Coaching and Mentoring

How to Develop Top Talent and Achieve Stronger Performance

Numerous outstanding people, no matter their industry or specialty, have been a part of a mentoring relationship and benefited from it. Standard coaching concentrates on specific behaviors or abilities, while mentoring provides a broader scope. Mentors are counselors who offer career advice and share experiences from their personal and professional background, perceptions and reasoning. Practically every organization utilizes some appraisal framework to assess their employees but just recognizing the areas in which employees need development is not sufficient. Your company’s staff need efficient and well structured instructing to enable them to handle their issues and get positive outcomes. Three steps consist the training process:

“Preparation” – Monitor your employees’ behaviors and understand their qualities and shortcomings, to identify the areas in which they would benefit from a mentoring program.

“Discussion” – Shrewdly express your worries, which will enable you and your employees to find and communicate mutually acceptable mentoring goals.

“Active coaching” – Schedule one-on-one meetings in which you build an instructing plan, by establishing specific objectives and a reasonable timeline to finish them. Be careful to focus only on your employee’s conduct, not on her character.

“Follow-up” – Monitor if your employees are following the mentoring plans you have created. Additionally, inquire if there are any issues, and offer your help.

Numerous companies and organizations slip up in distinguishing and utilizing mentors, which in reality can be seen as squandering assets. Mentors can give invaluable help to executives and managers who need to adapt to their inexorably essential roles. Albeit numerous exceptional mentors naturally appear to have a talent for working with individuals, you can work on your coaching skills, and thus you can improve them. Since time is increasingly valuable, consider appointing specific coaching responsibilities to different workers. For example, if a particular worker in your company is gifted and overflowing with potential, but at the same time, he is exceedingly disorganized, coordinate him with another colleague who is good at organizing and is willing to offer assistance. This will benefit everybody.

Another key point to mention is trust. Trust is a critical part of the mentoring arrangement since the one who is being trained is in a vulnerable position. Workers honor mentors with impressive track records and evident competence. Moreover, employees react more positively to warm, mindful mentors. This is so because they can pick up signs of indifference from anyone who is making an insincere effort. Building trust implies not breaching the unwritten, customary rule of confidentiality: delicate data shared during a mentoring relationship must stay private. Ambitious individuals who are open to improving and learning are the best contenders for mentoring. Most of the time, people recognize those from whom they wish to take guidance. Naturally, not everyone wants or has the skills to be a mentor. To achieve the best results, the relationship must be mutually pleasing, and both parties should enjoy being in it.

Who is this book for

Just like everyone else, you probably concur that the success of organizations depends on their employees. However, many organizations have not set up a formal training and mentoring framework to develop their employees’ talents. Moreover, they do not benefit from the tremendous knowledge that more experienced workers can share. This book is written, easy to comprehend, and is overflowing with useful advice. If you already understand the importance of mentoring, the information this book offers will be familiar to you. However, if you are keen on taking in the fundamentals of a practical and useful business advice, we recommend this book to you. It is just what you need.

Author’s expertise and short biography

The Harvard Business Essentials series started in 2002, and ever since then, they provide information, recommendations, and advice on different business topics. They gather information from Harvard Business School Publishing as well as from other sources, and they offer a useful resource for readers interested in various issues. To make sure of the quality, a professional content adviser reviews every volume.

Key Lessons from “Coaching and Mentoring”

1.      The Benefits of Coaching and Mentoring
2.      Becoming a Good Mentor
3.      Coaching on the Executive Level

The Benefits of Coaching and Mentoring

The benefits of coaching and mentoring is undeniable. Companies that neglect to exploit them are probably going to have employees who rarely meet the imposed expectations. Getting the most out of employees is vital in business, and mentoring is listed amongst the best approaches to accomplish that goal. Coaching results in improved performance, more competent employees, better productivity, promotable employees, less turnover, and positive atmosphere.

Becoming a Good Mentor

Good coaches set a good example and offer practical advice but are careful not to dominate the relationship. They provide guidance but don’t fix the mentee’s problems, instead they allow their “students” to find their answers and solutions. Good coaches listen more, and speak less, and try to shape independent thinkers. They are patient, don’t get personal and are not intimidating. Finally, they are aware when they have reached the objectives of the program and when they need to exit the relationship.

Coaching on the Executive Level

When it comes to coaching executives, lack of knowledge is usually not the issue. The difficulties they encounter are mostly due to counterproductive habits and behaviors. Some of the problems they might face are not knowing how to cultivate stable relationships or an improper delegation of activities. There are two fundamental methods for coaching executives: “Diagnosis and development” and “Prescriptive Method.” No matter which approaches the coach picks, he must ensure that his mentee has a positive attitude, which is a requirement for success.

f you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Partnering Intelligence

Creating Value for Your Business by Building Strong Alliances

Partnerships have always existed. All throughout history, people lived in groups and societies for a variety of reasons and relied on each other. When the industrial revolution started, individualism developed, and the working environment got more fragmented. In the information era, in which we live nowadays, creating partnerships is necessary for survival. Most entrepreneurs do not have what it takes to work alone it in profoundly competitive and specialized markets. Thus, at present, you need to collaborate with others like never before. However, being able to create and cultivate partnerships is a skill. Hence, just like with any other talent and ability, some people and organizations are better at it than others. This ability can be quantified as an IQ score, which expresses mental intelligence. Those with high IQ scores, for the most part, do well at assignments that utilize their cognitive aptitudes. Furthermore, there is different sorts of intelligence, for example, emotional, spatial, linguistic, kinesthetic and musical intelligence.

