Crucial Confrontations (Tools for resolving broken promises

I listened to the first half of this on audible hoping it was building to examples of resolution with the same detail and suspense as they present all the many no-win problems that we all encounter. They don't appear. After listening to great questions such as: "Your boss tells you he will support you in a pinch but then each time you ask for support in a pinch he doesn't return his call. Now what?" What indeed! But I've yet to hear a "here is a way to handle that situation." There is lots of mention of the world's leading communication experts and their techniques. So why not let us in on any of those conversations by such experts in these very situations. There is also TONS of "don't do this" or it risks offending this person for this reason. That is obvious. What's not obvious is any examples of exactly what anyone ever did say in these situations and how it ended. As a result I end up feeling strongly motivated to do something with no clear answer about what do do that would make things better or that are humanly possible to do amidst the minefield of "don'ts" that are spelled out all over the place. If the book had 20-30% dialog examples of great practitioners handling great confrontations this could be a masterpiece. As it is, it's more frustrating, tiring and depressing than enlightening. It also skirts too close to martyrhood as I experience it: For example, when dealing with someone who is lying to you the authors throw in statements such as "if you didn't say this and this happens for that reason it's your fault." That would be fine if there was a detailed example of how people were building trust successfully with liars and stopping lies. But just to belabor all the things we have to avoid doing or the lying is essentially our fault adds up to blame, not freedom. I can't tell if the authors actually know the answer to these questions and dissatisfactions. Since I am definitely annoyed and disappointed after "Crucial Conversations," which I really liked, maybe one of the authors could demonstrate an actual un-crucial confrontation in response to this review. Or put in some dialogues that complete all the suspense positively that was created in the beginning. It might also be helpful to delineate when some of their suggestions are a form of martyrhood that they are espousing (such as Nasa engineers speaking up and being sent off to boring assignments) and when a conversation might be possible that is not an act of personal martyrhood. For example, Snowden's handling of the NSA? Crucial confrontation? Not? Martyrhood? Manipulation? How would the authors have handled that situation after all this training playing any of the characters involved? The problem I have is that I have no idea after more than four hours of listening. And with so little example, I have minimal confidence in the material in it's vague form of don'ts.

In this example filled guide to crucial confrontations - those times when holding someone accountable is critical to what is important to you - the authors present a relational model for what to do as you become aware of a gap between your expectations and what has or is happening in the specific situation.

The concept approaches the crucial confrontation in `before', `during', and `after' steps; requiring you to spend some `before' time deciding `what' is the specific issue to be addressed and `if' you should enter into the crucial confrontation - what do you desire out of the relationship is a key question to help identify the real issue. Also in the `before' phase, you are asked to master your emotions by considering not only `your story', but also by considering the other person's context and thus `their story' - are they really doing this because they want to fail with you? Probably not - they just have an entirely different perspective (their story) on the situation!

The `during' step requires that you confront with safety and stay with the facts; assuring the other party that mutual respect and mutual purpose are present. The `after' step requires agreement on an action plan and follow-up. Along the way, there are tools to avoid getting side-tracked, with ample examples of situations that may arise and suggestions for dealing with them. The book is recommended for anyone interested in improving any of their many relationships, business or personal.

"Crucial Confrontations" is an important book because we must communicate. We are social beings who share space, time, and the journey of this life.

Nothing is more disheartening than when someone breaks a promise, violates an expectation, or just behaves badly towards you. How do you respond? Some people, perhaps too many, just let it slide. Then, what was promised becomes conveniently lost in translation. The expectation becomes a disappointment. The bad behavior reinforced.

Perhaps this cycle explains the lack of accountability in American society today. Confronting someone can be hard but if you do not, problems often persist and get worse. Why? Clementine Paddleford is quoted as having said, "Never grow a wishbone... where your backbone ought to be."

Interpersonal communications is skills-based. No one is so good at it that they succeed the first time, every time. This axiom remains true whether you are at home, in the boss's office, or in the Oval Office. No one always gets everything.

Perhaps it is because human beings are not omniscient that self-respect is a good premise to start with. No one wants the reputation of being a wall-flower or a door mat. Believing in your own self-worth, knowing that your perception of the world matters is as valid a reason as any for engaging in a confrontation that sets your world aright.

