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Have you ever thought about the fact that a craftsman has more and better tools to solve challenges on the job than the leader of a business or organization does? Leadership “tools” are usually defined as computers, spreadsheets, data, and even experience, but in reality, leaders need thinking tools that are hard to come by, so they find themselves hunting and pecking for answers in books, at seminars, through on-the-job training programs, from mentors, and at business schools, and still, they’re left with gaps. Surely, most leaders are good at what they do, but the daily challenges of their jobs, like accelerating growth, increasing productivity, driving innovation, doing more with less, and balancing work with life don’t come with some sort of leadership toolkit...until now.
In Paid to Think, international consultant David Goldsmith presents his groundbreaking approach to leadership and management based on research revealing the twelve specific activities that all leaders perform on a daily basis, and he provides you with each activity’s accompanying tools and instructions proven to boost your performance and that of your entire organization.
Take the uncertainty out of everyday leading, convert ideas to realities, and maximize your intellectual value. Learn how decision makers at some of the world’s most successful organizations have already used Paid to Think’s universal and easily transferable tools—regardless of their industries, sectors, geographic locations, or management levels—as their greatest advantages in achieving more, earning more, and living more.
- Sales Rank: #943272 in Books
- Brand: Brand: BenBella Books
- Published on: 2012-10-23
- Original language: English
- Number of items: 1
- Dimensions: 10.00" h x 1.70" w x 7.40" l, 2.95 pounds
- Binding: Hardcover
- 544 pages
- Used Book in Good Condition
Review
“We put David's concepts, methodologies, and practices to the test in our organization. The impact was transformational. It has changed not only the way we lead our company, but it has also planted the seeds of change in our corporate culture that will drive our future success. Our company will never be the same again.”
—Thomas Woo, President, city’super Group, Ernst & Young Entrepreneur of the Year Hong Kong/Macau 2011
“David Goldsmith, professor at New York University, has taught me valuable concepts and actionable tools that I have used in leading the marketing team to produce business results never before matched. Our team was tasked to double the business in five years, and we were able to do so in only three years. Working with David's business principles and workable tools increase the probability of successfully growing the business and delivering outstanding business results.”
—Faye Christine Matriano, Group Product Manager, RFM Corporation
“Leaders need to think more and think better to meet the challenges they face and to grow their businesses. David Goldsmith explains how to do just that in Paid to Think. He brings structure and rigor to how leaders can think more effectively with easy to understand principles and practices. I recommend this book.”
—Mark Sanborn, President, Sanborn and Associates, Inc., and Bestselling Author, The Fred Factor and You Don’t Need a Title to be a Leader
About the Author
David Goldsmith is a consultant, advisor, NYU instructor, speaker, telecast host, and author. He is the president of MetaMatrix Consulting Group and holds an MBA from Syracuse University. Through his work with leaders from around the globe, Goldsmith is the developer of the Enterprise Thinking model, a holistic approach to leadership and management based on the activities and tools that all decision-makers need to solve challenges and create opportunities.
His expertise and advice is sought by leaders and managers worldwide, in businesses of all sizes, nonprofits and associations, and organizations including the military, government, and education.
Goldsmith was named by Successful Meetings magazine as one of the Top 26 Hottest Speakers in the speaking industry. He received NYU’s Outstanding Professor of the Year Award for developing and teaching two core courses, and his history of business success earned him The Citizens Foundation of Central New York’s Entrepreneur of the Year Award and the Central New York 40 under 40 Leadership Award.
He serves on the national board of directors of the Institute of Management Consultants and hosts the organization’s telecast series, Consultapalooza. Goldsmith is also the founder and telecast host of the New York State Chapter of the National Speakers’ Association. In addition to authoring more than 500 published articles, he is a regular columnist for several organizations and publications.
He resides in Manlius, NY, with his wife and two sons.
Most helpful customer reviews
24 of 28 people found the following review helpful.
A one-volume library of business information, insights, and wisdom
By Robert Morris
Note: The title is somewhat misleading because the scope and depth of the material that David Goldsmith provides in this book are far greater than its title suggests. My fear is that the title may discourage at least a few people from discovering that this is indeed a "one-volume library of business information, insights, and wisdom."