You need collaborating knowledge to prevail in partnerships. Your PQ (partnering quotient), shows how well you can succeed in an association with some other person or other organization. PQ is not a natural ability – you can learn it and work on increasing it. You can approach learning PQ by firstly becoming self-aware. This is the establishment of a solid partnership since you have to understand your own needs, to have the capacity to distinguish and fulfill your partner’s needs and wants. Start developing your partnering skills, utilizing the “Partnership Continuum.” The Partnership Continuum is a well-ordered structure that can enable you to accomplish a full partnership. This model encourages you to work on the two essential segments – tasks and relationship, which you need for a fruitful association. As you handle these two layers and build a partnership, you will realize that the relationship depends on trust and mutual benefit.

As you enter and cultivate your partnership, practice the PDCA or the plan-do-check-act cycle, which will allow you to develop continually. If you realize that your union is not working for some reason, you can go to the “Abandon” stage. On the off chance that you are having issues, relinquish the partnership early on, so you do not put excessive time, energy and funds in it. Four parts consist the PDCA cycle. In the Plan part, you should decide what moves to make to achieve a particular task or discuss the essential components of the relationship. The Do part is reserved for carrying out the arrangement and taking action. Decide, take part in critical thinking and impart as you arranged. In the check part, analyze whether you carried out the plan as you imagined and whether both the undertaking and relationship wound up as you wished. Finally, in the Act part look for approaches to additionally enhance your activities and improve. Put the PDCA cycle into action, as you experience each stage.

Who is this book for

Many people believe that building partnerships depend on friendships, instincts and a touch of accounting. However, the ways to create a fruitful collaboration are more perplexing than that. In this book, author Stephen M. Gouge specifies the qualities that make both inner and outer alliances useful. This process includes understanding the phases of relationship creation and partnership development and turning towards a past/future orientation. The author explains how to evaluate, start and develop reliable connections, and offers outlines and checklists to guide you through each stage. Furthermore, he presents a couple of case scenarios which illustrate the process of building strong partnerships. We recommend this book to readers who are thinking about creating a certain partnership or looking for ways to improve an already existent association.

Author’s expertise and short biography

Stephen M. Dent is an award-winning organizational consultant. He is the co-founder of The Partnership Continuum. He participates in workshops, speeches, and has trained numerous executives, managers, and consultants, during his nearly 20 years of experience.

Key Lessons from “Partnering Intelligence”

1.      Important Partnerships
2.      Assessing Your Partnership Abilities
3.      The Partnership Continuum

Important Partnerships

As we already mentioned, partnerships are essential for development and survival. When you pick a business partner, imagine that you are someone who is dating and trying to find a partner and to develop a profound connection and relationship. Good relationships are critical to any successful business since business relies upon cooperation, not just transactions.

Assessing Your Partnership Abilities

Partnerships can be external (with other companies) and internal (connections within the organization). Albeit most businesses rarely perceive these associations between the organization and its employees, these are the primary business partnerships. To make a decent relationship with a partner, evaluate your PQ, or, in other words, assess if your company possesses the qualities required for a proper partnership. You need to learn your PQ since the process of having a good partnership depends on your character.

The Partnership Continuum

Partnerships do not naturally happen – they should be created. The Partnership Continuum Model is a tool which will create the proper climate to openly talk about the processes of forming a partnership and will advance better correspondence and trust. This Partnership Continuum Model has three segments:

Stage 1: Relationship Development – Forming, Storming, Norming, Performing

Stage 2: Partnership Development – Assessing, Exploring, Initiating, Committing

Stage 3: The Past/Future Orientation Environment

To make your partnership work you need to go through all segments of the Continuum.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Too Big to Fail

This is a book for experts, a real step-by-step guide, and analyses of how Paulson, Geithner, Dimon, and Fuld managed to navigate the collapse of 2008.

Despite the Wall Street precautions, the U.S. economy experienced once again a financial “situation”. Although this wasn’t the first time, September 2008 will remain carved deep into Wall Street history. Unlike other types of crisis, this one emerged from nowhere. Wall Street had no other choice than to try and confront the calamitous collapse, in order to protect its shareholders.

First things first, let’s reveal what got the better of Wall Street. 2007 was great for investors, and shareholders, if we take into consideration $53 billion “facts” – earned in the previous 12 months. The compensation was motivation enough to proceed with the same strategy. Lloyd C. Blankfein, who was a Goldman Sachs CEO made a breath-taking $68 million only for himself. Soon after the excitement, the inflated real estate market took a quick turn in the other direction leading to a full collapse. Generally speaking, Wall Street began to go back and forth without stopping.

Even though the debt-to-capital ratio reached a point of being 32 to 1, the marked couldn’t stand the fluctuations. According to experienced stockbrokers, this ratio “guarantees” profits even in boom times, but that was not the case here. JPMorgan Chase stunned the people with his phrase – said on March 17, 2008 – I would rescue Bear Stearns, even in a fire-sale deal” A quote well-remembered.

Companies were on the brink of failure, all struggling to attract investors, that will ultimately improve their current situation. Quickly it became evident that trading partners and other potential investors cherished a cautious approach, sometimes referred as leery. The stock market plunged instantly, and all of a sudden, everything changed. Investors were skittish, afraid of losing their capital, so they observed the “Stock-Swing” uninterested in conducting any financial activities of uncalculated risk. This shortage of transactions led to a 48% drop in shares value, in just an hour of trading.

One thing led to another, and “Too Big to Fail” was written, to indicate that nothing is unchangeable. Even great corporations experienced failures and rose from the ashes. A perfect example is a collapse known as the “Great Depression” in the 30s. During the 2000s books about finances continued to pile up, you face a choice, to pick your favorite and proceed with your business endeavor.

Two types of books contradict due to the differences existing in the point of view – the priority. The first category belongs to – what went wrong and how to avoid anything like that in years to come. Second, includes all those classics which focus on details concerning Wall Street, and Washington. These books cover a wide range of topics, all carrying a dose of uncertainty which is common when it comes to stocks.

