No comments about Selling Secrets From the Top Performers: A Bible of Sales Technique.

5 comments about Direct From Dell: Strategies That Revolutionized an Industry.

1. The first part of this book gets off to a quick pace with an enthralling first-hand account of how he built Dell from nothing into an industry powerhouse and you can't help but leave from reading it excited. Unfortunatley, after about 100 pages the book shifts entirely into a lengthy, dry and excurciatingly boring managmenent discourse.



2. This was a great read. Learning the basics of how to stay completive in a environment that is ever changing. He started with $1000 with his business, what if it was $100,000 dollars. Makes you think. Anyway, the book gives you the insight of the ups and downs of a business. What it boils down to is, the customer is the life of your business. Asking your customers the right questions makes all the difference. This book illstrates that point throughout. Highly Recommended.



3. If, like me, you are looking for personal details and antidotes, you will be disappointed. Dell's early years are just briefly mentioned.
   
   The book bulks up with pap and filler from Dell's PR machine. The business "wisdom" contained within is dumbed down for the masses -- something along the lines of "We must do what is right, instead of what is wrong." Here is a sampling:
   
   -Dell was founded on the premise of "under-promise and over-deliver."
   -No matter what your industry, try to identify potential problems early and fix them fast.
   -Communicating is one of the most important tools in recovering from mistakes.
   -We began to realize that it's as important to figure out what you're not going to do as it is to know what you are going to do.
   -Instead of leaping into the abyss of opportunity, as we always had, we had to put one foot in front of the other, in an attempt to grow, yes, but grow deliberately.
   -In leadership, it's important to be intuitive, but not at the expense of facts.
   -Planning is one of those areas where experience counts as much as intellect.
   -What is the right plan? It's the one that helps you identify what you need to do to ensure success.
   -One of the sayings around Dell is that if you want to get people to think big, you need to act big.
   -If you accept the status quo as "good enough," you're managing in a review mirror.
   -One of our saying is "Don't perfume the pig"...you need to recognize the facts for what they are, rather than what you'd sometimes like them to be.
   
   Now, I'm not saying that this book is a total waste. If you can stand the stench of excessive perfume, you might find some useful insight. But like the pig that it is, there's more fat than meat.



4. This book gives an excellent overview of Dell's strategy up until Rollins became CEO. Interesting examples allow you to make application to other businesses.



5. I was hoping for an in depth look at Michael Dell, but instead got a lot of fluff that promotes the Dell computer company. There was some information on the progression of his career as an entrepreneur, but it was brief. Since that's what I was hoping for in the book, I was left dissatisfied.

5 comments about How to Close Every Sale.

1. This book Increased My Sales in my Business by 300% within 1 month. This book is a must for any serious business Person.



2. Joe Girard has an impressive record as a salesman, a fact to which the reader is treated at regular and frequent intervals throughout the book. Self-aggrandizement notwithstanding, this book left me quite convinced that car salesmen have earned every bit of their sleazy reputations.
   
   I suppose that if you sell products for a living, there are some useful (although hardly novel) techniques highlighted in this work. That said, I'm not sure how Girard draws a distinction between himself and the myriad other "super-salesmen" authors on the market today...I certainly couldn't.
   
   Beyond the general feel of the author's style and content, there are other cautionaries to relay. For instance, there is virtually no use in reading this book if you sell expertise or advisory services of any kind. Likewise, if you're a stickler for principle-based selling, this might not been the read for you.
   
   To state the matter plainly, this book is replete with petty dishonesties that are pawned off on the reader as "techniques" of one variety or another. Finally, the reader should note that Girard's text presupposes a fairly unsophisticated buyer, so if that doesn't match your clientele, then you might want to keep browsing the bookshelves. In sum, if you're not selling products in a high-pressure, high-volume environment, there's nothing here particularly new or appealing from Mister Girard. This reviewer strongly recommends that you find another seller...



3. This book helped me understand other methods of closing sales. I was able to relate because I was in auto sales in the past. I think this book should be in every auto salesmans possession. Im no longer in auto sales but in takeaway sales. This book doesn't touch base on that type of sale. I still recommend to anyone in general sales.



