First Friday Book Synopsis

"…like CliffNotes on steroids…"

Most Valuable Business Insights: 16-20

After having read and reviewed so many business books, I now share brief comments about what I consider to be the 25 most valuable business insights and the books in which they are either introduced or (one man’s opinion) best explained. Here are 16-20.

16. PERFORMANCE MEASUREMENT: First, determine which tasks are most important. Then, make performance expectations crystal clear to each of those whose performance will be measured.  Next, co-determine with them what the metrics for measurement will be. Third and finally, review measurement data after 45-60 days and revise (if necessary) (a) performance expectations and/or (b) the criteria by which performance is measured.

Best Sources:

Transforming Performance Measurement
Dean Spitzer

Analytics at Work
Thomas H. Davenport, Jeanne G. Harris, and Robert Morison

17. PERSUASION: This is the art and science of convincing another person or persons to agree with what they are asked to think, believe, or do. The basic requirements include eloquence, conviction, logic, and clarity as well as sufficient information to justify the given proposition or action. The most persuasive people respond effectively to a question that may only be implicit: “What’s in it for me?” One of the most effective persuasion strategies is to appeal to enlightened self-interest.

Best Sources:

Influence: The Psychology of Persuasion
Robert B. Cialdini

Crucial Conversations: Tools for Talking When Stakes Are High
Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler

18. POWER: This is probably one of the most difficult terms to define because it has both positive and negative connotations and can be experienced in so many different dimensions (i.e. mental, physical, emotional, and spiritual). As Thoreau, Ghandi, and then Martin Luther King, Jr. suggest, non-violent resistance can have great power; we also know what other forms of power can do in response to that resistance.

Best Sources:

Power: Why Some People Have It and Others Don’t
Jeffrey Pfeffer

The Elements of Power: Lessons on Leadership and Influence
Terry R. Bacon

19. PRODUCTIVITY: Get the most and best results from the least consumption resources (e.g. time, energy, materials). It is imperative to know what those desired results are, first. Otherwise, Peter Drucker’s observation applies: “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.” Experts recommend that, in meetings and conversations, focus on discussion of what must be done, not on what to discuss.

Best Sources:

Mastering the Rockefeller Habits: What You Must Do to Increase the Value of Your Growing Firm
Verne Harnish

Now…Build a Great Business! 7 Ways to Maximize Your Profits in Any Market
Mark Thompson and Brian Tracy

20. SELLING usually requires these components: a seller, a buyer, and a product and/or service of some kind. The term is also used with regard to convincing people (getting their “buy-in”) such as during change initiatives or during a negotiation (“I’ll buy that”).  Whatever the situation, the challenge to anyone selling is to possess the right information (i.e. accurate, sufficient, relevant, and verifiable) and present it effectively (i.e. convincingly).

Best Sources:

SPIN Selling
Neil Rackham’s

Selling to the C-Suite: What Every Executive Wants You to Know About Successfully Selling to the Top
Nicholas-A.C.-Read and Stephen J. Bistritz

Monday, April 4, 2011 Posted by | Bob's blog entries | , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , | Leave a comment

Most Valuable Business Insights: 6-10

After having read and reviewed so many business books, I now share brief comments about what I consider to be the 25 most valuable  business insights and the books in which they are either introduced or (one man’s opinion) best explained. Here are second five:

6. Customer Evangelism: Satisfaction is determined per transaction; loyalty is determined by sustainable satisfaction; zealotry occurs only when customers say “Yes!” to this question posed by Fred Reicheld: “Would you strongly recommend us to a friend, neighbor, or colleague?”

Best Sources: Fred Reichheld’s The Ultimate Question: Driving Good Profits and True Growth and Creating Customer Evangelists: How Loyal Customers Become a Volunteer Sales Force co-authored by Ben McConnell and Jackie Huba.

7. EDNA: This is an acronym I devised long ago when I began to teach English at Kent School in Connecticut.

Exposition (i.e. expose, reveal, open up, reveal) explains with information.
Description makes vivid with compelling images.
Narration explains a sequence and/or tells a story
Argumentation convinces with logic and/or evidence

Effective communication relies on mastery of one or more of these four.

