While breathlessly watching Nik Wallenda’s teeth-clenching, death-defying, and awe-inspiring tightrope walk across the Grand Canyon last week, I started thinking to myself: This is kind of what being a leader feels like sometimes!

While most leaders are not literally going to plummet to their death if they make a mistake, as a leader it can often feel like you’re all alone in the world, trying to get your people from Point A to Point B, hundreds of feet in the air without a safety net.

So let’s see what, if anything, we can learn from a Flying Wallenda about the solo wire-walking act that leaders have to do every single day:

First of all, you may be asking, “What the heck is a “Flying Wallenda?” For those who may not know, Nik Wallenda, a 7th-generation aerialist from the acrobatic Flying Wallenda family, recently walked a high-wire across the Grand Canyon. Yes, you read that right: The Grand Canyon. Fifteen hundred feet above the Little Colorado River Gorge. That’s the height of the Empire State Building. In a gusting 35 mph wind. On a two-inch wide steel cable. With the world watching. And he did it in just under 23 minutes. Most of us couldn’t walk a perfectly straight line on a sidewalk in ideal weather for 23 straight minutes. If you need proof or want to experience what it was like, you can learn more about it here on the Discovery Channel website.

So while pondering this amazing feat, I was struck with these Ten Life Lessons in Leadership that came to mind:

[1] All Alone in the World – Sometimes, as a leader, it can feel like you’re up there all alone on a high-wire (and/or maybe even like you’re carrying a bunch of other people on your shoulders!). But if you surround yourself with a team of people who care about and support one another and are cheering each other on, it makes the journey much more manageable…and so much more fun.  Whether it’s creating your own personal Board of Advisors, or just having a trusted mentor, coach, colleague, friend, or significant other to talk to, it’s important to build yourself a support network that you can rely on.

[2] Knowing Whom to Listen To…and When – During the walk, Wallenda was hooked up by microphone to his father who was whispering in his ear the entire time – guiding and encouraging him. But while that was helpful at certain points, there were times that Nic Wallenda needed to tell his father to, basically, “shut up,” so he could focus on what he was doing without distraction. So while having a mentor, coach, or advisor is invaluable, there are certain times when you just need to quiet those external voices so you  can concentrate, focus, think, decide, and act on your own. 

[3] There are People Rooting for You… to Fall – The brutal reality is that there were people who were watching, waiting, (and hoping?), for Wallenda to fail. Just like people who watch auto racing just for the crashes, or hockey just for the fights. Similarly, as a leader – for various reasons – there are people who are rooting for you to fail. So it is important to know who you can rely on and trust, and who you can’t. And to surround yourself with people who have your back…and block out and stay away from those who will want to hold you back or drag you down.

[4] Don’t Look Down, and Don’t Look Back – Once you’ve begun your leadership journey, you need to move full steam ahead without looking back. When you second-guess yourself, it only serves to undermine your own confidence and others’ confidence in you. And, while it’s probably a breathtaking view, looking down will only make you dizzy and distract you from reaching your goal. So it’s important to avoid temptations and distractions, as well as self-doubt, and keep your head held high as you venture forward. 

[5] Stop and Catch your Breath Occasionally – A few times along the way, Wallenda stopped and paused for just a few moments. Yes, he just stopped and kneeled down. On the wire. To catch his breath. To take it all in. To re-group, re-calibrate, and re-focus.  Similarly, there are times that, even when there is a sense of urgency and a pressing deadline, leaders need to hit the pause button and take a deep breath before moving on to the next step.

[6] Keep Your Eyes on the Prize – Wallenda had one, and only one end goal: to get from one side of the Canyon to the other safely. That singlemindedness of purpose and unwavering focus led to his success. Too often, leaders try to please everyone and do too many things at once…and end up pleasing no one and getting nothing accomplished. 

[7] Confidence is Key – Harvard professor Rosabeth Moss Kanter once defined “confidence” simply as “the expectation of a positive outcome.” Having faith in yourself, backed up by positive self-talk, will help you to battle the negative voices of doubt and fear (what Seth Godin calls the “lizard brain”). Positivity, hope, and optimism, are crucial ingredients to a leader’s success. During his high-wire walk, Wallenda was talking to himself (as well as to certain “unseen others”), out loud and enthusiastically, from start to finish. As Henry Ford said, “If you think you can or you think you can’t, you’re right.” (*For more on Confidence and/or Overcoming Stress & Anxiety, please see these two previous posts.)