4. He's literally the World's Greatest Salesman, who has actually been in the field and achieved great accomplishments in sales himself, vs other gurus who simply do great at selling their books & audiobooks. He's the best, period, and he shares his knowledge with you in this book.



5. The guy that held the record for selling the most cars shares a lot of tips if you are willing to read this book.
   Starting with maintaining a good image and associating with reputable companies, Joe lets you in on his feelings about various issues a salesman deals with.
   ** Using your ofice as a base of power and having a sense of humor are discussed at the beginning of the book.**
   
   --Coming across as being sincere and letting the customer know they will love a deal they can get when dealing with you is then discussed. --
   Assuming the sale, getting the customer involved, having them visualize being in the car, reading body language, being a good listener, and avoiding false presumptions are talked about. --
   
   * Then he moves on to handling objections, and then overcoming procrastination. Finding out if you are dealing with a potentially serious buyer or a time waster is important and he gives you some advice here too. Maintaining Control of the sale, closing techniques, creating a sense of urgency are all in the book. You need to give the customer a reason to buy from you. *
   
   Keeping in touch after the sale and having your buyers recommend you are two of the most important things a salesman can ever do. This is not talked about in a lot of sales books but it is in this one.
   There are other books about selling cars, such as Cars and People: How to Put the Two Together, and it has different tips but overall I don't think Ziegler's Cars and People is as helpful when taken as whole. But I still think it has a lot of good insights and should also be studied. I rate it as 4 stars and this one as 5 stars.
   
   ** Selling cars can be profitable and fun if you let it be. Associate only with reputable people and have a good service dept. and you will have people wanting to deal with you specifically and that is a great situation to be in. **

5 comments about The 17 Essential Qualities Of A Team Player Becoming The Kind Of Person Every Team Wants.

1. This brief, inspirational book uses a now-classic formula for texts on selling and leadership, although its focus on cooperation and following the leader is unusual. Each chapter starts with a short anecdote about a historic figure's accomplishments, and his or her triumph over adversity. The vignettes demonstrate the lessons that author John C. Maxwell then briefly discusses in the rest of the chapter. The "laws" the author promulgates benefit from the stories' afterglow and are less important than the stories themselves. Memorable quotations and sidebars that support the author's main points round off each lesson. Maxwell is an expert at wielding this formula, perhaps because he helped make it a classic, and a star in the inspirational self-help genre. We recommend his book as a pick-me-up for team members and aspiring leaders.



2. I've read most of Maxwell's stuff and I'm not a huge fan. This book is another in his series of "17" books, and I find that once again he could have combined most of them and made it the five or six essential qualities of a team player.
   
   The book is laid out systematically: name of the quality, feel-good story, 3-5 points of explanation, 3-5 points of application, next quality. It's chocked full of stories and quotations, so if you're looking for anecdotes, this is the book for you. It's a very easy read.
   
   It's not a bad book and there are a few points that I found useful, but for the most part it's just a run-of-mill Maxwell book. He's more of a storyteller. If you're looking for a good book on improving teamwork, I would recommend Patrick Lencioni's "Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators".



3. Order was shipped the next day and arrived as I expected. Excellent service unlike another book I ordered the same day from a different vendor that didn't ship for 2 1/2 weeks! I would highly recommend this vendor and use them again without hesitation.



4. An easy read on the basics of being a part of a team- being a team player, decision making, management, etc. Easy to follow, mostly interesting. Broken into segments that make it easy to reflect.



5. The title John Maxwell chose for this book could not be much more self-explanatory. The subject of The 17 Essential Qualities of a Team Player is just that. In his introduction, Maxwell shows he believes one of the best ways to improve a team is to "improve the individuals on the team." He continues, "You can become a better team member by embracing the qualities outlined in the following pages." Each of the following chapters focuses on one of these seventeen essentials.
   
