2013 Reading List

I was fortunate to read some great books in 2013. From time to time, I am asked what I’ve been reading. For those of you that are interested (and for my sake!) below is a list of the books I read in 2013.

Mostly everything was business focused. In 2014, I’d like to expand my non-fiction and read more – a lot more. My blogging hero, Shane Parrish, has read 16 books in December alone! (note: please check out Shane’s blog!)

I was able to make it through 18 this year (with read a few of those on the list twice). In 2014, I have the goal of reading 26 books – 1 every 2 weeks.

Thanks for checking out my blog in 2013. Happy New Year!

 

Books listed in the order read.

1. To Sell Is Human: The Surprising Truth About Moving Others – Daniel Pink

2. What I Wish I Knew When I Was 20: A Crash Course on Making Your Place in the World – Tina Seelig

3. Playing to Win: How Strategy Really Works – Roger Martin and AG Lafley

4. The Meaning of Marriage: Facing the Complexities of Commitment with the Wisdom of God – Timothy Keller

5. Shepherding a Child’s Heart – Tedd Tripp

6. Understanding Michael Porter: The Essential Guide to Competition and Strategy – Joan Magretta

7. Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation – Tim Brown

8. The Power of Habit: Why We Do What We Do in Life and Business – Charles Duhigg

9. The Icarus Deception: How High Will You Fly? – Seth Godin

10. The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses – Eric Ries

11. The Toyota Way to Lean Leadership: Achieving and Sustaining Excellence through Leadership Development – Jeffrey Liker and Gary L. Convis

12. Wired to Care: How Companies Prosper When They Create Widespread Empathy – Dev Patnaik

13. Getting Things Done: The Art of Stress-Free Productivity – David Allen

14. David and Goliath: Underdogs, Misfits, and the Art of Battling Giants – Malcolm Gladwell

15. The Everything Store: Jeff Bezos and the Age of Amazon – Brad Stone

16. Creative Confidence: Unleashing the Creative Potential Within Us All – Tom Kelley and David Kelley

17. Switch: How to Change Things When Change Is Hard – Chip and Dan Heath

18. Made to Stick: Why Some Ideas Survive and Others Die – Chip and Dan Heath

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Lower the bar

Source: sportxcel.org

I am reading yet another fabulous book and I can’t help myself from sharing. Switch, by Chip and Dan Heath, helps us understand how to create change when change is really hard.

Have you ever said to yourself, “why won’t he change?” or “why won’t they change?” Or have you attempted to create change with your team, with a group at work, in your marriage, or with you children and come away frustrated? If so, you should read Switch. (aside: this book has inspired me to teach a change seminar at work for my team and others that are interested. I will share the results with my readers)

Chip and Dan lay out a straightforward framework for creating change. It’s so easy, you could create a checklist or guide to outline what you want to change. (If one doesn’t already exist somewhere on the internet).

One item I want to share with you from the book is the idea of “lowering the bar.” We often approach change thinking that a radical shift is what will motivate people (including ourselves). In the business world, managers are fond of mentioning things like “burning platforms” and “burning the ships.” I’ll admit that I’ve used this tactic before to try and motivate people.

Take the burning platform – this comes from the story of an oil rig explosion that happened in the mid 80s. The rig caught fire and those who survived the explosion where forced to chose between staying on the rig and burning to death, or jumping to an almost certain death in the ocean (which was also on fire) 150ft below. The term “burning platform” is used often, but it’s not a great analogy.

First, why is our platform on fire? As the typical worker sits in her cube, telling her that the platform is on fire won’t go very far. She doesn’t smell smoke. This doesn’t motivate change.

Second, who wants to take a plunge into a fiery ocean? Can we provide a slightly better alternative to 150ft jump to an almost certain death? Again, you will not get people lining up to jump from your burning platform.

Now, I’m not saying that there are not real burning platforms out there. Blockbuster was a burning platform. Kodak was a burning platform. My point is simply, people don’t typically change just because they are forced to do something very hard. Change happens because we want to change and because it is easy.

I was struck by the idea of “lowering the bar.” I often think about making targets aspirational, but study after study shows that giving people a path to the change and showing them clearly where they are going is the way to drive change.

Think about losing twenty pounds. You would begin to think about all the exercise, the cookies you will give up, the salad that you’ll need to eat, etc. What if instead you thought, all I need to do is set out my workout clothes every night, so that I am ready to go in the morning? Or, all I need to do is coordinate with a friend to run tomorrow morning?

You, your team and your company is more like to make a small change. The next time you need to impact change, think about lowering the bar to get change moving.