"Crucial Confrontations" is about accountability. The approach is candid and courteous; it unfolds in an environment of safety, and, by honoring the reality of consequences, the interpersonal skills this book teaches help the reader "bring predictability to a turbulent world."

The authors acknowledge there's nothing particularly groundbreaking in this book. We employ these communications tools when we are at our best and there are times when walking away is appropriate. "Crucial Confrontations" reminds us how to communicate better when life goes off script.

Communicating can be difficult, but we do it all the time. Having a crucial confrontation may not guarantee success, but it will help you stand tall and move forward on your shared journey of this life.

The simply truth is that not all conversations are created equally - some are simply more important than others. Additionally, some are more confrontational than others regardless if those contentious talks are occurring within a team, organization or family environment. In the book, "Crucial Confrontations" the authors help the reader avoid the common mistakes and missteps that are built into issue-laden discussions. Soundview recommends this read because it provides useful information to handle a wide range of sticky confrontations including: medical errors, safety violations and cost-cutting mistakes. The book states that most organizations lose somewhere between 20-80% of potential performance because of botched volatile interactions. Such numbers need to be addressed, and this book can help show you how.

Easy to read and follow, a bit repetitive but not annoyingly so, this book touches on so many confrontation styles and how to have them more effectively. I thought I was pretty good at confrontations but I learned that I still could use some work. There are some really great practical ideas that can be used for home and work environments. Coming out of silence and confronting people in a honest and non-threatening way can make all of our lives easier. This is a great tool for supervisors, leaders and line workers as well as parents and couples. I think everyone would benefit from reading this book. Once I'm done with my class I will be passing it around the office to whoever is interested.

Nice: Adj. A pleasant, nonconfrontational attitude that eventually kills you. Are you too "nice" to confront failure? The authors promise to equip you "never to walk away from another conflict again". Their message is good news for both the work place and our personal relationships. They note successful leaders rarely if ever use their power to motivate people. Having just listened to a sermon on I Peter with its themes of treating people with gentleness and respect, I thought how biblical this was. We're encouraged always to think the best of others and to refrain from telling "ugly stories" about their motivations, aka "The Fundamental Attribution Error." When we let others down, of course we make concessions for our behavior. Generally speaking, we fail to take similar situational factors into account when others let us down.
How do you know when it's necessary to confront someone? We have to determine whether their failure (the authors refer to it as "the gap") was one of ability or of motivation. And just because you determine ability was the problem, don't assume motivation wasn't involved as well.
AMPP: Ask--to get the ball rolling (What's going on here?); Mirror--to let the other party know you're not seeing what they're saying (I'm not upset!!!!); Paraphrase--for understanding; and Prime--to make it safe. Do this by guessing their story.
Typically, people misbehave in confrontations when they don't feel safe. Safety is ensured when respect and mutual purpose come together. Many times, message content gets through, but intent is received as either disrespectful or as failing to address what's important to the other party. When people don't feel safe, they may react with silence or violence. Either reaction dooms the confrontation.
When a confrontation becomes disrespectful, you have a new, more pressing problem. And a wise person will step out of the original problem and shift focus to the newer problem. Contrasting is known as the "Killer of the fundamental attribution error." If you're trying to establish mutual respect, and you suspect the other party may feel defensive, imagine what they might conclude. You must immediately say what you DON'T mean, and then follow up with what you do mean. If you believe they don't trust your purpose, start out with what's important to both of you.
If you have to confront someone in authority over you, or if the content is volatile, ask for permission first. The authors remind us what a powerful form of respect this is. Finally, create a safety valve. A strategic delay is not a retreat. Determine follow-up: is it to be a "check back" or a "check up"?
The authors do a terrific job of summing this all up in the final two chapters and include 4 appendices to make this book appropriate for a study. What's to lose? We can either toggle between silence and violence, or we can master our stories, master our emotions, and thereby become masters of our behavior.

Although confrontation is difficult for many people, it is often necessary. Failure to confront someone over bad behavior may be misinterpreted as approval. Confrontations can help bring people back to a better, more productive course. However, confrontations also can go off track and become shouting matches (or worse). Authors Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler outline a method for approaching confrontations when the stakes are particularly high; those are the crucial confrontations. Boiled down to its essentials, the methodology consists of focusing on facts, remaining calm, listening to the other person with respect and working to motivate the other person and to enable a change in behavior. The book is light, anecdotal and easy to read. Yet, we find that it offers so much sound advice that any manager, parent or spouse could find something useful.