   The first chapter entitled, "Adaptable," shows team players need to be able and willing to accept and initiate change, as circumstances demand it. The second, "Collaborative," expresses the need for teammates to work together. The third, "Committed," indicates the need for team members to exude loyalty for one another and to the project the team is working on. They must also be able to express themselves freely to one another as the next chapter, "Communicative," indicates. In the fifth chapter, "Competent," Maxwell expresses the need for team players "to be well qualified" for their jobs, and then, in the sixth, he shows they must be responsible, consistent, and "Dependable." Maxwell titled the seventh chapter, "Disciplined," and shows this should be reflected in the areas of intellect, emotions, and actions. The next chapter, "Enlarging," refers to the need for team players to build up the other members of their team through encouragement and edifying actions. Then, "Enthusiastic," expresses how essential it is for people to be excited about what they are doing. The tenth chapter, "Intentional," points out the importance of living and working with purpose, and the eleventh ties in by exhorting team players to stay "Mission Conscious." The next chapter rightly follows by showing the need to be "Prepared" to take the intermediate steps necessary to see goals fulfilled. The thirteenth chapter reminds the reader every team has a necessary "Relational" component that must not be overlooked. "Self-Improving" is the subject of Maxwell's next chapter. In it he points out, "There is nothing noble in being superior to someone else; progress is becoming superior to your previous self." The author shows the importance of putting others first in the fifteenth chapter entitled, "Selfless," while the sixteenth stresses the benefits of being "Solution Oriented" rather than dwelling on problems. John Maxwell closes with encouragement to be "Tenacious," and he shows that a person possessing this team player essential does not give up when the task gets difficult, instead he or she "hangs on until the job is finished."
   
   While Maxwell covers quite a list of essentials for team members to work on, he does it in a very consistent manner, which helps the reader fully grasp the concepts he presents. Each chapter is similarly broken up into five sections. The first section gives an extended real-life illustration of the chapter topic. Following these initial illustrations, the reader will find a heading labeled "Fleshing It Out." This is where Maxwell explains the topic and often breaks it down into three or four subheadings, which show how these qualities can and should be implemented in the lives of team players. Next, under the subheading of "Reflecting on It," Maxwell asks the reader pointed questions to help him or her see how they have been doing in the past in regards to the chapter's topic and whether or not there is room for improvement. The fourth part of each chapter is entitled, "Bringing It Home." This is where the author lists specific steps the reader should take to become a better team player in the area on which the chapter focuses. Then each chapter concludes with what Maxwell calls the "Daily Take-Away." Somehow touching on the topic at hand, the author closes each chapter with an inspiring anecdote before moving on to another of his seventeen essentials.

5 comments about Developing The Leader Within You.

1. This book makes you think the way we should each day. eye opener and enlightening.



2. The book was in great condition and arrived super fast. I would order from this seller again and again! The contents in the book are great!



3. John C. Maxwell's book, Developing the Leader Within You, will no doubt become a classic. Maxwell's approaches to leadership are easy to understand and put into daily practice. This book is the starting-gate for any person desiring to lead and is also essential for the well-seasoned leader because of the concrete principles.
   
   We hear so much about the dog-eat-dog world and it is refreshing to be reminded that we are called to become something greater. This book will alter your mindset, challenge your faith, and prod you to serve others while building a strong team.



4. This book was good for me, with my little experience in leadership. He keeps the concepts very easy to understand. He adds tons of examples and real life stories throughout the book. I enjoyed having examples, because it made the concepts he was discussing make more sense. I would recommend this to anyone in early leadership.



5. Great leadership book - very inspiring and takes one through how to closely develop inherent leadership skills. Also loved "Running with the Rhinos" in relation to this as well. Running with the Rhinos: Courageous Leadership for a Complex World

5 comments about Leadership and the New Science: Discovering Order in a Chaotic World.

1. As I read this book I gain flashes of insight from almost every page. I am an engineer and, while not expert in the scientific fields Wheatley discusses, I had read quite a bit about them. As I venture into unfamiliar organizational territory, I find that we have been instinctively using Wheatley's approaches. They seem especially suited to what we are endeavoring to do. Reading her book has clarified and affirmed what we are doing and allowed me to more deeply understand the processes.
   Reading the reviews here, I see that some people 'get' what Ms. Wheatley is saying and some people don't. The ones who 'get it' are going to change the world.



