Book Summary Archives

25Jan 2020 by Steve Musica No Comments

Leadership Lessons from Extreme Ownership

This post shares the lessons from the 2015 book Extreme Ownership: How US Navy SEALs Lead and Win by Jocko Willink and Leif Babin. Willink and Babin were Navy SEALs who led the most highly decorated special operations unit of the Iraq war. The book demonstrates how SEAL leadership principles apply to business. Each chapter describes a situation from the war in Iraq in the insurgent occupied Ramadi where Babin led a unit that reported to Willink. Stories from the battlefield demonstrate each principle, then the authors define the principle and share an example from a business situation that further demonstrates the principle. Many of the principles are well covered in other leadership books, but several are lesser-known. This post will describe the leadership principles themselves. If you enjoy reading…

18Nov 2019 by Steve Musica No Comments

Traction/Entrepreneurial Operating System

Summary

Several clients and trusted partners we work with have recently implemented some of the ideas discussed in the 2011 book, Traction: Get a Grip on Your Business by Gino Wickman. The book introduces an Entrepreneurial Operating System (EOS) that small and medium-sized enterprises can use to simplify how they grow their business. EOS simplifies the many aspects of an organization into six core components as shown below. We will explain these six components and how they work together in a powerful system. EOS contains good tools for a small business if you don't already have a management system. None of the six components in EOS are novel, but the overall system uses the KISS method (Keep it Simple, Stupid) to help a business owner focus. VISION A business…

16Sep 2019 by Steve Musica No Comments

The Checklist Manifesto

Summary

This post summarizes a wonderful book that is celebrating its ten-year anniversary. Atul Gawande wrote the best-seller The Checklist Manifesto: How to Get Things Right in 2009. It was the third book by the author and has become influential in healthcare and beyond. Gawande is a general surgeon at the Brigham and Women's Hospital in Boston, a staff writer for The New Yorker, and an assistant professor at Harvard Medical School and the Harvard School of Public Health. In June of 2018 he was named CEO of the recently formed healthcare venture Haven, owned by Amazon, Berkshire Hathaway, and JP Morgan Chase. I’ll let Gawande summarize the core idea from his book: “Avoidable failures are common and persistent, not to mention demoralizing and frustrating, across many fields –…

28Jun 2019 by Steve Musica 1 Comment

Lean Startup Thinking

Summary

This blog post is a continuation of last month's 'The Need for Lean Innovation' where we introduce the concept of Lean innovation and make the case for why businesses and organizations need to prioritize learning through experimentation. One recent book that captures many principles of Lean Innovation is The Lean Startup by Eric Ries. Ries applies several concepts of Lean thinking to the realm of startups, where there is huge uncertainty about the success of the innovation and business model. A few of the key ideas are: Working smarter, not harder: the key question is not “can this product be built?” but rather “should this product be built?” and “will this result in a sustainable business?” Developing a Minimal Viable Product (MVP): the MVP should be easy to build and…

22Mar 2019 by Steve Musica No Comments

Ideas for Action from The Culture Code

Summary

Daniel Coyle wrote the bestselling book The Culture Code: The Secrets of Highly Successful Groups in 2018 as a follow-up to his bestselling book The Talent Code. Both books are well researched and highly recommended reads by Lean East. This post summarizes several of the “ideas for action” from the book into a basic leadership action plan. Culture is not something you are, it is something you do. Coyle focuses on three keys to building a cohesive, motivated culture – build safety, share vulnerability and establish purpose. The book shares his research on each of these areas and each section has ideas any leader can implement to improve their organization’s culture. Below are 20 ideas you can begin implementing today. Please share with others and leave a comment below if…

30Dec 2018 by Steve Musica 1 Comment

7 Lessons from Good to Great

Lesson

Influential management professor Jim Collins released the popular Good to Great: Why Some Companies Make the Leap...and Others Don’t in 2001. The book is really a research project led by Collins as a follow-up to his book Built to Last. He researched hundreds of companies to identify sets of “good” companies where one became “great” while a close competitor failed. Collins and his team tried to discover what the “great” companies did differently from the comparison companies and the general market. The book is a bestseller that has become a management strategy classic on how to grow a successful company and our team has given the book as a gift to numerous organizational leaders. Key points can be summarized by the image below – this post will summarize the key…

12Oct 2018 by Steve Musica No Comments

When: Scientific Secrets of Perfect Timing

Lesson

This post is a summary of the key learnings from the 2018 book, When: The Scientific Secrets of Perfect Timing by Daniel H. Pink. The book was an instant bestseller from the well-known author, and draws upon recent research from psychology, biology, neuroscience and economics. It is easy to read with many great examples and stories to demonstrate that Timing is really a science. This post synthesizes the main takeaways from each chapter of the book to save our readers some time! Figure Out Your Daily When Are you a morning lark, night owl, or third bird? To find out, identify the midpoint of your typical night’s sleep- halfway between going to sleep and waking up. If the midpoint is before 3 AM you are probably a lark.…

20Aug 2018 by Steve Musica No Comments

The Toyota Way

Lesson

Lean principles are based largely on studies of the Toyota Production System (TPS) from the early 1980s and influence manufacturing and service organizations across the world today. In 2001 the Toyota Motor Corporation summed up their philosophy, principles, and values in an internal document they referred to as, “the Toyota Way 2001.” The document expanded upon TPS with additional leadership and management practices that have made Toyota one of the most respected companies in the world. Author Jeff Liker visited Toyota and summarized these principles in his 2004 book, The Toyota Way: 14 Management Principles from the World’s Greatest Manufacturer. The book covers Toyota’s history, successes, and ideas with many great Toyota case studies; this post will focus on summarizing Toyota's 14 Principles. How many of these principles are followed…

14Jun 2018 by Steve Musica No Comments

The Five Dysfunctions of a Team

Lesson

Patrick Lencioni wrote The Five Dysfunctions of a Team: A Leadership Fable in 2002. The popular book is about imaginary company Decision Tech, and how a new CEO turned the company around. The CEO, Kathryn, molded her senior managers into a true team by addressing five dysfunctions she observed. Much of the fable focuses on a series of senior leadership retreats where Kathryn helps her team learn and address the dysfunctions. The book is a quick read and the easy-to-follow plot will appeal to readers of fiction. This Lean East blog post focuses on the final several chapters of the book (the non-fiction section) where the five team dysfunctions are summarized. Do any of these issues occur on your leadership team? Dysfunction No. 1: An Absence of Trust…

06Apr 2018 by Steve Musica No Comments

Juggling Elephants

Lesson

The book Juggling Elephants: An Easier Way to Get Your Most Important Things Done--Now! was written in 2007 by corporate trainers Jones Loflin and Todd Musig. The short read tells the story of a man named Mark visiting the circus with his daughter. Mark meets a ringmaster there who shares the analogy of life as a circus. “Sometimes does it feel like you are juggling elephants?” he asks Mark. The circus performance in the book takes place in three separate rings under the tent. The ringmaster schedules the acts for the circus and introduces the audience to each performer. While one act is performing, another ring is typically cleaning up from an act or setting up for the next act. The goal for the ringmaster is to have a…