You probably have your guesses, but “Too Big to Fail” belongs to the second category due to aspects discussed in each section. New York Times reporter and author of this financial guidebook, Andrew Ross Sorkin, emphasizes the significance of high-level financial players in the stock market. Despite the earlier signs of inconsistency, this book provides a resourceful, unusually detailed account of the collapse and everything leading to it in 2008.

Andrew Ross accomplishes two outstanding feats: He draws information from reliable sources, while using some widely known facts, to present that type of information. Even though his influence needs no further discussion, GetNugget would gladly give a clue about what makes this classic different than other books covering the same topic. In the end, GetNugget also warmly recommends “Too Big to Fail” to all decision-makers, students, investors and policymakers and other businesspeople who are keen to learn more about the Wall Street’s meltdown.

Who is this book for

This book comes as a blessing to those eager to discover what brought Wall Street to its knees in 2008. If you think highly of yourself, perhaps “Too Big to Fail” will assist you in your way to become an all-around leader. Wall Street and the worldly economy rely so much on shares, transfer of shares, equity shares, and allocation of capital. These things had always been a subject to numerous arguments, unlike other straightforward matters. GetNugget’s book summary has a task to awaken that entrepreneurial spirit in every individual, and eventually produce “Winners”.

Author’s expertise and short biography

Andrew Ross Sorkin was born on February 19th, 1977 in New York City. He earned his bachelor degree from Cornell University. Andrew is a journalist, author, and a financial analyst, who currently works for The New York Times as an acquisitions reporter and columnist. It’s also important to mention that he is the founder of DealBook.

Key Lessons from “Too Big to Fail”

1.      The uncertainty of markets
2.      The excitement with a smell of catastrophe
3.      The crisis escalated to the point of “Worldly Disaster”

The uncertainty of markets

A strange thing was happening only a year before the disaster: the markets, unlike any other year, had announced their astonishing profits driven by mortgage innovations and other acquisitions. Meanwhile, the companies were preparing themselves for another fruitful year.

The excitement with a smell of catastrophe

Without delay, all people were emboldened by the situation in 2007 and quickly tried to increase their shares. The purchasing of stocks led to the development of new stock prices due to profits expected in years to come, but someone miscalculated the whole process. All the industries shared the hope for even better results in the next couple of months: stay tuned to find out what destroyed this optimistic forecast.

The crisis escalated to the point of “Worldly Disaster”

In the meantime, Lehman Brothers, (an investment bank as well) was on the verge of catastrophe as well. All of these examples only indicate the devastating power of 2008 crisis that struck not just the Americans but spread throughout the world.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

What’s Your Story?

If your business, blog, web finds it difficult to engage with its audience, perhaps it’s time to tell your story. In fact, proficient marketers are the best storytellers.  

The modern age, brought more emphasis on how we sell, surpassing “what we sell”. This practice refers to promotion, and marketing of specific commodities or simply selling the story. Think of products as tools for making profits, let’s stop there for a second because successful brands think otherwise. The top-notch companies are offering a set of unique-brand products to gain a competitive edge, but in the meantime, they also increase their efforts to market those outputs. In either case, you must realize that brands like Nike, are holding the #1 spot long due to their energy spent on promotion. They actually, sell their story, without worrying what others have to say.  

For example, what these money-making machines have in common? Why the world is so set on quality while neglecting the story. Take this moment to reanalyze your strategy. First, full-scale product descriptions tend to get a little annoying, so how to engage with the audience? For instance, a creative marketer will start by borrowing a few lines from a company that already enjoys the reputation of a leader.

The myth that the best product wins is a conventional theory, not serving any purpose in these days. Generally speaking, the most original company, which has high-quality staff is more likely to engage with its target audience, then the one whose interests is particularly focused on the quality. Linking your brand with a name or phrase known to people, that signifies victory or success, can prove to be decisive. Now questions are asked – Why?
Who doesn’t want a great story? Which person thinks that victory or supremacy is unattractive? Your age doesn’t interfere with love for embarking on a dangerous adventure, even fictionally. The point, we are all living in our little world, our story, furthermore the storytelling process, transforms our restless mind into a standby mode.

Trustworthiness and accuracy do not bind any story. Deriving from your fantasy and perspective is okay too. In the end, the marketer should create a message, which delivers real value to the final customers.  How to design such a strategy, is a mystery, but you can bring your company as close as possible to resolve this enigma. To sum it up, stories, adventures, theories and myths all carry the fragrance of something indescribable, inspirational and timeless. Even the lessons about Gods emerged in the same manner, not bounded by any facts. This type of communication challenges the reader to put his story to the test and eventually “win some customers”.

Skimming off the top is the worst-case scenario for every entrepreneur. GetNugget invites you to ponder about the privilege, of changing your strategy or perhaps tell your old story in a new way. In the final analysis, several things need to get reconsidered. In short, engage with your customers by looking from their point of view. Although marketers are in “the driving seat”, sometimes it’s useful to share that privilege with the audience. The authors of “What’s your story”, Ryan Mathews and Watts Wacker, advise people, to share their story by using archetypical story themes emerging from face to face interactions.

Before we take this point one step further, this book will give you a clue on how to learn the basics of storytelling. These mind-blowing techniques optimize the quality of the message you are delivering, and in the meantime, produce one heck of a story for enticing your audience. Mathews and Wacker underline these essential elements, covering a wide range of aspects, all for the purpose of finding a reliable and respectable story to tell. GetNugget is glad to be part of this amazing adventure and invites you to come on board with us.

Who is this book for

“What’s your Story” is more than just a marketing book. It is the embodiment of future success; it represents hope for reaching a stage of stability and entrepreneurial control. GetNugget warmly prescribes this all-embracing classic to people who want to increase their presence on the market. The economy is challenging, but without creativity, it gets even tougher. Company’s goal is to lure as much as potential customers as possible. By all means, the ultimate objective is to get them within reach.

