Posts Tagged ‘Book Reviews’

Martin LutherIf you’re looking for a book review of something hot off the press, you’re in the wrong place with this post.  Today I completed the brief treatise by Martin Luther written in 1520 called Concerning Christian Liberty, also called On the Freedom of a Christian.  I downloaded the free Kindle version a while back not knowing how long it was and was quite surprised to find that it is only a few dozen pages long.  In this final of three treatises by Luther in 1520, he writes about the Christian’s freedom from the law (i.e., Christian liberty) once justified by faith, and that the Christian should have a desire to serve and do good works from the motivation of love and service to one’s neighbor rather than as a means to earn favor with God.

I’m not of a mind to critique the contents of this or any book by Martin Luther.  I am deeply indebted to him as a Protestant.  I am aware of the criticisms that some have against a few of his views and actions, especially from his later years, but those do not negatively reflect on his core writings which were of great significance in the Protestant Reformation of the 1500s.  For the very valuable truths contained in the writing, I suggest you take the short amount of time it takes to read it yourself.

Instead, I want to share here some reactions to reading a significant document nearly 500 years old.

1. It is refreshing to read people who write what they think and who are not afraid to offend, even if speaking the truth is offensive.

For example, in this treatise, Luther prefaces the main body of work with a letter to Pope Leo X in which he repeatedly speaks well of the pope’s personal character, but in which he clearly condemns the corruption of the Roman Catholic Church:

These things are clearer than the light to all men; and the Church of Rome, formerly the most holy of all Churches, has become the most lawless den of thieves, the most shameless of all brothels, the very kingdom of sin, death, and hell; so that not even antichrist, if he were to come, could devise any addition to its wickedness.

Come on, Marty, tell us what you really think!  It should not come as a surprise that Luther was excommunicated from the Church a few months after sending this to Pope Leo X and only a few weeks after setting fire to the papal bull (edict) from the summer of 1520 in which Leo warned Luther of excommunication unless Luther recanted many of his statements.

This frankness with which writers used to say what they think, even in the sometimes lengthy and pointed titles they gave to their writings, is refreshing.  We could use a little more of that today.  I appreciate the frankness, even if I don’t always agree with the statements of those who exhibit it.

2. There is great value in being reminded of the historical roots of one’s faith.

Too many modern “Christians” think that what they believe is up to them alone, that the ultimate judge and jury of right and wrong is their personal conviction, whatever they decide to define as truth.  Nothing could be further from the truth.  If the Scriptures are authoritative in all matters of faith and practice as Luther reminded his generation, then truth is not subject to the whims of nations or small bodies of believers or any individual’s interpretation, and it certainly isn’t determined by 21st century American political correctness.

To go back to the Scriptures and find truth that is soundly preached by Luther 1500 years later and still soundly preached now (at least by some) 500 years after Luther, provides a consistency that serves to remind modern believers that we are not in this alone.  Others have gone before and, if the world continues, others will come behind to always hold forth a light of truth and hope for the world until such day as its Creator decides to bring it to completion.

3. It takes immense courage to go against powerful authorities.

After years of speaking and writing according to what the Bible taught, and with full knowledge of the implications of his opposition to the papacy, Luther was pointedly asked at the Diet of Worms (a formal deliberative assembly held in the town of Worms, Germany) in 1521 whether the writings laid out before him on a table were his and whether he stood by their contents.  His eventual reply was:

Unless I am convinced by the testimony of the Scriptures or by clear reason (for I do not trust either in the pope or in councils alone, since it is well known that they have often erred and contradicted themselves), I am bound by the Scriptures I have quoted and my conscience is captive to the Word of God.  I cannot and will not recant anything, since it is neither safe nor right to go against conscience.  May God help me.  Amen.  (p. 460 of Martin Luther by Martin Brecht, Fortress Press, 1985-93)

Whether those authorities are in the church, government, business or other parts of culture and society, it is no small task to buck the system.  You have to be deeply committed to your cause and willing to suffer the consequences that come with crossing lines vehemently guarded by others.  Not everyone who does so lives to tell about it, yet those who are so compelled couldn’t live with themselves if they failed to try.  Sometimes the paths we walk are lined with the remains and efforts of those who tried that path before us.

