Books about Patrick from Amazon.com

Once again using an astutely written fictional tale to unambiguously but painlessly deliver some hard truths about critical business procedures, Patrick Lencioni targets group behavior in the final entry of his trilogy of corporate fables. And like those preceding it, The Five Dysfunctions of a Team is an entertaining, quick read filled with useful information that will prove easy to digest and implement. This time, Lencioni weaves his lessons around the story of a troubled Silicon Valley firm and its unexpected choice for a new CEO: an old-school manager who had retired from a traditional manufacturing company two years earlier at age 55. Showing exactly how existing personnel failed to function as a unit, and precisely how the new boss worked to reestablish that essential conduct, the book's first part colorfully illustrates the ways that teamwork can elude even the most dedicated individuals--and be restored by an insightful leader. A second part offers details on Lencioni's "five dysfunctions" (absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results), along with a questionnaire for readers to use in evaluating their own teams and specifics to help them understand and overcome these common shortcomings. Like the author's previous books, The Five Temptations of a CEO and Obsessions of an Extraordinary Executive, this is highly recommended. --Howard Rothman.
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Mark Twain once observed, “A lie can get halfway around the world before the truth can even get its boots on.” His observation rings true: Urban legends, conspiracy theories, and bogus public-health scares circulate effortlessly. Meanwhile, people with important ideas–business people, teachers, politicians, journalists, and others–struggle to make their ideas “stick.”

Why do some ideas thrive while others die? And how do we improve the chances of worthy ideas? In Made to Stick, accomplished educators and idea collectors Chip and Dan Heath tackle head-on these vexing questions. Inside, the brothers Heath reveal the anatomy of ideas that stick and explain ways to make ideas stickier, such as applying the “human scale principle,” using the “Velcro Theory of Memory,” and creating “curiosity gaps.”

In this indispensable guide, we discover that sticky messages of all kinds–from the infamous “kidney theft ring” hoax to a coach’s lessons on sportsmanship to a vision for a new product at Sony–draw their power from the same six traits.

Made to Stick is a book that will transform the way you communicate ideas. It’s a fast-paced tour of success stories (and failures)–the Nobel Prize-winning scientist who drank a glass of bacteria to prove a point about stomach ulcers; the charities who make use of “the Mother Teresa Effect”; the elementary-school teacher whose simulation actually prevented racial prejudice. Provocative, eye-opening, and often surprisingly funny, Made to Stick shows us the vital principles of winning ideas–and tells us how we can apply these rules to making our own messages stick..
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Four US Navy SEALS departed one clear night in early July, 2005 for the mountainous Afghanistan-Pakistan border for a reconnaissance mission. Their task was to document the activity of an al Qaeda leader rumored to be very close to Bin Laden with a small army in a Taliban stronghold. Five days later, only one of those Navy SEALS made it out alive.

This is the story of the only survivor of Operation Redwing, SEAL fire team leader Marcus Luttrell, and the extraordinary firefight that led to the largest loss of life in American Navy SEAL history. His squadmates fought valiantly beside him until he was the only one left alive, blasted by an RPG into a place where his pursuers could not find him. Over the next four days, terribly injured and presumed dead, Luttrell crawled for miles through the mountains and was taken in by sympathetic villagers who risked their lives to keep him safe from surrounding Taliban warriors.

A born and raised Texan, Marcus Luttrell takes us from the rigors of SEAL training, where he and his fellow SEALs discovered what it took to join the most elite of the American special forces, to a fight in the desolate hills of Afghanistan for which they never could have been prepared. His account of his squadmates' heroism and mutual support renders an experience that is both heartrending and life-affirming. In this rich chronicle of courage and sacrifice, honor and patriotism, Marcus Luttrell delivers a powerful narrative of modern war..
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Amazon.com's Best of the Year...So Far Pick for 2007: Harry Potter fans craving a new mind-blowing series should look no further than The Name of the Wind--the first book in a trilogy about an orphan boy who becomes a legend. Full of music, magic, love, and loss, Patrick Rothfuss's vivid and engaging debut fantasy knocked our socks off. --Daphne Durham

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10 Second Interview: A Few Words with Patrick Rothfuss

Q: Were you always a fan of fantasy novels?
A: Always. My first non-picture books were the Narnia Chronicles. After that my mom gave me Ihe Hobbit and Dragonriders. I grew up reading about every fantasy and sci-fi book I could find. I used to go to the local bookstore and look at the paperbacks on the shelf. I read non-fantasy stuff too, of course. But fantasy is where my heart lies. Wait... Should that be "where my heart lays?" I always screw that up.