2. I had a migraine for three days reading this in 1990. Since then I've struggled to find a way to apply this knowledge to improve organizations. Well, I finally found it. This is the the science of culture. Self-organization, strange attractors, emergence, nonlinear interactions of agents in a system, sensitivity to initial conditions, fractals . . . and so on, are much easier to apprehend with a view of organization as organisms, and even easier to see as the underlying science of the intangible dimension of organizations. We all owe a special debt to Meg Wheatley for her pioneering work in this area . . .
   
   also read Superperformance



3. As CEO Coach, Poet and author of a leadership book that helps leaders learn how to unleash the genius of teams and corporations, I feel this book is a must read. If you want to know how the universe works so that you can live more effectivly in that universe, this is the book to read. She extends scientific understanding into life. Great book. Paul David Walker Unleashing Genius: Leading Yourself, Teams and Corporations



4. Margaret Wheatley's Leadership and the New Science book is a paradigm shifting book about the changing accountabilities of leaders in the 21st century.
   
   Margaret provides a bridge between the old sciences that our current world view is based on, and the new sciences that we have yet to understand and integrate into our thinking. She points out implications such as the importance of relationships, chaos as an important part of evolution as we reorganize to a more evolved level as a result, and self-reference as an opportunity for growth and development for leaders.
   
   I like that she provides clues as to the implications vs. solutions - she leaves us in an essential inquiry about how to foster environments that open to, and integrate, new paradigms for leadership and organizational development.
   
   It's also a great book for stimulating conversation that connects science-oriented leaders with those who have a more qualitative or intuitive approach.
   
   It's a must read for all!



5. 1. Why aren't organizations working well? Organizations fail because they devalue the relationship networks that exist within their organization. This world of relationships is rich and complex. None of us exists independent of our relationships with others. Systems influence individuals, and individuals call forth systems. It is the relationship that evokes the present reality. Which potential becomes real depends on the people, the events, and the moment. There is a growing demand for spiritual experiences in peoples relationships and work environments.
   
   2. Why is progress coming from unexpected places or synchronistic events? Space is everywhere, filled with fields that exert influence and bring matter into form. Sheldrake has postulated the existence of morphic fields that influence the behavior of the species. Morphic fields are built up through the skills that accumulate as members of the same species learn something new. Leaders are encouraged to consider the impact of non-material forces in organizations: culture, values, vision, ethics. Each of these concepts describes a quality of organizational life that can be observed in behavior. What influences employee behavior to practice things like excellent customer service? We might discover while we want outstanding customer service there are forces exerting reversing pressure. Perhaps, people are signaled that they must make certain quotas this quarter no matter what. We can see the influence of the field by looking at behavior.
   
   3. Why do projects fail to achieve any significant results? More advocates are now speaking about strategic thinking rather than planning. They are focusing on acquiring new skills, instead of analyzing and predicting, says Jack Welch, "predicting is less important than reacting." Our environment and future remains uncreated until we engage with the present. We must interact with the world in order to see what we might create. Without a clear sense of who they are, and what they are trying to accomplish, organizations get tossed and turned by shifts in the environment.
   
   4. There exists in the Universe an inherit orderliness
   
   5. Present ways of organizing are outdated. There exists better ways causing change in complex systems.
   
   6. We are all searching for a simpler way to organize
   
   7. We must embrace our despair as a step to wisdom
   
   8. No one person knows everything about a complex system. However, there exists individuals who know much about the system.
   
   9. We expect to be predictable and are searching for better methods of objectively measuring and perceiving the world.
   
   10. Curiosity not certainty is the saving grace within complex systems. An environment where employees are constantly learning.
   