4. Worthwhile writings last.

It’s also true that some worthless and harmful writings last, but I’ll file that fact under “Sometimes you have to take the bad with the good.”  That I can go to the Web or the Kindle store and download for free or little cost complete writings centuries old is amazing and one that more of us ought to take advantage of.  A decade ago I would not have dreamed that I would be passing time in a doctor’s office earlier this week reading Martin Luther on a smartphone.  Such writings have lasted because they are significant and we should read them for the same reason.  Given the relative ease with which technology gives us access, we have no barrier stopping us if we are interested.

As I stated above, this isn’t a book review so much as a reflection on a few takeaways from reading the book.  As I continue my goal of reading and blogging about a book every other week throughout 2013, I intend to continue the pattern of alternating between work-related professional books and a variety of other topics of more personal interest.  Next up will be another professional book.

What have you read lately?  What’s on your list to read next?

TribesI finished re-reading Seth Godin’s Tribes: We Need You to Lead Us today.  It’s a book that is on my very short list of books worth re-reading now and again.  The point of this small 2008 book is that there are groups of people (a.k.a. tribes, followers) just waiting for someone to step up and take a leadership role to help make change happen.

The book is a bit hard to review on one hand because it has no table of contents, no chapter divisions, no index to easily go back and find a thought – only seemingly random section headings that have content under each heading for a few sentences or a few pages. Good luck on outlining the book.  Godin acknowledges that potential critique near the end of the book, and if he’s not worried about it, neither will I.  The focus should be on the content of the book, not the structure.

I have always had a soft spot in my heart for rebels – those willing to challenge the status quo and attempt to make change happen.  Godin refers to this person throughout the book as a heretic and encourages such behavior for all who see a different vision and aren’t afraid to try to make it come to pass.  ”Heretics are engaged, passionate, and more powerful and happier than everyone else” (p. 49).  Long live the heretic!

Tribes is filled with short stories of people – many of whom you have never heard – who made the decision to make a difference and then who started to lead others who shared the same passion down a path of affecting change.  Rebels and heretics will find nuggets of hope and strength in these stories, encouragement to go forward in their worlds and lead their tribes.

There are a few sections which lay out precisely Godin’s underlying thoughts and principles.  One is where he describes his thesis:

  • For the first time ever, everyone in an organization – not just the boss – is expected to lead.
  • The very structure of today’s workplace means that it’s easier than ever to change things and that individuals have more leverage than ever before.
  • The marketplace is rewarding organizations and individuals who change things and create remarkable products and services.
  • It’s engaging, thrilling, profitable, and fun.
  • Most of all, there is a tribe of fellow employees or customers or investors or believers or hobbyists or readers just waiting for you to connect them to one another and lead them where they want to go. (pp. 12-13)

Another meaty couple of pages list five things to do and six principles behind creating a micromovement:

Things to do:

  1. Publish a manifesto.
  2. Make it easy for your followers to connect with you.
  3. Make it easy for your followers to connect with one another.
  4. Realize that money is not the point of a movement.
  5. Track your progress. (pp. 103-104)

Principles:

  1. Transparency really is your only option.
  2. Your movement needs to be bigger than you.
  3. Movements that grow, thrive.
  4. Movements are made most clear when compared to the status quo or to movements that work to push the other direction.
  5. Exclude outsiders.
  6. Tearing others down is never as helpful to a movement as building your followers up. (pp. 104-105)

This review would be far too lengthy if I tried to write about all the notes I took and parts I underlined.  Besides the main points above, I’ll just mention a few more ideas that stand out to me…

“Skill and attitude are essential.  Authority is not.  In fact, authority can get in the way” (p. 20).  Too many people think they can’t lead because they do not have positional power and the accompanying authority that goes with it.  Malarkey!  You can lead from the bottom of an org chart any day.

“Organizations that destroy the status quo win” (p. 35).  I hear many companies talking about being “disruptive,” yet too many of them are still mired in old ways of thinking, stifling policies, outdated practices that lead to anything but disruption, and a culture of protection and control that inhibit and sometimes downright punish innovation.  These dinosaurs will die as others who actually walk the talk pass them by.  ”The organizations that need innovation the most are the ones that do the most to stop it from happening” (p. 113).