This is the best book ever concerning the subject of conflict resolution. Incidentally, Crucial Conversations by the same authors is also excellent. The book is well-written and full of examples which support the reasoning and arguments presented by the authors. A must read for everyone interested in the above subject. In my opinion, great books are the ones which make me change my attitudes towards life and people. The above book made me accept that I had a poor vision regarding both life and people.

I have read a few crucial books. I really like this one as it really helps me stay tuned in conversations, especially when they seem to take a hard and unexpected turn. Like when you are driving, this can be dangerous.

I will most remember to pause, or at least slow down when something I do or say causes and unexpected reaction that seems a bit to risk trust or cause hurt.

For me, this book is worth the price for helping out with just that. A good step by step in how to manage such interactions.

The ideas presented in this book seem to be excellent ways to have critical oonversations, but I found two things lacking. First, reading about conversations and making them happen are two different things. Although it's no fault of the book, I think it will be difficult to put these easily into play without practice.

Second, there are no examples I noticed where the outcome WAS as bad as it could be. For example, one conversation centered on a man who suspects his wife of an affair. He confronts her only to find that she has a valid excuse for her actions, and is not in fact unfaithful. What if she had said "yes, I'm having an affair"? There's no follow up when the answer IS what you've hoped it won't be. Those seem like they could be the most critical conversations of all.

I surprised myself by reading almost the entire book during a two-week trip to Thailand w. The authors do a great job of showing how NOT stepping up has allowed catastrophic consquences to result. For example, the co-pilot who chose not to speak up when the pilot was preparing to take off in freezing weather with ice building up on the wings. All that survived was the cockpit tape that has the copilot hinting at the danger and not taking a powerful stand with the pilot. Our circumstances are not likely to be that drastic, but it is really very serious business.

I like that the book recognizes that speaking up can be risky and talks about how to make reasonably sure that you won't hurt your career or relationship when you choose to speak up.

The keys to managing the conversation so you don't get off in the weeds and get a valuable result begin with stepping back for a moment and remembering how you got to your reaction. The authors say we start by seeing or hearing something, draw come conclusions, react and then take action. If you review what exactly are the facts you started with and what are the interpretations or conclusions you came to, you are free to share it as a story the other person can understand. If you speak as if your conclusions are facts, you can lose the rapport you need to have a good outcome.

I like the question the authors suggest asking yourself to get to how to start a conversation that doesn't amount to an attack: "What would cause a reasonable, rational and decent person to act like this?" Answering that question puts me in a frame of mind to begin with an attitude of mutual respect.

The other major key for me that I got out of the book is realizing that when someone does react badly during a conversation like this is that two key safety issues could be percieved as missing: mutual respect and mutual purpose. If you are ready to restore a sense of mutual respect and mutual purpose, then you can get back out of the weeds of someone reacting in ways you don't intend or that surprise you.

Providing a way of knowing what to do if things go wrong in the conversation is key to my being willing to take on having the conversation in the first place. Most people just keep quiet and there is a cost to that. Some people hold back until they blow up and that doesn't work very well either.

That is my three paragraph teaser about the book. I like that the book is based on over 20 years of studying people who excell at this type of conversation and distilling how they do it.

As I read this exceptionally informative book, I was again reminded of the fact that the Chinese word for "crisis" has two meanings: peril and opportunity. Since posting the review, a reader's comment (please see below) identifies an essay that brings into doubt the common belief in the dual meaning to which I referred. However, I remain convinced, linguistic issues aside, that every crisis does pose both peril or opportunity and that how we respond is for us to determine.

* * *

As those who have been or are now involved in process simplification initiatives already know, every problem encountered offers a valuable learning opportunity. The same is also true when encountering "broken promises, violated expectations, and bad behavior" either within or beyond the workplace. The authors of this volume address questions such as these:

What's a "crucial confrontation"?
What to do before one occurs?
How to know when -- and when NOT -- to initiate one?
How to "get your head right before opening your mouth"?
How to begin a crucial confrontation?
How to involve and engage others to take appropriate action?
How to make keeping commitments (almost) painless?
What to do when others "get sidetracked, scream, or sulk"?
What to do after a crucial confrontation?
How to gain commitment and move to action?
How to solve "big, sticky, complicated problems"?
How to deal with the truly tough? (i.e. the twelve "yeh buts")

The authors also provide four appendices: A self-assessment for measuring confrontation skills, "The Six-Source Model," "When Things Go Right," and discussion questions for reading groups. Although any one of the appendices is worth far more than the cost of this book, their greatest value will be derived when the information and counsel are correlated with the material which the authors share in the nine chapters.