Best Sources: Robert B. Cialdini’s Influence: Science and Practice (5th Edition) and Crucial Conversations: Tools for Talking When Stakes Are High co-authored by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler

8. Employee Engagement: Recent research indicates that, on average, less than 30% of a workforce in the U.S. is actively and positively engaged. The others are either passively engaged (i.e. mailing it in) or actively disengaged (subversive and toxic). Increase active and positive engagement by (a) convincing workers that they and what they do are appreciated, (b) making crystal clear what expectations of them are and how their performance will be measured, (c) earning and sustaining their trust and respect by setting an with what you say (both verbally and non-verbally) and with what you do.

Best Sources: Freedom, Inc.: Free Your Employees and Let Them Lead Your Business to Higher Productivity, Profits, and Growth co-authored by Brian M. Carney and Isaac Getz, Simon Sinek’s Start with Why: How Great Leaders Inspire Everyone to Take Action, Edward M. Hallowell’s Shine: Using Brain Science to Get the Best from Your People, and The Why of Work: How Great Leaders Build Abundant Organizations That Win co-authored by Dave Ulrich and Wendy Ulrich.

9. Innovation: In essence, innovation achieves improvement of what already exists and that could include almost anything (e.g. an idea, assumption, theory and strategy as well as a product, process, or behavior). Almost anything can be improved and almost anyone can do that by embracing that challenge and pursuing that opportunity.

Best Sources: Tom Kelley’s The Idea of Innovation and The Ten Faces of Innovation (both co-authored with Jonathan Littman) as well as Steve Johnson’s Where Good Ideas Come From: The Natural History of Innovation and Henry Chesbrough’s Open Innovation: The New Imperative for Creating and Profiting from Technology

10. Lean: The concept of “less is more” can be dated back at least to ancient Greece. In a business context, its core concept is elimination of whatever is wasteful such as a production process that consumes too much time and effort as well as raw materials, one that results in omissions, duplications, redundancies, and flaws. Albert Einstein probably said it best: “Make everything as simple as possible…but no simpler.”

Best Sources: James Womack’s Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated and Lean Solutions: How Companies and Customers Can Create Value and Wealth Together, both co-authored with Daniel T. Jones

Note: You may also wish to check out Most Valuable Business Insights: 1-5.

Wednesday, February 23, 2011 Posted by | Bob's blog entries | , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , | 1 Comment

To Get Things Done, You Need Power (Says Jeffrey Pfeffer) – Why President Obama Needs To Run For A Second Term (A Management Perspective)

First, a comment about “politics.”  I really do try to keep politics out of my blog posts, for a lot of reasons.  The main reason is that so many are so strongly aligned with one side or the other that to even broach a political example runs the risk of turning off/offending/angering half of the readership of this blog.  But, there are times when the arena of politics provides just the right fodder for lessons regarding business success or failure.  So, at the risk of offending some, here goes…

Jeffrey Pfeffer

Recently, two critics of President Obama took to the op-ed pages of the Washington Post to recommend that President Obama announce, now, that he will not seek a second term.  This morning Stanford Professor and author Jeffery Pfeffer wrote quite an interesting column about why that would be a very bad idea: Why President Obama should run again in 2012 – a management perspective.  Here are key excerpts:

It was a cautionary tale: A longtime partner at a Silicon Valley venture capital firm decided she would step down from her leadership role, and in an attempt to make life easier for her colleagues, she gave plenty of advance notice of her departure.

Bad idea. As soon as her end date at the company was well known, she later told me, her role at the firm changed. People stopped consulting her on hiring or investment decisions. She wasn’t invited to key meetings. Essentially, most people started freezing her out, treating her as if she’d already left.

And in a sense, she had. Her co-workers correctly anticipated that she soon would have no power to help or hurt them, so she became effectively irrelevant to their working lives.

Getting things done, whether in the private sector or in government, requires power, and having power means retaining the capacity to affect what happens to others, ensuring that those whose support you remain dependent on you. As former secretary of state and Stanford University provost Condoleezza Rice told one protege, “People may oppose you, but when they realize you can hurt them, they’ll join your side.

…you have power to the extent that others are going to depend on you in the future

Leaders need power, as well as a reputation for being powerful. Announcing that you will be out of the arena soon seems like a particularly ineffective strategy to get things done.

