How: Why How We Do Anything Means Everything... in Business (and in Life) Hardcover – 19 Jun 2007
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“The simple thesis of HOW is that in today’s totally wired world, you are set apart by “how” you conduct yourself. Everyone is so much more transparent and connected than ever before. As a result, so many more people can now see more deeply into what you do and into you company’s operations and tell so many more other people about it via the Internet – without any editor or any filter. Therefore “how” you live your life, “how” you conduct your business, and “how” you say you’re sorry (or don’t’) matter now more than ever. “…And we will not get out of [the global economic crisis] without going back to some basics, which is why I find myself re–reading a valuable book that I wrote about once before, called, “How: Why How We Do Anything Means Everything in Business (and in Life).” Its author, Dov Seidman, is the C.E.O. of LRN, which helps companies build ethical corporate cultures…We need to get back to collaborating the old–fashioned way. That is, people making decisions based on business judgment, experience, prudence, clarity of communications and thinking about how — not just how much.”– Pulitzer Prize winning columnist and author Thomas L. Friedman “In his book How, published last year, Mr Seidman explained why he feels behaviour (as opposed to the more fashionable management notions of engagement or motivation) is the key to organisational success….Thought leadership, and big ideas, are rare. But here is a challenging thought for you. Outbehave, outperform, outgreen – or out you go.” –The Financial Times Business Life columnist Stefan Stern “The book has understandably received a second wind, propelled by the global economic turmoil. Books like Seidman’s on the importance of trust and building and strengthening corporate reputation are being heralded as the voices of sanity.” –Economic Times journalist Arati Menon Carroll “Seidman, an erudite intellectual and practical philosopher, shows that in today’s transparent commercial environment, operating openly and morally is both honorable and economically necessary.” –Syndicated Get Abstract book reviewer Rolf Dobelli “One of the more interesting and ambitious books to cross my desk lately is How by Dov Seidman. The appeal of Seidman’s work is that he’s taken such a sweeping view of the business world in his explanation of how we think, behave and govern — as individuals and organizations — influences our achievements in the marketplace.” – Chief Learning Officer Magazine editor Brian Summerfield “…Behaving as if everyone is armed with your personal information is a very good idea, according to author Seidman, because they are. He also discusses the ethical and moral implications of all this openness. Seidman is an experienced and worldly observer, so he is not unrealistic about the baser instincts that motivate many of us. Nonetheless he also presents a hopeful and positive future where lying and obfuscation are less possible and ultimately unacceptable because there are fewer places to hide.” – The Miami Herald reviewer Richard Pachtert “In his superb book on corporate behaviour, HOW: Why HOW We Do Anything Means Everything ... in Business (and in Life), Dov Seidman tells the story of the New York City doughnut seller who taught him a valuable lesson in business trust…Doing the right thing has always been good for business. What Seidman′s book makes clear is that regardless of whether it is in Sydney or in Auckland, being open about the manner in which a corporation operates, trusting customers and insisting on maintaining standards which enhance reputations, is now of global significance. Investors everywhere are looking at issues relevant to integrity.” – The New Zealand Herald reporter Stephen Loosley "…Companies with a should–do culture can outperform those with a can–do culture because they value intellectual capital, not just human capital, and forward–think about the impact of "What’s next"…An integral component of Mr. Seidman’s should–do advocacy also involves connecting outside knowledge to the organization. The nature of should–do firms involves asking questions, change and accuracy of communication. Being inquisitive makes them aggressively search for "what they don’t know". Miscommunication is the Achilles heel of any firm; when a mouse click can send information around the globe, a company’s reputation can be damaged by an errant email. Mr. Seidman’s personal anecdotes illustrate how should–do firms deal with their thirst for knowledge and communicate effectively.” – Syndicated columnist Jim Pawlak “HOW is a radically different and compelling approach to competing in business today. Dov Seidman connects the dots in an original way, focusing on transparency, trust, and reputation as important drivers of success. We′re all aware of the implications of operating in a transparent, wired, global marketplace. What Seidman has done is crystallize how we now need to think and act to win in this new world.” – Chairman and CEO of Pfizer Inc. Jeff Kindler “Dov Seidman’s intellect and passion—brilliantly displayed in HOW’s well–written and entertaining case studies, anecdotes—show us a new way to think about enduring success in times of change. Seidman’s penetrating insights into what really matters in a wired world challenge the very best in each of us to see what is right and wrong in everyday decision making.” –U.S. Senator Bill Bradley “In HOW, Dov Seidman takes the idea of ′success′ even further, redefining it as a quest for significance. Isn′t that what we all really want? To have a positive impact, to make a difference, to excel? To do that you have to achieve significance, and Seidman brilliantly shows you HOW. This book will change your life in profound ways.” –Author Marcus Buckingham “Dov Seidman ’s book introduces you to the world of how in a way that will revolutionize the way you think about, assess, and