My own experience in the business world suggests that "broken promises, violated expectations, and bad behavior" really do offer both perils and opportunities. A careful reading of this book and then an equally careful application of the advice which the authors offer will, in my opinion, help reduce (if not eliminate) the former while helping to achieve effective fulfillment of the latter.

If you have read Crucial Conversations, then you are already very familiar with this book and its contents. The fact is, this book is a re-hashing of Crucial Conversations; however, this time, the principles shared seem more applicable than they were before.

I think that this book is the real and better application of the authors' main principles. It is an easy and quick read and the language is very simple and direct. The book discusses ways to have a confrontation in which results are gained and friendships are not lost. It is a win-win approach. I do believe that this book can and does help. I did not particularily like the Crucial Conversations because it wasn't real earth shattering and seemed to simple. This time, however, the subject of "confrontations" seems more open to the authors' intentions-- thus a better read.

This is a good book to read and a better book to apply.

After a very mild, but poorly handled (by me) confrontation at work, my boss recommended that I read this book. He felt it would help me learn tools to deal with the little squabbles that happen everyday in a hospital environment. It did- and also helped almost immediately with a personal problem as well.

I had an altercation with a landlord soon after completing this book. He kept trying to make the conversation unsafe- escalating and blaming me for things that he had not completed properly. I found myself using a few of the techniques from the book! It worked! Every time he escalated I identified it from the book and brought the conversation back to a "safe" area focused on the most important issue. By the end of the conversation, we were both calm and had at least identified the problem (step one of solving it!)

I immediately bought a copy for my younger brother- who had just been promoted to management in a sales job. He's reading it now on his commute in the form of a book on CD. I'm reading Crucial Conversations right now by the same author. This book is immediately applicable and does indeed deliver the promised techniques, with very excellent and very readable examples, for many of the squabbles we run into during the course of living.

In follow up to the original "Crucial Conversations," book, the authors provide advice for how to best manage situations in the workplace. This is just one of the tools we've identified for resolving drama. When these tough conversations are the best solution, this book and its companion are great tools for achieving successful communication with coworkers about a not-so-pleasant subject.

- Kaley Klemp & Jim Warner, Authors, "The Drama-Free Office: A Guide to Healthy Collaboration with Your Team, Coworkers, and Boss"

The first half of this book was excellent. Part I was titled "Work on me first". Under it was Chapter 2 "Master my stories: How to get your head right before opening your mouth". It talks about the stories we tell ourselves to explain what is happening around us. These stories can have a profound influence on your life. Negative stories tend to become self fulfilling prophesies. I'd heard about these stories in a talk. The speaker asked us not to share what we had learned. So I was pleased to see it in another source. The second half of the book I suspect was written by another author. Perhaps if I'd been practicing their suggestions it wouldn't have felt like formula writing. That said, I would still recommend this book to anyone who feels uncomfortable confronting people around them even when it is necessary.

Crucial Confrontations is the perfect companion book to its predecessor Crucial Conversations. Both are indispensable tools in creating a culture of performance. With its universally applicable principles and practical skills for resolving broken promises, violated expectations and bad behavior, it provides the diagnostic keys to unbundling seemingly complex issues that hold individuals, teams and organizations at a distance from their preferred futures. Beyond the welcome relief that comes from just cracking the code on a performance or relationship issue - these tools actually have the power to "knock people into gear" by making visible some of the long-term (seemingly invisible) costs associated with more typical coping or carping strategies. Without exaggeration, the skills that are suggested during a Crucial Confrontation entitled: Make it Motivating and Make it Easy can literally "change the chemistry" of the interaction to make closing the gap between what's expected and what's delivered a reality.

In follow up to the original "Crucial Conversations," book, the authors provide advice for how to best manage situations in the workplace. This is just one of the tools we've identified for resolving drama. When these tough conversations are the best solution, this book and its companion are great tools for achieving successful communication with coworkers about a not-so-pleasant subject.