“The only thing holding you back is your own fear” (p. 44).  

“Change isn’t made by asking permission” (p. 70).  This thought goes hand in hand with another: “The easiest thing is to react.  The second easiest thing is to respond.  But the hardest thing is to initiate” (p. 86).  Heretics initiate change.

“When you hire amazing people and give them freedom, they do amazing stuff” (p. 98).  I work on a team like this and can vouch for its truth and source of energy and inspiration.

I do find it odd that Godin chooses not to engage a tribe, himself, on Twitter.  He has two accounts there – @SethGodin and @ThisIsSethsBlog.  The former account is a mere placeholder with no activity, reserved so that nobody else can claim it, while the latter tweets whenever there is new content on Godin’s blog.  It’s his choice, of course, to be involved or not in whatever technology platform he chooses, but it seems like a missed opportunity to not use Twitter to engage with a willing tribe of followers.  That choice does not, however, impact the truth and value of the book.  You’ll find his website at http://www.sethgodin.com.

If your goal is to manage, this book isn’t for you.  If you want to keep the current organizational machine functioning as smoothly as possible with little disruption, don’t bother reading it.  But if you have a goal to produce change – at work, in your community, in your neighborhood, in government, in your church or elsewhere – then read this physically small, 151-page book and take away some insights and inspiration to lead a tribe.  ”Do what you believe in.  Paint a picture of the future.  Go there.  People will follow” (p. 108).

One final thought… While reflecting on the book, the brief YouTube video of First Follower: Leadership Lessons from Dancing Guy came to mind.  I encourage you to watch it.

AbortionIt is easy and understandable that people on each side of the abortion debate are passionate about their positions.  I certainly am as is evident in the “Life Matters” post I recently wrote upon the occasion of the 40th anniversary of Roe v. Wade.  While I would not deny anyone their right to express their emotion, it is good when a calm, rational voice steps in to present a reasoned argument that genuinely attempts to understand both sides while clearly making a case based on articulated core principles.  That is what is contained in the informative and helpful pages of R. C. Sproul’s Abortion: A Rational Look at an Emotional Issue.

The book was first published in 1990 but was updated in 2010 in order to benefit from two decades of debate and history and to assure the book remains current.  Sproul believes that abortion is the ethical dilemma of our time.  He unapologetically approaches the topic from a Christian worldview as you would expect from a leading evangelical pastor, theologian, author, philosopher and chancellor.  He takes great pains, however, in the book to avoid inflammatory language that tends to immediately alienate and cut off discussion.  Rather, he approaches the topic from multiple standpoints, including natural law and the role of government – not just biblical theology.

In the book, Sproul addresses the question of when life begins, including as an appendix the fascinating partial transcript of a court case that deals with the issue of human embryonic development.  He addresses those who are not sure about abortion (which may include many Americans).  He discusses the role of government in abortion, a woman’s right to her body, the problem of unwanted pregnancies, how Christians should relate to those with whom they disagree and with those who have had abortions, common arguments aimed against one side or the other and counterarguments, and he offers a strategy for those willing to devote time and energy to the cause of protecting innocent life.  In addition, he provides a host of resources for further study and action.  For later review of the book, the brief chapter summaries will serve as a quick reminder of key points when one returns to the text as needed.

One of the key takeaways for me in reading the book is that it helped me understand that there are more than just two positions in the debate.  Commonly, all we hear in the media are the pro-life vs. pro-choice positions.  Sproul, however, makes clear that there are really three positions to speak of, four if you include the undecided.  There is a pro-life position which deems all human life as sacred – a view which holds that the unborn child is human and worthy of that most basic protection and right of life itself.  There is a pro-abortion position which a minority of Americans would espouse due to its radically favorable view of the practice of abortion.  Then there is the pro-choice position which over time has been lumped legally and in effect with the pro-abortion position, but which has a very different driving principle behind it than the pro-abortion position, namely the right of each woman to make such a choice herself rather than have her choices limited by others.

