THE BOOK OF MISTAKES: 9 SECRETS TO CREATING
A SUCCESSFUL FUTURE
By Skip Prichard
Told as fiction, this self-improvement book is firmly grounded in
reality. It identifies nine common
mistakes people make at work—
and offers ways to avoid them.
The advice is based on interviews
with 1,000 successful people, the
author’s own experiences as a CEO
These are the top three mistakes
people make on their path to success:
1. Living someone else’s dream.
Researchers found that people who
are dying often regret not being
truer to themselves.
2. Investing too much in what
others think about you. Most of us
have allowed these negative labels to
3. Accepting excuses. This one
hit home for the author after he interviewed a hall of fame bodybuild-er. Rich Gaspari got back into top
shape years after he had stopped
competing so he could appear on
the cover of a magazine. We need
more of that “no-excuse” mindset,
the author writes.
AND CULTURE POWERS
THE WORLD’S GREATEST
By Denise Lee Yohn
Most leaders put culture and brand in diferent silos (HR
and marketing). This book provides strategies for fnding
alignment between the two concepts, including:
ā ā Focus on employee experiences. Deliberately design
and manage your employees’ experiences just as you
would for customers—so that every facet of a person’s
career journey contributes to your desired culture.
ā ā Sweat the small stuff. Ensure that even the most
mundane or minute aspects of your organization—
from its “rituals” to its policies and procedures—ad-
vance your vision.
ā ā Ignite transformation. Use employee brand engage-
ment tactics, such as creative communications cam-
paigns, to kick-start the fusion process and to refocus
momentum when necessary.
PEOPLE, ENGAGE YOUR
CUSTOMERS, AND GROW
By Shawn Casemore
While many CEOs understand that improving employee
engagement is important, their organizations often struggle with creating a quantifable return on investment.
One thing this book makes clear is that actions
that support engagement should be identified by
both employees and executives. Only when they are determined collectively will they have meaningful returns.
In fact, this collaborative approach becomes as powerful
as the actions themselves by creating an environment
where employees feel heard and valued.
āFor more book reviews, go to shrm.org/bookblog
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