As I began to work my way through David Goldsmith's book, I was reminded of Tom Davenport's latest, Judgment Calls, in which he and co-author Brooke Manville offer "an antidote for the Great Man theory of decision making and organizational performance": [begin italics] organizational judgment [end italics]. That is, "the collective capacity to make good calls and wise moves when the need for them exceeds the scope of any single leader's direct control." The success or failure of an organization depends almost entirely on the judgment of all who comprise its workforce.
Why? Because, each day on the job, they must make all manner of decisions of varying degree of complexity and in a collaborative culture, they are expected to help other make sound decisions. With rare exception, the best decisions are based on the best information. That is why Davenport and Manville stress the value of collective judgment (i.e. "We know more than any one of us does") and I agree. However, as Goldsmith explains in his brilliant one-volume business library, individuals must make dozens of decisions each day that have varying degrees of importance...and impact. They are paid to think, yes, but also to make sound decisions and some do that better than others.
With Lorrie Goldsmith, he really does provide what is suggested in my review's title, an excerpt from remarks made by Jay Abraham in the Foreword. Here's the context: Paid to Think is "an all-encompassing new vision and playbook for managers that applies brilliantly and immediately to just about every managerial, operational, strategic, competitive, or organizational issue your organization faces [or could face] and will unquestionably face in the world, today."
Goldsmith's expressed objective is to provide a thorough explanation of how to "make better, faster, and more accurate decisions that will ultimately lead to improved outcomes with less risk, waste, and mistakes." In the Introduction, he immediately establishes a direct and personal, at times conversational and always collegial rapport with his reader. He provides (literally) an abundance of valuable information, invaluable insights, and practical advice. As is true of few other business books, other readers will feel as I did that Goldsmith wrote this book specifically for me.
The first chapter, "Enterprise Thinking," all by itself is worth far more than the cost of this book. Goldsmith introduces his perspectives on how best to create strategy, learn, perform, and forecast. He identifies and explains 12 practices of Enterprise Thinking (ET), organized as follows: Strategizing (e.g. #3: Establishing Alliances), Learning (e.g. #5: Acquiring New Knowledge), Forecasting (#8: Forecasting the Future), and Performing (e.g. #11: Innovating Everywhere). "I want you to think of ET as a group of activities that are so enmeshed with each other that even a slight improvement in one will improve the performance of all." In fact, that can be said of [begin italics] all [end italics] relationships between and among all leadership and management initiatives by both individuals and teams.
These are among the dozens of passages that caught my eye:
o An Overview of the Enterprise Thinking Categories and Corresponding Activities (Pages 10-15)
o Three Components to Developing Plans (48)
o Solving the Right Challenges by Asking the Right Questions: Redefining (67-77)
o Five Principles of Priority-Management Planning (129-131)
o The Benefits of Building the Infrastructure First (157-166)
o Alliances Killers (203-210)
o The Leverager's Dilemma: Addressing the Downside of Technological Change (218-221)
o Gaining a 360ยบ Awareness of Your Organization (260-262)
o The ET Competitive Intelligence Process (324-337)
o Triggering Innovative Thinking (446-463)
o Overcoming the Barriers of Organizational Politics (490-492) Forecasting Triggers (535-539)
o Five Stages of Becoming an Enterprise Thinker (590-593)
I know of no other single business book that offers more and better information, insights, and advice that can help almost anyone to know more precisely where to focus one's attention and energies as well as how to put the new knowledge to immediate and practical use. As David Goldsmith points out, "The better able a leader is to think through an idea before committing to action, the greater the chances an organization has to achieve higher returns, all while mitigating risk and reducing expense...In brief, thinking better, faster, and more accurately before you act improves the chances that the idea or initiative is a winning one and worth the expenditures that will be made in later stages of development and launch."
As another holiday season approaches, I presume to suggest that this book would be an excellent gift for anyone now preparing for a career in business or has only recently embarked on one. However, I think this book can also be of substantial value to middle managers who have more to learn but less to unlearn than do those at the C-level.
