Available Titles:

Coaching and Mentoring: How to Develop Top Talent and Achieve Stronger Performance

First Things First

First, Break All the Rules: What the World's Greatest Managers Do Differently

Good to Great: Why Some Companies Make the Leap... and Others Don't

Good to Great and the Social Sectors: A Monograph to Accompany Good to Great

How to Win Friends & Influence People

Leadership on the Line: Staying Alive Through the Dangers of Leading

Principle-Centered Leadership

The 7 Habits of Highly Effective People

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change

Living The 7 Habits of Highly Effective People: Stories of Courage and Inspiration

The 7 Habits for Managers: Managing Yourself, Leading Others, Unleashing Potential

The 8th Habit: From Effectiveness to Greatness

You're in Charge--Now What?: The 8 Point Plan

The First 90 Days in Government

LPHA Library

Please contact Donna Haupert if you would like to check out one of these books or audio CDs.

You can reach Donna at haupert@mncounties.org or 651-789-4356.

"First, Break All the Rules: What the World's Greatest Managers Do Differently"
Marcus Buckingham; Hardcover

From Booklist
The authors, both management consultants for the Gallup Organization, use the company's study of 80,000 managers in 400 companies to reach the conclusion that a company that lacks great frontline managers will bleed talent, no matter how attractive the compensation packages and training opportunities. With this in mind, they sought the answers to the follow-up questions: "How do great managers find, focus and keep talented employees." Using case studies, diagrams, and excerpts from interviews, Buckingham and Coffman guide us through their findings that discipline, focus, trust, and, most important, willingness to treat each employee as an individual are the overall secrets for turning talent into lasting performance. The book concludes with suggestions on how to become a great manager, including ideas for interviewing for talent, how to develop a performance management routine, and how to get the best performance from talented employees. Although this is clearly an infomercial for the Gallup Organization, it nevertheless offers thoughtful advice on the essential task of developing excellent managers. Mary Whaley

"How to Win Friends & Influence People"
Dale Carnegie; Paperback

Amazon.com Review
This grandfather of all people-skills books was first published in 1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and Influence People is just as useful today as it was when it was first published, because Dale Carnegie had an understanding of human nature that will never be outdated. Financial success, Carnegie believed, is due 15 percent to professional knowledge and 85 percent to "the ability to express ideas, to assume leadership, and to arouse enthusiasm among people." He teaches these skills through underlying principles of dealing with people so that they feel important and appreciated. He also emphasizes fundamental techniques for handling people without making them feel manipulated. Carnegie says you can make someone want to do what you want them to by seeing the situation from the other person's point of view and "arousing in the other person an eager want." You learn how to make people like you, win people over to your way of thinking, and change people without causing offense or arousing resentment. For instance, "let the other person feel that the idea is his or hers," and "talk about your own mistakes before criticizing the other person." Carnegie illustrates his points with anecdotes of historical figures, leaders of the business world, and everyday folks. --Joan Price
--This text refers to the
Mass Market Paperback edition.

"Good to Great: Why Some Companies Make the Leap... and Others Don't"
Jim Collins; Hardcover

From Publishers Weekly
In what Collins terms a prequel to the bestseller Built to Last he wrote with Jerry Porras, this worthwhile effort explores the way good organizations can be turned into ones that produce great, sustained results. To find the keys to greatness, Collins's 21-person research team (at his management research firm) read and coded 6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project. That Collins is able to distill the findings into a cogent, well-argued and instructive guide is a testament to his writing skills. After establishing a definition of a good-to-great transition that involves a 10-year fallow period followed by 15 years of increased profits, Collins's crew combed through every company that has made the Fortune 500 (approximately 1,400) and found 11 that met their criteria, including Walgreens, Kimberly Clark and Circuit City. At the heart of the findings about these companies' stellar successes is what Collins calls the Hedgehog Concept, a product or service that leads a company to outshine all worldwide competitors, that drives a company's economic engine and that a company is passionate about. While the companies that achieved greatness were all in different industries, each engaged in versions of Collins's strategies. While some of the overall findings are counterintuitive (e.g., the most effective leaders are humble and strong-willed rather than outgoing), many of Collins's perspectives on running a business are amazingly simple and commonsense. This is not to suggest, however, that executives at all levels wouldn't benefit from reading this book; after all, only 11 companies managed to figure out how to change their B grade to an A on their own.

"Good to Great and the Social Sectors: A Monograph to Accompany Good to Great"
Jim Collins; Paperback

  • This monograph is a response to questions raised by readers in the social sector. It is not a new book.
  • Jim Collins wants to avoid any confusion about the monograph being a book by limiting its distribution to online retailers.

  • Based on interviews and workshops with over 100 social sector leaders.

  • The difference between successful organizations is not between the business and the social sector, the difference is between good organizations and great ones.

