Amid complex strategic choices, leaders, managers go for ‘laws’

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In the midst of information overload on the so- called “best”, “time-tested” and “fail-safe” marketing strategies and tactics, you can almost hear confused and exasperated leaders and managers saying: “Enough!”
This is one phenomenon of the age. In this complex world, people thirst for the simple- and, yes, the elemental. With the avalanche of choices, people yearn for old-fashioned order.

Imagine the chief marketing officer or a CEO bewitched, bothered and bewildered by so many tactics offered by numberless consultants, innumerable books- and his irrepressible board!

This explains the widespread hunger for a set of principles, leaving tactics and methods to the leader and the manager.

And this explains the drawing power of the “Al Ries Brand Marketing Conference,” held recently at the Philippine Plaza.

The father-and-daughter tandem, Al and Laura Ries talked about the “immutable” laws- meaning, unchanging, forever relevant, and eternally constant principles.

Take the “Law of Leadership,” for example. The Rieses have a one-liner to explain it: “It’s better to be first than it is to be better.” And they cite known brands- Coca Cola, McDonald’s, and IBM. That looked unarguable, at first glance.

And there is another law that seemed to contradict the first, according to one participant- the “Law of Opposite”- which is also a one-liner: “If you’re not the leader, then you need to be the opposite.”
They cited Pepsi Cola, which became the cola of the “younger crowd”- and thus was born the “Pepsi Generation.” Coke is 120 years old.

So, on the midst of such seeming contradictions, why are the Rieses so credible? The reason could be that one law works for one, and another law works for another. They are not actually contradictory; they may be stand-alone laws that work.

Another particular pointed out the seeming conflict between the laws of “focus” and of “divergence”. The focus law stipulates: “Every company needs to resist the temptation to keep adding products and services.”
The Rieses, underscoring the need to focus, compared the success of Southwest Airlines, which they called a “one-fork” airline- no other destinations but business, no other class but coach, and no other flights but domestic.

The other airlines take the best of many worlds. They observed: Southwest is currently worth $12.4 billion, or more than three times the other airlines.

In another breath, though, they offered the “Law of Divergence,” with this explanation: “Over time, a category will diverge and become two or more categories.

Taking off from Charle’s Darwin’s “Origin of the Species,” they explained: “A species starts out as a single species and then, over time, diverges…Divergence has created new categories of automobiles such as the sport utility vehicle and the mini van.”

The Rieses have been observing the marketplace and have come up with the “natural laws” that govern the market- and gave each law a name.

These laws seemed to have stood the test of time simply because they provided some “anchors” or “principles” to market players. In turn, these players took these principles to heart- and their actions were blessed with success. A principle that has spawned many successes must be a valid one.

That is the reason behind the ever growing following of the speaking, writing and consulting tandem. Such activities reinforce one another.

The books that precede their visits country-to-country or city-to-city continue to have a growing following. Thus when a conference is organized with them at center stage, such a gathering is consistently assured with great success.

There is actually a heart warming quality that Al and Laura share: While they are mentors to over half a million people around the globe, they are also enthusiastic learners.
That’s the secret behind their success. Their capacity to listen is as huge as their capacity to be heard in a very compelling and inspiring way.

Communicate in a ‘recession’ or be a victim of ‘depression’

Principle has not changed; it pays to advertise during hard times

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THE FOLKSY STATEMENT- “OUT of sight, out of mind”- is the best argument among couples that being apart too long would be detrimental to a relationship. This is also a compelling argument for branded products to remain on the shelf- and be visible at all times- to solidify customer loyalty.

Being within sight- and within reach- are also time-tested marketing principles, which the uninitiated or the backslider can ignore at their own peril. And yet, this truism- to advertise, publicize or perish- is soon forgotten when hard times strike, and the knee jerk response of companies is to cut down on such essential functions as advertising and public relations.

In the late 70’s and early 80’s, there were already persuasive arguments in favour of advertising during a recession. In fact, in a section in my MRR (Management Research Report, the equivalent of a master’s thesis) at the Asian Institute of Management, I argued in favour of advertising in the midst of a recession that was already felt then in the early 80’s.

It was supposed to be a compelling logic for organizations to seize the communication initiative when hard times strike. I cited a study made by the Laboratory of Advertising Performance (LAP) of McGraw-Hill Research covering the period 1974-1975.


Advertising equals sales

In the study findings, McGraw-Hill vice president for research, Dr. David Forsyth, cited the “common experience of companies that continued advertising”: In 1974-1975, their sales grew 15 percent higher than those who cut advertising. By 1978, companies that continued advertising had sales of 132 percent above 193 sales levels. Those who trimmed advertising managed a mere 79 percent over 1973 levels.

These figures are, of course, dated. The latest figures from the same McGraw-Hill Research analyzed 600 companies in the US between 1980 and 1985. The results showed that business-to-business firms that “maintained or increased their advertising expenditures” during the 1981-1982 recession averaged “significantly higher sales growth” both during the recession and for the following three years.

And in 1985, the sales of companies that were “aggressive recession advertisers “were 256 percent higher than those which “did not keep up their advertising.” This is a higher figure compared to the 132 percent advantage in 1978.

There is a more encouraging fact, established by a study of another research firm – Meldrum & Fewsmith. The findings are conclusive: Aggressive advertising did not only grow revenues; it even increased profits.

More recently, as pointed out by Dave Donelson, author of “Creative selling: Boost Your B2B Sales,” we should not be perturbed by post-Sept. 11 jitters. “The best way to combat paralysis is to get on with the business of living,” he said. And the business of living includes the “for-profit businesses” as we know them.

Donelson continued, as he zeroed in on advertising: “Numerous studies, including one by the AAA (Association of Accredited Advertising Agencies) of the recessions from 1948 to 1982, show that consumer spending actually grows from the quarter when the economy peaks to the quarter in which it bottoms.” That’s one to really think about.


Preference, awareness

A more comprehensive study is one conducted by the Cahners Research and the Strategic Planning Institute (PIMS). The institute stated: “As awareness increases, preference increases.”