   11. Learn how to engage creativity that exists in the organization
   
   12. How do complex systems change? Systems change when a critical business need emerges. Systems change as companies begin identifying core values and promoting core values from the top. Systems change as core ideologies are discovered and explained. Discovery and recruitment of talent helps the system to change by empower talent with the ability to implement change within the system and change the culture of the company. System change to allow organizational fit, creating more adaptive and flexible structures to service customers and employees. System change occurs through small improvements, increased housekeeping, and removal of waste. Core ideology and beliefs stimulate system change over time. Network relationships give power to the system and facilitate change. System change occurs as barriers are removed. As people understand the big picture, system change will occur. Positive feedback loops cause system change. System based on living system dynamics will change constantly. Systems change when they players listen to the customer. Organization crisis often stimulates system change. Preventing organizational components from becoming to large, reduces complexity, increase communication and coordination, and facilitates rapid system change. Incongruence between one or more organization building block causes incremental system change.
   
   13. How can we create structures that are flexible and adaptive? Self organizing system have the great capacity to adapt as needed, to create structures that fit the moment. Process structures, reorganized into different forms in order to maintain their identity. The system may maintain itself in its present form or evolve to a new order, depending on what is required. Temporary teams are created to deal with specific and ever-changing needs and eliminate rigidity in the organization. If an organization is to acquire qualities of adaptability, it needs to open itself to information. "Information must actively be sought from everywhere, from places and sources people never thought to look. Then it must be circulated free for people to interpret. The purpose of the information is to keep the organization off balance, alert to what might need to be changed. Self Organizing systems are more stable over time. Here is why. Participation leads to effective organizational strategy. Organizational data is rich in potential interpretation and completely dependent on observers to evoke different meanings. As each observer interacts with the data, he or she develops their own interpretation. The richness of the interpretations result from the powers of participation. It is the participation process that brings a plan to life. Participation, ownership, and subjective data brings one to the central truth that "we live in a Universe where relationships are primary." The world of process, the process of connecting coming into existence because of relationship. Roles mean nothing without understanding the networks of relationships and the resources that are required to support the work of that person. The agents of the system get smarter and comprehension increases. In this relationship world, it is foolish to think we can define any person solely in terms of isolated tasks and accountabilities. We need to conceptualize the parts of energy flows required for the person to do their job.
   
   14. How do we simplify without losing what we value about complexity?
   
   15. A system can descend into chaos and unpredictability, yet within that state of chaos the system is held within boundaries that are well-ordered and predictable.
   
   16. Chaos is necessary to create new creative order
   
   17. Order and form are not created by complex controls, but by the presence of a few guiding formulas or principles repeating back on themselves through the exercise of individual freedom. A few key principles combined with high levels of autonomy within the system is the recipe for success.
   
   18. We are beginning to recognize organizations as whole systems and notice people exhibiting self-organizing behavior.
   
   19. If we want progress, then we must provide energy to reverse decay. By sheer force of will, because we are the planet's intelligence, we will make the world work. Erich Jantsch said, " any living system is never resting structure that constantly seeks its own self-renewal".
   
   20. Information can create such a strong disturbance that the system can no longer ignore it. When a system can maintain its identity, it can self-organize to a higher level of complexity, a new form of itself that can deal better with the present.
   
   21. A system is defined as chaotic when it becomes impossible to know what it will do next. However, if we look at a system over time, it demonstrates an inherent orderliness. Its wild gyrations are held within an invisible boundary.
   
   22. A system is a set of processes that are made visible in temporary structures.
   
   23. If we believe that there is no order to human activity except that imposed by the leader, that there is no self-regulation except that dictated by policies, if we believe that responsible leaders must have their hands into everything, controlling every decision, person, moment, then we cannot hope for anything except what we already have-a treadmill of frantic efforts that end up destroying our individual and collective vitality.
   
   24. "I always want more people, from more diverse functions and places, to be there. I am always surprised by what people can create as they explore the webs of relation and caring that connect them...I learn a great deal from other people. I expect them to see things differently from me, to surprise me."
   
