The Power of Personality: How Introverts and Extroverts Can Combine to Amazing Effect by Sylvia Loehken

The Power of Personality is more than just another book that picks apart the obvious differences between introverts, centroverts, and extroverts. It delves very deeply into the strengths and possible hurdles that each face in business, social situations, and with each other.

Loehken presents management techniques for the different personality types and how one might leverage innate characteristics for the most positive outcome possible in a variety of ways. I found the book to be very helpful in explaining my own reactions to most perceived conflicts.

I hope to utilize what I’ve learned in the future to harness my strengths while minimizing the others. Some of my more damaging introverted tendencies are that I’m conflict/contact adverse and easily overstimulated in every day life.

I thought when Loehken discusses how the different personality types view each other that her descriptions were spot on. I think I do tend to categorize most extroverts as loud, unthinking buffoons. My mistake.

I suppose that extroverts view me as “boring, lame duck, sensitive flower, unsociable, professional worrier, reader, timid”pg 51. I never considered why.

Perhaps now with a more educated mindset, I can embrace personality differences and work more smoothly with extroverts. Rather than, in my previous experience, pushing them away so that I can have some peace and quiet.

The other portion of the book that I enjoyed is Chapter 8: Stressful Encounters: Status Games pg 161. It reminded me of a book on body language, I Can Read You Like a Book: How to Spot the Messages and Emotions People Are Really Sending with Their Body Language. But, instead of just focusing on body language, Loehken goes into all manner of status symbols, interactions, and conversational cues.

She dissects how, particularly introverts, do themselves a disservice in their professional and personal lives because of how they perceive and react to conflict. It blew my mind.

It may be because this is a European book (the price on the back is listed in pounds) but I have never read anything like this in an American business book. Loehken talks about the unwritten rules of polite society and how, in sometimes subconscious ways, we shape our relationships and our status to the people around us.

One of her tips for dominating or owning space that I’m going to integrate into my life (right now!) is to sit fully on an office chair instead of perching on the edge. “If you take the whole seating area of a chair, this has a higher status effect than someone who only takes up half the seat or sits on the edge.”pg 175. Lesson learned.

The weak part of this book was any of the bits that dealt with centrovists. Basically, Loehken kept saying (paraphrasing in my own words) ‘If you’re a centrovist, you enjoy the benefits from both types of personalities and will therefore be more successful in whatever it is that we’re talking about in this section.’

It got kind of annoying after awhile because Loehken tells us that everyone exists on a scale of personality (we’re rarely entirely one type or another from situation to situation) so the centrovist advice could have been most applicable for every reader. Unfortunately, it felt more like a ‘Captain Obvious’ moment every time it came up rather than a revelation.

If you enjoyed The Power of Personality, I’d suggest reading I Can Read You Like a Book: How to Spot the Messages and Emotions People Are Really Sending with Their Body Language. It deals with body language rather than the driving personality behind the body, but it is still illuminating. It helps readers monitor the involuntary signals that we send out in our day to day interactions, how to leverage your movements and to send the message that you want to send, rather than broadcasting your internal mindset unintentionally.

I received a free copy of this book through Goodreads First Reads. FTC guidelines: check! Thanks for reading!

Linchpin: Are You Indispensable? by Seth Godin

Seth Godin draws on his experiences in business and life to convince the reader to be a linchpin rather than a cog in the machine of work.

He says it better than I did: “This book is about love and art and change and fear. It’s about overcoming a multigenerational conspiracy designed to sap your creativity and restlessness. It’s about leading and making a difference and it’s about succeeding.” pg 2

You have our attention, Godin. What do we do?

Through a series of blog-like sections, Godin explains that there is no road map or simple answer. “Our world no longer fairly compensates people who are cogs in a giant machine. … Leaders don’t get a map or a set of rules. Living life without a map requires a different attitude. It requires you to be a linchpin.” pg 19

Essentially, you have to embrace the uniqueness and drive that is inside of you. You have to create a platform of work rather than a resume. You have to decide to discard mediocrity.

“The very system that produced standardized tests and the command-and-control model that chokes us also invented the resume. … Great jobs, world-class jobs, jobs people kill for- these jobs don’t get filled by people e-mailing in resumes.” pg 72

That’s so outside the usual paradigm of work, for most of us, that it can sound scary.

