I got quite a lot from reading Dave Stockton's book, Unconscious Putting, probably because the master's approach very much mirrors mine: see the hole,...moreI got quite a lot from reading Dave Stockton's book, Unconscious Putting, probably because the master's approach very much mirrors mine: see the hole, role the ball into it. Sweet and simple. I consider myself a pretty good putter but not a great one, though, because I still don't have as many one-putts as I need to really get the putt count down. That's where Stockton's latest book, Unconscious Scoring, is helpful.
Why? Because one-putts come mostly from hitting your approach shot closer to the hole in the first place. That's what Unconscious Scoring is all about. Again, I really, really identify with Stockton's KISS (Keep It Simple, Stupid) philosophy.
Stockton says you only need two basic shots around the green to produce a fabulous short game--a low shot and a high shot. After explaining why this approach will work for players at all handicaps, he shows how to hit each one in two clearly-illustrated chapters.
Next, he carries these principles into various situations where he demonstrates how you don't need to create a whole new swing to get up and down every time you face a tough lie. Stockton covers numerous trouble shots--from a bunker, hardpan, a divot, off a side-hill, etc.--with some elementary modifications of his basic two-shot repertoire. The book is rounded out with chapters on the Mental Game, Practice, Equipment, and Putting.
The material in Unconscious Scoring came from Stockton's excellent five-major-championship career as well as his work with world-class players like Phil Mickelson, Annika Sorenstam, Yani Tseng, and Rory McIlroy, who also wrote the foreword for the book.(less)
As a consultant and entrepreneur who has worked with thousands of business owners, managers, and their employees to help them achieve corporate and pe...moreAs a consultant and entrepreneur who has worked with thousands of business owners, managers, and their employees to help them achieve corporate and personal growth, I was captivated by the opening exercise in the engaging book. By asking a simple question, the authors demonstrate the book's premise, that nothing is more important to the organization or the individual than engagement with their work.
It's easy for the business owner to accept this concept. They know that productivity increases and profits grow in direct relationship to the devotion of the workforce to performance. Given the demise of job security in today's economy,however, it's a lot more difficult for the employee to recognize the value of engagement to them. Karsan and Kruse spend most of the book making that case to employees and showing employers how to change their organizations so that they can reinforce it in daily operations.
Their premise is based on findings from millions of worker surveys done on behalf of their clients. Most of the case studies and anecdotal material comes from the same source. While this could have turned the book into a thinly-veiled ad for their businesses, it doesn't read that way at all. The concepts and research are presented openly, as are actionable items that could easily have been hidden behind "hire me and I'll tell you."
I was particularly intrigued by the way the book is integrated into a website full of bonus material like videos, activities, exercises, and other value-added features. Each chapter ends with a one-page summary of key takeaways for both managers and employees that can be printed as a pdf from the website for future reference. Bonus material includes videos by the authors and others that expand on the concepts presented in each chapter. The website provides a great deal of extra value for the reader.(less)
Despite what the economists would have us believe, there is little about human behavior that is rational. Dan Ariely's fascinating experiments prove t...moreDespite what the economists would have us believe, there is little about human behavior that is rational. Dan Ariely's fascinating experiments prove that time and time again. As a consultant, I can attest to the veracity of his conclusions. I've seen dozens of compensation plans for employees, for example. Many of them--especially those aimed at salepeople--are designed to give the employee incentives to work more, harder, more productively, etc. Most of these plans fail to produce the desired results completely, or at best, achieve some of the goals while creating some completely unexpected outcomes, usually much to the chagrin of management. Ariely understands why that happens, and explains it in an entertaining, accessible style that makes this book a winner.(less)
To understand why your marketing plans work or don't work, you need to look deep into what goes on in your customer's head. That's where this book tak...moreTo understand why your marketing plans work or don't work, you need to look deep into what goes on in your customer's head. That's where this book takes you. It's a classic work on persuasion that will show you not only why behavior can be altered, but how to do it. The author, Robert Cialdini, is a professor of marketing at Arizona State as well as president of a consulting company specializing in ethical persuasion. Unlike my book on the subject, The Dynamic Manager's Guide to Marketing and Advertising (which draws heavily from the stories of business owners), some of the material here might be a little technical for the casual reader, but the serious business reader will find it worth the effort. Marketers, sales people, and managers of all stripes should take the time to understand the concepts in this substantive work.(less)