   25. Vision must permeate through the entire organization as a vital influence on the behavior of all employees.
   
   26. At equilibrium, there is nothing left for the system to do; it can produce nothing more. Everything living is an open system that engages with its environment and continues to grow and evolve. To stay viable, open systems maintain a state of non-equilibrium, keeping themselves off balance so that the system change and grow. They participate in an open exchange with their world, using what is there for their own growth. Disturbances could create disequilibrium, but disequilibrium could create growth. If the system had the capacity to react and change, then disturbance was not necessarily fearsome opponent. Faced with increasing levels of disturbance, these systems possess the innate ability to reorganize themselves to deal with the new information, self-organizing systems.
   
   27. Self-reference is the key to facilitating orderly change in the midst of turbulent environments. In organizations, a clear sense of identity, values, traditions, history, dreams, experience, competencies, culture - is the only route to achieving independence from the environment.

4 comments about Quality Without Tears.

1. Phil Crosby has the most coherent view of achieving quality of anyone I've read in 25 years of management. I continue to come back to him when I hit a quality problem in our company or those from whom we buy. This book is the best summary of his philosophy, in my opinion.



2. Philip Crosby is widely recognized as a quality pioneer for the concepts he drove homw with Quality is Free and Quality Without Tears. After reading, Quality Without Tears, I was struck by how deep a conviction he held that his concepts were valid. It's easy to say that now that they have become widely accepted, but it takes a visionary to act that way when they're a somewehat new approach.

   The concepts which Crosby developed were a extension of the work of Dr. Edwards Deming (who also has published a bunch of books) and Crosby's work seems to be the basis of the later Six Sigma approach that proved to work so well.




3. In Quality Without Tears, Crosby adds new layers to his original "zero defects" philosophy. He offers fourteen steps for quality improvement in teams.

   Let's look at one of them, Step 6, "corrective action." The common problem with "corrective action," says Crosby, is that people don't understand what the term means.

   Suppose, says Crosby, that you suddenly found a grizzly bear in your back yard: "The answer would not be to set up an armed camp to protect yourself from the bear. This is the sort of action that takes place when parts of an organization are given a shoot-to-kill license. All that results is a lot of yard that can't be used and several dead bears."

   Corrective actions have to begin by identifying the source of the bears.

   Another step is Zero Defects Day: "Many people rarely have exciting days at work . . . A well-planned, dignified, Zero Defects Day on which management understands what it is talking about is a delight that will be remembered forever."

   Recognition also plays a role. An organization recognizes people who can serve as "beacons." These are the people who shine so brightly that they help keep everyone heading in the right direction:

   "Many managers feel, somewhat cynically, that people are being paid to do their jobs and that's that. This attitude reflects an insensitivity to people that is a trademark of many hockey-style managers."

   To drive his philosophy home, Crosby cites an unusual case study:

   In "A Quality Carol," Emory Spellman falls asleep on a bus. A spirit appears and takes him to see his deceased partner. The partner is repairing thousands of defective items that their company has made.

   This is punishment ...

   "... For being the cause of the hassle other people had to live with. For not preventing these things by being interested in quality."

   The apparition warns:

   "All these years, you have treated quality like something you could take in or take out. Well, unless you change your ways, you are going to wind up right next to me, forever and ever, twenty-four hours a day. No time off, no visitors, no meetings ---- just all the problems you ever caused."

   Predictably, three more visitors appear.

   Quality Past is a former college professor who wants to retract something he had taught Emory. The misinformed lesson was to cut corners on quality.

   Quality Present appears as a woman who tries to sell him on the quality vaccine. Failing in that, she brings Emory's customers to him through a television screen. One after another comes into view with a litany of complaints about the company's products and services.

   When Quality Future enters, Emory finally sees the light. The final and most portentous visitor is a "severe looking person carrying a briefcase and dressed in a black three-piece suit." He has just bought the company from a bankruptcy court.

   Emory returns later in the book and applies Crosby's methods to avert that fate.




4. A solid understanding and committment with the concepts presented on this book: the absolutes of quality, the fourteen steps process and the individuals role, will cause quality to happen if the company decides to be involved in the life long process of quality improvement.'Hassle free offers better working relationships, a smooth system and happy employees'

5 comments about Maximum Achievement.

