The problem with many business books is that they seem to describe a world that's totally unlike the real world of business. Richard Branson's autobiography is fun to read, but completely worthless to someone who's a budding entrepreneur, for instance. Typical business books are exciting, but also sort of useless, even damaging. A lot of them are sort of like reading twenty copies of Playboy back to back. It's fantasy, and after a while, it gets to be a little much. It also screws up your understanding of the real world.
This book is sort of a distillation of the key themes in Ringer's other books, and the great thing is that it's all about the real world, beginning to end. It's very unsentimenal, and baloney-free. I think Jack Welch said once that the key to business success is understanding the difference between what's really going on and what we wish/think/hope is going on. Ringer takes that basic point and builds on it, both with respect to interpersonal issues and business matters.
Much of what he writes about is so painfully obvious that it's amazing it has to be written down. But Ringer's genius is that he's a master of the basics, and in fact, the painfully obvious stuff is typically what everyone gets wrong. Now that I think of it, this book is part of a toolset of concepts that can be used to see through the smoke of day-to-day business to the underlying truths that are really driving everything.
It's amazing that his books are best-sellers, because they don't provide a lot of fun illusions. Tony Robbins makes you feel like success is a function of sheer enthusiasm; Ringer, the self-described Tortoise, takes the opposite position. Success is the result of steady, disciplined, organized effort and thought. Robbins is more fun, but he's also wrong. Ringer is right, and if you listen to him, you can avoid learning a lot of business lessons the hard way.
As an example, one of his points is that if a contract is too one-sided, it's not going to be executed. Or, to put it another way, if you really take someone to the cleaners in a deal, they're not going to do their part, no matter what the agreement says, if they believe they're getting taken. Lots of business books glamorize negotiation, and make it seem like striking a deal is a battle, and winning means really sticking it to the other guy. But in the real world, the one I inhabit, the other guy is going to stop and say to himself something like "Wait. I know there's a contract and everything, but why am I doing all this work for nothing? What's in this for me?" If the answer is "nothing" he won't do it. Ringer's point is that fantasy aside, a contract is worthless if it isn't executed, and you have to make a deal that the other guy feels is reasonable to him as well. Simple, right? But nobody actually takes this position, meaning that an awful lot of deals get made but never happen. The Harvard Business Review made the exact same point in their November, 2004 issue, in an article entitled "Getting Past Yes: Negotiating as if Implementation Mattered." Ringer got there first, and says the same thing in far fewer pages.
This book is a good introduction to his thinking, and a particularly useful tool for someone who would like to understand how the real world of business actually works. When you're ready to outgrow pretending you're Gordon Gekko, and you actually want to start making things happen in the real world, this is the book for you. Especially recommended for entrepreneurs.