Photo by Andrea Piacquadio on Pexels.com

“Often, when people hear about my radical ideas for how you should train for a career, as well as the best way to present yourself, they object. They point out that not fitting in is certainly going to be an ineffective way of getting one of these average jobs. … If you need to conceal your true nature to get in the door, understand that you’ll probably have to conceal your true nature to keep that job. … The linchpin says, “I don’t want a job that a non-linchpin could get.” pgs 78-79

It seems like he’s asking a lot, but the alternative is to give up and conform. Godin says that this mindset isn’t impossible: “My fundamental argument here is simple: In everything you do, it’s possible to be an artist, at least a little bit.” pg 94. We can do that, right?

I didn’t agree with everything in Linchpin. I thought that Godin was far too hard on journalists… it is easy to look at an industry, or any situation really, from the outside and criticize the people in the thick of it.

News agencies know that they have to embrace the future or die. Just how to do that is up for grabs and adding Godin’s toolbox of how to excel at work couldn’t hurt. I don’t think that reinvention or evolution is an impossible task. It’s just tricky because, as Godin noted, “there is no roadmap.”

Recommended for people who may be bored with where they are and can see a glimmer of where they want to be- but aren’t sure how to get there. Also recommended for those who work in the newspaper business because we clearly need more linchpins.

The Real-Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career by Jack Welch, Suzy Welch

Jack & Suzy Welch have years of corporate experience under their belts. The Real-Life MBA is filled with some of their best practices culled from this background. Some of it I found helpful, other suggestions I didn’t enjoy as much, but I think that this may be because I’m coming from a non-profit career track rather than a cut-throat, competitive one.

Let’s get the negative out of the way first. Mr. Welch is well known for his practice of sorting his employees into tiered groups- the top 20%, the middle 70%, and the bottom 10%. If you are in the bottom 10% and you don’t improve within a certain amount of time, he promptly and tactfully assists you in finding new employment.

Now, I understand that there needs to be a balance when applying the carrot and the stick in business relationships. But, their approach just seems harsh. Welch insists that this system is more fair to the employer and employee- if you’re a bad fit, you’re not doing anyone any favors by sticking around.

On the other hand, your business will always have a bottom %10 so there will always be the shadow of that looming ax. I suppose that this could lend itself to an environment of continual growth, but I feel like it would be more motivated by fear than love. And, really, who wants that.

I liked the vision of organizational structure that was presented in Yes, And: How Improvisation Reverses “No, But” Thinking and Improves Creativity and Collaboration by Leonard Kelly. I think that creativity, trust, safe environments for occasional failures and career success go hand-in-hand. By encouraging an “ensemble” effort rather than a “team” mindset and fostering collaboration rather than a score board, I suspect that one would see just as excellent receipts with less turnover and a closer team bond.

I haven’t tested this theory though and Mr. Welch does have forty or fifty more years business experience than me, so take it with a grain of salt. But, that’s my two cents.

I liked the section on career development: It’s About You, starting on page 177. Most of it is just common sense advice, but it’s solid. Do what you love to do and don’t waste your time in a career you hate.

We spend most of our time at work so we may as well be happy when we’re there- it’s the fuel of success, etc. No big surprises, but sometimes the most useful and applicable advice isn’t surprising.

If you enjoyed The Real-Life MBA, I’d recommend Yes, And: How Improvisation Reverses “No, But” Thinking and Improves Creativity and Collaboration by Leonard Kelly to give you a slightly different viewpoint on teamwork. Also, Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead by Laszlo Bock so that you can read about HR practices inside one of the most successful and employee friendly companies on the planet.

I received a free copy of this book through the Goodreads First Reads program. Thanks for reading!

Mastering Civility: A Manifesto for the Workplace by Christine Porath

I think we’ve all, at one time or another, worked with one of “those” people- the ones who are rude, who take all the credit, who won’t look up from their phones during meetings, send an email when they should call, or make you do work that they find boring or unimportant.

Before I read Mastering Civility, I assumed that this was behavior I had to endure until the perpetrator got another job or experienced a spontaneous personality overhaul.

Author Christine Porath asserts that tolerating incivility in the workplace is a bad idea because it spreads like a virus. Once rudeness or intolerance enters the scene, it effects everyone it touches and can sink the ship causing everything from profit loss to poor job performance.

Throughout the book, Porath teaches the reader how to recognize incivility in oneself, how to assist coworkers in reforming poor behavior, and how to end working relationships with employees who either can’t or won’t toe the line. Sounding a clarion call for employers and employees alike, Porath rallies readers everywhere to join her in making the workplace civil again.