1. One day, a student of Socrates asked his venerable teacher how to become wise. Socrates led the student to a nearby lake and the two entered the water. Then, he held the student's head under the surface as the frantic young man fought wildly. Finally, Socrates freed him. The young man gasped and gulped. Socrates watched calmly and said, "When you desire wisdom with the same intensity that you desire to breathe, then nothing will stop you from getting it." Brian Tracy uses this graphic anecdote to discuss the intensity of thought and feeling that should accompany the work of setting your goals, a potentially life-changing exercise. Every chapter of Tracy's well-written book contains counsel about achieving your dreams as well as practical advice on perfecting your life. Tracy uses plenty of illustrative examples, such as the Socrates story. He reviews many classic motivational tools and techniques. Some self-help authors lure people into wasting hard-earned time and money on books that don't motivate or inspire. However, getAbstract recommends Tracy as a genuine teacher with much to convey about using the power of your mind for personal growth. And if the message here echoes his other books, it is no less valuable for that.



2. Let me first start by patting myself on the back. I have been on a roll with my reading selections. Here is another fascinating book by another great author, Brain Tracy. Let me say it again Brian Tracy really knows how to assist you in performing a self analysis on your past present and future experiences and thoughts. He asks riveting questions that make you use your imagination, exercise your subconscious mind and feed your brain with the most powerful enlightening visions to set you on a path to great success. I believe that in growing up, a lot of individuals get lost in the way of society and the limitations that the world puts on our thinking and life. Of course growing up in this fashion is not at all our fault it is partly our parents fault and I say partly because no-one taught them. Any one that has made several past or present mistakes would benefit greatly from this book. Even to the individual that has not made many mistakes and has been afforded a somewhat decent life would benefit from this book. If you are tired of living within the boundaries of the world and you have reached a point where you want more for yourself but you are having trouble moving past the events that have happened in the past this is the book for you. Or anyone that is having trouble focusing on their thoughts to reach their ultimate goals should most definitely pick up this book. You will not regret it, this book is so powerful. The value of the contents inside this book is priceless. This is another book in which my husband and I sit down weekly and discuss the contents and complete the exercises. Ladies I have been attempting to drill success into my husband's ear for years and it has not helped, not one bit. But since we have begin reading this book amongst others and performing the exercises he is beginning to change, and not because I am drilling him but because he is now able to do a self analysis of himself and see the gray areas that have been greatly affecting his life, which is, inevitably our life. I can't emphasize enough how powerful this book is.



3. I just bought and finished this book and I can tell that it will be referenced often and a big part of my library. The "laws" mentioned in this book are great to read over and over again. The last 100 pages, however, are filler. He seems to repeat himself over and over about relationships, parenting and other issues. If he would have left that stuff out, I'd give it five stars. I would recommend Eat that Frog or The Ultimate Goals Program on audio instead.



4. Quite simply, this book is the closest thing to an owner's manual for humans that I have ever found. It helped me to resolve some long-standing issues.
   
   I have lent it to friends and they always share my enthusiasm, often commenting that one may open it randomly to anywhere in the book, and just start learning.



5. A friend recommended this book to me a few years ago, but I only got to it recently. It really was a turning point for me in many ways.
   
   It offers many ideas you might find in other places, but some I have not seen elsewhere. The one that really helped me is - I am sorry to say I never figured this out before reading it here - that you have to REALLY make up your mind what it is you want before you can really be sure to get it. That is not necessarily as easy as it sounds, since having too many plan B's or not having a REAL plan can swallow you up and you get nowhere.
   
   Wish I had read this a long time ago!

2 comments about Financial Fitness: How to Budget Your Time, Your Money and Your Life.

1. I listened to the audio-casette version of this book, which was short and sweet.The author who is the narrator of the book completely involves you in the management routine, that he prescribes, weather it be finances or time. The part that I like is that you have to chart down your financial and time management routines and while you are doing that you become your own critic.Author helps you with simple techniques, that you can start practising the same day with immediate gratification.The well planned excercises don't over burden you with excessive details. Another plus point is that for every problem there are multiple solutions. Authors good sense of humor made it an enjoyable experience.