Q: Who are some of your favorite authors? Favorite books?
A: Hmmm.... How about I post that up as a list?

Q: What are you reading now?
A: Right now I'm reading Capacity, by Tony Balantyne. He was nominated for the Philip K Dick award this last year. I heard him read a piece of the first novel, Recursion, out at Norwescon. I picked it up and got pulled right in. Capacity is the second book in the series. Good writing and cool ideas. Everything I've like best.

Q: How did Kvothe's story come to you? Did you always plan on a trilogy?
A: This story started with Kvothe's character. I knew it was going to be about him from the very beginning. In some ways it's the simplest story possible: it's the story of a man's life. It's the myth of the Hero seen from backstage. It's about the exploration and revelation of a world, but it's also about Kvothe's desire to uncover the truth hidden underneath the stories in his world. The story is a lot of things, I guess. As you can tell, I'm not very good at describing it. I always tell people, "If I could sum it up in 50 words, I wouldn't have needed to write a whole novel about it." I didn't plan it as a trilogy though. I just wrote it and it got to be so long that it had to be broken up into pieces. There were three natural breaking points in the story.... Hence the Trilogy.

Q: What is next for our hero?
A: Hmm..... I don't really believe in spoilers. But I think it's safe to say that Kvothe grows up a little in the second book. He learns more about magic. He learns how to fight, gets tangled up in some court politics, and starts to figure unravel some of the mysteries of romance and relationships, which is really just magic of a different kind, in a way.

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Patrick Rothfuss's Books You Should Read

The Last Unicorn

Neverwhere

Declare

Beatrice's Goat

Blankets

See more recommendations (with comments) from Patrick Rothfuss

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Price: $3.93 [Notify me when price goes down.]

Tracy Kidder is a winner of the Pulitzer Prize and the author of the bestsellers The Soul of a New Machine, House, AmongSchoolchildren, and HomeTown. He has been described by the BaltimoreSun as the “master of the non-fiction narrative.” This powerful and inspiring new book shows how one person can make a difference, as Kidder tells the true story of a gifted man who is in love with the world and has set out to do all he can to cure it.

At the center of Mountains Beyond Mountains stands Paul Farmer. Doctor, Harvard professor, renowned infectious-disease specialist, anthropologist, the recipient of a MacArthur “genius” grant, world-class Robin Hood, Farmer was brought up in a bus and on a boat, and in medical school found his life’s calling: to diagnose and cure infectious diseases and to bring the lifesaving tools of modern medicine to those who need them most. This magnificent book shows how radical change can be fostered in situations that seem insurmountable, and it also shows how a meaningful life can be created, as Farmer—brilliant, charismatic, charming, both a leader in international health and a doctor who finds time to make house calls in Boston and the mountains of Haiti—blasts through convention to get results.

Mountains Beyond Mountains takes us from Harvard to Haiti, Peru, Cuba, and Russia as Farmer changes minds and practices through his dedication to the philosophy that "the only real nation is humanity" - a philosophy that is embodied in the small public charity he founded, Partners In Health. He enlists the help of the Gates Foundation, George Soros, the U.N.’s World Health Organization, and others in his quest to cure the world. At the heart of this book is the example of a life based on hope, and on an understanding of the truth of the Haitian proverb “Beyond mountains there are mountains”: as you solve one problem, another problem presents itself, and so you go on and try to solve that one too.

“Mountains Beyond Mountains unfolds with the force of a gathering revelation,” says Annie Dillard, and Jonathan Harr says, “[Farmer] wants to change the world. Certainly this luminous and powerful book will change the way you see it.”


From the Hardcover edition..
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Naomi Klein's The Shock Doctrine advances a truly unnerving argument: historically, while people were reeling from natural disasters, wars and economic upheavals, savvy politicians and industry leaders nefariously implemented policies that would never have passed during less muddled times. As Klein demonstrates, this reprehensible game of bait-and-switch isn't just some relic from the bad old days. It's alive and well in contemporary society, and coming soon to a disaster area near you.

"At the most chaotic juncture in Iraq'' civil war, a new law is unveiled that will allow Shell and BP to claim the country's vast oil reserves… Immediately following September 11, the Bush Administration quietly outsources the running of the 'War on Terror' to Halliburton and Blackwater… After a tsunami wipes out the coasts of Southeast Asia, the pristine beaches are auctioned off to tourist resorts… New Orleans residents, scattered from Hurricane Katrina, discover that their public housing, hospitals and schools will never be re-opened." Klein not only kicks butt, she names names, notably economist Milton Friedman and his radical Chicago School of the 1950s and 60s which she notes "produced many of the leading neo-conservative and neo-liberal thinkers whose influence is still profound in Washington today." Stand up and take a bow, Donald Rumsfeld.