A while back, Bob Morris, my blogging colleague posted his review of Pfeffer’s book on our blog:  Jeffrey Pfeffer’s Power: Why Some People Have It – and Others Don’t  – A Book Review by Bob MorrisHere’s a key paragraph from his review:

Pfeffer insists that the world is neither just nor unjust: it is. He also challenges “leadership literature” (including his contributions to it) because celebrity CEOs who tout their own careers as models tend to “gloss over power plays they actually used to get to the top” whereas authors such as Pfeffer offer “prescriptions about how people wish the world and the powerful behaved.” Pfeffer also suggests that those aspiring to power “are often their own worst enemy, and not just in the arena of building power” because of self-handicapping, a reluctance (perhaps even a refusal) to take initiatives that may fail and thereby diminish one’s self-image. “I have come to believe that the biggest single effect I can have is to get people to try to become powerful.” Pfeffer wrote this book as an operations manual for the acquisition and retention of power. Of even greater importance, in my opinion, he reveals the ultimate realities of what power is…and isn’t…and thereby eliminates the shadows of illusion and self-deception that most people now observe in the “caves” of their own current circumstances.

I think Pfeffer’s premise is correct.  It may not be the way the world should work, but it certainly is true about the way the world does work.  If you are perceived as powerless, than people do not treat you as though you had power.  If you are perceived as someone with power, then your input, your influence, is great indeed.  The more power you have, the more you can get things done.





Sunday, November 21, 2010 Posted by | Randy's blog entries | , , , | Leave a comment

Learn to Influence: Sell, Don’t Tell

On Saturday, I presented a program entitled “Influencing Skills for Effective Leadership.”  As usual, it was packed.  There is no program that I do that gets more attendees.

We know that influence is a key and identifiable behavior for leaders to exhibit.  And, based upon the success of the second edition of Cohen and Bradford’s Influence Without Authority (Wiley, 2005), we know that more people use influence, even when they could pull rank on someone and use power or authority.

Why is that?  Why “sell” when you could “tell?’  I teach that with influence you get commitment, not compliance.  And, when a follower is committed, you see drive, enthusiasm, quality, and even defending a particular action when someone asks why he or she is doing something.  Covey said it years ago – “without involvement, there is no commitment.”  For my money, I want people committed, not complying.  I don’t want people “getting it done,” crossing it off the list, and working to finish something without caring, desiring, and enthusiastically doing a task a right.  With influence comes commitment.

In my workshop, I teach a five-step process for selling ideas and desired actions for someone to take.  We also include a four-step process for overcoming objections.   We focus on “managing up” – how to influence a boss, or a bosses’ boss.  We also talk about how to influence support departments and members of teams who you have to count on to get a job done.  And, we work on how to influence peers and co-workers whom you need cooperation from, but who do not report to you, and who do not HAVE to do anything you want them to, no matter how good of an idea you may have.

Remember these premises:  when you do not  have power and authority, all you have available is influencing.  But, even if you do have power and authority, the better choice to use is influencing.

Everyone sells – you do not have to be a salesperson to use influence.  We all sell others our ideas, desired actions to take, and direction.

You can change your work culture around you by replacing “telling” with “selling.”  And, if you are a manager, why not have your employees engaged in “selling” instead of “asking” you.   When someone asks you, “can I,” “may I,” or “what do you think if I…,” try responding with “sell me – come back and sell me.”  Two things will happen.  First, the people who come to see you will be more prepared and use your time better.  Second, you will see fewer people!

I am happy to talk with you about this workshop, and how you can book it for your organization.  I have taught thousands of people these skills for 24 years.  You can reach me by telephone at (972) 980-0383 or by e-mail at

Let’s talk really soon about this!