2. I am an avid reader and this is THE best resourse on personal finance that is out there. I have personally used Kevin's system to completley reduce my debt and find time for the wealth building tips.Kevin has a style that is humor filled along with a sensability that is clear. At first I was'nt sure if I would like the audio format, but he is soo easy to listen to that I found myself listening to it several times...and thats where the magic is! When you listen to it the 2 nd and 3 rd time it feels like you are being coached by a master. VERY effective!

5 comments about The Warren Buffett Way.

1. This was my first introduction to Value Investing and I was intrigued by the clarity of Buffett's reasoning as expressed through the quotes in this book. However (!) now that I have digged deeper in the world of Value Investing, and have since revisited this book, I see that it is actually little more than a vague overview.
   
   My first problem with this book is that it doesn't tell you how to practice what it preaches. It doesn't tell you where to find the information you need, for instance what parts of the annual reports you should read, and how to interpret them. In a sense, the book assumes you already know what you're doing - but why then pick up this book?!
   
   Second, a most important aspect of Value Investing is that of valuation, naturally. That is, how much is a business really worth? Hagstrom quickly slings out a few calculations but does not properly explain the reasoning behind them. I have been trying to find good books on valuation but without luck so far. I would instead recommend the reader to do an internet search on this subject or a Wikipedia lookup for Discounted Cash Flow.
   
   I debated with myself whether to give this book fewer stars than the three I gave it. But there are some good points for further investigation, if you're already experienced in value investing. Just take this book with a grain of salt.



2. Hagstrom obtains permission to quote from Berkshire Hathaway reports and provides case studies of Buffet's major investments. His investment and acquistion strategies that have resulted in him winning the market time and time again are reviewed extensively. Buffett does not buy stocks, he buys companies. Not only that, he buys and holds. A good review of the influence of Buffett's mentors like Ben Graham and Philip Fisher is also undertaken. This is a must read for people looking to profit in the market.



3. It wasnt a bad book and it didnt waste my time. But I want more meat from the author. More specifics on what makes this man tick would be appreciated. Its not bad - read it if you want to begin a discussion on Buffett. Don't waste your time if you already know something about Buffett.



4. Amidst the current market chaos, this book is more relevant than ever. Robert Hagstrom offers a largely historical overview of Warren Buffets exploits in the market over the past several decades - both good and bad ones, attempting to explain the guiding principles for each investment.
   
   As you make your way through the book, it doesn't take long to grasp the recurring themes of value investing, good management, and competence in the area you invest in. The discussion on index, passive, and active investment strategies was especially interesting in the context of speculative vs. ownership viewpoints.
   
   I have to admit, I've stayed away from the stock market, largely due to my own general ignorance of all the variables - even though I've taken courses, read and listened to books on strategies and numerous case studies. At times I've wondered if I was just being too risk averse for my own good, but I'm glad I've not given in because what implicitly held be back is exactly what Warren Buffet warns against: speculative investment.
   
   Great read and highly recommended. I'm looking forward to learning more about Warren Buffet and Berkshire Hathaway.



5. Book review of The Warren Buffett Way
   
   As I have been exploring economics from a variety of perspectives, it seemed only natural to read a book about one of the greatest investors of our time. I was pleasantly surprised by this book to learn that investing well was a rational and intelligent process and not just random chance.
   
   Obviously, there are those who dispute that statement but I believe that the weight of Mr. Buffett's success is a powerful argument against them. I also believe that his value investing strategy is highly compatible with the Christian life. As his recent buying spree proves, value investing helps out companies, and consequently keeps thousands of people employed, when they are down and it punishes investors that artificially raise stock prices by selling companies that get too expensive. This process of buying at undervalued points and selling at overvalued points moderates the growth of a company, consequently reducing instability and maintaining a rational environment for the securities market. Given the recent market plummet, I'd rather let billionaires keep the market afloat than my tax dollars.
   
   reprinted with permission from: http://naturalfamilylife.blogspot.com