"The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change"
Stephen R. Covey; Hardcover

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change was a groundbreaker when it was first published in 1990, and it continues to be a business bestseller with more than 10 million copies sold. Stephen Covey, an internationally respected leadership authority, realizes that true success encompasses a balance of personal and professional effectiveness, so this book is a manual for performing better in both arenas. His anecdotes are as frequently from family situations as from business challenges. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift"--a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more. This isn't a quick-tips-start-tomorrow kind of book. The concepts are sometimes intricate, and you'll want to study this book, not skim it. When you finish, you'll probably have Post-it notes or hand-written annotations in every chapter, and you'll feel like you've taken a powerful seminar by Covey. --Joan Price

"The 7 Habits for Managers: Managing Yourself, Leading Others, Unleashing Potential"
Stephen R. Covey; Audio CD

No organization has ever become great without exceptional leadership - without leaders who can connect the efforts of their teams to the critical objectives of the organization, who can tap the full potential of each individual on their team? It takes a leadership mind-set, skill-set, and tool-set. This audio is the synthesis of Dr. Stephen R. Covey's two-day interactive and intensive workshop on leadership. The proven principles of the 7 Habits are applied to leadership roles as Covey teaches managers and other leaders how to define their contributions, develop greater influence, leverage hidden resources, give constructive feedback, and unleash the full potential of their team against critical priorities. The 7 Habits approach helps developing leaders unleash the talents and capability of their team against the organization's highest priorities.

"Living The 7 Habits of Highly Effective People: Stories of Courage and Inspiration"
Stephen R. Covey; Audio CD

Amazon.com Review
Stephen Covey's famous
7 Habits of Highly Effective People has been teaching people and organizations how to be more effective since 1989. But how do Covey's principles translate for real people living their lives? Living the 7 Habits presents more than 70 little stories of people as they meet challenges and practice the seven habits. Some are ordinary slices of life; others are pivotal moments or life changes. A 76-year-old man who had overdrawn his wife's "emotional bank account" starts making deposits of chores, favors, and special dates until love is rekindled. A woman changes her life after her husband dies of cancer. Children teach parents empathic listening. A banker-turned-minister, cleaning his gun as his pregnant wife naps on the couch, accidentally discharges it, killing his wife and the unborn child, and learns to recover from grief and guilt. Parents learn to hear their teenagers' anxieties with respect and understanding. A clinical-psychology researcher, moved by statistics that one-third of foster kids never return to their birth parents or get adopted, creates a village for former "unadoptable" children, their new parents, and volunteer "grandparents." The stories are organized thematically into individual, family, community, education, and workplace--with commentary from Covey following each story. If you practice the seven habits and seek inspiration and a feeling of community, this book will help you find both. --Joan Price

"The 7 Habits of Highly Effective People"
Stephen R. Covey; Audio CD

The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change was a groundbreaker when it was first published in 1990, and it continues to be a business bestseller with more than 10 million copies sold. Stephen Covey, an internationally respected leadership authority, realizes that true success encompasses a balance of personal and professional effectiveness, so this book is a manual for performing better in both arenas. His anecdotes are as frequently from family situations as from business challenges. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift"--a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more. This isn't a quick-tips-start-tomorrow kind of book. The concepts are sometimes intricate, and you'll want to study this book, not skim it. When you finish, you'll probably have Post-it notes or hand-written annotations in every chapter, and you'll feel like you've taken a powerful seminar by Covey. --Joan Price

"The 8th Habit: From Effectiveness to Greatness"
Stephen R. Covey; Audio CD

From Publishers Weekly
The original seven habits of highly successful people are still relevant, but Covey, author of the mega-bestseller of that title, says that the new Information/Knowledge Worker Age, exemplified by the Internet, calls for an eighth habit to achieve personal and organizational excellence: "Find your voice and inspire others to find theirs." Covey sees leadership "as a choice to deal with people in a way that will communicate to them their worth and potential so clearly they will come to see it in themselves." His holistic approach starts with developing one's own voice, one's "unique personal significance." The bulk of the book details how, after finding your own voice, you can inspire others and create a workplace where people feel engaged. This includes establishing trust, searching for third alternatives (not a compromise between your way and my way, but a third, better way) and developing a shared vision. This book isn't easy going; less business jargon and more practical examples would have made this livelier and more helpful. But if organizations operated with Covey's ideas—and ideals—most people would undoubtedly find work much more satisfying. Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

"Principle-Centered Leadership"
Stephen R. Covey; Audio CD

From Library Journal
The great "angst" of life has seemingly gripped us all, and there seems to be no limit to the number of writers offering answers to the great perplexities of life. Covey, however, is the North Star in this field. Following his successful Seven Habits of Highly Effective People (S. & S., 1989), Covey now responds to the particular challenges of business leaders by applying his natural laws, or principles, of life to organizations. Covey explains these laws (security, guidance, wisdom, and power), and discusses how seven-habits practice and focus on these principles will result in personal and organizational transformation. He reminds us that personal and organizational success is hard work, requires unwavering commitment and long-term perspective, and is achievable only if we are prepared for a complete paradigm shift in our perspective. Without hesitation, strongly recommended for all management collections. - Dale Farris, Groves, Tex. Copyright 1991 Reed Business Information, Inc.