[8] Don’t START With the Grand Canyon – As a 7th generation aerialist, Wallenda had been working up towards this tremendous feat practically since birth. From walking on a plank, and later a rope, a few inches above the ground in his childhood backyard, to walking a tightrope across Niagara Falls last year (yes, he did that!), to conquering the Grand Canyon, this record-setting feat was years in the making. So while it’s important to dream big, it is equally important to recognize your limitations and have realistic expectations that will increase your odds of success. And then you can build on, and work your way up from, there.

[9] Practice, Practice, Practice; Preparation, Preparation, Preparation – Cervantes said that “To be prepared is half the victory.” Though we like to say that someone is “a natural” or “an overnight success,” it is more likely that we failed to notice the behind-the-scenes years of blood, sweat, and tears that led them to that point. Leaders need to be willing to take intelligent risks and have the resiliency to bounce back from (the inevitable) setbacks. That’s what separates those who make it across the Canyon from those who don’t.

[10] Reflection, Introspection, and Celebration – Lastly, when Wallenda finally made it to the other side, after the hugs and kisses and pats on the back (and a long sip of water), he took a moment – on his own – to walk back over to the lip of the Canyon to reflect in solitude and silence on what he had just accomplished. When faced with the question, “What next?” and asked about the rumors of his coming here to New York City to walk a high-wire between the Empire State Building and the Chrysler Building, his response was that he just wanted to rejoice in the moment before thinking about the future. That night was all about sitting down for a Prime Rib dinner with his family.

So as you ponder Wallenda’s amazing feat, and the leadership lessons learned that you can apply to your own life and career, I hope this piece will inspire you to great heights…whatever or wherever they may be.

Every year it’s the same thing. We start out the New Year filled with good intentions, high hopes, and a formidable list of life-changing resolutions. And for an indomitable few, those resolutions result in positive changes and personal growth. But for the rest of us, life tends to get in the way.

Before we know it, January is over and February flies by (it’s such a short month!). Then the spring holidays come along. Then it’s summer, and… well, you know the rest. That pledge to “start tomorrow” just leads to the eventual realization that today is yesterday’s tomorrow. So, what can we do about it?

We can start today. For real. Right now.

What we need to do is go from “resolutions” to “real solutions.” And one real-life solution that really works, is easy to do, and can kick-start us into action, is to start reading. And my recommendation is to start your New Year’s reading with any one of the 13 inspirational and motivational books on this list.

My Criteria
There are a million business and self-help books on the shelves, so why these?

Because these are all written for – and about – YOU.

I read an average of 2-3 business books a week on topics ranging from management and leadership to teamwork and innovation. But the books on this list are designed and dedicated to help you become the best “you” you can be. They will help you find your passion, figure out what makes you tick, conquer your fears, and spur you to action. They’ll help you to get focused, become committed, and devise some powerful and innovative ways to help you maximize your Performance, Productivity, and Potential (what I call the “Three Ps”).

Yes, I know you’re busy working. Or looking for work. And you’re exhausted. And it’s so much easier and probably more fun to just settle in on the couch with back-to-back episodes of “Breaking Bad” or “Dexter” on Netflix, or watch the “Gangnam Style” video on YouTube for the bazillionth time. But if you’re really serious about making a change, and taking your career – and your life – to a whole new level this year, think about the potential ROI (Return on Investment) that any one of these $15 books and a few hours of your time could potentially bring.

My List

My 13 for 2013 (in alphabetical order) are:

7 Habits of Highly Effective People, The: Powerful Lessons in Personal Change (Stephen R. Covey)
When people ask, “What’s the ONE book I should read to become more effective and productive?” this timeless classic is the one. At the very least, even if you don’t choose to read the whole book cover-to-cover, everyone should at least know what those seven habits are. (Tip: For your convenience, here they are.)

18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done (Peter Bregman)
If time management, prioritization, and personal productivity are a challenge, this new book by my friend, and master storyteller, Peter Bregman, will help you get your life on track and start producing results. (Tip 1: See the Bregman Box on page 118; Tip 2: Watch his TED talks).

Art of Possibility, The: Transforming Professional and Personal Life (Rosamund & Benjamin Zander)
Indescribably brilliant and inspirational storytelling by this husband and wife team. (Tip: Watch his famous TED Talks.)