It is that pro-choice line of thought that may very well be behind the common statement, “I wouldn’t personally want to have an abortion, but I wouldn’t want to force my beliefs on someone else.”  In this sense, those holding the pro-choice position value most that choice, whereas pro-life proponents value most the life at stake, while the less spoken of pro-abortion lobby is militantly devoted to the free practice of abortion.  In a country that historically values individual freedoms, it is no surprise, therefore, that the “freedom”-oriented language of the pro-choice side has many supporters, even if those very supporters personally oppose abortion.  Sproul’s discussion provides much food for thought for those on the pro-choice side willing to consider logical arguments for being pro-life politically due to the current legal and political implications of their position.

I encourage anyone with an interest in this subject to read Sproul’s book, even those who suspect that they won’t like the conclusions he draws or the foundational values upon which he builds his case.  In the interest of open-mindedness, many on all sides of the debate would do well to be exposed to a rational, logical presentation of the subject, if for no other reason that to consider the matter apart from the usual heated exchanges shouted from behind protest signs and campaign stump podiums.

If you’d like to view a 23-minute video of Sproul being interviewed by his son on the subject, I invite you to watch the following.  Then, go read the book.

Buzzing CommunitiesI have long been a fan of Rich Millington and the excellent advice he dispenses daily from his blog at FeverBee.com.  For those involved with leading online communities, you need to go to FeverBee and subscribe to his updates.  You’ll benefit from the brief, insightful posts he publishes nearly every weekday.  I was extremely glad, therefore, when his book Buzzing Communities: How to Build Bigger, Better, and More Active Online Communities was published a few months ago.  I readily digested it upon arrival and am eager to share these thoughts with you about the contents of the book, why it’s important, and what specific actions it has already prompted me to take in order to be a more professional and effective community manager.

The book’s two parts and twelve chapters span nearly 300 pages and are devoted to the categories of “How to Manage Your Community” and “Everything You Need to Know About Your Members,” with the vast majority of space given to the former.  The part on managing your community includes nine chapters: Strategy; Growth; Content; Moderation; Influence and Relationships; Events and Activities; Business Integration; Return on Investment; and User Experience.  The second part includes: The Community Ecosystem; Competition – Existing Online Communities; The Audience – Demographics, Habits, and Psychographics; and a wrap-up on Community Management Success.

Online community management is a relatively new profession that still lacks much in the way of formal training, education, certification, standards, and proven, documented, and accepted best practices.  In such an environment, Millington’s book raises the bar and sets the standard for what community management is about and where it must go in the best interests of the communities served and the professionals who have responsibility for them.  Anyone whose role includes in whole or in part leading an online community will benefit from taking a slow, diligent walk through the book.

Usually, when I read a book, I underline some things as I go and absorb at an intellectual level the contents of what I read.  For this book, however, so many helpful ideas jumped off the page or sprung to mind while reading that the margins are filled with notes to myself with actions I need to take in my online communities in order to implement the concepts discussed.  Such ideas make this one of the most practical and helpful books I have read with immediate impact on how I do what I do every day.

One of the core ideas of the book is that “data is the single best asset you have to develop a thriving community.”  Millington is wonderfully relentless about the need to gather, analyze and make decisions based on data in order to grow and strengthen communities.  He is spot on correct when he states that too many community managers are “too reactive, too ad hoc, and too lacking in long-term strategy.”  They fail to use their data probably because they don’t gather the data needed to make the best decisions.  Some platforms are woefully limited in the data easily mined to help with this need, but even in those instances you’ll at least know what you’re missing by reading the book.  Be forewarned: If you read it, you will no longer be able to speak the lie that “It’s hard to measure the ROI of social.”

Unfortunately, I can relate all too well to the above shortcomings.  How much of my days have been spent reacting to the vocal minority instead of planning and improving things for the majority?  How many weeks pass with no progress on big-picture strategic paths because I have taken too many member complaint detours or spent too much time in the weeds to even notice how far off path we traveled?

The book provides ample specifics to guide community managers through the early planning of new communities through the day-to-day building of existing communities.  Millington’s insights apply both to internal and external communities of all types, sizes, ages and platforms.  I challenge any community manager to read it and not come away with a to-do list of things you can immediately do to help build your community.

Speaking of a to-do list, let me share with you some of the things from my to-do list having read the book.  Keep in mind that I am the community manager for a 23,000+ member internal community for a Fortune 100 company and also have responsibility for some of our external social platforms as well.