“Incivility usually arises not from malice but from ignorance. I started my research thinking that jerks out there were intentionally ruining workplaces; I now see that most bad behavior reflects a lack of self-awareness. We don’t want to hurt others, but we do.” pg 12. Until I read this book, I thought that too.

“…incivility has a way of pulling people off track and preventing them from doing their best. I’ve found this to be true in every study I’ve conducted. Even witnesses working around incivility take a hit.” pg 24.

I thought that was especially chilling because Porath ran a bunch of studies. “Many people think of rudeness as a self-contained experience, limited to one person or interaction. In truth, incivility is a virus that spreads, making the lives of everyone exposed to it more difficult. … Left unchecked, incivility can drag down an entire organization, making everyone less kind, less patient, less energetic, less fun- simply less.” pg 39.

Ewww, you got your incivility all over my desk.

Those are the don’ts. Here are a few do’s: “If you want to connect with your employee or team, lead with warmth. Most of us are in a hurry to prove our competence, but warmth contributes significantly more to other’s evaluations. .. It facilitates trust, information, and idea sharing.” pg 71

“… the single biggest complaint I hear from employees about their bosses is that they fail to tune in. Do yourself and others a favor: When you speak or meet with someone, put away your smartphone. Make others the priority.” pg 114. Amen.

I laughed when Porath suggested eating well, exercising, and getting enough sleep to help foster a civil atmosphere in the workplace. Common sense stuff, yes, but how many of us have lashed out because we’re “hangry”? Change starts with you so: eat breakfast, people.

Recommended for people experiencing or who have experienced incivility in the workplace. Porath gives you some concrete methods to turn it all around. Some further business related reading that I’ve enjoyed: Do the Work, The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work and The Art of Exceptional Living.

Thanks for reading!

The Optimistic Workplace: Creating an Environment That Energizes Everyone by Shawn Murphy

The Optimistic Workplace is a complex but useful manual on how to shift the environment at work. Shawn Murphy talks about all aspects of business from the individual to management to all the levels in-between. There weren’t many surprises in these pages, but the advice was solid.

I knew that leadership was important to the overall vibe in the work space and Murphy does say that it’s important: “…your leadership style impacts climate by up to 70 percent. Think about that 70 percent. It’s mostly how you show up and interact with others that shapes the climate that influences your team’s performance.” pg 9 But, it isn’t the only thing that matters.

There are also ways in which the individual can change the work space. It all starts with greater self knowledge: “Workplace optimism thrives when people understand why they show up to work. Not only is the purpose and meaning of work important, but so, too, are the personal implications. … Personal expression through work is a major contributor to your employees’ well-being. Doing work that matters facilitates the expression of one’s talents.” pg 19 Makes sense. Know thyself does seem to be the foundation of most major life-changing movements.

“..the benefit to positively shaping the climate for your team is getting to know yourself better and discovering how to fulfill your own potential. You position yourself to love your work. In doing so, you set the tone and lead the way to help your employees realize their own potential and find greater meaning in their work and life.” pg 48 Sort of a trickle-down effect of optimistic workplace awesomeness.

Of all of the myriad of studies included in this book, my favorite was the study of “ikigai” : “Your health is linked to a sense of purpose in life, or, as the Japanese all it, ikigai. … A 2008 study in Japan by Toshimasa Sone and his colleagues sought to understand how, if at all, ikigai contributed to longevity in life. … Mortality risks were higher in those who did not have a sense of being and of joy. Those lacking clarity in intentional living had a higher incidence of cardiovascular disease and other life-threatening illnesses.” pg 89 Purpose or death.

The only critical thing I have to say about The Optimistic Workplace is that it’s so broad. Towards the end, I despaired of ever having the time to implement all of the changes suggested, even though they seem like good ones. My boss suggested that I take my favorites and start there. I think I will.

Recommended for those who have plenty of time for reflection and transformative meetings- I think that this book has huge potential. I just wonder how many businesses would be able to take the time and actually work their way through it. Some further reading: Mastering Civility: A Manifesto for the Workplace, The Happiness Advantage: The Seven Principles of Positive Psychology That Fuel Success and Performance at Work, and Work Rules!: Insights from Inside Google That Will Transform How You Live and Lead.

Thanks for reading!