The study, mind you is not without basis. It was based on a survey made in July- September of 2001, covering 88,000 businesses in the US and based on the responses of 23, 341 businesses. The survey sought to correlate preference levels of awareness.

There is direct relationship (researchers call it “correlation”) between awareness and customer preference. Susan Mulcahy, PIMS vice president for research, shared these key insights: As awareness increases from 25 percent to 35 percent, the preference increases from 10percent to 15 percent. As awareness grows from 35 percent to 45 percent, the leap in preference is greater- from 15 percent to 23 percent.

And the largest jump occurs when awareness is 85 percent to 95 percent: preference rises to 56 percent to 71 percent. Such awareness can only be “driven” by the communication discipline of advertising and public relations.

In the same 2001 study, the marketing expenditures of the surveyed companies are channelled to the following: print advertising, 33 percent; sales/promotion materials, 22 percent; television, 11 percent; trade shows, 10 percent; and others include Web advertising, direct mail (print and e-mail), seminars, newsletters and billboards.


Principles the same

What is the message of these figures? The principle has not changed- whether in the ‘70s or the ‘80s- and, in a post 9/11 era. It pays to advertise during hard times or even a recession.

Where does the practice of public relations- or, more specifically, publicity-come in? At the turn of the century, companies have taken the wiser step of using a mix of advertising and public relations to increase sales, expand market share, and build a corporate brand.

A new discipline also emerged: “below the line of advertising.” It is obvious that the phrase was coined by advertising people- showing that the discipline with clout, is still advertising. That this influence may change through time is arguable.

So, how does one make of the audacious statement of Al Ries and Jack Trout, which is also the title of their book: “The Rise of PR and the Fall of Advertising’? Did the tandem sound the death knell of advertising? Far from it, they quickly add. They just underscored the increasing value of PR.

PR, Ries and Trout say, “builds a brand”; while advertising” maintains the brand”.

Vivian Lines, Asia Group president of Hill and Knolton, told a group of PR professionals recently: “Both PR and advertising build brands.”

Advertising builds recall with its complete control of form and content; PR uses the power of third party endorsement. Actually, even this attempt at drawing the lines is still open to challenge.

Dr. Atichart Suntharos, executive vice president, strategic planning of Lowe Lintas & Partners states: “Branding is even more critical in times of crisis. There’s also a need to gain insight into consumer’s changing values.” It may be said that this agency man is biased, but his message is compelling.

And harder to ignore is this advice: In good times, communicate to stand apart; in a recession, communicate to gain unbeatable advantage.

Speaking of a recession, a celebration author once distinguished it from a depression: “In a recession, your neighbour loses his job; in a depression, you lose yours!”

It may be good to consider communicating- via advertising or public relations- or else, you will be overtaken by our own “recession” or “depression”!

Coming to grips with political risks

There are happy and sad cases of projects that take off and those that would never see the light of day. You know the successful cases: their inauguration rites are flashed on television and find themselves on choice pages of newspapers.

And, soon enough, these projects would begin doing the business they know best – churn out products or provide public services.

Projects that fail. It is not so with projects that failed. They also hit the headlines alright, but these are photos of protesters brandishing placards in a barricade, news on legislators summoning project officials in a congressional hearing and, worse, a banner story of court of law or a regulatory agency ordering the project suspended!

Meanwhile, all forecasts of revenue go hay wire, and shareholders are shocked by the impunity by which government executives, proving the Shakespearean lament on the “insolence of office,” abuse their discretion.

Project proponents, particularly the multinational partners, usually have two choices: one, pack their bags and try friendlier host countries or, two, seek redress from an international court where justice, alas, also grinds so slowly.

The third way. There is a third alternative. They should wise up to the situation and deal with something they at first failed to do: use corrective measures, come to grips with political realities locally and nationally. More specifically, they must, this time, include “political risks” in their risk assessment.

Let’s face it. Engineers and construction experts may build an engineering marvel, harness the best project management methods, complete the project on schedule and within budget, go through scientifically tested simulation exercises, even perfect technical information dissemination among themselves – and yet the projects are delayed or mothballed because they are met with great resistance by people.

We are not lacking at all in books and journals on project management and risk assessment. But, a cursory reading of such books and investigation of other data bank shows a very limited appreciation of the crucial importance of reaching out to the community, listening to their hopes, identifying with their aspirations.

Political risks cannot be ignored. Often, project managers realize a little too late that beyond technical, financial, construction and other risks are the more unpredictable but very important “political risks.”

Helga Odden Resknes of Norway, in a speech before risk managers, cited the need to “establish binding contact between social sciences and natural sciences in order to create the best possible platform for risk communication.”

She meant that real communication must complement the comfort zones of engineers. “A project is never without risks,” said Daniela Van Well-Stam, co-author of “Project Risk Management,” adding that “performing risk analysis and management is actually necessary to maintain control over a project.”

Engineering precision and predictive techniques must be accompanied by honest-to-goodness stakeholder communications, and thus come to grips with community, political – even regulatory – risks.


Communities predisposed to support. Host communities – and even the usual suspects that make it difficult to put up a plant or establish a tollway – do not actually want to squander valuable time opposing worthwhile projects. After all, they would benefit more from a project that creates jobs, brings forth allied industries, and promises a much-delayed prosperity in the area.

Project managers who turn a “blind eye” to and dismiss political risks as a needless distraction to their perfect engineering marvel will get a surprise of their lives. But, if you heed these project risk analysts and spend time on “people issues,” the usual distraction of engineers, your efforts would be rewarded by the community folk themselves, choosing pro-existence or, at the very least, co-existence.