Authors’ expertise and short biography

Ryan Mathews is best described as a futurist, keynote speaker and an innovative thinker about organizational culture. In the present moment, he is the CEO of a consulting company and has obtained his BA from Hope College. Watts Wacker shares the same passion for writing, speaking and predicting the future in various controversial areas.

Key Lessons from “What’s Your Story?”

1.      Nike’s uniqueness and brand ingenuity
2.      Story + history = success
3.      Your brand sells the whole story

Nike’s uniqueness and brand ingenuity

A strong message is equally important as the quality of whatever you are delivering. Let’s return to the Nike example? The far-reaching influence of Nike is well-known, but how many of you are aware of the fact, that the name originates from the ancient goddess of victory – Greek mythology.

Story + history = success

The digital age isn’t a history killer. As we proceed forward discovering new things, people show their attachment towards history. Wondering how this can help your business grow and expand? Well, the essence of business success is intertwined with the basics of storytelling, thereby it serves a pivotal tool for reaching prosperity.

Your brand sells the whole story

In fact, there are no vast differences between branding and storytelling. Eventually, all managers go back and forth, trying to realize what they are doing wrong, referring to the company’s message. The process of allowing the audience to attach a unique identifier to a specific product is called branding. This can only be achieved right after, the process of acceptance.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Mentoring in Action

A Practical Guide for Managers

The idea of creating a culture that cultivates mentoring is still relatively new. Different companies and organizations have differed mentoring needs, and coaching frameworks are diverse to a certain extent. However, the base of these mentoring schemes consists of a few standard components.

The first element is defining the purpose. In other words, building up a clear and unmistakable comprehension of what you need your mentoring system to achieve is crucial. To make sure that no conflicts or pressure will appear later in the process, you must make sure that participants concur on the objectives before they start. The next stage is an evaluation or deciding how you will assess the program’s result before you begin. Determine how you will define achievement and what accomplishments you will take into consideration during evaluation. Select the criteria you will utilize.

The third element is recruitment and selection. It incorporates figuring out who qualifies to enter the program and become a “mentee.” Depending on your objectives, just a few individuals from your organization will partake in the process. When you identify the potential partakers, make a strategy for enlisting them. The fourth element is mentoring training. For a useful program, you need talented mentors. Mentoring can be taught. Choose what sort of instructions and preparation your mentors need. Finally, the last element is coordinating and matching mentees with suitable mentors.

The dynamic of the mentoring relationship will develop after some time, and may include a transition period. Outside conditions can influence it, including age, the corporate culture and structure, and the length of the relationship. Profound discussions may not happen in short coaching relationships, so utilizing a short-term program may restrain learning opportunities. Cementing this center relationship is the most significant factor in maintaining the mentoring process. So, what exactly shapes the relationship?

On the off chance that you could decide precisely what might make one coaching relationship stable and productive, while another one is the complete opposite, you could spare organizations billions of dollars and hours of lost time. From various perspectives, the mentor-mentee relationship is a dance of expectations and practices. It is important what mentees figure they will get from mentoring and how they act to deserve those benefits. In building up those desires and expectations, it is essential to consider the context of the relationship. Naturally, conditions change after some time, so stay aware of the “gradual maturing” of the relationship and the people taking an interest in your coaching program. In the end, great mentoring ought to result in a crisp awareness that prompts real changes in the mentee’s conduct and activities.

Who is this book for

Nowadays, almost every knowledgeable person concurs that cutting-edge organizations must change and develop rapidly. However, few companies sufficiently underline the significance of mentoring – the face-to-face instructing that get employees ready to take on more significant responsibilities. This handbook discloses how to set up a coaching program and does that in a practical and workable manner. The book is a linkage of an extended presentation of more than 25 case studies and a conclusion. These examples include a wide assortment of corporate and academic cases.

The drawback is that creators David Megginson, Bob Garvey, David Clutterbuck, Paul Stokes and Ruth Garrett-Harris have written the book, assuming that readers are already knowledgeable about mentoring terminology. We recommend this book to human resources and management experts who are interested in conducting a mentoring program. Also, professionals who are not sure if their company is suited for a mentoring program, and if such programs work, may find the answer between this book’s pages.

Authors’ expertise and short biography

David Megginson is a software developer, specializing in open source software development and application. David Clutterbuck is a professor of coaching and mentoring at Sheffield Hallam University, where Bob Garvey is the pioneer of the related research section. Paul Stokes is a senior instructor in the mentoring research sector, and Ruth Garrett-Harris is a teacher, researcher, and advisor.

Key Lessons from “Mentoring in Action”

1.      Perspectives on Mentoring
2.      Building Quality Relationships
3.      “The Learning Conversation”

Perspectives on Mentoring

The mentoring process should be viewed from multiple angles, to be able to clarify how it works. These angles include cultural impact, mentoring “schemes,” individual relationships and mentoring techniques. Another important element in mentoring is “mentoring moments.” People who have previously participated in a mentoring program testify of a particular moment that resulted in a vital difference in their progress. These moments are called “mentoring moments” and understanding how they happen and what they do, can be of high importance to a particular mentoring program.

Building Quality Relationships

The quality of the relationship between the mentor and the mentee is critical. The elements that affect this bond include rapport, voluntariness, fundamental competencies, proactive attitudes, and finally – assessment.

“The Learning Conversation”

Members can see the mentoring process as a broadened “learning conversation” with five particular aspects:

  • “Reaffirmation”: the partners build up personal connectedness before they begin the mentoring relationship.
  • “Identifying the issue”: the partners share their thoughts on what they think that mentoring can achieve.
  • “Building mutual understanding”: the mentor challenges the mentee to contemplate the current issues, all the while abstaining from lecturing about how they tackled such issues.
  • “Exploring alternative solutions”: the partners talk about possible ways to deal with the issues.
  • “The final check”: mentors coordinate mentees to analyze their gained knowledge and to regularly apply it to their conduct.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

101 Ways to Power Up Your Job Search

Times change. Jobs change. Requirements change. So, set aside musings of the old ways of conducting job hunts, and start thinking about a strategic approach to searching for employment. Start by evaluating yourself and finding out where you could use career development help, before your job hunt (or before you quit your present place of employment).