- Kaley Klemp & Jim Warner, Authors, "The Drama-Free Office: A Guide to Healthy Collaboration with Your Team, Coworkers, and Boss"

The first half of this book was excellent. Part I was titled "Work on me first". Under it was Chapter 2 "Master my stories: How to get your head right before opening your mouth". It talks about the stories we tell ourselves to explain what is happening around us. These stories can have a profound influence on your life. Negative stories tend to become self fulfilling prophesies. I'd heard about these stories in a talk. The speaker asked us not to share what we had learned. So I was pleased to see it in another source. The second half of the book I suspect was written by another author. Perhaps if I'd been practicing their suggestions it wouldn't have felt like formula writing. That said, I would still recommend this book to anyone who feels uncomfortable confronting people around them even when it is necessary.

Crucial Confrontations is the perfect companion book to its predecessor Crucial Conversations. Both are indispensable tools in creating a culture of performance. With its universally applicable principles and practical skills for resolving broken promises, violated expectations and bad behavior, it provides the diagnostic keys to unbundling seemingly complex issues that hold individuals, teams and organizations at a distance from their preferred futures. Beyond the welcome relief that comes from just cracking the code on a performance or relationship issue - these tools actually have the power to "knock people into gear" by making visible some of the long-term (seemingly invisible) costs associated with more typical coping or carping strategies. Without exaggeration, the skills that are suggested during a Crucial Confrontation entitled: Make it Motivating and Make it Easy can literally "change the chemistry" of the interaction to make closing the gap between what's expected and what's delivered a reality.

I work as a first line production manager at a Fortune 500 company. This book has helped me in developing my skills in confronting people on performance issues. Even though the book may make it seem easier than we all know it is, it lays out very clear fundamental steps on what to do. I think the outline is the fundamental part we all miss when we seem to fail at crucial confrontations. This book is not the bible, but if you are having issues with employees or family members not holding true to committments this book will teach you simple to follow guidelines, so that the next time is more successful.

This book has helped me to enter the sometimes scary world of teenage children. It gave me skills to keep "in dialogue" with my children even when confronting them on "bad behavior, broken promises, or failed expectations." Since first reading this book, I have practiced these skills and am getting better with my practice. I love the concept of keeping the conversation "safe". Its amazing that I can confront my children on issues that before they would blow up, but now we are able to agree and see things the same way. I love to end with the question - Do you see it the same way, or have I missed something? This helps them to know that I really have their best interests at heart. This book is a must-read for parents, teachers, employers, and employees. It has helped me to better my relationships in all aspects of my life.

I saved my job by reading this book. One of my co-workers and I were having a difficult time getting along. I loved my job, but this friction between the two of us was really starting to bug me and although the job market is tight right now, I had decided to float my resume around and see what was out there.

BUt, I went to the bookstore and saw CRUCIAL CONFRONTATIONS. It had so much great advice on how to deal with confrontation in a positive way. By using the books advice, I was able to "confront" my co-worker and I realized we really were not that far apart in opinions...we just expressed them differently. It would be a stretch to say that we will be best friends, but I do think we have reached a common ground and I no longer feel the need to leave my job.

Go buy this book if you are have difficulty in your job. marriage or family...It is worth every penny.

Knowing I had to face a crucial confrontation I looked for answers to help me in this uncomfortable situation; and, I found them!! Not only is the information valuable in business but it applies to family and life in general. Recommend it to anyone that has a hard time facing confrontations. It is written in a way that is both easy to understand and to apply. The information flows in a format that makes total sense.

I don't know what book the other reviewers read, but this is a tremendous book for gaining skills to address sticky situations where people let you down. Having these skills gives you confidence that you can tackle any missed commitments or lack of follow-through by direct reports. I found it pertinent, applicable, and practical in defusing tense situations at work.

In Crucial Confrontations these 4 author/practitioners continue on the Crucial Conversation path. They begin with definitions of terms, move to concrete examples and provide useful tools for improving dialogue in tough situations, in all aspects of life and work.

The ability to have a tool for measuring your abilities in holding crucial confrontations is appealing as we all like to know where we stand. They also offer lots of tools on their website that supports this current work - [...]

There are no absolutes for how we hold crucial confrontations and these 4 authors provide a template from which to work so that anyone can be successful. Authentic, Credible and great to know you are not alone in this navigation toward improved communications.