Tuesday, October 26, 2010 Posted by | Karl's blog entries | , , , , , , , , , , | Leave a comment

Bob Morris on Power, Influence, and Persuasion: A Book Review

Power, Influence, and Persuasion: Sell Your Ideas and Make Things Happen
Richard Luecke and Kathleen K. Reardon
Harvard Business Press (2005)

This is one of the volumes in the Harvard Business Essentials series. Each offers authoritative answers to the most important questions concerning its specific subject. The material in this book is drawn from a variety of sources which include the Harvard Business School Press and the Harvard Business Review as well as Harvard ManageMentor®, an online service. I strongly recommend the official Harvard Business Essentials Web site ( which offers free interactive versions of tools, checklists, and worksheets cited in this book and other books in the Essentials series. Each volume is indeed “a highly practical resource for readers with all levels of experience.” And each is by intent and in execution solution-oriented. Although I think those who have only recently embarked on a business career will derive the greatest benefit, the material is well-worth a periodic review by senior-level executives.

Credit Richard Luecke with pulling together a wealth of information and counsel from various sources. He is also the author of several other books in the Essentials series. In this instance, he was assisted by a subject advisor, Kathleen K. Reardon, a professor of management and organization at the University of Southern California Marshall School of Business, who is a leading authority on persuasion, negotiation, and workplace politics.

Together, they have carefully organized the material as follows. First, they explain why power is necessary in organizations “even though our society distrusts power and those who seek it.” Next, they examine the sources of power. Then they explain why power is realized only through some form of expression. In Chapter 4, they examine influence in sharper focus, illustrating three specific tactics which any manager can use. Then in the next two chapters, Luecke and Reardon shift their attention to the concept of persuasion. They identify the four elements of persuasion and discuss how various audiences and people with diverse decision-making styles are receptive (“susceptible”) to different forms of persuasion. Then in Chapter 6, they explain how to appeal both to the mind (with logic and/or evidence) and the to heart (by anchoring the given proposition in a human context). Hence the importance of compelling details, vivid images, similes, metaphors, analogies, and especially stories achieve resonance with an audience.

I especially appreciate the three appendices provided. “In Leading When You’re Not the Boss,” Luecke and Reardon offer useful tips on how to be productive and effective in situations in which (usually lower-level managers) are expected to lead but have no formal power or authority to do so. Appendix B includes two forms by which to assess an audience and to assess one’s own ability to persuade others. (Please check out Figures B-1 and B-2 on pages 135-139.) In the third appendix, Luecke and Reardon offer seven “Rules” to follow when preparing visuals for presentations that will have maximum impact.

Friday, July 2, 2010 Posted by | Bob's blog entries | , , , , , , , , , | Leave a comment

Q #254: Are books dead?

YaleTowerHere is a post by Jim Cashell at the Forum One Communications blog, INfluence. Notice its date.

The Death Of Books?

Thursday, October 27. 2005

“In years past, global knowledge was captured in books. Educated people with access to a library could tap that knowledge.

“Now, global knowledge is mostly captured in the ‘knowledge cloud’ of cyberspace. Anyone with access to a computer (or, increasingly, other devices) can tap in. The knowledge cloud comprises digital forms of all types of content — web sites, papers, articles, audio files, video files — all in formats that are easier to search and access.

“The content ‘odd man out’ is books. By and large the content in books remains trapped in books with little access in cyberspace. Google is trying to access that trove of information with their Google Print initiative. Yahoo and MSN have signed onto a competing open source venture. Because of technical and legal obstacles, both ventures are at least a decade away from offering comprehensive results.

“This means that, at least for the time being, books are one of the worst vehicles for global communications. With respect to the global knowledge cloud, books are “information prisons”. They might be great for credibility or appearance, but in 2005, they are not a good choice effective communications.”

Now consider this article that appears in the August 24&31, 2009, issue of Newsweek. Malcolm Jones doesn’t think books are dead and neither do I. Here’s what he says:

Books Aren’t Dead

“The number of books in print in 2008 rose 38% from the year before (which itself was up 38% from 2006). Where are all those books coming from? Both mainstream and self-publishers have contributed to the flood. But the real answer lied in university libraries, which are suddenly hawking publishing rights to the contents of their stacks – or at least what’s out of print or in public domain. Latest example: the University of Michigan (partnering with Google for the digitization and with an Amazon off shoot called BookSurge for the printing) plans to offer more than 400,000 titles for sale on demand. Cornell plans to do the same with 500,000 titles, and the University of Pennsylvania plans to add another 200,000. Publishing obituaries may be much like Mark Twain’s, premature.”