How content would you say you are with your analysis of your abilities and qualities? Is it accurate to say that you know about all the career alternatives that may suit you? Could you say that you have enough insight into networking strategies? Have you examined the sorts of companies that offer jobs that would suit you? Are you confident in your interviewing abilities? Answering these questions is where you should start.

Next, define yourself and your search. Your qualities, skills and your feelings ought to be your guide. Regardless of whether you are searching for another job because you have been cut back, or because you quit, or for an entirely different reason, you should first be clear about your self-identity and what you truly need. This is your chance start walking a path that will bring you fulfillment later on. Continue by listing your achievements.

Consider everything: your education, career, and individual accomplishments. Even the littlest things you know how to do are considered as achievements and can convert into abilities. Also, identify your attributes, since they define your interpersonal style. Four such styles are noticeable: driver, amiable, expressive, and analytical. You do not necessarily fit into one style, on the contrary, you might be a mix of any of them.

Now that you have done all that, you are probably going to continue to the actual search. Remember to always pick your jobs as opposed to allowing the posts choose you. Do not accept just anything offered on the market. There may be times when you need to work, but most of the time you can give yourself a few alternatives. When you narrow your interests, you raise the chances that you will find an occupation that suits you. Start by reviewing your abilities, skills, and needs. Update your resume and make it appealing. You will most likely need to make more than one resume, so you can display different objectives or skills, depending on the position you are applying for.

Keep in mind that once you get employed, it may not be a position you will hold for a whole lifetime. Lifetime employment no longer exists nowadays. So, make sure to remain on top of your career strategies even when you are currently working. Job hunts can, in fact, make you grow professionally. So, instead of fearing change, embrace it.

Who is this book for

Searching for a job used to be a dreaded activity consisted of making calls, sending out resumes, going on interviews, and suffering rejection. However, the employment process has drastically changed and will continue turning along with everything else. This book is made of developed techniques which will help you uncover your talents, skills, and needs, and will lead you through the job-quest process. The style is straightforward and conversational, but the book is far from simple. The questions that the authors ask are going to make you self-reflect and drastically improve, even if you are currently part of the business environment. Therefore, we recommend this book both to people who are seeking for employment, as well as to already employed individuals who wish to be prepared for the changing requirements of the job market.

Authors’ expertise and short biography

The authors of this book are all connected to Prism Performance Systems, a change management consulting company. Thomas Buck is the company’s president. William Matthews works as a senior consultant. Robert Leech works both in his consulting firm, R.N. Leech & Associates and as a consultant with Prism.

Key Lessons from “101 Ways to Power Up Your Job Search”

1.      Job Finding Traps
2.      Managing the Interview
3.      Think Strategically

Job Finding Traps

Here are some of the traps that you should avoid since they can take you to the wrong direction. First, the “They-told-me-to” trap is when the people that surround you believe you are suited for a certain line of work, and you follow their opinions, disregarding your wishes. Next, the “Don’t-be-different” trap is active when you do not let yourself pursue a particular career just because you believe it is a career for people from a certain category that you do not belong in (like the opposite sex). Third, the “Be-friendly” trap is choosing a particular industry, because your friends work there. Lastly, you are caught in the “Glamour” trap when you choose a career merely because it looks glamorous to you. To avoid getting caught in these traps, you should determine your personal preferences and skills.

Managing the Interview

Before going to an interview, prepare as much as you can. You can rehearse and plan your responses since there is a pool of shared questions that most of the interviewers ask. Practice different answers that would appeal to interviewers of various personality types (amiable, analytic, expressive or driver). Furthermore, find out information about the company, and the industry it is in before going to the interview. Also, think of questions you would want to ask as well. After the meeting is done, reflect. Think of what happened and how you could improve in the future.

Learning to Accept Rejection

Rejections will happen, that is for sure. Whenever you do not get an offer, find out why. Is it because the company’s personality does not go well with your mindset and skillset? Is it because of something else? Finding this out will help you put more effort in areas that you need to improve in, or even teach you to stay away from companies that aren’t right for you. In any case, do not take rejections personally. Objectively assess what you could improve, and continue your job search.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

The Psychology of Judgment and Decision Making

The human nature is accustomed to judge different types of situations, and in the meantime to make decisions.

Every single day, each person faces thousands of choices, and every second is a chance for changing some of those opinions. The social media, internet, tv and other opinion-makers try to entice us with some information, and thereby reshape our mindset. Sometimes it works, sometimes it doesn’t. In fact, it all depends on the situation, and surroundings. Although this book was published in 1993, it somehow foresaw that the world wouldn’t have a problem with a shortage of information, in years to come.

Many factors (internal and external) influence our decision-making capacity and judgmental attitude. This fact-filled book offers several tips on how to improve not just your managerial abilities, but also the give you a clue in the psychology of judgment. For centuries people had been under constant pressure from the society, to think, perform, move and judge in a certain way. Perhaps, the time has to come to put an end to that.

The birth of democracy reduced social restrictions and opened thousands of possibilities for people all around the world. Even though this was just the beginning, the profile of an average person changed, instantly. The digital era offers plenty of solutions, distributed through various channels. The type of information varies from car repairs to supermarket products; all targeting your mind, and its reaction. To put it differently, TV shows and the Internet caused a shift that lasts to this day. A prodigious amount of research has been done, followed by scientific conclusions, and analyzes on what exactly can improve the decision-making ability.