So, the next time you are called upon to do a project, or a friend tells you about his dream infrastructure, advise him to do some environmental scanning in the area, do some thinking out of the “engineering box” – and deal with people issues in the area. Who knows, when his project succeeds, he may reward you with a fat contract – or, at the very least, a steaming hot coffee! (dantemvelasco@yahoo.com)

POLITICAL RISKS Handling a project’s blind spot

NOTHING ELSE IS NEW. PROJECT PROPONENTS and managers – after putting up an industrial plant, inaugurating a mining site, or erecting a cement plant – are usually shocked by the consequent hostility of host communities.
A power plant in Mindanao, a few years ago, was about complete and turbines were just about to crank out electricity, but other important installations could not be delivered to the site because the roads were blocked by protestors lying in the middle of the road.
A mining site could not start operations due to an implacable resistance by the community, raising environmental concerns. A changing of the guards was hastily made for a new tack, but even the local church prelate remains unconvinced.
A cement plant in the north did not see the light of day due to the vigorous opposition of local residents, confronting the project proponents with serious environmental issues that remained unanswered to this day.
The good news is, the power plant in Mindanao has long begun operations, due to a belated realization that there was a “political” crisis in the community, and then officials staged a successful stakeholder communication effort.
It addressed concerns on the possible pollutions of rivers and risks on health, and reached out to the leaders in the area at all levels of decision-making, from the barangay chairman to the governor.
The protesters were not won over completely, but a mechanism of “critical collaborations” was agreed on. Thus, plant authorities to this day are always on their toes anytime the multi-sectoral monitoring group calls their attention to a possible health or environmental risk.
The mining project continues to be hobbled by a lack of genuine communication effort, but hopes are high that the entry of a high profile executive, known for his commitment to the environment, might yet resolve the impasse.
Engineering marvel is not enough. There must be a gap somewhere. And most project managers have a “blind spot” in the area of “political risks,” which can be addressed by a wide-ranging and well-informed “stakeholder communications” program. This program proceeds from the concept that host communities, among many others, are “stakeholders” of a project.
Engineers and construction experts may build an engineering marvel, harness the best project management methods, complete the project on schedule and within budget, go through scientifically tested simulations exercises, even perfect technical information dissemination among themselves (which they call “communication” in a severely limited way) – yet the projects are delayed or moth-balled because they were met with great resistance by people.
In a study I’m making, I found out that we are not lacking at all in books and journals on project management and risk assessment. But, a cursory reading of such books and investigation of other data bank shows a very limited appreciation of the crucial importance of reaching out to the community, listening to their hopes and fears.
If the project handlers do this, they will invariably find a common ground and thus achieve “co-existence,” at the very least, or “mutual trust,” at best.
Mitigating or eliminating risks. Project managers, deep into engineering disciplines, may understandably gloss over the importance of “human communication” in their risk assessment exercises. Often, they realize a little too late that beyond technical, financial, construction and other risks are the more unpredictable but very important “political risks.”
Jose P. de Jesus, president of the Manila North Tollways Corporation (MNTC) and formerly Public Works and Highways Secretary, zeroed in on “political risks” as the proverbial hard nut to crack.
In a speech before the Management Association of the Philippines, the MNTC chief pointed out that political risks “confront every major project in terms of changes in the political dispensation, community resistance, legislative inquiries, and organized opposition by civil society.”
De Jesus added that a “proactive and comprehensive public information program, government liaison and communication efforts can mitigate these risks.”
A risk management expert, Helga Odden Resknes of Norway, refers to these political risks in a more academic way. In a presentation she made before project risks managers, she emphasized the need to “establish binding contact between social science and natural science in order to create the best possible platform for risk communication.”
Go for a shared future. She meant that real communication in the realm of the social sciences must complement the comfort zones of the engineering discipline mostly grounded ion the physical sciences. If you think this sounds “too academic,” just bear in mind that considering the human and social factors might yet save your project or add an important element to your risk assessment.
“A project is never without risks,” said Daniela Van Well-Stam, co-author of “Project Risk Management ,” published by Kogan Page, adding that “performing risk analysis and management is actually necessary to maintain control over a project.” Other books refer to such analysis as “uncertainty analysis.”
Ahead of every project manager be it an industrial plant, the Olympics, a space shuttle project, an IT prototype or even a corporate anniversary celebration is an uncertainty in varying degrees of severity and likelihood.
The lesson learned is this: Engineering precision and predictive techniques must be complemented by a program on coming to grips with community, political even regulatory risks. When you do your homework, as proponents of some successful projects did, you can actually mitigate or completely eliminate the risks.
After all, even host communities would prefer to spend their time co-existing with a structure that promises them a brighter common future than to waste valuable time on the sidelines with screaming placards in opposition to an otherwise good project that has been poorly communicated.
Project managers who turn a “blind eye” to and dismiss political risks as a needless distraction to their perfect engineering marvel will get a surprise of their lives. But, if you heed the words of experienced project risk analysts and take to heart the wise counsel of veteran Ping de Jesus of flyover and NLEX fame, you will be glad you did.

‘Go on offense when others retrench'

“Jack Welch and the 4Es of Leadership”
McGraw-Hill, 2005


This sounds like an unlikely advice in the latest book on the leadership style of former General Electric Chairman Jack Welch. After all, Mr. Welch is renowned to have a “rulebook” that the bottom 10 percent (of low performers) of the multinational giant “be fired every year.”

But, that’s the paradox of Welch and of how he views business, according to author Jeffrey A. Krames in this book “Jack Welch and the 4Es of Leadership.” Krames writes of his icon:

“You have to shrink in order to grow; you have to give up things in order to gain things. By eliminating jobs and closing unproductive factories … he was creating the means to reinvigorate the places that would spark the company’s transformation.”

Averse to keeping things hanging, Krames adds: “Welch understood that many apparent contradictions in business resolve in the face of a larger vision – and may not be contradictory at all.” This so-called propensity for giving low achievers their “walking papers” has not endeared Welch with professors of the finest graduate business schools – at least in the Philippines.

And yet this new book may provide the answer to the riddle, as it lists the 4E’S of leadership, saying: The 4E Leader has energy … energizes … has edge and … executes.