There's little doubt Klein's book--which arrived to enormous attention and fanfare thanks to her previous missive, the best-selling No Logo, will stir the ire of the right and corporate America. It's also true that Klein's assertions are coherent, comprehensively researched and footnoted, and she makes a very credible case. Even if the world isn't going to hell in a hand-basket just yet, it's nice to know a sharp customer like Klein is bearing witness to the backroom machinations of government and industry in times of turmoil. --Kim Hughes.
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Tony Dungy's words and example have intrigued millions of people, particularly following his victory in Super Bowl XLI, the first for an African American coach. How is it possible for a coach--especially a football coach--to win the respect of his players and lead them to the Super Bowl without the screaming histrionics, the profanities, the demand that the sport come before anything else? How is it possible for anyone to be successful without compromising faith and family? In this inspiring and reflective memoir, Coach Dungy tells the story of a life lived for God and family--and challenges us all to redefine our ideas of what it means to succeed. Includes a foreword by Denzel Washington and a 16-page color photo insert..
Price: $11.95 [Notify me when price goes down.]

In the years following the publication of Patrick Lencioni’s best-seller The Five Dysfunctions of a Team, fans have been clamoring for more information on how to implement the ideas outlined in the book. In Overcoming the Five Dysfunctions of a Team, Lencioni offers more specific, practical guidance for overcoming the Five Dysfunctions—using tools, exercises, assessments, and real-world examples. He examines questions that all teams must ask themselves: Are we really a team? How are we currently performing? Are we prepared to invest the time and energy required to be a great team? Written concisely and to the point, this guide gives leaders, line managers, and consultants alike the tools they need to get their teams up and running quickly and effectively..
Price: $13.30 [Notify me when price goes down.]

Casey McDaniel had never been so nervous in his life.

In just ten minutes, The Meeting, as it would forever be known, would begin.  Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the company he had built from scratch.

“How could my life have unraveled so quickly?” he wondered.

In his latest page-turning work of business fiction, best-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings.  And what he suggests is both simple and revolutionary.

Casey McDaniel, the founder and CEO of Yip Software, is in the midst of a problem he created, but one he doesn’t know how to solve.  And he doesn’t know where or who to turn to for advice.  His staff can’t help him; they’re as dumbfounded as he is by their tortuous meetings.

Then an unlikely advisor, Will Peterson, enters Casey’s world.  When he proposes an unconventional, even radical, approach to solving the meeting problem, Casey is just desperate enough to listen.

As in his other books, Lencioni provides a framework for his groundbreaking model, and makes it applicable to the real world.  Death by Meeting is nothing short of a blueprint for leaders who want to eliminate waste and frustration among their teams, and create environments of engagement and passion..
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Patrick Lencioni, renowned business consultant and bestselling author of The Five Dysfunctions of a Team, is on a critical mission: create widespread job satisfaction in a world full of workplace misery. His latest book, The Three Signs of a Miserable Job: A Fable for Managers (And Their Employees), tells the inspiring tale a high-flying, but deeply dissatisfied Chief Executive Officer who ditches the power and perks for career bliss as the manager of a pizzeria! In this unusual and inspiring story, Lencioni convincingly demonstrates how career happiness (or misery) is the direct result of the manager--employee relationship. Patrick Lencioni took the time to tell us about his life-long "obsession" with job misery, shatter some myths about workplace satisfaction and offer some real advice on how to turn that daily grind into daily fulfillment. --Lauren Nemroff

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Some Questions for Patrick Lencioni

Q: Why did you decide to write this book?

A: As a kid, I watched my dad trudge off to work each day and became somewhat obsessed with the notion of job misery. Somewhere along the line, I came to the frightening realization that people spend so much time at work yet so many of them were unfulfilled and frustrated in their jobs. As I got older, I came to another realization--that job misery was having a devastating impact on individuals, and on society at large. It seemed to me that understanding the cause of the problem, and finding a solution for it, was a worthy focus for my career.

Q: What exactly is a miserable job?

A:A miserable job is not the same as a bad one. A bad job lies in the eye of the beholder. One person's dream job might be another person's nightmare. But a miserable job is universal. It is one that makes a person cynical and frustrated and demoralized when they go home at night. It drains them of their energy, their enthusiasm and their self-esteem. Miserable jobs can be found in every industry and at every level. Professional athletes, CEOs and actors can be--and often are-- as miserable as ditch diggers, janitors and fast food workers.