Regardless of multiple opposing theories, the psychology researchers have come by some mind-blowing scientific conclusions that, transform an average person, from underdog to “superdog”. All joking aside, the everyday reality encourages us, to look for a way out – mostly referring to the madness of today. As a result of this idea, many concepts rose to the surface, all carrying the fragrance of hope.

For instance, the selective justice system is typical in each country, despite the efforts to fight corruption. People’s judgments are rarely impartial, most of the carry the smell of personal gain, and envy from time to time. The idea of not having judgment problems is unreal due to the self-orientation arising from the general human inclination. In either case, something needs to be done to at least reduce these “psychological inconsistencies. In a case of good self-awareness, we probably won’t be having this conversation, but under these circumstances dialog is essential.

Every person is familiar with the cliché phrases like – follow your dreams, trust your vision, accomplish your goals. However, nobody talks about the decision to get there. After all, making the right choices is a piece of cake, or is it? Well, don’t get too comfortable with any theory, because the psychology of it is not a straightforward matter. People change, situations change, the world changes, so what makes you think, that your perceptions are valid in any circumstance.

The paradox of mixing choices with an open-mindset opposes the conventional methods. On an organizational level, making decisions relies on the structure, but it shares the same issues as the personal one. You must trust your instinct, and reassure that leadership is a part of your package deal. GetNugget firmly believes in the message conveyed through this book; encourages you to give it a try. The author targets, system analysts, leaders, managers, strategists, researchers, and psychologists who spent a lot of time of analyzing the environmental gaps, in order to improve the decisions.

Who is this book for

At first, one must come to an understanding that every decision ultimately relies on the previous one, and influences the next one. Surely, someone will deny this fact, but ask yourself? – Which factors shaped my mindset? – Sooner or later, every individual realizes that the burden of life emerges as a consequence of previous judgments, and choices.

This breath-taking masterpiece falls into the category of self-help, meaning that it’s a perfect fit for anyone looking to improve its performance. “The Psychology of Judgment and Decision Making” acts as a guide that delivers value through various topics. Despite the societal influences, one must be prepared to serve a higher purpose in this world. The most reliable tool at your disposal is your willingness to change!!

Author’s expertise and short biography

Scott Plous is an American-born psychologist, author, consultant, with a Ph.D. He momentarily works at Wesleyan University in Connecticut – teaching psychology. Scott is also the founder of Social Psychology Network and has published two books and many articles.

Key Lessons from “The Psychology of Judgement and Decision Making”

1.      Don’t waste time trying to figure out life
2.      Objectivity as tool for improving the decision-making
3.      Don’t rely on your memory

Don’t waste time trying to figure out life

Life is a mystery, and the quality of life is based on a wide variety of choices that we make on a day to day basis. Thousands of studies only confirmed this notion and continued with the process to reawaken our hidden potential.

Objectivity as tool for improving the decision-making

The biggest culprit for making irrational decisions consists of biased perceptions and wrongly calculated outcomes. Scott Plus, the author of “The Psychology of Judgement and Decision Making,” advises that having an alternative is equally important as being good a decision-maker. Before you move to the next level, you have to be ready to cope with life as it is by adopting an objective point of view.

Don’t rely on your memory

Don’t let anything interfere with open, emotion-free decision making. Many individuals are still guided by the feeling that memory is a great asset in the journey of becoming a flawless leader or manager. The past is the past, in fact, past events can only direct you to a place where you wouldn’t want to be at the present moment.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Of Permanent Value

The bottom line is that Warren Buffett is the most prominent middle-class multi-billionaire. After years of uncertainty, Warren Buffett finally reveals his “Buy low, don’t sell” secret.

Many factors indicate, including Warren Buffett’s testimony that his encounter with “finance” started soon after the 1929 – Economic Crisis. He was stunned by the stock market crash” in those days and embarked on a journey to figure out, what happened precisely and what caused the economic collapse. It’s equally important to mention that, Buffett bought his first stock when he was a just a young boy – 11 years old. The pull for “playing” on the stock market awoke an intention, which later transformed into a “full-time job,” to learn as much as he can from the most experienced investors in years to come.

Let’s take a step back; the irony is that Warren’s father was a stock salesman in those days. Despite the early signs of failure, and the implication to remain careful with the variability of stocks, young Warren’s future was already forged into decision-maker, even before he made his impact on the world’s economy. One thing led to another, and Buffet became one of the wealthiest persons on the planet. As an illustration of his passion towards finance, the author presents the “metal moneychanger” – Warren’s favorite toy.  

The little boy was all about making money and analyzing the risk-benefit ratio of every investment. In spite of the economically weakened America, he found the strength to undergo a series of money-making processes, which will ultimately lead to success. Unlike brokers, financiers, and other financial experts, he was not motivated by the idea of becoming rich. You would probably disagree right away, but take a moment to consider all options. Due to the upcoming crisis in the 1970s, Buffet yet again stood firm with the theories he realized earlier. Such perspective enabled him, deal with all the mess, economic fluctuations, wars, reforms, law enforcement, etc.

Now we go a couple of decades backward, in the past, discussing Warren’s childhood and his Coca-Cola endeavor. Even personalities like Warren itself, are entitled to be a little generous, especially as kids. The first ever business journey that he embarked upon, was doing a favor for a fellow, who’ll later become one of the Coca-Cola’s top shareholders.

Although, this looks like an accurate biography of the world’s greatest investor, Andrew Kilpatrick kind of disagrees with this notion. According to him, the ability to surpass all the challenges is more like a life-advice than a biography. The book’s genre is not so important; the eye-opening element consisting of tips conveyed in this classic about the world’s wealthiest, investor Warren Buffett, surely is significant – on the other hand. In other words, the message shared takes the driving seat! In the same manner, like Warren, Kilpatrick contradicts the basic chronology order, presented in most portraits, and showcases a new 890 pages, filled with a mind-blowing, easy-to-read content.