As the author describes the 4Es of leadership, one notes a consistent theme running through the discussion like a unifying thread. Jack Welch wants his leaders to have “energy” – the fuel that drives the business, the passion to get things done. He wants a leader who runs 95 miles per hour --75 miles elsewhere in the same book -- “in a 55-mile-an-hour world.” (Don’t try this inside the North Luzon Expressway!) And so he is impatient with those who lack passion for their work, and who wind up in the bottom ten percent in his organization.

The next attribute – the leader who energizes – is simply the logical consequence of a suitably driven leader, who then “sparks others to perform.” In this section, the theme recurs, quoting Peter Drucker: “One can only build on strength.” And those who are weak, reminiscent of the Darwinian “survival of the fittest,” must go.

Welch does not waste time on those who are weak links (or, pardon the pun, “weaklings”) – since how can you energize one who has no energy in the first place? I remember a training manager who dished out a homegrown philosophy with this bald statement: “Huwag magtiyagang maghanap ng kuto sa ulong kalbo!”

The Welch style acquires more edge as Author Krames discusses the last two qualities in the 4Es of Leadership – the Leader has edge and the Leader executes. The book confronts “people decisions” so that the firm retains the competitive “edge” – making the principle sound bland enough: “Use a differentiation system to keep the best and weed out the worst.” The author says it simply, downplaying the bloody process of thousands of heads rolling: “He cut costs relentlessly (including the payroll).”

Krames shows the results in two sentences: “When Welch took over, GE had revenues of about $25 billion. When he stepped down, GE was a $130 billion company.”

Ever emphasizing the need for passion and strength, the last E – the leader executes – should mean that the boss must have the managerial will to drive the company effort to its desired conclusion, meaning: positive results. The book emphasizes the need to improve the leader’s “execution quotient,” chalking up high scores in nothing less than the bottom line.

The book, meant to develop leaders around the 4Es Leadership Formula, succeeds in making us understand Mr. Welch better who actually had to adopt a “retrench” policy just so he can mount an aggressive “offense”. He narrates how the controversial retired GE Chairman likened his business team with Super Bowl winners or Olympic gold medalists with this obvious conclusion: He wants only the best in his team.

So the seeming ruthlessness, the apparent indifference to human dimensions are better understood now under the overall theme of “winning,” the title of Welch’s other book. The author, earlier in the book, gives a hint: “To Welch everything is about winning, winning in the marketplace, winning customers, winning new business, winning for shareholders.”
Come to think of it. A local business leader, when he took over a giant beverage company shocked the entire organization with downsizing decisions. Today, the company remains the most admired in Asia.

Is winning the only metric by which to measure the caliber of an executive? Or, changing the question, we ask: Can you forgive a CEO who, due to some other considerations, bring your firm down to bankruptcy? Is business a game, and heads roll as a natural consequence of the overweening desire to win?

Even philanthropists believe in the primacy of “doing well” as a pre-requisite to “doing good.” Read this book, wade through the many digressions of the author, and you will hit oil – or gold. You will have the answers, but you will also ask even more questions. Isn’t that the paradox of business?

Capturing the ‘moment’ to win, not to fail

“Lend Me Your Ears”
(Updated and Expanded Edition
By William Safire
W. W. Norton & Company, 2004


The attention of the entire country continues to be riveted on the speech of apology of President Gloria Macapagal-Arroyo, delivered recently over nationwide television. What the speech sought to achieve, when the Head of State said “sorry” over what are now called the “Garci tapes” was not, however, achieved.

Instead of assuaging the feelings of both her disappointed allies and unrelentingly acerbic critics -- the speech triggered a series of rambunctious and chaotic Congressional hearings and emboldened a lynch mob with even shriller voices crying for her resignation.

The mishandling (?) also planted a poisoned idea to politicians with moist eyes for the threatened Presidency and for a Senate seat two years from now, and prompted an unflappable Susan Roces to give vent to pent up emotions with uncharacteristic bravado – thus leaving the rest of us wondering what went wrong. And asking: What could have gone right?

Observers were wondering why the Palace, with its vast information resources at its command, could not even muster a phone brigade programmed to provide support to the President right after her “confession.” In fact, the confession was totally unnecessary, but the Palace committee of wordsmiths woefully stumbled all over to string together contradictory statements, needless absolute statements, and a sophomoric line: “I will serve you to the best of my ability.”

Those of you who still doubt the power of rhetoric to make or break a political career or to espouse or frustrate an idea must now be convinced that a careless phrase thrown into a speech invites disaster.

Some observers volunteered the insight that the Palace wordsmiths patterned the GMA speech after the apology of Bill Clinton concerning his links and acts of indiscretion with Monica Lewinsky. If they did, they committed a grievous wrong failing to note the contrasting contexts between Bill’s very private act at the Oval Office and Gloria’s very public act speaking to the arbiter of a Presidential election.

And, if you read Clinton’s speech (the delivered version), you would note the deft hand of seasoned rhetorician. This brings me to speak to you about “Lend Me Your Ears,” a book that I picked out at a cozy bookstore, Ink & Stone. This is actually the updated and expanded edition of “Great Speeches in History” selected by noted rhetoric expert and writer William Safire. The earlier edition was published in 1983.

Editor Safire says in his “introductory address” in this book: “What makes a great speech? Occasion. There comes a dramatic moment in the life of a person or a party or a nation that cries out for the uplift and release of a speech. Someone is called upon to articulate the hope, pride, or grief of all… Some great occasions are frittered away with pedestrian addresses.”

If you have a copy of the President’s speech, and you get hold of the “delivered version” of Clinton’s piece, you will note similarities – and contrasts. One difference is this calibrated phrase from Clinton: “I know that my public comments and my silence about this matter gave a false impression. I misled people, including even my wife. I deeply regret that.” Isn’t it clear that Clinton is apologizing about the consequences of his silence? Compare that with the lachrymose phrasing of GMA’s speech -- “Pinagsisihan ko ito ng lubos,” not even making clear what she is repenting of.