Element, The: How Finding Your Passion Changes Everything (Dr. Ken Robinson)
When who you are and What you do are in alignment and harmony, you are “in your Element.” This book will help you get there. (Tip: This RSA animated video is a true classic.)

How to Win Friends & Influence People (Dale Carnegie)
This, the first-ever “self-help” book, is the one that started it all. Written in 1936, this book has, literally, changed millions of lives worldwide. Now it’s your turn. The title says it all.

Feel the Fear… and Do It Anyway (Susan Jeffers)
In many instances, we are our own worst enemy. If you can use a confidence boost, this bestselling book will do the trick.

Getting Things Done: The Art of Stress-Free Productivity (David Allen)
If you are simply looking for a straight-forward, no-frills, systems-based approach to get yourself organized, get yourself moving, and start getting things done, this is the number one book out there on the subject. (Tip: Tons of tools on his GTD website.)

Power of Habit, The: Why We Do What We Do In Life and Business (Charles Duhigg)
Whether trying to break an old habit or start a new one, this book will help you transform yourself into the person you would like to be through gaining a better understanding of how habits work…and what it takes to change them.

Linchpin: Are You Indispensable (Seth Godin)
I absolutely LOVE this book by one of my all-time favorite thought-leaders. In today’s working world, we need to consistently find ways to add value and stand out in a crowd. This brilliant book will inspire you to overcome your “lizard brain” and create your own path to success. (Tip: You MUST subscribe to his daily blog today. I guarantee it will quickly and radically change the way you see the world.)

One Piece of Paper: The Simple Approach to Powerful, Personal Leadership (Mike Figliuolo)
What if you could capture, on a single sheet of paper, your own personal guide to leading yourself, leading the thinking, leading others, and leading a balanced life? This creative and interactive book will help you do just that! (Tip: Subscribe to his excellent Thought Leaders blog. Full/proud disclosure: My “leadership self-awareness” guest post made their 2012 top 10 list!)

ReWork (Jason Fried & David Heinemeier Hansson)
Like Godin’s “Linchpin,” this book cuts through the crap and tells it like it is. Written with humor, attitude, and artistry, these guys really tell it like it is and get you to look at the working world in fresh new ways.

Self-Promotion for Introverts: The Quiet Guide to Getting Ahead (Nancy Ancowitz)
With introverts making up half the population (including myself), this practical and inspirational guidebook by a friend and fellow NYU professor helps and encourages introverts to leverage their strengths and achieve success.

You Don’t Need a Title to Be a Leader: How Anyone, Anywhere, Can Make a Positive Difference (Mark Sanborn)
This quick-and-easy-to-read, 100-page book will encourage and inspire you to step up to leadership – regardless of your role, position, or title. I love this powerful little book and re-read it all the time.

There are a lot of other great resources out there, but this list of personal favorites will give you a running start. So just pick ONE and dive right in. Maybe you even have some of these books already piled up on your nightstand gathering dust, or sitting on your bookshelf like a trophy. But BUYING the book with the best of intentions – as so many people do – is not enough. You need to actually READ it. And don’t just skim through it: DEVOUR it! Interact with it. Absorb it. Make it your own. Here are a just a few ways how:

• ·         Highlight things you find interesting with a neon highlighter
• ·         Underline things you find interesting with a red pen
• ·         Make notes in the margins when you’re reminded of something
• ·         Use post-it notes to mark the pages you want to go back to later

Find a blank page in the front or back and write down a list of Action Items – things you are actually going to DO! As I have people do at the end of every one of my workshops, think in terms of “Insights, Actions, & Outcomes”: What did you take away (Insights); What are you going to do (Actions); and what results do you expect to achieve (Outcomes), if you actually make the commitment and follow through.

It’s a new year. A great time to wipe the slate clean and start fresh. So if you’re really serious — I mean REALLY serious — about turning your New Year’s “resolutions” into “real solutions,” I hope that you will pick up just one of these books, and let it be the spark that ignites your passion, and helps you to light the world on fire in 2013.

Proud to announce that my post was named by the "thoughtLEADERS" website as the "Best Top 10 List" of 2012!

Best Top 10 List: 10 Tough Questions Every Self-Aware Leader Needs to Answer

Todd Cherches shares 10 questions leaders must ask themselves. It’s a two-part post (the first 5 questions are here and the next 5 are here).