The content doesn’t follow any particular order because, in that way, there are no disruptions in adding a dose of magic in this detailed and satisfying life journey. Filled with plenty of insights, the readers will be utmostly thrilled to take a peek into Buffett’s life. GetNugget doesn’t want to deprive anyone of the opportunity to read this classic, even though it’s best equipped for people involved in finances.

Who is this book for

Who stops you from getting there? – As he was fascinated by money, you can make your presence felt with the tools you have at your disposal. One of them is time, the other one creativity. These free instruments are indeed a profit-making machine, it all depends on how you use them. They are particularly useful when combined with financial creativity and open mindset.

This book is not an all-encompassing adventure, it strictly points out what we must do, in the money-pursuit process. It underlines both financial motivation, and vision as the greatest assets in reaching the top. Your highest priority describes your personally and professionally. In either case, time allocated to investment is not time lost, because it alludes to all aspects of human development. Generally speaking, this classic is a perfect fit for stockbrokers, financiers, investors, inventors, innovators, students, and all other people with a decision-making capacity.

Author’s expertise and short biography

In 1994 Andrew Kilpatrick published the first edition of this book by himself. Four years later, in 1998, Andrew produced a new McGraw-Hill. Other than being an author, he was also a U.S. Naval officer while serving in the Peace Corps.

Key Lessons from “Of Permanent Value”

1.      Battling down old-fashioned concepts
2.      The birth of a new little genius
3.      Billionaire lifestyle/ or not

Battling down old-fashioned concepts

As a consequence of his knowledge-thirsty approach, Warren Buffett’s reputation became a synonym for wealth. Perhaps, his biggest strength was, that he disregarded and neglected all those conventional methods and belief systems.

The birth of a new little genius

Only six years old, Warren came up with an idea, a funny one by today’s standards, but effective in the digital time as well. He purchased a six-pack of Coke each day, and by using the power of retail, he used to sell them for five cents a bottle, leading to 20% returns with minimum risk. At the end of the day, instead of spending money, little Warren was earning money. The 20% returns, became his signature tool, during further investments.

Billionaire lifestyle/ or not

Even though almost every person in the world is aware of Warren Buffett’ financial situation, the one thing nobody knows is his, casual appearance. He doesn’t own any lavish offices or expensive suits; he’s one of those who put more emphasis on playing with money, rather than using the money for personal pleasures.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Snap Judgment

When to Trust Your Instincts, When to Ignore Them, and How to Avoid Making Big Mistakes with Your Money

How many times have you done something because “you had a feeling” about it? How many times have you heard other people explain their behavior in such ways? Intuition is an indivisible part of each human on this planet. Prehistoric humans, for example, completely trusted their instincts and made quick decisions in possibly dangerous situations, when their lives were at stake. Humans also developed the capability to read social hints, analyze words, and differentiate between enemies and friends in a second. They can decipher language cues, vocal signals, and can discern each other’s moods. Gut instinct is quite valuable when it comes to social situations.  However, it is not as useful when it comes to more complex cases.

Intuition may indeed work in simple scenarios. However, it will not be of any help when you are selecting the best retirement plan when you are assessing investments or deciding to enter a new market. In fact, trusting instincts when you need to make a decision works against you and your best interests. People who are overly self-confident frequently make wrong choices. Their confidence blinds them and is not allowing them to see the whole picture of a particular situation. Also, they sometimes utilize wrong rules of thumb to simplify and understand complicated cases.

The way that people despise losses more than they like gains influences their decisions as well. They make an effort to stay away from mishaps, even to the degree of indulging in unsafe conduct. Behavioral economics, which, pretty self-explanatory, includes both psychology and finance, finds that snappy judgments are useless for picking stocks. Stock buyers need to gain a deeper understanding of what inspires different investors and how they are probably going to act. Wise investments are not significant on an individual premise only. They additionally secure the economy from the development of market bubbles that can harm the global and local markets. Feelings also confuse people and push them towards reckless decisions. People will more likely burn through cash when they feel troubled than when they are at rest.

Now that we have explained the way intuition may stop you from making wise decisions, it is time for some good news: you can control your urges. That is right; people can take control of their instinctive inclinations and intentionally move from System 1 to System 2 reasoning. This change pays well when you are making investment decisions, or you are deciding on important life issues. Knowing when to run with your intuition and when to be more rational and analytical is vital for a decent life full of fruitful decisions.

Who is this book for

All people, no matter their professional position, place a significant amount of focus on their intuition whenever the time comes to make decisions. The results from such conduct are usually disastrous. Behavioral economist and author David E. Adler studies the reasons behind this human behavior: making important decisions based on gut feelings, urges, habits or snap judgments instead of being more rational and using analytical reasoning. In this book, Adler presents many engaging cases that unravel the dangers of trusting instincts when it comes to complex decision making. Having in mind that we all make decisions each day of our lives, we believe that everyone should read this book. Accordingly, it may prove especially useful to investors, managers and other executive decision-makers that need to change their thinking.

Author’s expertise and short biography

David E. Adler is a writer for Financial Planning and has published with Barron’s, the New Republic, and Psychology Today. He devotes his time to financial journalism, economics research, and television. In addition to Snap Judgement, he is also the co-editor of the anthology Understanding American Economic Decline.

Key Lessons from “Snap Judgement”

1.      Investment Decision Making
2.      Additional Judgments and Decisions  
3.      The Limits of Intuition

Investment Decision Making

Bob Arnott, an expert money manager, employs a nonintuitive technique for deciding on investments. Just like other financial advisers, he utilizes models, yet if they coordinate with his instinct, he becomes suspicious. At that point, he goes the other way. He says that he uses intuition but in a twisted way. He clarifies that following others is common. However, it does not function admirably in the world of investments, where following patterns prompt “atrocious” timing. It additionally pushes individuals into the most widely recognized “impulse driven” investment blunder: purchasing high and selling low.