The book also includes the “undelivered” version of the Clinton apology which the former American President had the good sense to reject it. GMA’s contrite speech sounds like this other speech – not thanks to her advisers.

Three undelivered speeches are actually featured in this anthology of 1,156 pages, plus rhetorical pieces classified as memorials and patriotic speeches, war and revolution rhetorical classics, tributes and eulogies, debates and argumentation, trials, gallows and farewell speeches, sermons, inspirational speeches, lectures and instructive speeches, talks on social responsibility, media speeches, political pieces, and commencement addresses.

The speeches date to as far back as the time of Pericles years before Christ and as recent as Tony Blair’s spirited exhortation to fight terrorism right after 9/11. The “moment” cited by Author Safire has been captured by the masters of the spoken word. And when such a moment is “seized,” the speaker is rewarded – if not public support in his time and generation – with a special place in history. And be anthologized to join the ranks of “great speeches” and compelling speakers.

This book, obviously, is a timely read for Palace insiders. Executives in the corporate world can also keep this thick book handy when the moment comes to rally the corporate troops – not with a bland memo – with a soul-stirring speech.

Key to real success: ‘Bulletproof integrity’

“Integrity Is All You’ve Got”
By Karl Eller
McGraw-Hill,2005



WITHOUT meaning to, this book is as timely as the headlines in print and broadcast media in this part of the world. I am referring to the political and ethical dilemma our head of state has been thrown into-to speak or not to speak about wiretapped voices. And to speak or not to speak the truth about her kin’s involvement in “jueteng” an illegal numbers game.

From this book, here’s a quote that may show her the light at the end of a dark tunnel. It begins with a question: “What should you do when your reputation takes a major hit?”

Answer: “Don’t hide, deny, dissemble or fake the truth. Above all, don’t lie. Face the facts. Speak immediately and frankly. Nothing disarms your critics as being totally candid and quickly correcting whatever went wrong.”

The author says it simply on other page: “A straight shooter is someone who does what’s right and keeps his or her world.”

This book is entitled, “Integrity Is All You’ve Got,” and yet it turns out to be an insightful guide for entrepreneurs-and leaders-about selling, creativity, hammering out win-win formulas, opportunity-seeking, making connections, the joy of giving-and, of course, success because (not in spite of) integrity.

Karl Eller, a billionaire who made good in the billboards business, tells his story with distilled truths. You sit up and listen, because the insights come from someone who, in his words, has his “follies, takeoffs, crashes, comebacks and final reckoning.”

It is one thing to talk about integrity or earning trust-but it’s another to live a life of complete honesty.

The author, after whom a school of management was named, has lived integrity first and now is talking about it.

In other words, unlike many people we know, he has remarkably gone beyond paying lip service to this much desired virtue.

Speaking of trust, Eller is laconic: “Your handshake matches the tightest contract drawn up by the fanciest law firm in town.”

“I’ve been around long enough to confirm that integrity is key to business life and success. Integrity is what allows you and me to trust each other. Without it, we begin suspecting and then fearing each other , and soon bad things happen.”

Written on a prominent wall at the Eller College of Management is a quote from the author:

“Without integrity, motivation is dangerous: without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind.”

The book laments that “the priority of MBA student seems to be learning a thousand ways to kill your competitors, rather than the one true way to really succeed – develop bulletproof integrity.”

At the home front, this seems to be not the case. My alma mater, the Asian Institute of Management, has ethics in its curriculum – so with other major graduate business schools.

While the author devotes an entire discussion titled “Integrity is your only collateral,” he dishes out words of wisdom on succeeding as an entrepreneur, and yet still peppered with ideas on forthrightness and earning trust.

For salesman, he has a brilliant one-liner: “Love selling and sell what you love.”

For those having a problem with optimism, he quotes Winston Churchill: “A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.”

And idea makers, this quote is graphic: “Minds are like parachutes; they work only when open.”

He has advice for CEOs who think they can take over any company, even a different industry and erroneously think they can succeed: “If you’re going to take over a business, you had best arrive with a real understanding of what makes it work.”

“I learned that lesson the hard way,” he says, and he relates heartbreaking stories when he lost billions of dollars because of disastrous decisions.

What about the seeming staple of entrepreneurs – luck? Quoting his friend, Mort Feinberg, he writes: “You need to keep running, so that when the train comes by you’re ready to jump on. If you keep missing the train, you have no one but yourself to blame.”

This book is for rising managers – and for CEOs who must still run their businesses and are daily confronted with ethical decisions.

The book also throws in nuggets of wisdom on what makes business a calling and an exciting life’s work.

After giving us the impression that everything is business to him, using all his waking hours thinking and concluding business deals, he dishes out a life-saving advice. He asks: “How do you keep failure from wrecking your life?

His answer could prevent a disastrous bout with depression: “Business is only part of life, and not the most important. Your family, your friends, role as citizen of your community and nation – these are what counts.”

After reading this book, remember the truth in Oliver Wendell Holmes’ quote: “Man’s mind, once stretched by a new idea, never goes back to its original dimension.”

How to deal with gov’t deficit?Use principles, tools of business

“The Price of Government”
By David Osborne & Peter Hutchinson
Basic Books, 2004


The government is one gargantuan bureaucracy. And it remains such a huge challenge to make it efficient that “government efficiency” has sounded like an oxymoron!

In some elections here and in America, some politicians ran on a platform to “run government like a business enterprise.” Ross Perot did, but later dropped out of the U.S. Presidential race, and thus kept Americans wondering what a Perot presidency could have done to improve the nation’s finances.

Not known to many, former New York City Mayor Rudy Giuliani (more renowned for his “crisis leadership” in the 9/11 aftermath) introduced efficiency in the country’s largest city – dramatically solved crime, streamlined the bureaucracy, and improved public service.

Close to home, Lito Osmena, who once ran Cebu City as Mayor, used business principles to transform the Queen City of the South into a bustling metropolis, earning a much deserved name “Ce-boom.” Current Quezon City Mayor Sonny Belmonte applied political will to install sound management and fiscal systems may yet reap the fruits of his managerial resolve, but had so far chalked up the achievement of realizing revenues in the billion peso range.