"First Things First"
Stephen R. Covey; Audio CD

Amazon.com Review
What are the most important things in your life? Do they get as much care, emphasis, and time as you'd like to give them? Far from the traditional "be-more-efficient" time-management book with shortcut techniques, First Things First shows you how to look at your use of time totally differently. Using this book will help you create balance between your personal and professional responsibilities by putting first things first and acting on them. Covey teaches an organizing process that helps you categorize tasks so you focus on what is important, not merely what is urgent. First you divide tasks into these quadrants:

    1. Important and Urgent (crises, deadline-driven projects)
    2. Important, Not Urgent (preparation, prevention, planning, relationships)
    3. Urgent, Not Important (interruptions, many pressing matters)
    4. Not Urgent, Not Important (trivia, time wasters)

Most people spend most of their time in quadrants 1 and 3, while quadrant 2 is where quality happens. "Doing more things faster is no substitute for doing the right things," says Covey. He points you toward the real human needs--"to live, to love, to learn, to leave a legacy"--and how to balance your time to achieve a meaningful life, not just get things done. --Joan Price

"Leadership on the Line: Staying Alive Through the Dangers of Leading"
Martin Linsky; Hardcover

From Publishers Weekly
Recognizing that it can be both lonely and difficult at the top, the authors faculty members of Harvard University's Kennedy School of Government set out to lend emotional and practical support. Whether leaders represent a local planning board or a Fortune 500 company, they "live dangerously," say the authors, "because when leadership counts, when you lead people through difficult change, you challenge what people hold dear their daily habits, tools, loyalties, and ways of thinking with nothing more to offer perhaps than a possibility." To that end, Heifetz and Linsky offer useful strategies leaders can employ, such as building political constituencies, trying to orchestrate the inevitable conflict, and forcing those who cause problems to actually solve the problems. Indeed, the book does dwell on the negative aspects of leadership, serving more as a troubleshooting guide than a how-to leadership handbook. Some of the examples are informal (e.g., the 1994 Chicago Bulls), while others are more traditional (e.g., city planning and politics). Showing a sympathetic side, Heifetz and Linsky offer tactics to help leaders not to take conflict personally. Remember, they counsel, you are more than your job. This book will undoubtedly provide leaders and managers comfort on days when everything seems to be going wrong in their department or organization.
Copyright 2002 Cahners Business Information, Inc.

"Coaching and Mentoring: How to Develop Top Talent and Achieve Stronger Performance" Richard Luecke; Paperback

Effective managers know that timely coaching can dramatically enhance their teams' performance. "Coaching and Mentoring" offers managers comprehensive advice on how to help employees grow professionally and achieve their goals. This volume covers the full spectrum of effective mentoring and the nuts and bolts of coaching. Managers will learn how to master special mentoring challenges, improve listening skills, and provide ongoing support to their employees.

"You're in Charge--Now What?: The 8 Point Plan"
Thomas J. Neff; Hardcover

From Publishers Weekly
Starred Review. For any manager in a new position, from CEO to department subhead, the title's question is of paramount importance. The authors of this seminal book, top brass at leading global executive search firm Spencer Stuart, answer it with a comprehensive approach to maximizing the first 100 days on the job, drawing dramatically on the experience of more than 50 chief executives (as well as other corporate personnel) interviewed in depth. The authors' clear, sound eight-point plan covers the bases of what incoming business leaders need to know, from how to prepare physically and mentally for the first 100 days to crafting a strategic agenda; dealing with and transforming corporate culture; shaping the management team; working with a boss or a board; and more. What truly distinguishes this book from available management volumes, besides its inspiring hit-the-ground-running approach, is the material gleaned from the chief executives (among them, for example, Gary Kusin of Kinko's; Paul Pressler of Gap Inc.; Jonathan F. Miller of AOL; Steve Bennett of Intuit), which is full of entertaining, enlightening first-person anecdotes. Notably, this material focuses on steps to avoid as well as on appropriate actions to take. Lawrence Summers, for instance, named president of Harvard University in 2001, recalls that he "didn't fully appreciate the importance of simply providing traditional institutional reassurance.... I failed to appreciate that if you're going to be questioning everybody and challenging everybody, you have to do a lot of reassuring in return." Near book's end, Neff and Citrin (Lessons from the Top, etc.) distill their plan into two principles: "Listen and Learn. Underpromise and overdeliver." Their expert elaboration of those principles throughout will make their work a guiding light to many an incoming manager. First serial to Fast Company.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

"The First 90 Days in Government"
Peter H. Daly; Hardcover

More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges—from higher public profiles to a greater number of stakeholders to volatile political environments—that will make their transitions even more challenging than in the business world.

Now Michael Watkins, author of the bestselling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and coauthor Peter Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized.

This concise, practical book provides a roadmap that will help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major "transition traps." Zeroing in on the challenges faced by new government leaders, The First 90 Days in Government is the indispensable guide for anyone seeking to lead and succeed in the public sector.

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