13 of 15 people found the following review helpful.
I am a C-level exec, and find this ENORMOUSLY helpful
By Michael O'Brien
My wife gave me Paid to Think as a birthday gift and have found it the most valuable business book I have ever read. I keep thinking, "I wish someone had told me that earlier in my career!"
This is the kind of book that when your skills wane and you want to read something new, just keep re-reading this book. In my nearly 25 years of professional experience, I can say that this covers everything a leader/manager needs to know. Everything.
You can think of this book as an MBA-in-a-box. It is a very practical how-to manual for leadership and management. It is a big book (599 pages) and dense - it is not a book you breeze through. However, it is well-written, and simple to understand.
Goldsmith believes that effective leadership and management is based on four things:
* Strategizing: Developing plans, creating new products and services, establishing alliances, learning technology
* Learning: Acquiring new knowledge, enhancing global awareness, watching competition
* Performing: Leading the charge, empowering others, innovating everywhere, selling continuously
* Forecasting: forecasting the future
All four weave together - where you cannot strategize without the ability to forecast, you cannot perform without learning, you cannot learn without strategizing, etc. The book is broken out into these four areas - but Goldsmith does a good job pulling them all together.
Not everything in this book is original - which I believe is a tremendous strength. Goldsmith is wise to understand that there are existing strategies that already work well. The purpose of this book is not to give you 100% original thought - but to teach you everything you need to know (whether his idea or someone else's) to be an effective leader. For example, in managing projects, he talked about the Critical Path Method that was invented in the 1950s - there is nothing he could invent that is better. This said, he does have some incredibly creative approach to problems that I have never seen before - so it is a good mix.
Goldsmith is also good at challenging conventional wisdom. For example, he takes exception to the phrase, "Our employees are our most valuable asset" suggesting that good employees are the end product of good processes, good tools, and the right environment.
I am an avid Harvard Business Review (HBR) reader and read a lot of business books. Most business books have a gem or two that I take forward but this one book has reset my expectations for what a business book should deliver. It is pure meat - with practical advice on every page. I wish Amazon allowed for more than five starts - because I would give this 100 if I could.
7 of 8 people found the following review helpful.
A journey designed to help you grow personally & professionally
By Janine L McBee
"Paid to THINK: A Leader's Toolkit for Redefining Your Future" is a journey designed to help you grow personally and professionally. Each chapter was written to stand on its own, to challenge and inspire to action. To test this, I went to the index to find a concept of current interest to me - connections. This led me to Chapter 8 - Enhancing Global Awareness.
David begins the chapter with `THE MOMENT YOU TURNED TO this page, you formed an opinion of this chapter that quite possibly doesn't have a whole lot to do with what you're about to read." This is so David. I don't think I've ever had a conversation with him where he did not challenge and expand my thinking.
From the beginning, the chapter read as if we were having just another conversation. Yet, David quickly gets your attention as to the importance of the topic: "enhancing global awareness is an essential activity that every decision maker must perform to keep pace in today's world...Being globally aware is not about your organization's reach -- whether your Desired Outcome is to have local, regional, domestic, international, multinational, or a global presence -- it's about expanding and enriching your thinking with real and current information about opportunities, solutions, and challenges that exist or that can be created."
David goes on to provide practical illustrations and tools addressing:
* What Does It Mean to Be "Globally Aware"?
* The connection between Global Awareness and Career Growth
* Global Awareness Improves Decision Making
* How Global Awareness Turbocharges the Enterprise Thinker
* The Approach to Becoming Globally Aware
* The Four Components of Global Information
* Sources of Global Information
* Putting Global Awareness to Practical Use
* Maps versus Words on a Global Scale
* and more
Full disclosure - I've had the privilege to work with David since 2006 when he first presented for the Texas Credit Union League at our Leadership Conference. Since then, he has served on our Southwest CUNA Management School faculty team. I count him as both friend and mentor. Over the years we've had many conversations about the book, I've read chapters in process, and seen David challenge our students using "Paid to Think". I appreciate David's passion and integrity, treasuring his insights. A loyal fan, my opinions are my own.
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