How many do you know the answers to?

“People do best, what they like best to do.”

That’s an old adage by Frederick W. Taylor, the original management guru. Seems like common sense, doesn’t it? And yet, so many people hate their jobs.

So why is that?

Well, think about your hobbies. You know, the things you do for fun. Whatever it is, whether it’s playing a sport, a musical instrument, practicing a craft, or whatever, you probably do it for at least one of the following two reasons: you’re good at it and/or you enjoy it. Otherwise, why do it?

If you love doing something, let’s say, playing the guitar – even if you’re not very good at it – you’re going to pick it up and fiddle around with it, spending your spare time practicing, and watching and listening to others play, all in the hope of getting better. Even if you’re not that great and know you’re probably never going to play in a band, you still do it because it’s fun.

Similarly, if you’re good at something, even if it’s balancing your checkbook, you may not love doing it, but because you’re skilled in math and it comes quick-and-easy to you, you don’t really mind doing it.

So, what about something that you love doing AND you’re good at it? Now you’ve hit the magic bulls eye: your passions and your skills are in alignment! Let’s say you love playing tennis and you discovered years ago that you’re pretty good at it. Most likely, with this combination of passion and skill, you enjoyed watching tennis on TV to see how the pros do it, didn’t mind hitting a tennis ball against the wall thousands of times, and got a rush from playing every chance you got.

Over time, your skills grew. And as your skills grew, so did your confidence, which led to your taking on tougher challenges, practicing more, winning against better and better opponents, having fun competing and winning, and enjoying your increased success. No, you’re probably not going to play in the U.S. Open, but you’re at a level that you are proud of and enjoy as you keep working on taking your game to the next level.

Now, what about when you are stuck doing something that you are not good at, and do not like doing? How successful do you think you are going to be?

Probably not very.

And, yet, this describes a lot of people’s jobs. So how does this happen?

Here’s how it happened to me: A number of years ago, I was out of work for a while when I was offered an amazing job as the VP of Business Development and head of the New York office for a leading west coast interactive agency. I was so honored by being hired and excited about working for this innovative company to help them grow their east coast business.

But once the initial excitement wore off, the job itself ended up being much tougher for me than I ever expected as I started just around the time of the dot-com crash when finding new business instantly became tougher and tougher. And, unfortunately, I quickly discovered the hard way that I did not possess the abilities or the personality type required to succeed in this kind of role – especially in this type of market environment.

And, so, as time went on and as I continued to fail, my stress level rose, and I began to like this job less and less, until I could not even bear to get up for work in the morning.

If you’ve ever had a job that you didn’t like AND that you were not good at, you know what I’m talking about. I was set up to fail every day, through nobody’s fault but my own, and I just wanted out. Getting laid off, despite my feeling of loss as I loved the company and the people, actually ended up being a huge relief.

In almost every job, there are going to be aspects of your position that you like more than others, and that you’re better at than others. And, similarly, there are going to be things you are good (or even great at), and things that you are not.

For example, in my current role as head of a management and leadership consulting, training, and coaching firm, I love and feel that I’m pretty good at the consulting, training, and coaching part. What I don’t love, and am not that great at, is the actual running of the business itself (especially, the financial and administrative side).

So, what to do about it?

Taking a look at the Passion/Skill Matrix and thinking about YOUR job:

1. Make a list of all the different things you do on a regular basis; and then

2. Place each of these different things in one of the four boxes.

The things that you Like/Love and are Good At: If you have a lot in that box, you’re incredibly lucky! Try to spend as much time as possible on these things. This is where the intersection of your skills and passions lie, and where you have the greatest potential to leverage your strengths and go from good to great.

The things that you Like or Love to do, but are NOT great at: This is a wonderful developmental opportunity! If you like something, or feel you have potential in this area, you are more likely to work at it by learning more about it, studying, practicing, and seeking out training and coaching. Einstein once said that, “Anyone who has never made a mistake has never tried anything new.” If you’re passionate about it, keep working at it. You never know how far you might get unless you try.

The things that you Don’t Like to do, but are Good At: Perhaps it’s something you used to like doing, or you just became the “go to” person by default because it comes naturally to you and everyone knows it. Well, this is a great developmental opportunity – for someone else! Here’s where you might be able to take on the role of a mentor or coach by helping someone else develop skills in this area. This is a win-win opportunity that will help someone else to grow while freeing you up to do other things.