In the past, even in a graduate business school I attended, a professor once said that one cannot compare the performance of government with that of private business – “because they are driven by a different logic.” For example, he said, a governor cannot downsize because he must promote employment for his constituents. And realistically speaking, the government cannot compete with the private sector precisely because its costs are higher (translated: it is unavoidably inefficient).

Will citizens now resign to the fact that government, by its very nature, cannot be efficient in the same way businesses are called, not only to be efficient, but to be profitable? Given the mounting deficit piling on the national government and the hidden costs of local government units, shouldn’t there be method and strategy to dismount a white huge elephant?

The good news is, there is a book, “The Price of Government,” that discusses principle and process that would liberate government from the yearly classic dilemma: How can you deal with a growing deficit, on one hand, and mounting resistance against new taxes, on the other? These and other major issues are confronted by this new book written by David Osborne and Peter Hutchinson.

The authors underscore this predicament thus: “Elected officials are always looking for ways to demonstrate their fiscal prudence while also supporting their favorite programs.” Is it possible to have the best of both worlds?

Osborne and Hutchinson want to see the budgeting process based on “desired outcomes” – and not on previous figures. “Last year’s numbers are not an entitlement” – or these budget numbers should be challenged.

Actually, more than three decades ago, the zero budgeting process was already at work in the world of private business. Osborne’s prescriptions seem to be a take-off from policies and strategies that have already made businesses not only profitable but leading-edge winners.

And yet to apply it to a huge bureaucracy and sharing a wealth of lessons learned and successes scored are remarkable feats by themselves, considering the Herculean task of virtually cleaning up the mythical Augean stables. The authors have written a piece that has both governing principles, details of execution and success stories that will make this book a valuable manual not only for planners and budget chiefs, but more so the state’s chief executive or local governors to get real results.

The book would like to see the day when budget officer’s job “shifts from padding the base to being essential players in steering the organization toward results.”

This book is not only about budgeting, though, tackling “rightsizing,” based on the principle of “the right work, the right way with the right staff.” It, however, has a word of caution: “If done wrong, downsizing can cripple performance, leading to crises of another sort: failing police departments, rising crime rates, dirtier cities, longer wait for service and deteriorating road, rails and buses.”

The book recommends something radical: “You can change almost everything, except the values.”

The authors also have a revolutionary thought about government welcoming competition. Citing an example – a water or sewer utility -- they point out: “Unless the service is a natural monopoly, the customers purchase the service wherever they choose. If it is a natural monopoly, give it a customer board and regulate its prices.”

What about performance bonuses for government officials and employees? The book calls that “gainsharing,” a profit-sharing plan for the public sector. This is largely unheard of in government!

The book, 370 pages in all, is a tour de force for authors – and readers like you and me – but there is one supreme benefit from reading it: You come away with a stronger conviction that a government that is efficient, responsive and useful to its “customers” – the citizens – is in the realm of the possible. Its call is compelling, quoting a native American saying: “When you’re riding a dead horse, the best strategy is to dismount.” Stretching the metaphor, they consider the old budgeting and planning process a “dead horse” – and thus declare an imperative: Find a new horse – “then saddle up and ride.”

Tap the Power of Emotion to drive corporate change

“The Heart of Change”
By John P. Kotter
Harvard Business School Press, 2002



The myth that denizens in the corporate world are rational – or cerebral -- has long been shattered. But, the way our corporate leaders manage organizations and people betray their hard-to-break habit of going into long-winded analysis, dishing out cold facts and colder figures.

Thus, they succeed more in boring their peers and subordinates rather than in igniting their enthusiasm for goals to be achieved or, at the very least, for the job at hand.

But times have changed – or have they? Has the bastion of cerebral managers been demolished by the decisive march of “resonant” leaders. A landmark book titled “Primal Leadership” by Daniel Goleman (who also authored an earlier work “Emotional Intelligence”) prompted renewed interest in the power of emotions to move and lead people.

And yet resonant leadership was – and is -- demonstrated by leaders in times past and present – from Moses to Mandela, from Martin Luther to Martin Luther King, from George Washington to Winston Churchill, from Simon Bolivar to Tony Blair, from CEOs Jack Welch to Bill Gates.

It is thus appropriately not a discovery, but a re-discovery, of a type of leadership that “connects” to the hearts of people. Someone said that a leader is allowed to fail in many things, but never must he fail to “inspire.”

The more recent beneficiary of this return to “resonant leadership” – one that inspires people (as opposed to “toxic leadership) – is the science of managing and effecting change in corporations. A book, titled “The Heart of Change,” addresses issues and narrates real-life stories about change campaigns that worked in large enterprises simply because they decided that “the heart of change is in the emotions.”

Kotter, the author, is categorical about the message of his latest book: “People change … because they are shown a truth that influences their feelings.” Kotter bats for shocking, or grabbing the attention of, people so that, first, they “sit up and listen,” and then are suitably empowered to embrace and initiate change.

This is an engaging and useful book, since it lives up to the promise of its sub-title which runs, “Real-Life Stories of How People Change Their Organizations.”

The narratives revolved on the Eight Steps for Successful Large-Scale Change. The steps are as follows: Increase Urgency, Build the Guiding Team, Get the Vision Right, Communicate for Buy-in, Empower Action, Create Short-Term Wins, Don’t Let Up, and Make Change Stick. Kotter calls these steps “a flow in a successful change effort.”

Every point made by the author on the Eight Steps was illustrated by a number of stories written by real people – some named, some not.

In the first step, “Increasing Urgency,” the book tells of a story titled “The Videotape of an Angry Customer.” It’s the story of a customer suitably frustrated by the seeming lack of listening skills of the front liners of a company. The narrator, presumably a top manager, decided to video tape the “angry customer.” He did not use the usual memo or speech extolling the virtues of customer relations, but showed the video tape to the firm’s managers and employees who got the complaint in the raw. Result: Most agree that they must do something about it.

