It’s Not About You Book Review

I’ve been lucky enough to be sent a copy of ‘It’s Not About You – A Little Story About What Matters Most in Business‘, which is the new book by Bob Burg and John David Mann.

It’s a business parable, following fictional character Ben as he attempts to convince furniture makers Allen & Augustine to agree to a merger, and highlighting important lessons about leadership along the way. I hadn’t read Burg and Mann’s first book, The Go-Giver, which also uses the parable format, but obviously it’s been a tried a trusted way of imparting wisdom and lessons since the Greeks. And Burg and Mann both have decades of experience in sales and business leadership – and also experience of each writing various previous books, including previous collaborations.

I’ve read through it twice now, and purely on a story level it’s enjoyable enough. The plot and characters are all to serve the ultimate purpose of the book so it would be unfair to judge it purely on a literary level, but I’ve certainly read worse works of pure fiction. It’s also a fairly quick read in terms of length and pacing – treating it purely as a story it’s a few hours at most to find out what happens.

It's Not About You by Bob Burn and John David Mann

Blurry photo of a good book - my copy of It's Not About You

 

But obviously the intention is to illustrate lessons about leadership and business, and to provoke you to think about them as they’re illustrated by the Yoda-like Aunt Elle. And the combination of real-world, out-of-the-boardroom examples work fairly well, along with the explicit summaries of the key lessons at the end of each chapter, which are justified in the fictional sense by Ben being given a blank book by his wife Melanie to store his knowledge. They’re also repeated at the end of the book.

But is It’s Not About You useful?

So obviously it’s enjoyable enough as a quick parable in leadership, but has it got useful lessons in it? The short answer is yes, and without spoiling anything, the title makes it fairly obvious that the lessons are about leadership, building businesses and most importantly how you can inspire, lead and interact with the other people in your company, rather than trampling over them.

With that in mind, it’s obvious in line with some other business authors, such as Seth Godin, and CEOs such as Zappos Tony Hsieh, who both give quotes on the dust jacket.

If you’ve read their books, there are still a couple of things that you might learn from It’s Not About You, but the main advantage is reframing the advice as a personal story, and the fact that it’s perhaps easier to stomache the lessons in how to act when they’re being told to someone else, and you’re not being taught at. I can certainly think of a few people who would probably prefer to read It’s Not About You than other business books, and they’d definitely get some valuable lessons from it. Essentially the value of the book is whether it transfers the lessons about leadership to you in a way which actually inspires you to change/act, and it’s definitely made me consider changing the way I do certain things already, so in that respect it’s well worth picking up a copy.

It’s out in the UK towards the end of November, in hardcover, e-Book and AudioBook formats, and you can pre-order from various retailers, including Amazon.

Why you should read ‘The Blue Sweater’ by Jacqueline Novogratz

If you’re involved or interested in charity, social good, business, management or leadership, then I highly recommend The Blue Sweater: Bridging the Gap Between Rich and Poor in an Interconnected World having found it important enough to read it twice in the space of the few days I’ve had it!

And it’s not even about social media, web 2.0, or marketing. It’s far more important than that.

In all honesty, I wasn’t aware of Jacqueline Novogratz (here’s a Charlie Rose interview with Jacqueline) and her work, which includes founding the Acumen Fund, but I happened to see a post by Seth Godin which described it as important and essential – and then said Seth would buy a number of copies for bloggers to read and then pass on to their friends.

Which is how I ended up with an unexpected airmail package last week.

The Blue Sweater by Jacqueline Novogratz

The book is a partly a personal account of how Novogratz was motivated to apply the knowledge and processes of business, learned during her time Chase Manhattan Bank and the  Stanford Graduate School of Business, to begin micro-financing projects, having heard of the success of Professor Muhammed Yunus and the Grameem Bank, and starting by founding Duterimbere, a microfinance organisation in Rwanda.

Her account of her time in Africa, and the thought process behind the philosophy of combining charitable investment and entrepreneurship is enlightening, moving, at times harrowing, and importantly inspirational to produce actual results. The fact that Duterimbere spans both sides of the Rwandan Genocide, means that you’re presented with the humananity of women who worked to better the cause of poor women in the country, but were also caaught up in various ways in the genocide, whether as victim or as perpetrator.