What do you think?

Wednesday, August 19, 2009 Posted by | Bob's blog entries | , , , , , , , , , , , , , , , , , | 1 Comment

Do What You Love — and the… Influence will Follow

Play Like a Man, Win Like a WomanIt’s been years since I read the terrific book by Gail Evans, Play Like a Man, Win Like a Woman:  (What Men know About Success that Women Need to Learn).  But this week, I presented my synopsis of this book at the first Take Your Brian To Lunch program.  (Congratulations to our blogging team members, Cheryl Jensen and Sara Smith, for their success in the launch of this event, focused on issues of women in business).

As I took a fresh look at this book, something hit me in a new way.  We all know the adage, “do what you love, and the money will follow.”  (By the way, I’m not really sure I have ever entirely believed this.  After all, I love eating Blue Bell Homemade Vanilla, but I have not figured out a way to get rich doing so…)  But some quotes from Evans’ book really got me to thinking.  Here are the quotes:

The ultimate winner in the game of business is not necessarily the person with the most power or the most money or the most fame.  Rather, it’s the person who loves his or her work.  Loving what you do is self-empowering.
If you can’t keep finding ways to maintain your enthusiasm for your job, you’re going to get flat.

Gail Evans is certainly concerned with financial rewards for women.  But the book is about that, and so much more.  It is about standing, her place in the (corporate) world, her influence.  And it hit me.  If you don’t love what you do, the people around you will know that, and then you have no credibilty (what Aristotle called ethos).  You cannot be a thought leader, a pace setter, if you have no passion for your work.  You have to love what you do to have such passion — to develop, and maintain, ethos.  To actually have a position and reputation of influence, you have to matter (in a business sense, not just a personal sense) to those around you.   And this means to matter to those around you, in the sense that your leadership, your ideas, your thoughts, your very presence, matters.

So — if you think that you do not have enough influence, maybe you are in the wrong arena.  Because if you truly love what you do, there’s a pretty good chance that influence will follow.
• You can order the synopses of my original presentation of Play Like a Man, Win Like a Woman, and also of the book Women Don’t Ask, which I also presented at the Take Your Brain to Lunch event, at our  companion web site, 15 Minute Business Books.

Thursday, August 13, 2009 Posted by | Randy's blog entries | , , , , , , | Leave a comment

Q #133: How to use compelling evidence to be more persuasive?

In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.

Harry Mills is the CEO of The Mills Group and author of several books, notably Artful Persuasion (2000), The Rainmaker’s Toolkit (2004), The StreetSmart Negotiator (2005), and most recently Power Points! (2007).

Here’s his advice in response to the question posed: “How to use compelling evidence to be more persuasive?”

Testimonials enhance persuasiveness when they come from sources your audience considers expert and credible.

capture people’s attention by turning generalizations and abstractions into concrete proof.

Statistics become especially effective if you make them understandable and memorable. One of the best ways to make them memorable is to anchor both examples and statistics in a human context with which people can identify.

Graphics such as slides, flip charts, videotapes, and product samples can boost your success. That’s because 75% of what people learn is acquired visually. Therefore, Mills suggests, “Choose a medium that’s appropriate to your message; convey one concept per slide or visual; and consider the psychological effect of colors.”

My own term for this is “experiential persuasion” as opposed a traditional, didactic, “pound it into their skulls” approach.

I also highly recommend these sources:

Persuading People (Harvard Pocket Mentor Series)

Influence: The Psychology of Persuasion
Robert B. Cialdini

Yes! 50 Scientifically Proven Ways to Be Persuasive
Noah J. Goldstein

The Definitive Book of Body Language
Barbara Pease

Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob

Saturday, June 6, 2009 Posted by | Bob's blog entries | , , , , , , , , , , , , , | Leave a comment

Q #122: How to become more persuasive?

In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.