Another success story, this time dealing with the refusal of people to change a work process, is about building an aircraft. A guy called Koz (author failed or decided not to give him a title) wanted to change the way an aircraft is assembled in many locations – resulting in ineffective quality control, delay in delivery of parts and high costs. In a management meeting, he announced: “We are not going to move an airplane until it is complete in its position… Until the plane is done and done right, no movement. Period.”

Kotter’s immediate commentary: “Everyone thought Koz was off his rocker.” But since Koz cannot be moved to abandon his decision, people followed his orders. As a result, quality has gone up and all aircraft have not only been on time, “they’ve been early.” Until today, says the book, the “story is still being told.”

Stories abound in this book. The tale of “Gloves in the Boardroom,” where 424 types of gloves were displayed at the large expensive table, delivered the urgent message to change a policy among division presidents of a conglomerate. There is story of a courageous CEO who refused to hang his portrait alongside portraits of former CEOs of a company since 1885. He did even more to shock the old timers: He removed the other portraits and, in their place, showed pictures of customers’ stores.

What the book is saying in stories and commentaries is that people respond to the need for change if they are confronted the truth – in a compelling or shocking way. That’s driving change through the gut.

And when you succeed in introducing change, improve processes dramatically, and evolve a completely new culture – how do you make sure the resulting changed culture stay as such. The book offers stories to illustrate the ever-present risk for people to revert to “good old tradition”. The tale, “The Boss Went to Switzerland,” is so familiar it could happen to a CEO who was successful in his role as “change leader,” only to come back after a three-year absence that the people went back – if I may say so – to worshipping the Baal of bureaucratic fat and smugness.

Never a dull moment in using commas, etc.

“Eats, Shoots & Leaves”
by Lynne Truss
Gotham Books, 2004


A grammar class, many must admit, is never interesting. The English teacher recites the rules, asks you to draw a sentence diagram, and is ambivalent about when to use the preposition “of” or the preposition “for.” On other occasions, she insists that we should never end our sentences with a preposition.

I recall that the irrepressible Winston Churchill followed that principle when he objected to a policy, saying: “Up with which we shall not put.” It sounds ridiculous, but it is decidedly grammatical.

I had a long discussion once with writers and critics in writers’ workshops, and I was told that there is a trend toward “minimalism” even in the use of commas. “If you can avoid commas, the new rule says, just do it! In an intended pun, they say: “Never lapse into a comma!”

And yet, no one can argue about the need to place the commas in their right places. Here’s a sampler:

A woman, without her man, is nothing.
A woman: without her, man is nothing.

What a difference a comma makes, you may explain. It may trigger an endless anthropological debate!

What about this sign in a restaurant: “No dogs please.” Without the comma before “please,” the statement is “an indefensible generalization, since many dogs do please.”

The examples above are just two of numerous illustrations offered by an entertaining and instructive book titled “Eats, Shoot & Leaves,” by Lynne Truss. Even the title has its own story to tell. It’s about a Panda which suddenly develops the impulse to shoot. Check out the book and find out.

The book is actually a well-reasoned piece asking “sticklers” (those who care about punctuation) to unite and save the world – and the word – from ruin. The author expresses her lament: “While we look in horror at a badly punctuated sign, the world carries on around us, blind to our plight.”

“When words such as ‘phenomena’, ‘media’, or cherubim” are treated as singular, some of us cannot suppress actual screams.”

I have a collection of manuals of style from the respected newspapers around the world – those of the New York Times, Associated Press, The Economist, Wall Street Journal -- and their rules for precise language and unerring punctuation are laudable. This book by Ms. Truss, however, stands out as one of the most passionate – and interesting – about the need for correct (or proper) punctuation.

When the author is not seized into frenzy by a misused word, she settles for a sober thought like this: “Punctuation is a courtesy designed to help readers to understand a story without stumbling.”

She continues: “The reason to stand up for punctuation is that without it, there is no reliable way of communicating meaning. Punctuation herds words together, keeps others apart. Punctuation directs you how to read, in the way musical notation directs a musician how to play.”

Older editors of newspapers, including a respected boss of mine, rue the fact that many of our deskmen are no longer sticklers for punctuations. Read the newspapers any day and you will know that the misuse of punctuation is as widespread like common cold.

The author of this book cares enough about this trend – and has written a magnificent piece to serve as a call to arms against further misuse of punctuation, and against the deterioration of expression.

Well structured language expression has even suffered further with the wide use of emails, which has defied many rules of punctuation. Worse, the era of text messaging'; return true;" onmouseout="window.status=''; return true;">text messaging has introduced an alien language that assaults the sensibilities of people who respect the language – whether English or our local dialect.

“Eats, Shoots & Leaves” is must read book. You don’t have to be an English major to find it useful. When you struggle over the letter composed by your secretary, or you are thrown into confusion by a hastily made report by your manager – chances are they have thrown overboard our only hope in communicating clearly and in making sense of this already confused world.

And yes, wrong punctuation can even trigger a theological debate. The book cites these two sentences as examples, where commas are placed in different locations:

“Verily, I say unto thee, This day thou shalt be with me in Paradise.”
“Verily I say unto thee this day, Thou shalt be with me in Paradise.”

The author has this to say: “The first version, which is how Protestants interpret the passage, lightly skips over the whole unpleasant business of Purgatory and takes the crucified thief straight to heaven with our Lord. The second promises Paradise at some later date, and leaves Purgatory nicely in the picture for Catholics, who believe in it.”

You can have many uses for this book. It can actually be a manual for grammar. It can also sharpen your sensitivity to any punctuation infractions, if it does not clarify some fine distinctions about the use of such grammar marks.

The book has done something else, which to me is very important: The book has just communicated one central truth: There is actually never a dull moment in the world of punctuation.

A window into the mind, heart of the healing profession

“In Defense of the Physician”
By Homobono Calleja, M.D.