And, lastly, the things that you Don’t Like (or Hate!) to do, AND are Not Good At: This is your “Failure Zone”…and you need to do whatever it takes to get out of this box as soon as you can. Again, we all have aspects of our jobs that we may not love, but if you are spending more than 25% of your time in this box, you are setting yourself up for a whole lot of pain and suffering. And, to be honest, if you’re in a job that you really, truly don’t like and that you are really, truly not good at, you’re not doing your employer any favors by staying in this role. Sometimes we stay just for the paycheck, but it’s really hard to sustain that over the long haul. And it’s ultimately going to take its toll on your physical and mental health.

As Dan Pink writes in his book Drive and as he speaks about in this amazing RSAnimate video, people are happiest and most productive when they have three key, intangible things: Autonomy, Mastery, and Purpose.

If you are lucky enough to find a job where you spend most of your time with the freedom and flexibility to make your job your own (autonomy); in an environment that allows you to grow and develop into the best you can be (mastery); while doing work that matters (purpose), that’s when you’ve got it made.

As they say, “If you love what you do, you’ll never work a day in your life.”

When it comes to “rules,” which of the following statements do you most agree with?

(a) Rules are rules…period.
(b) Rules are meant to be broken.
(c) It depends.
(d) All of the above.
(e) None of the above.

While there is no one “right” answer to the above question, the way you respond says a lot about you. The way you think and feel about rules in general will influence the decisions you make and the actions you take in different situations.

Let me tell you about two controversial, thought-provoking, and emotional incidents that occurred in the past week – both of which involved “following the rules” – and see what you think:

Incident #1

While playing softball in Central Park the other night, our manager noticed that one of the players on the other team was wearing baseball cleats with metal spikes which, according to league rules, are not allowed (as someone could potentially get hurt). The player claimed that he didn’t know about this rule, immediately apologized, and went back to the bench to change into his sneakers.

But not so fast! In the opinion of my team’s manager, this opposing player’s blatant and flagrant violation of league rules was too egregious to overlook or forgive. Ignorance of the law is no excuse. And what if he had spiked somebody and they got hurt? To our manager, there was no option but to go strictly by the book and demand that the umpire immediately throw him out of the game.

The fact that it was a minor and inadvertent oversight, that the player apologized for his mistake, that no one got hurt, that a number of the guys on our own team pleaded, “Forget about it, just let him change his shoes and play,” (and that we were already losing 10-2 in the 4th inning) all didn’t seem to matter. According to our manager, “Rules are rules.” No discussion. No debate. No warning. No second chances. One strike and you’re out.

Following the letter of the law, the umpire (sympathetically, apologetically, hesitantly, and incredulously) proceeded to inform the violator that he was sorry but, based on our manager’s demand, there was no choice but to ban him from the rest of the game.

Oh. And in case you were wondering, we went on to lose 20-2 as the angry opposing team, in the spirit of retribution, proceeded to pour it on and make us pay.

Incident #2

Someone posted the following question on a LinkedIn HR discussion group the other day: “I have a team member who is a good worker, but he does not report to the office on time. When I talk to him, he promises to be on time, but that does not last more than 2 or 3 days. Any suggestions?”

The responses came pouring in: “Write him up!”; “Dock his pay”; “Demote him!”; “Put it on his permanent record!”; “Give him a final warning!”; “Show him who’s boss!”; and “Don’t give him any more chances. Fire him immediately. This kind of insubordinate behavior simply cannot be tolerated! He’s got to be made an example of and taught to obey the rules!”

Yup, rules are rules. Or are they?

Let me start by saying that, yes, rules are important. Whether we call them policies, operating procedures, guiding principles, or ground rules, every organization needs to have processes and structure in place or else there would be chaos. Rules enable organizations to be organized. And they let the people within an organization (or a community or society) know what is allowed, and what is expected.

But, reflecting on the two incidents described above, my question is this: might there be times when “The Rules” should be overruled by common sense?

Now, just for clarification, and before instigating any kind of legal backlash, I’m talking about “rules,” not “laws” – which are a separate and more specific (though thematically related) issue. And I’m not talking about safety violations or ethical lapses. I’m talking about situations in which mindlessly and unquestioningly following certain edicts may not necessarily be the best or the right decision.