  • I changed the welcome email that I send to all new members by adding one specific thing they could go out to the community right then and do to get them involved immediately.
  • Since I lead a bi-weekly call of nearly 30 others in our company who have some level of responsibility related to community management, I’m taking one of the book’s chapters each call over 14 meetings to discuss the key ideas and insights from that chapter.
  • We have purchased a quantity of the books to put copies in the hands of community managers in-house.
  • I routinely do not open my email at work until I’ve been there 2-3 hours so that I can concentrate on getting important tasks done related to big-picture, long-term growth instead of allowing email to force me into a reactive mode.
  • I limit the amount of time I give to member complaints or the vocal minority daily.
  • My manager and I have been in conversation about adding a new analyst role to the team (in addition to the analyst role already planned) to assist with all the data-related needs.  Writing up the proposed job description and role justification is my next task on this matter.
  • I’ve made notes to do a number of additional things in the coming weeks, such as:
    • Schedule town halls with group admins to provide a forum for sharing success stories, best practices and advice about being a successful group admin;
    • Survey the community to gauge their sense of belonging;
    • Create a group for new members and populate it initially with helpful links and info, and then modify the welcome email again to invite members to join the group;
    • Schedule a monthly town hall for new members;
    • Solicit current members regarding their favorite platform or community tips to include in the weekly broadcast I send to all members;
    • Post a list of community volunteer opportunities since it isn’t possible or wise for me to try to do it all in the community.

You can see that I had many takeaways from the book.  I am certain that you will as well.  In fact, let me help you get started with this list:

If you’ve read the book already, or if you read it soon, please leave a comment below with your thoughts.  I’d love to hear your takeaways from it as well.

Yesterday I finished reading the book Multipliers: How the Best Leaders Make Everyone Smarter by Liz Wiseman.  The book discusses leadership styles and practices along the continuum of being a multiplier versus a diminisher.  In short, multipliers are “genius makers and bring out the intelligence in others.  They build collective, viral intelligence in organizations,” whereas diminishers “are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability” (p. 31).

The book contrasts five assumptions made by each style.  These are key to what drives the leader’s behavior.  In the list below, the multiplier’s assumptions are listed first with the diminisher’s assumptions in parentheses:

  • Multiplier: If I can find someone’s genius, I can put them to work.  (Diminisher: People need to report to me in order to get them to do anything.)
  • People’s best thinking must be given, not taken.  (Pressure increases performance.)
  • People get smarter by being challenged.  (I need to have all the answers.)
  • With enough minds, we can figure it out.  (There are only a few people worth listening to.)
  • People are smart and will figure things out.  (People will never be able to figure it out without me.)

Like me, you probably have no problem thinking of some current or past leaders you have known and worked for that fall clearly into either the multiplier or diminisher category.  The lines aren’t always distinct with leaders demonstrating all five characteristics of one or the other.  It is a continuum.  Still, it isn’t difficult to quickly categorize managers and other leaders as predominantly one or the other.

The finding of the research that went into the book is that multipliers get about twice the performance out of workers than diminishers would get from those same workers.  Because of the way multipliers lead, the people under them are challenged in an environment and in a way that actually does grow their intelligence, their willingness and their eagerness to perform at their highest level.

I recommend the book not only as a way to help you understand your leaders, but to help make sure you are the right kind of leader, yourself.

Leap year lesson #321 is Be a multiplier, not a diminisher.

Social Media for TrainersThose in need of information need it–and need to know how to find it–in the moment, not when the training department happens to offer it. And they have learned to find that information from one another, rather than depend on traditional, slow, inefficient, and often inaccurate top-down means. It is critical, if workplace trainers intend to remain viable and credible, that they understand how to participate in the networks and use the social media tools to extend their reach and enhance the development of the employees they are charged with developing.”

So begins the book Social Media for Trainers by Jane Bozarth. She is not one to dance around topics or to hesitate to express her opinion, afraid of stepping on anyone’s toes. In this book Bozarth combines her passion for learning and meeting learners’ needs, her knowledge of effective use of a host of social media tools, and her concern for training and development professionals and their profession to offer practical advice on leveraging such tools which she rightly recognizes to be “critical to the future of training departments.”

(more…)