Q: How prevalent is job misery?

A: Attend any kind of social gathering, anywhere in the country, and talk about work. The stories and anecdotal evidence confirming job misery are overwhelming. Misery spans all income levels, ages and geography. A recent Gallup poll found that 77% of people hate their jobs. Gallup also contends that this ailing workforce is costing employers more than $350 billion dollars in lost productivity.

Q: What is the root cause of job misery?

A: The primary source of job misery and the potential cure for that misery resides in the hands of one individual--the direct manager. There are countless studies confirming this statement, including both Gallup and The Blanchard Companies. Both organizations have found that an employee's relationship with their direct manager is the most important determinant to employee satisfaction (over pay, benefits, perks, work-life balance etc).

Even employees who are well paid, do interesting work and have great autonomy, cannot feel fulfilled in a job if their managers are not providing them with what they need on a daily or weekly basis.

Q: What are the three signs?

The first is anonymity, which is the feeling that employees get when they realize that their manager has little interest in them a human being and that they know little about their lives, their aspirations and their interests.

The second sign is irrelevance, which takes root when employees cannot see how their job makes a difference in the lives of others. Every employee needs to know that the work they do impacts someone's life--a customer, a co-worker, even a supervisor--in one way or another.

The third sign is something I call "immeasurement," which is the inability of employees to assess for themselves their contribution or success. Employees who have no means of measuring how well they are doing on a given day or in a given week, must rely on the subjective opinions of others, usually their managers', to gauge their progress or contribution.

Q: Why don't managers do these things?

A: As simple as the three signs are, the fact remains that few managers take a genuine interest in their people, remind them of the impact that their work has on others, and help them establish creative ways to measure and assess their performance.

There are a number of reasons. First, many managers think they are too busy. Of course, the real problem is that most of those managers see themselves primarily as individual contributors who happen to have direct reports. They fail to realize that the most important part of their jobs is providing their people with what they need to be productive and fulfilled (a.k.a. not miserable) in their jobs.

The second reason that managers don't provide their employees with the three things they need is that they simply forget what is was like when they were a little lower on the food chain. They somehow forget how important it was to them when a supervisor took an interest in them, talked to them about why their work really mattered and gave them a means for evaluating their progress.

Finally, many managers don't do this because they are embarrassed or afraid to try. They fear that their employees will see them as being disingenuous or manipulative, or that by taking an interest in their personal lives they will be stepping into inappropriate territory. It's almost as though they fail to understand the difference between the interview process (no personal questions allowed!) and the actual work experience (treat people like a full human being).

Q: What can a miserable employee do to improve his or her situation?

A: The first thing they can do is assess whether their manager is interested in and capable of addressing the three things that are required. And they have to realize that most managers really do want to improve, in spite of the fact that they may seem disinterested.

The second thing miserable employees need to do is help their managers understand what it is they need. If they have a strong relationship with their manager, they can come right out and say it ("You know, it would mean a lot to me if you knew more about who I am and what makes me tick." or, "Can you sit down and help me understand why this work I'm doing makes a difference to someone?").

Finally, employees would do well for themselves if they turned the tables and started doing for their managers what they want for themselves. For instance, employees who take a greater interest in the life of their managers are bound to infect them with the same kind of human interest. Similarly, employees who take the time to tell their managers (in a non suck-up kind of way) about the impact they have on their job satisfaction, will likely inspire them to respond in kind.

However, if an employee comes to the conclusion that his or her manager is indeed completely disinterested in helping them find fulfillment in their work, it may well be time to start looking for a new job.

Q: Why do so many professional athletes and entertainers seem miserable in their jobs?

A: In spite of the money they make and the attention they receive from fans and the media, many athletes and entertainers experience one or all of the three signs of a miserable job.

Most professional athletes feel anonymous in their jobs because their coaches and managers dedicate little, if any, time or energy getting to know them personally. I've had coaches tell me "Hey, these guys are professionals and this is a business. They don't need anything special from me." Keep in mind that they are referring to young men in their early twenties who are living on their own for the first time and feel surprisingly alone--even with all the fan attention.

Entertainers are in similar situations, but for them, it is often relevance that suffers. Many actors cannot reconcile their celebrity and wealth with the fact that they see their work as being somewhat unimportant, in terms of impacting the lives of others. Perhaps that's why so many of them get involved in charitable causes or politics--it gives them a sense of purpose.

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