experience success.” – Former Chief Learning Officer, Goldman Sachs and former head of leadership development at GE, Steve Kerr “HOW is a trip through the lens of a first–class observer. Dov Seidman captures the life lessons that impact how we should think and respond in today’s world. HOW’s clarity and common sense make it a must read for aspiring entrepreneurs everywhere.” – Chairman, Equity Group Investments, Sam Zell “This book is the ultimate guidebook for successful living. Its truths are simple but stunningly powerful.” – Author Marianne Williamson “We do business on every continent. Everywhere we go, Dov Seidman′s message rings equally true. HOW provides valuable insight for anyone who believes their company culture and core values can determine their ultimate success.” – Massimo Ferragamo, Chairman, FERRAGAMO USA “Dov Seidman captures the power that Ray Kroc instilled in us at McDonald’s from the day he opened his first restaurant in 1955—a culture based on values puts the customer first. In today’s world, focusing on the ‘how’ is critical to accelerating momentum. HOW is required reading for anyone seeking enduring success in business or life.” – Jim Skinner, CEO, McDonald’s Corporation "The hottest adviser on corporate virtue to Fortune 500 companies." — Fortune magazine
From the New York Times, Tom Friedman "His book is simply called ′′How.′′ Because Seidman′s simple thesis is that in this transparent world ′′how′′ you live your life and ′′how′′ you conduct your business matters more than ever, because so many people can now see into what you do and tell so many other people about it on their own without any editor. To win now, he argues, you have to turn these new conditions to your advantage. Today ′′what′′ you make is quickly copied and sold by everyone. But ′′how′′ you engage your customers, ′′how′′ you keep your promises and ′′how′′ you collaborate with partners –– that′s not so easy to copy, and that is where companies can now really differentiate themselves." From the Miami Herald Behaving as if everyone is armed with your personal information is a very good idea, according to author Seidman, because they are. Databases and websites track individuals′ and institutions′ transactions, words, accomplishments and crimes. Something you say or do will come back to haunt you or help you. And this new openness also acts as a catalyst for what author Thomas Freidman called ′′flatness′′ –– the reduction and elimination of most of the old, insurmountable hierarchies of business and information. According to Seidman in his latest book, people and companies that are able to leverage this freedom will benefit. The ability to honestly interact can be a powerful catalyst. He writes: ``A new model emerges: connect and collaborate. To succeed in this new model, workers and companies alike need to develop new skills and harness new powers within themselves. Companies –– and the people who comprise them –– need to recontextualize how they do business. Individuals must develop new approaches to the sphere of human relations. Both companies and employees must learn to share in whole new ways. Success depends on how people of diverse backgrounds and skills communicate with and complement one another. In a connected world, power shifts to those best able to connect.′′ He also discusses the ethical and moral implications of all this openness. Seidman is an experienced and worldly observer, so he is not unrealistic about the baser instincts that motivate many of us. Nonetheless he also presents a hopeful and positive future where lying and obfuscation are less possible and ultimately unacceptable because there are fewer places to hide." ––BY RICHARD PACHTER, Miami Herald From the New Zealand Herald "In his superb book on corporate behaviour, How: Why HOW We Do Anything Means Everything ... in Business (and in Life) , Dov Seidman tells the story…Above all, business reputation is of paramount significance. Reputation which may take decades to earn, but can be lost in very short order. As Seidman notes, word of mouth now crosses continents." –– BY STEPHEN LOOSLEY, a former federal president of the Labor Party and Australian senator, chairs business advocacy group Committee for Sydney. Jim Pawlak, Syndicated Columnist Mr.Seidman advocates constructing a firm’s "hows" around what it should do, rather than around what it can do. The reason: "Should do" behavior is values–driven. Such behavior energizes employees, supports innovation and creates a knowledge–sharing culture. Employees own their jobs and are self–governing because owners take responsibility. Job owners lead, too. They go above and beyond because they enjoy what they do and have great latitude in how they do it. Companies with a should–do culture can outperform those with a can–do culture because they value intellectual capital, not just human capital, and forward–think about the impact of "What’s next". Should–do cultures also set the platinum standard for dealing with internal and external customers. Their trusting nature enables collaboration. By working together, they see the organizational picture and make better decisions quicker. When you make better, quicker decisions, the odds of keeping external customers happy increase – so does the ability to turn prospects into customers. Jim Pawlak, syndicated columnistSee all Product Description
Top Customer Reviews
How is a bit different from these other titles. The author doesn't write a how to manual. Instead, the author focuses firmly on the issue at hand: how the way you run your business actually reflects your business goals and what you are doing that is counterproductive to these goals. In other words, if you promise your clients excellent customer service do you then spent most of your time stonewalling consumer questions and concerns? It may sound like common sense but most businesses keep only a small percentage of their promises. Most say one thing and provide service of a completely different nature.
