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

4.3 out of 5 stars 87 customer reviews

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Editorial Reviews

Review

"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 0.8 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: #946,811 in Books (See Top 100 in Books)

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Customer Reviews

Top Customer Reviews

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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Format: Paperback Verified Purchase
FIRED UP OR BURNED OUT

The primary resource of management is PEOPLE.. All business, government and non-profit organizations are made up of people. People have their agendas, whether self-generated or borrowed. "How To" manuals on cat herding are instructions on getting other people to adopt your agendas, at least in part and for a while. "FIRED UP OR BURNED OUT" is a textbook on motivating people in organizations.

So what did "FIRED UP OR BURNED OUT" do for me that my other hundred management textbooks didn't do? Why should you trade your cash for your very own copy of "FIRED UP OR BURNED OUT?"

Authors Stallard, Dewing-Hommes and Pankau have three main messages: connect with others, create meaning for your work and treat others respectfully. "FIRED UP OR BURNED OUT" is a textbook on connections. Examples of connected organizations are as diverse as Pixar Studios and the United States Marine Corps.

The book is organized in four parts:
What fires us up?
Three keys to connecting your team and lighting their fires
The fire starts with you
Learn from 20 great leaders over 20 days
Appendix A is a three-page assessment for evaluating organizations.

I work with several organizations. I'm not fond of "management gimmicks of the week" but I do examine new management tool kits. Give "FIRED UP OR BURNED OUT" a look and see if it meets a need. I regard "FIRED UP OR BURNED OUT" as another useful management tool.
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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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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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