Rating: 
Summary: Good General Principles Trust Your Workers
Review: These are good business principles to live by. Involve your workers, and better yet, make them feel like they are a vital part of your organization. Read this with your employees. My boss did this when I worked at Fond du Lac...and we got some good debate going.
Rating: 
Summary: As a client said,"The best management book I have ever read"
Review: Unlike most management texts, the Buffalo is written for all employees in any organization. The books's sub-caption is "Learning to let employees Lead" The Buffalo gets that across without ever using the buzzword, "empowerment," and it attacks the employee leadership issue with strong (and inspiring) emphasis on delivering great performance to the customer. The Buffalo also has the marvelous ability to tranform thought and to get those who read it - from CEO to employees on the line - to realize that change must start with them, and to ask themselves, "How and where do I need to change?" This is essential, for as consultants we go into most every company and ask the CEO if these things are happening in his/her company. Inevitably the reply will be, "Yes, Yes, we are doing a, b and c." Then we ask the employees, and they say, "No way, not happening" Both sides really want it to happen, but it seldom happens in companies. Why? First because it really isn't easy, and second because top management is in fact typically trying to "fix" the employees. The employees sense it, don't like it, and believe that "it's top management that needs to be fixed." It is extremely difficult for CEO's or consultants to break this circle, but the Buffalo can be an enormous help - if both top managment and the employees read it -and then teams are organized to address how to implement it. Yet even after top management and the employees have realized that change begins with themselves, to actually achieve employee leadership is still a challenge. Typical business press advice is that "CEO's must give up power." Incorrect and certainly not helpful. Here again the Buffalo shines, as in the second half of the book it provides exceptionally clear and practical examples of how one company did it - the systems they set up, and most importantly, how they measured their progress. Landmark book. Brooks Helmick Managing Director The IML Boston Group
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