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The most featured and reviewed on book The Power of Moments PDF is available for grabs now here on our website for free. It has been boasted and proven with thousands of user reviews that it has all the information to make you one of the highly qualified professionals in the world of medicine and its branches. Without a doubt a masterpiece for those who aspire to be doctors or heal those they find in ailment. It is a must read again and again for everyone that can get their hands on this limited edition book.
Chip Heath is a professor at Stanford Graduate School of Business, teaching courses on business strategy and organizations. He is the co-author (along with his brother, Dan) of three books. Their latest book, Decisive: How to Make Better Decisions in Life and Work was published in spring of 2013 and debuted at #1 on the Wall Street Journal bestseller list and #2 on the New York Times. Their 2010 book, Switch: How to Change Things When Change is Hard, hit #1 on both bestseller lists. Their first book, Made to Stick: Why Some Ideas Survive and Others Die, spent two years on the Business Week bestseller list and was an Top 10 Business Book for both editors and readers. Their books have been translated into over 30 languages including Thai, Arabic, and Lithuanian. Chip has consulted with clients ranging from Google and Gap to The Nature Conservancy and the American Heart Association.
Dimensions and Characteristics of The Power of Moments PDF
- Identification Number : 0593079264
- Language : English
- International Standard Book Number-10 : 9780593079263
- International Standard Book Number-13 : 978-0593079263
- Item Weight : 13.7 ounces
- Dimensions : 6.02 x 0.91 x 9.21 inches
November 25, 2017
If you happen to be buying gifts for family and co-workers today, I can make it easy for you. Buy a dozen copies of “The Power of Moments.”
Here’s the big idea: “A defining moment is a short experience that is both memorable and meaningful.” And…oh, my—are we in short supply of significant moments in our boring staff meetings, workplaces, churches, schools, and homes. You can change that!
Buy this book for:
YOUR STAFF. Here’s an idea: bring popsicles to your next staff meeting and play the audio from the first chapter, “Defining Moments,” and ask the team why the Magic Castle Hotel in Los Angeles does this:
“Let’s start with a cherry-red phone mounted to a wall near the pool. You pick it up and someone answers, ‘Hello, Popsicle Hotline.’ You place an order, and minutes later, a staffer wearing white gloves delivers your cherry, orange, or grape Popsicles to you at poolside. On a silver tray. For free.”
What will your staff learn? “What the Magic Castle has figured out is that, to please customers, you need not obsess over every detail. Customers will forgive small swimming pools and underwhelming room décor, as long as some moments are magical. The surprise about great service experiences is that they are mostly forgettable and occasionally remarkable.” (p. 9)
YOUR FAVORITE CHARITIES. If I could wave a magic wand, I’d ask every relief and development organization leader to read Chapter 5, “Trip Over the Truth,” about a methodology called Community-Led Total Sanitation (CLTS).
The authors begin with a warning to readers: “The story ahead is full of disgusting images, and it also makes frequent use of the ‘s-word” for feces.” The researcher in this Bangladesh brilliant/brilliant epiphany “believes that it’s a mistake to soft-pedal the word using medical terms…or more kid-friendly terms. When he works in new countries, he makes sure to ask for the crude slang… He wants the word to shock.”
The researcher’s ingenious approach to dramatically improved community health is the polar opposite of the way leaders, teachers, and preachers seek change. Instead of pulpits, podiums, and lecterns, Dr. Kamal Kar used observation, probing (shocking) questions, and demonstrations. Brilliant! (p. 97)
YOUR TEACHERS. In the chapter “Stretch for Insight,” the authors describe a study of 44 seventh-graders who wrote essays about a personal hero. Teachers marked up the essays and Group 1 students received generic feedback. Group 2 students received personalized “wise criticism.” Both groups could resubmit their essays in hopes of higher grades. You guessed it: almost 80 percent of Group 2 students resubmitted compared to about 40 percent of the first group. (p. 122)
YOUR PASTOR. Whew. How do pastors inspire a congregation—weekend after weekend, 52 weeks a year? (Few do.) But creative teams can create extraordinary experiences along the way—by defying “the forgettable flatness of everyday work and life by creating a few precious moments.” (p. 265)
And speaking of teaching, don’t skip the insights about a weeklong program, the Course Design Institute (CDI). “The dirty secret of higher education [and maybe seminaries] is that the faculty aren’t taught how to teach,” says Michael Palmer, a chemistry prof at the University of Virginia. So Palmer invites groups of 25 to 30 profs, per course, to meet the ugly truth in the mirror.
It begins with an interactive fill-in-the-blanks exercise, where each prof completes one sentence: an aspirational objective for students that will be realized three to five years later. Then each prof compares that aspiration with his or her course syllabus. Palmer asks, “How much of your current syllabus will advance your students toward the dreams you have for them?”
You guessed it! Chip Heath and Dan Heath describe one prof’s head-slapper moment, after an awkward silence: “You look at your syllabus, and you go, ‘Zero.’” (p. 106)
The book includes a link to a complete syllabus with “before” and “after” examples—showing how a professor changed the content, as a result of the weeklong course.
You should also buy this book for:
PARENTS AND GRANDPARENTS. The dinner table question from Spanx founder Sara Blakely’s dad: “What did you guys fail at this week?” (p. 130)
HR TEAM. On creating extraordinary moments on a team member’s first day on the job: “Imagine if you treated a first date like a new employee.” (p. 18)
MARKETING STAFF. “One simple diagnostic to gauge whether you’ve transcended the ordinary is if people feel the need to pull out their cameras. If they take pictures, it must be a special occasion.” (p. 63)
FUNDRAISERS AND OTHERS. On the topic of unheralded achievements in the chapter, “Thinking in Moments,” the authors ask: “We celebrate employees’ tenure with organizations, but what about their accomplishments? Isn’t a salesman’s 10 millionth dollar of revenue earned worth commemorating? Or what about a talented manager who has had 10 direct reports promoted?” (p. 36)
And I’d add: And what about celebrating a single mom’s faithful $10-a-month donor gifts when her total giving reaches the $500 or $1,000 milestone? That’s a moment to celebrate! Plus, don’t miss the creative way one organization sends personalized thank you notes to donors. (p. 151)
BOARD MEMBERS. Recently, I played the book’s audio of “Clinic 1: The Missed Moments of Retail Banking” to my fellow board members at Christian Community Credit Union. The question, “Could banks learn to ‘think in moments’?” Convicting—but very, very applicable to all organizations.
I could go on—but you get my drift. This book changed—changed!—my thinking in so many ways. You’ll appreciate the powerful and poignant stories. Example: how a priest gathered a widow’s friends together (five years after her husband had died) for a therapeutic wedding vows ceremony—but in the past tense. “Were you faithful?” The result: she was finally ready to date again.
You’ll underline the “whirlwind reviews” for each of the four major sections (Elevation, Insight, Pride, and Connection). You’ll be delighted by the bonus resources, like the “clinics,” the free app referenced, “36 Questions,” and why one company empowers employees to give away a certain number of free drinks and food items every week! (p. 73)
The “Clinic 2” (p. 89) is a must-read about church boards. The question: “How do you refresh a meeting that’s grown rote?” One approach: “Break the script.”
And finally, Chip Heath and Dan Heath warn: “Beware the soul-sucking force of reasonableness.” Example: “Couldn’t we just put the Popsicles in a cooler by the ice machine?” (LOL!)
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