The Office Sutras: Exercises for Your Soul at Work by Marcia Menter

The Office Sutras sums itself up in the first couple of pages: “The basic premise of this book is that we’re on a spiritual journey every second of our lives, not just during those times we set aside to contemplate the cosmos. The job you have right now, no matter how frustrating, no matter how screamingly imperfect, is part of your spiritual path.”pg 3

Every page there after pretty much repeats the same theme.

This book just wasn’t for me. Every chapter presents a common problem that one can encounter at work and then gives exercises that you can use to come to an understanding about it.

I realized that I was never going to do any of the exercises and I didn’t regret that in any way. Big fail.

If you’re going to read a self help book that deals with work and has a Buddhist vibe, I’d suggest Peace Is Every Breath: A Practice for Our Busy Lives.

Thich Nhat Hanh is brilliant and I find his writing to be more appealing than this offering. Thanks for reading!

Ask: The Counterintuitive Online Formula to Discover Exactly What Your Customers Want to Buy…Create a Mass of Raving Fans…and Take Any Business to the Next Level by Ryan Levesque

Quite the title, isn’t it?

I picked this up a few months ago because I was looking for some pointers on creating online surveys for the public library. It has some excellent ideas, but they’re buried beneath the coils of a very aggressive marketing formula.

Levesque coaches businesses to send twelve follow up emails to customers, whether they purchase the product or not. Can you imagine?

It’s no wonder that people don’t like giving their emails out, if that is the manner in which they will be used. I have to give it to Levesque- the man certainly doesn’t take no for an answer.

He describes the unique circumstances that gave him this fierce business drive and, unlike other reviewers on this book, I actually liked the autobiographical portion of Ask.

It made me view Levesque as a regular guy before he presented his over-the-top marketing strategies. I mean, perhaps if you were running your own business and needed absolutely every customer who strayed to your webpage, Ask would be invaluable to you. As it is, if the library were to employ this system, I think it would just seriously piss everybody off.

So, anyway, the some gems I pulled out of the mess:
“…people essentially are only good at answering two basic types of questions when they don’t know what they want: what it is they don’t want and what they’ve done in the past.” pg 10

Bring clarity to your business through stat analysis: “We discovered that by paying attention to the right information (provided by the market), you could not only identify what sub-segments exist in your market, but you can also identify which ones are worth focusing on.” pg 53

Put the important questions first: “Generally speaking, you should expect to see a degradation in response the deeper you get into your survey. So, for this reason, it’s essential to prioritize the importance of your questions beyond the initial questions in your survey.” pg 87

When evaluating survey responses: “The reason why response length is vitally important is because it’s an indication of hyper-responsiveness, which is a leading indicator of how likely someone is to purchase a paid solution for the problem or challenge about which we’re asking.” pg 92

Why to use an “open-ended Single Most Important Question”: “To determine what buckets naturally emerge in your market. To identify what people’s hot buttons are. To identify what their objections are. To identify what their biggest challenges are. To use in concert with their demographic information. pg 97

So anyway, to get all of these tidbits in context, pick up Ask and dig through it. But please, if I ever, for whatever reason, give you my email, do not send me 12 follow up emails. Please. And thanks for reading.

Unmistakable: Why Only is Better than Best by Srinivas Rao

A call-to-action for artists and business people of all types to create the work that only they can create which makes them irreplaceable and also Unmistakable.

“When you’re the only person who could have created a work of art, the competition and standard metrics by which things are measured become irrelevant because nothing can replace you. The factors that distinguish you are so personal that nobody can replicate them.” pg 2.

That makes sense to me. You’re essentially writing the book so no one can tell you how it’s supposed to go.

The theory of becoming Unmistakable is fairly simple but the journey to that place is not. There are no maps to this realm because it is different for everyone and the paths to that place vary as widely as the talents that people bring with them.

As Srinivas reminds us: “Unmistakable work is a process of self-discovery. We start our ride not knowing what it is that makes us unmistakable, and a thread reveals itself through the creation of a body of work. Dots connect, patterns emerge, and our unmistakable gift is revealed. Time is the critical ingredient required for this to take place, hence the role of longevity and commitment in the quest to become unmistakable.” pgs 56-57

So, you can’t give up. Create and fail and try again. That is as hard and as easy as it is.

“…creating unmistakable work might be one of the hardest things to do: you have to look into the depths of who you are, explore what matters to you, and infuse that into every element of your work until it can’t possibly be mistaken for something anybody could have done but you.” pg 68.