It’s this honesty and moral ambiguity that had the greatest effect on me as I read the book – Jacqueline is brutally honest about her efforts to improve the situation of the poor, and especially where her well-intended efforts failed, particularly in her early attempts at building relationships with the women she needed to work with, or was trying to help – indeed she’s very honest about a number of mistakes made in her work with Duterimbere, and that’s probably why the organisation was able to celebrate it’s 20th anniversary in 2007, and survive the troubles which ripped Rwanda apart.

Suffice to say that the lessons of leadership and management contained in the book are applicable to any situation in which you’d like or need to be able to build successful working relationships with individuals or groups of people, regardless of their financial situation.

And it’s also the first book I’ve bought/received which my partner has voluntarily started reading – in this case before I’d even finished reading it!

And once I’ve done my duty in passing it on, I’ll be buying my own copy to refresh my memory on a regular basis:- The Blue Sweater: Bridging the Gap Between Rich and Poor in an Interconnected World

Why Mark Zuckerberg is right to dismiss Facebook users

As a specialist in online communities and social media, it may seem a little strange that I would suggest Mark Zuckerberg is right to ignore the complaints of Facebook users over the recent changes to the social network, but stick with me on this one.

Mark Zuckerberg by Leafar. on Flickr (CC Licence)

Mark Zuckerberg by Leafar. on Flickr (CC Licence)

The story so far:

Facebook releases a redesign which shows more of a Friendfeed/Twitter influence. Users react badly and an app is introduced to vote on the new design. The app has over 1 million votes so far, with 94% against the new layout and 600,000 comments – Facebook has over 175 million users for context. (A suitable time to remind everyone of ‘the supermarket effect‘ when it comes to redesigns?)

Then on Friday, Gawker posted details of a memo by Mark Zuckerberg to Facebook employees, supplied by an anonymous tipster.  ‘He said something like ‘the most disruptive companies don’t listen to their customers’

Sadly, the memo hasn’t been published anywhere, so like everyone else, I’m going on the third-hand hearsay. Cnet has a reasonable summary of the split between people attacking Facebook/Zuckerberg for his apparent lack of concern about users, and those who are supporting Facebook. So far, though, only Robert Scoble appears to have addressed why Zuckerberg is right to dismiss user concerns in this instance.

So why is Mark Zuckerberg right?

There’s a difference between collaboration and co-creation (which I evangelise), and, as Scoble puts it, ‘letting the customers run our business mode’. Think of every product that has been dulled by focus groups until it fails to ignite any interest from anyone.

Zuckerberg wants to keep Facebook disruptive – which is completely correct if it will avoid the loss of interest associated with the previous big social networks – look at the current state of Friendster and  Myspace. Both are still sizeable, but when did either of them ignite any sense of passion or controversy?

Too often, a great idea gets lost in repeated meetings, discussions and trying to meet the expectations of everyone involved – now try applying the views of 175 million people to a business plan.

Leadership by Dunechaser on Flickr (CC Licence)

Leadership by Dunechaser on Flickr (CC Licence)

And it takes strong leadership to lead any project, no matter how democratic in nature – from Wikipedia to Twitter, users contribute, collaborate, create, build-on and influence – but eventually someone has to pick a strategy and run with it.

And the redesign is leading to reports of the benefits for brands and for Facebook advertising.

Meanwhile Scoble points to user data and recommendations leading to businesses. And the fact that people may claim they’re rushing to leave since the redesign, but what people say is often different to what they do, and with such a critical mass, there are a lot of strong ties to break, with no like-for-like alternative really getting any attention.

They just don’t get it:

Part of my reason for posting is an article by Frank Reed over at Marketing Pilgrim, and others like it. We shouldn’t confuse customer service with customers dictating business strategy simply by an immediate backlash – all customer input should be acknowledged, and then a decision has to be made to act on it. It’s the same confusion that portrays Open Source as impossible to make money from, or social media as the only place to bother marketing in.

(And for the record, I don’t like the new design, I’m not going to leave over it, and I probably use Facebook 1-2 times a day for pleasure and 3-4 times a day for work, preferring Twitter and Friendfeed).