This is a book for anyone who is in a management position: it gives clear and concise examples along with specific theory about lead management and negotiating one's way through the tricky maze of relationships that is normal human interaction. At the same time, anyone who has ever been subject to harassment or bullying will find just as much to enlighten them and guide them to a strong, negotiated settlement that becomes a win-win situation. Highly recommended.

Confrontations with other people's ideas, opinions and actions are part of a daily routine. Books like "Crucial Confrontations" show us how it looks like when stakes are high and results could strongly influence our lives. Having such book "on our side" help us to confrontate daily challenges successfully. For both side's sake.

Crucial Confrontations is written very well, is interesting and is applicational for every aspect of life. The book was so helpful, after reading it in one weekend, I bought 8 more copies to give to my executive team members. Well done and thanks for the years of research that went into the book. I use the communication techniques outlined on a regular basis and they really, REALLY work.

As a continuation of Crucial Conversations this is an excellent book. It gives solutions that can be put into practice in every area of my life. It is a very powerful book. With practice, the choice of responding rather than reacting becomes second nature.

The book provides an excellent methodology for addressing issues in both my business and private life. I thought it very helpful with completing my performance reviews for both high and low performers.

This book is excellent. We purchased 100 of these books to pass out to our account managers, operations managers, and project managers. The tools learned in this book are excellent. I bought the CD's so that I can listen to the book over and over again.

This book is good on structure and well organized for retention, with some very good points and very approachable examples and analogies. It is not a must read for everyone, and the insights provided are fairly straightforward. It moves pretty quickly and stays focused, so its worth your time if you feel that confrontations are a weakness.

This is an example of poor execution. Take a good book, written by intelligent, thoughtful people, and hand it over to McGraw-Hill for an audio version. I can't imagine anyone doing a worse job delivering it. Delivery is the most monotone I can imagine. I actually thought it was Microsoft Speach engine. Pauses are too long and in akward places.

vitalSmarts has an audio companion for the training, with the voices done by the actual authors. Not only is it a first-hand account, but they are a million times more interesting to listen to.

Some states have banned cell phones in cars for obvious reasons. They should ammend the law to include this audio book--total snoozer.

Looking forward to reading this with our team. Have heard good things about this book! Also, heard it has more to offer than Crucial Conversations, which our team read earlier this year. I personally found the Coversations book somewhat boring, and it was all I could do to get through it.

Lots of diagrams and drawings, pointing arrows, etc. I felt as though I were back in class and was missing the required supplementary workbook.

This book seems to address mainly work situations where the reader is the boss and having difficulty with a recalcitrant employee. There just wasn't much for me here to apply to my own life.

Great social skills stuff except for all the warnings from the very beginning of the Kindle version:

"You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited. Your right to use this work may be terminated if you fail to comply with these terms."

That's right noncommercial and personal use only. Even though the book gives examples of commercial use of the work, its not for commercial use. Which is contradictory of the books examples, but really wise to state because most commercial use would be by employees of commercial corporations and confrontations are something that commercial corporations and their managers do not tolerate. So, use the work to improve your personal life, but don't try it at work on in any commercial use because not only your use of the work may be terminated but your employment may be terminated as well.

The publisher, McGraw-Hill, also includes the following special warning in all capital letters (which is really nonsense if you have even a grade school understanding of the meaning of capitalization in English).

THE WORK IS PROVIDED "AS IS" McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THIS WORK,....

There's much more to this warning notice, but I'm not typing it all because I think I've made my point. Read it yourself and be warned!

These warnings should be upfront on the book's advertisement page on the store and on the book cover, so that the public would not be misled into the buying a book that includes so many warnings against its use.

Apologies to the authors, who apparently spend 20+ years researching the subject of this book, but this was the most droll and simply mediocre book that I have ever listened to (I bought the audiobook version).

One factor in my very low rating is the dreary voice of the reader.

However, It seemed that the authors were, in their writing of the book, thoroughly uninspired themselves. I sure felt like I was just going through the process of listening to this book merely for the sake of it.

Examples of great business authors are Ron Chernow (Titan) and Martin Fridson (How To Be A Billionaire). The inspiration and enjoyment they give is at the far opposite end of the scale.

Buy *this* book only if you already own every other business book ever published, and badly need to spend a few dollars just for the sake of it.

Or better still, don't bother buying it at all.