The messages contained within Unmistakable become repetitive after a few chapters, but Srinivas threads some of the stories and artists from his podcast to break up the material as well as his personal testimony.

Unmistakable encourages creation even in areas that you may have no prior experience: “Lack of formal instruction might keep us from attempting some sort of creative pursuit or starting anything in which we don’t have experience. … When we lack experience, we also have the advantage of lacking preconceived notions of what’s possible.” pg 113.

And, you don’t know what you’re capable of until you get started. So, what are we waiting for!

As Srinivas writes from an interview with Seth Godin: “The enemy of creativity is fear; that seems pretty clear. The enemy of fear is creativity; that doesn’t seem that obvious.” The antidote to our fear is to put our heads down, do our work, and make something each day.”pg 189.

Let’s all become Unmistakable.

Some further reading: Creativity: The Perfect Crime, Do the Work, and How to Fly a Horse: The Secret History of Creation, Invention, and Discovery.

Thanks for reading!

Read This Before Our Next Meeting by Al Pittampalli

Endless meetings have you down? Pittampalli has a solution to your woes. He claims that modern meetings should only be held to solve specific problems and the only people who should be required to attend are those who could take direct action to solve that problem.

I think that the idea is a solid one.

It does take some internal mindset changes by the folks who call meetings. The first step, like with any problem, is to admit that you even have a problem.

“Over time, we’ve become nonchalant about bad meetings. If an operating room were as sloppily run as our meetings, patients would die.” pg 7.

Overly dramatic, perhaps, but true. And also keep in mind: “Change is never met with open arms. Great decisions involve risk and risk scares people; it’s natural for great ideas to get attacked or, worse, ignored. I can think of no single great innovation that has ever happened without the presence of opposition.” pg 15

So, there may be an uphill battle over this, but, Pattampalli thinks, it is worth it.

The end goal: “Meetings need to be less like the endless commercial breaks during a football game and more like pit stops in the Daytona 500.” pg 20.

So, they’re necessary, but they should run quickly because: “Meetings are too expensive and disruptive to justify using them for the most common types of communication, such as making announcements, clarifying issues, or even gathering intelligence. Like war, meetings are a last resort.” pg 23

Photo by Christina Morillo on Pexels.com

This strict definition of a meeting means that there is going to be some major preparatory work since communication isn’t going to be a part of the show. The person calling the meeting has to distribute information about the issue so that those who are attending can contribute.

“Every meeting should require pre-meeting work. Any information for getting attendees up to speed should be given out beforehand. If the attendee doesn’t have time to read and prepare, she doesn’t have time to attend.” pg 37.

But, this preparation pays off when, after the meeting, the business should have created a concrete ‘action plan’ that includes: “What actions are we committing to? Who is responsible for each action? When will those actions be completed?” pg 39. Thus addressing the problem that the meeting was called to solve and serving its function.

Most of the meetings that I’ve attended in my life have been rambling, unfocused affairs that were called to fill the monthly meeting quota that was arbitrarily chosen by management- a touch-base, if you will.

Pittampalli is adamant that this is a waste of time. I never really saw it that way because I didn’t have any expectations that meetings were supposed to accomplish anything at all. We’d meet, then get on about our business. This book has shown me that I should expect more.

Recommended for anybody who wants to learn more about the benefits of “modern meetings”. This short book has everything that you need to start changing the world, one meeting at a time.

Thanks for reading!

The Help Desk Book Blog

Sharing reviews and deep thoughts about life.

Tag: business

The Power of Personality: How Introverts and Extroverts Can Combine to Amazing Effect by Sylvia Loehken

Linchpin: Are You Indispensable? by Seth Godin

The Real-Life MBA: Your No-BS Guide to Winning the Game, Building a Team, and Growing Your Career by Jack Welch, Suzy Welch

Mastering Civility: A Manifesto for the Workplace by Christine Porath

The Optimistic Workplace: Creating an Environment That Energizes Everyone by Shawn Murphy

The Office Sutras: Exercises for Your Soul at Work by Marcia Menter

Ask: The Counterintuitive Online Formula to Discover Exactly What Your Customers Want to Buy…Create a Mass of Raving Fans…and Take Any Business to the Next Level by Ryan Levesque

Unmistakable: Why Only is Better than Best by Srinivas Rao

Read This Before Our Next Meeting by Al Pittampalli

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