Additional Judgments and Decisions

You might think that a U.S. Secret Service agent’s gut instincts about who is or isn’t a threat would be a great tool when protecting presidents. You probably think that a U.S. Secret Service agent relies on his gut instinct to determine who is and who is not a threat to the president he protects.however, former agent Joseph A. LaSorsa, indicates that it is seldom the case. He furthermore argues that examining practical information is the best tool for specialists when figuring out who may pose a danger. In this sense, bodyguard techniques should serve you as a parallel on how you should make financial decisions.

The Limits of Intuition

Hardly anyone anticipated the 2008-2009 financial crash. Most experts believed that the financial system was resilient and shockproof. However, they were off-base. Why? Because of psychological reasons. Namely, human instinct is capable of handling simple inquiries, such as, “Is it rain?” or “Does he like me?”. However, the destruction of the financial system is too complicated to envision or predict. It drifts outside of standard thinking. When it comes to substantial economic issues that influence numerous markets (or, on an individual scale, your future security), instead of trusting your gut instincts, go with detailed analysis.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;

Effective Internal Communication

Internal communication has had many names over the years, depending on the stage of evolution of communication between employees and management the corporate world was at. It was called “staff or employee communication,” “leadership communication,” “industrial relations,” and “change management.” Overall it is a relatively new train and has experienced three stages so far. The first phase was before the 60s when employee correspondence was in its earliest stages. It began in industrial relations, and its objective was to increase and improve team spirit. The second phase was between the 60s and the 80s when journalists entered the corporate world. Finally, the third stage was amid the late 80s when employee correspondence turned into an augmentation of marketing. The group of onlookers for staff communication started incorporating potential clients and suppliers in addition to workers.

Since internal communication is a relatively new discipline, it consists of people that started in various other disciplines. In any case, wherever they come from, the staff members of the internal communication team must be credible. To achieve that, companies must build a bridge between internal and external communication teams by pushing employees to develop specific business skills.

There are four types of corporate culture. Entrepreneurial organizations have a founder that acts as the corporate policy-maker and strategy developer. Role corporations are enormous, bureaucratic organizations, in which any activity must gain approval by multiple levels of staff. Accordingly, these cultures use various forms of communication. Personal organizations, such as hospitals or schools, focus on relationships rather than organizational structure. Finally, project-oriented companies are task-oriented. They are usually consisted of short-term teams and are dispersed in different geographic areas. Such corporate cultures are a product of significant transitions such as mergers and acquisitions.

Each type of company has different communication needs. The nature of the business itself dictates where the internal communication division is placed in the organizational structure. Communication departments can be located in marketing, administration, finance, public affairs, human resources, corporate affairs, or corporate communication departments. In big enterprises, however, internal communication mostly finds its place in the public relations department. Smaller firms, on the other hand, usually link it with human resources. Finally, the structure and placement of internal communication are not what is vital. Wherever companies place it, it must work well with other departments. Also, the linkage between external and internal communication must exist, and it should show itself in the consistency of the messages both divisions provide.

Who is this book for

The authors of this book Lyn Smith and Pamela Mounter have tried to cover e-mail etiquette, communication theory, Maslow’s hierarchy of needs, paginating a publication and running meetings. However, the result is not satisfying, since the outcome is a vague and overly general take on internal communication. Moreover, the language and the examples they offer are primarily oriented towards the U.K., assuming that the reader is informed about specific events there. Therefore, this book may not be useful for readers outside of the U.K., as well as those who already have a more-in-dept knowledge of internal communication. We recommend it to people who are starting out with this topic, and to those who want to know why internal communication is becoming vital in the modern corporate world.

Authors’ expertise and short biography

Lyn Smith has a vast experience in the communication, from film publicity to internal communication. At present, she runs a PR firm. Pamela Mounter, apart from being a senior corporate communication consultant, has written about internal communication for different publications.

Key Lessons from “Effective Internal Communication”

1.      Delivering the Message
2.      What Employees Want
3.      Measure Success of Communication

Delivering the Message

The way you give your messages is as important as the content you provide. Many barriers stand in the way of clear and straightforward communication such as gender, regional differences, age, or the organization’s history. To improve staff understanding, when you communicate a significant organizational change, include staff members in the delivery of new information. When talking with different national entities, make sure that you are not offensive to anyone, and that everyone understands the message. Always take factors such as time zones, translations, humor, social mores into consideration. Remember that culture and background play a significant role in people’s understanding and worldview.

What Employees Want

Your message’s impact grows with the interest that your audience shows towards what you are communicating. Studies show the topics that employees consider the most interesting. Those are:

  • Announcements which involve the company’s plans
  • Opportunities to advance inside the organization
  • Information that could help workers do a better job
  • Productivity and efficiency improvement
  • Changes in personnel policies

Whenever internal communications are preparing messages and announcements linked to these topics, they should find a balance between the needs of higher management and the needs of the employees. It is crucial for managers to show a positive attitude, and a desire to create a bond with the audience. You cannot fake a desire to connect, it must be sincere, and you have to mean it. When you make announcements, do it in a timely fashion. Ask the audience for their opinion, get their feedback utilizing surveys, focus groups or questionnaires. One negative aspect of this way of functioning is that managers may become the target of employees’ resentment. Some managers may need extra training which will prepare them to deal with emotional staff members.

Measuring Success of Communication

Communication is a measurable variable, just like any other business activity. Discover what your employees think, how they reacted to a particular message, and if and how they changed behavior after receiving the news. To gather such information, you can conduct an audit, use a benchmark, if one is available, or you can prepare surveys, online or in print.

If you feel like this is the book for you, feel free to contact us for further information. You can download our mobile app and share your experiences with us. Between you and your book, there is a one-click delay – check it on Amazon;