For example, in the softball incident, did the player on the other team “break the rules?” Yes, officially he did. But two key questions that should be asked are: (1) Was the rule violation intentional or accidental – and does that matter; and (2) how serious a rule violation was it, i.e., was any advantage received or any damage done as a result?

Keeping things in perspective, we’re not talking about a major league player caught taking steroids; we’re talking about a guy playing a fun league game in the park who was discovered to be wearing the wrong kind of shoes.

It was clear and obvious to everyone (including my manager and the umpire) that is was an accidental oversight, there was no intent to deceive, to defraud, or to reap any competitive advantage, and no harm of any kind was done. So, with that being the case, did the punishment (banishment from the game) fit the crime of wearing unsanctioned footwear or might it have been a tad excessive under the circumstances? Was my manager “wrong?” No. But was he “right”? I’ll let you play umpire and make that call.

And in the second example (good performer comes in late, with 90% of the HR mob demanding immediate and severe punishment), there are again two questions that come to mind: (1) What is the context; and (2) What are the specific details?

What jumped out at me and really pushed me over the edge was that everyone’s calling for this guy’s head without having ANY of the information!

From what we know, has this employee been guilty of breaking the rule of “everyone should get to work ‘on time’?” Apparently so. But do we know anything else? No, absolutely nothing!

What type of job are we talking about? Is he a salaried or hourly worker? What exactly does “on time” mean anyway? Is he expected to get there at 9:00am and is showing up at 9:05am, or is it 10:05am? Is he “late” once a week or every single day? How long has this been going on? Two weeks, two months, two years? And what is the reason for, and the impact of, his lateness?

Most importantly, before reporting him to HR and putting him on a disciplinary plan (remember, he has been described as a “good worker”), has the employee’s manager actually sat down and spoken to him one-on-one and heart-to-heart to find out what is going on with him – asking and listening, discussing expectations, making him aware of the business impact of the lateness (e.g., on customers, team members, the organization, and on the manager himself), and exploring possible solutions?

Years ago when I worked for one of the TV networks out in L.A., I was a high performer who had always gotten to work on time — until I hit a week of major car problems that resulted in my being about 30-45 minutes late three days in a row. How did my tyrannical boss address this issue? By saying (and I quote): “I don’t know what the hell is going on with you lately, but I’m sick of your marching in here late. If you can’t start getting here on time, you better start looking for another job.” Wow. So, you can see why I may be a little sensitive and overly empathetic when it comes to this particular example.

But the bottom line is that I was really amazed, and incredibly disappointed, to see how many of the LinkedIn discussion responses were about “policy, policy, policy.” Sad to say, but that’s one of the problems with the HR mentality in many companies, and why so many people (sorry to have to say it) hate HR.

As an honorary HR person who works in the learning and development field, I have seen too many Human Resources professionals who have lost sight of the fact that what we do is supposed to be all about engaging PEOPLE and helping them maximize their performance, productivity and potential – and not simply about setting and enforcing THE RULES, and focusing primarily on policies, processes, and procedures.

The first initial of “HR” stands for “Human,” and we need to deal with people more humanely. The root of the word “policy” is the same as that of “police,” so if HR people want to be viewed as something more than just the company police, perhaps companies need to rethink how we view, deal with, and find a gentle balance between the Rules and our People. Sometimes we need to go by the book; other times we need to go by “common sense.” But, unfortunately, as the saying goes, common sense is not always common practice.

And from a management and leadership perspective, this classic saying by legendary management guru Peter Drucker comes to mind: “Management is about doing things right, leadership is about doing the right thing.”

So when it comes to “The Rules” and the Drucker quote, perhaps we need fewer bureaucrats who rule “by the book,” and more people acting as leaders who are willing to make the tough but fair — and right — call, even if it results in some bending of the rules.

For me, as you may have guessed by now, my answer to the initial question about rules is: “it depends.” And among the multiple things that it may depend on, one of the main things is intent and the ability to wisely distinguish between “the spirit of the rule” and “the letter of the law.”

So the big question is: do “The Rules” rule, or do YOU?

*Two book recommendations on re-thinking “the rules”:

First Break All the Rules: What the World’s Greatest Managers Do Differently
(by Marcus Buckingham)

The Art of Non-Conformity: Set Your Own Rules, Live the Life You Want, and Change the World
(by Chris Guillebeau)