To me, the big difference between the methodology of How and the many other business books I've read is the difference between going into a mega-super-store and being given the hard sell or going into a local Mom's and Pop's corner store. Yes, in the first example, the company probably did get that initial sale but I won't come back and neither will any of my friends. The later example's integrity and ability to make me feel like they genuinely want my business will more likely make me a lifetime customer.
As Dov Seidman explains in the Preface, "The tapestry of human behavior is so diverse, so rich, and so global that it presents a rare opportunity, the opportunity to outbehave the competition." He goes on to explain that, "Instead of rules, steps, or an instruction manual, this book offers an approach - a framework and a way of seeing - to help you navigate the new global, hyperconnected world in which we suddenly find ourselves working. It offers something that will carry you beyond short-term rewards toward lasting success." Those who get their "HOWs right" will achieve enduring personal and organizational business achievement.
Seidman carefully organizes his material within four Parts as he explores (through "a new lens") three HOWs:
HOW we think,
HOW we behave, and
HOW we govern.
I was especially interested in what Seidman has to say about "transparency" in Chapters7. He cites an example of "issue contagion." Specifically, a posting on an online bulletin board by a 25-year-old cycling enthusiast, Chris Brennen, claiming that Kryptonite locks (reputedly impenetrable) could easily be opened by almost anyone.Read more ›
Let's be very honest about it !
Most Helpful Customer Reviews on Amazon.com (beta)
I think the core notion of Seidman's work is sound, but the execution of translating it into a book really fell apart. The book comes across as a confusing amalgam of business case studies and self-help. the beginning of the book sets the stage for an overarching architecture of "how" that never really materializes. Seidman returns to the grand unification theory of how from time to time, but the overall impact is too diffuse. I'm surprised the editors weren't able to gauge how ultimately confusing and unsatisfying this book is.
As an author, Dov Seidman is a good lawyer.
I found the first few chapters interesting, and some metaphors (e.g.making waves) and acronyms (e.g TRIP) are definitely inspirational. However after a while the book begins to taste your regular leadership book.
Also the book could be much shorter: the last few chapters touch ground covered previously, and start to rely too much on personal "war stories" exclusively.
This book is about "Process Management." It explains (sort of) that businesses can tinker with what they do, and how they do it, in order to win customers and grow revenues. It tells us that most things today are commodities and that it is very difficult to tinker with WHAT we do in order to stand out. And that means we pretty much have no choice but to differentiate HOW we do what we do in order to stand out.
The book is divided into four parts:
1. Today businesses operate in an Information Age
2. Successful companies appear to be sincere and helpful
3. Successful companies act with integrity and exude positive values
4. Successful companies value their culture and collaboration
So how do companies stand out in their market? This book says they can do it by having a work culture that is collaborative. It says that companies with employees that do their jobs so the customer sees a company that has good values and integrity will rise above. In sum, a company that develops trust and a stellar reputation in the eyes of its customers will retain those customers and get new ones.
The reason I hit this book with a 3-star rating is that as I read it I felt as though I was reading a first draft of a poorly outlined manuscript. The section headings were not very helpful to me in understanding what the book was about. And the chapter titles were even less helpful. Interestingly, I couldn't even read the book reviews posted for this book and get very far in understanding what the book was actually about. I disliked the layout of this book so much I'd really like to give it a 2-star rating, but I haven't done that yet to any book. And I'm not ready to do it with this one. 3 stars!
Seidman sees in the way technology connects and reveals us a new need to focus on both who we are and how we relate to others, and further posits that, given these conditions, it's the best way to win in the new economy. At it's heart, it's a clear and simple vision with huge ramifications: in an connected world, he says, those who connect best gain an advantage. From this central idea, Seidman branches out to identify and articulate the forces at play in every group activity from a PTA meeting to a corporate boardroom, and his conclusions resonate.
I have read few books that so clearly assay a useful world view that almost anyone can understand and put to immediate use. I've already seen the results in my dealings with others. There's nothing here to "study," no tips, rules, or techniques to learn, but reading the book gives you a different way of seeing everything around you. I found myself making different choices based on this new understanding and reaping immediate and powerful results. It suddenly got easier to get things done with others.
HOW is an easy read for such a thoughtful book, and it will stay with you long after you put it down. Almost everyone will gain something useful from it, and I highly recommend you try.
The book is about ethics and reputation, value-based cultures vs. rule-based cultures, and as the author likes to say, "getting your hows right." There are some valuable messages in the book.
For example, the University of Michigan Hospital and Health System experienced a 50% reduction in malpractice lawsuits after encouraging doctors to apologize to patients and admit when mistakes are made.
The author also cites an academic study which found "the least trusted buyer incurred procurement costs six times higher than the most trusted."
These examples are powerful evidence that behaving responsibly is good for the bottom line.