightful. And I would recommend anyone interested in taking on a leadership role over staff, first-line managers, and maybe second-line managers to read it. Although the principles described are just as true for high-level managers and CEOs as they are for lower-level managers, I assume the higher level managers (leaders) already know most of what is contained here. Otherwise, they would not have been promoted to their current level of management. Therefore, I don't recommend an executive in a larger company wasting his or her time reading the book.

Let me say here at the outset that I did not think the book was particularly well organized. In my opinion, the title did not clearly focus on the book's subject matter. I think a more apt title probably would have been "How to Coach when Being a Leader in a Company." Furthermore, I doubt it is really accurate to say that the book talks about 7 steps "to" trust-based management? I'd say the book talks about steps "of" trust-based management.

The book has 12 chapters, 7 of which are devoted to the "7 steps." Since the points are referred to as "steps," I felt as though the order of the points was significant. Unfortunately I found them to be somewhat convoluted. I think they would have been better organized and consolidated as follows:

1. Observe, listen and seek the truth
2. Create a vision and developmental plan (Set goals, strategize, and plan feedback)
3. Give feedback by mirroring, teaching, and guiding
4. Break through resistance, if necessary
5. Recognize, celebrate and reinforce

I think Chapter 12 which is about coaching high-performance teams should have been the first chapter in the book because it sets the stage for what the book is really about. Its content even includes an overview of the 7 steps described.

I think Chapter 10 about coaching challenging personalities really belonged as part of the discussion for giving feedback, breaking through resistance, or both. Maybe a separate chapter was warranted, but I don't think so. There are numerous books on the subject, and references to them could have easily been made. Maybe the authors would like to try their hand at writing another book on the subject?

I think Chapter 11 regarding external coaching for managers should have been omitted. It hit me as a cheap advertisement by the authors for their services. They supposedly are external coaches for managers, and they described what it is they do. I don't understand how that is relevant to the content of a book that describes how leaders should coach. Maybe if the book were about how a leader should seek help to be a better leader, then the chapter would be relevant. But the book is simply a "how-to" guide on an aspect of leadership. If one wants to read the book, then fine. If one wants to hire external coaches, then fine. But one doesn't need to do both.

Much of the authors' message hit me as being taken from Dale Carnegie's "How to Win Friends and Influence People." Interestingly, that classic tome is not cited or referenced anywhere in the book. All in all, if a leader is respected and viewed by those he or she leads as honest and helpful, then his or her management style will be trust-based. This book will help you understand how to do it.

This book tells why trust is important for effective management and leadership, and how to build trust, step-by-step. Even if you consider yourself a great leader, you can always improve in this area. Includes great tips about how to give and recieve feedback in ways that increase trust.

This is an excellent book for new and experienced managers who want to learn how to coach and give feedback. The checklists and vignettes guide the reader to understand how to build trust and coach for higher performance. It takes the guesswork out of giving feedback!

Truth, Trust, and the Bottom Line

Great guide for current and future enlightened leaders and coaches. A seven step process that explains how to empower yourself to empower and retain your employees while maximizing bottom line results and have fun in the process. Written in a manner that engages both your heart and head resulting in a positively motivating and revitalizing experience.

Kent Black Principal Kent Black & Associates

Excellent book for managers and HR professionals. This is a book you can take to and use at work. Most managers are very inadaquate at giving employees feedback. This book provides powerful techniques for delivering effective feedback. You will improve communications, morale and productivity if you just practice what the authors say about "learning" (page 147-151). Enjoy your own learning in this book.