There are several outstanding books in which their authors provide a wealth of different perspectives, comments, and suggestions. However, they all agree that unless you are trusted and respected, you won’t be able to convince anyone of anything. Credibility is the foundation of persuasion. That said, here are brief excerpts from two of the eight articles in the Harvard Business Review on the Persuasive Leader:

From The Necessary Art of Persuasion: “Effective persuasion involves four distinct and essential steps. First, effective persuaders establish credibility. Second, they frame their goals in a way that identifies common ground with those they intend to persuade. Third, they reinforce their positions using vivid language and compelling evidence. And fourth, they connect emotionally with their audience. As one of the most effective executives in our research commented, `The most valuable lesson I’ve learned about persuasion over the years is that there’s just as much strategy in how you present your position as in the position itself. In fact, I’d say the strategy of presentation is the more critical.'” Jay A. Conger

From Change the Way You Persuade: “Charismatics (25% of all the executives we interviewed) are easily enthralled by new ideas. They can absorb large amounts of information rapidly, and they tend to process the world visually…Thinkers (11%) are the most difficult decision makers to understand and consequently the toughest to persuade…Skeptics (19%) are highly suspicious of every single data point, especially any information that challenges their world view…Followers (36%) make decisions on how they’ve made similar choices in the past or on how other trusted executives have made them…Controllers (9%) abhor uncertainty and ambiguity, and they will focus on the pure facts and analytics of an argument. They are both constrained and driven by their own fears and insecurities. To be sure, decision making is a complicated, multifaceted process that researchers may never fully unpick. That said, we strongly believe that executives tend to make important decisions in predictable ways. And knowing their preferences fir hearing or seeing types of information at specific stages in their decision-making process can substantially improve your ability to tip the outcome your way.” Gary A. Williams and Robert B. Miller

I also highly recommend Robert B. Cialdini’s Influence: The Psychology of Persuasion, two books co-authored by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler (Crucial Conversations: Tools for Talking When Stakes are High and Crucial Confrontations: Tools for talking about broken promises, violated expectations, and bad behavior), and Marshall Goldsmith’s What Got You Here Won’t Get You There: How Successful People Become Even More Successful.

Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob

Tuesday, June 2, 2009 Posted by | Bob's blog entries | , , , , , , , , , , , , | Leave a comment

Q #52: Should negotiation skills be among the core competencies of everyone within an organization?

In this series, Bob Morris poses a key question and then responds to it with material from one or more of the business books he has reviewed for Amazon and Borders.

I think so. Granted, some negotiations are more important than others but all negotiations involve discussions between or among people who want to reach an agreement of some kind. Some negotiations are formal (e.g. a labor contract); others are informal (e.g. rescheduling a meeting). The eminent psychologist Carl Rogers once suggested that all negotiation issues be divided into three categories. First, identify those on which there is agreement and set them aside. Next, identify those on which concessions and compromises (e.g. trade-offs) can easily be determined. Resolve as many of those issues as possible, and then add those that remain to issues in the third group that are also unresolved, important, and probably more complicated. The focus of discussion should be on them resolving issues in dispute.

OK, but specifically how to do that? The most eminent authorities on formal negotiation (e.g. Dawson, Donaldson, Schell, Ury) suggest that all issues be prioritized in terms of most important, important, and less important. For the time being, set aside those less important and concentrate on important. Resolving them will usually make it easier to resolve the other issues.

The experts on formal negotiation agree on these general guidelines:

1. Know exactly what you want…and why. Have a ”drop dead” (i.e. walk-away) point pre-determined.

2. Recognize where your position is weakest and be prepared to defend it there, if and when attacked. Also know where the vulnerabilities are in the opponent’s position.

3. When an opponent expresses a strong opinion, listen intently and without interruption. Then respond, “If I understand correctly you…” and repeat the opponent’s opinion, position, etc. This will reassure an opponent (or opponents) that you hear what is said and understand it. That does NOT mean that you agree with it.

4. Use silence strategically while maintaining eye contact. There are moments when the less said, the better, and that includes body language and tone of voice.

5. The most successful negotiations produce “Win-Win” agreements.

Also, in my opinion, every executive ought to obtain, read, keep near at hand, and frequently consult Robert Cialdini’s Influence: The Psychology of Persuasion. I know of no other single source that offers better advice on how to develop persuasion skills.

Comments, questions, requests, or suggestions? Please share them. They will be most welcome and I thank you for them. Best regards, Bob

Monday, April 27, 2009 Posted by | Bob's blog entries | , , , , , , , , , , , , | Leave a comment


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