Many of the comments on the professional descendents of Hippocrates (400 BC) – the physicians – have been coming from outside the profession, whether good or bad, unflattering or complimentary.
Hardly do doctors take time to make their views heard. Rarely do they engage government, media, or civil society in a debate – except in their own journals whose readers are confined to fellow medical practitioners. When the Generic Act of 1988 was yet a bill, the debate was lopsided in favor of the piece of legislation. Little did we know that the entire membership of the Philippine Medical Association opposed the bill, calling it the “Genocide Act.”
With the rise of non-traditional medicine, the return to natural healing, and the increasing popularity of “herbal medicine” – not to mention religious cults that rule out any need for surgery or other tested remedies – how we wish we would hear a voice from their favorite “whipping boy” – traditional medicine.
Little did we know that there is such a voice – and a book – published at the turn of the century. The voice has an eloquence and literary flourish that’s rarely (so we thought) found among the men and women donning stethoscopes in regulation white gowns.
The book, “In Defense of the Physician,” by noted cardiologist Homobono B. Calleja, is notable for its forceful essay about the profession and the profession’s creed, commitments and concerns.
Listen: “Only the physician sees the kaleidoscopic spectacle of life from cradle to grave, not merely as a passive witness to the creation, development, growth, and end of being – but also as an active, caring advocate of life. His intricately woven knowledge of the chemistry of carbons and the electricity of atoms of life makes him the healer of the body.” Is this your doctor talking?
That’s the author of the book speaking. The book is a collection of essays, speeches and articles fro medical journals, and turn out to have popular appeal to people who have always wanted to have a window into the physician’s mind and heart. The seemingly sedate, almost passionless and taciturn professional turns out to ban a advocate of unmatched devotion to a cause and an uncharacteristic intensity reserved for firebrand activists.
In a chapter titled “Generics or Genocide Act of 1988,” the author dared to lock horns with fellow physicians, now Senator, Juan Flavier. Calling it a second-class medical delivery system,” Dr. Calleja questions the fundamental basis of the Generics Law, which states that “drugs with the same generic ingredients and the same dose are equivalent.”
The author counters: “The statement has no grain of truth,” pointing out that drug preparations are “equivalent” if they satisfy three “equivalence” requirements: chemical, biologic, and therapeutic. For laymen like us, the author provides explanation in the book.
On the same controversy, the author likens the medical association with Galileo (1633) who was imprisoned by the Roman Inquisition of the Vatican for supporting the Copernican “heliocentric theory” (the sun is the universe’s center), when the acceptable belief was “geocentric” (the earth as center).
The author stretches the analogy identifying his profession with Galileo, saying: “The true science of medicine will prevail over the pseudo-science of political medicine formulated by the callous of the Department of Health and Congress.”
The book is not all passionate polemics and stirring defense. It is peppered with appropriate quotes from the world’s greatest thinkers and verses written by the author. A verse, directed at what he calls a “health provider licensed by an HMO,” with this line laden with sarcasm: “Once I saw a doctor and his license/ He used to diagnose disease by his expertise/ Now he is limited by his HMO plan.”
The book is interesting because it also touches on patient rights, malpractice suits and even media’s favorite topic: doctors playing God. On the latter, the author treads carefully and very thoughtfully on an ethical dilemma: “physician-assisted suicide and euthanasia.”
He declares: “A physicians is sworn to cure the sick and alleviate suffering… he cannot be an instrument of death; hence he cannot inject the lethal drug. However, he can lend his medical expertise to pronounce the criminal dead or still alive after the injection is given.”
Rarely does one come across a book where the taciturn physician speaks. In this book, not only is a medical doctor opening his heart and mind. The author’s voice is compelling, and his thoughts navigate the seas of God-given and human wisdom in history, poetry and science – or lack of it (in politics, the author’s nemesis)
Amid high profile views on non-traditional medicine, this book provides a reassuring picture of both profession and physician – who is steeped in medical training fiercely committed to his Hippocratic oath, and – as the book shows – one driven by a single devotion to heal. This book is a must read, especially for executive concerned with their health (after worrying about wealth) or when, at time, they contemplate their own mortality.

Have some quiet and know what really matters in life

"In The Sphere of Silence"
By Vijay Eswaran
RYHM Publishing House, HK, 2004


We begin the New Year with a bang, but this book wants us to begin each new day of the year, not with a bang, but in silence.
Is this one of those books meant for cloistered life, or one that nurtures the soul of the recluse? No, it is written for CEOs, other executive and consultants in the midst of a dizzying workaday life.
Is this one of those contemplative or escapist books addressed to those who want to get away permanently from the workaday world, run to the sanctuary of the monastery – and yes, miles away from the arena where the action is? No. this book is, in fact, written by a top global executive presiding over a conglomerate that is into large-scale online marketing, aggressive distribution, unrelenting innovation and strategic entry into new business.
“The sphere of silence,” says author Vijay Eswaran, “is a rest for the tongue, the single most worked-out organ in the whole body.” The Scriptures call this “taming the tongue.” Mother Teresa, quoted in the book says: “In the silence of the heart, God speaks.”
Actually, the book recommends to managers and other people with bias for action to begin the day with a one-hour quiet time. A time for quietude opens the heart – and the mind – to what is essential.
That brings to mind another slim book – now a classic – “The Little Prince,” where one quote has become unforgettable: “What is essential is invisible to the eye.”
Herein lies the reason why this book by Eswaran is a real find. It brings us back to what is truly fundamental (not in a political or religious sense) – or essential. In a world of too many words – and thus noise – a book comes like a whiff of fresh wind.
In this nicely designed book – less rhetoric, elegant interplay of fonts and white space – the form truly captures the substance. The author’s sayings are pithy, and have a ring of the elemental to them. Perhaps, that really happens when you have an hour of silence each day. Consider this powerful metaphor:
“Thought, word, deed. The thought is the arrow; the word which carries your thoughts, the bow; the action which releases the arrow, the pull of the string.” The syntax captures the measured cadence of a guru speaking – where pauses and silences are part of the message.
It’s true that when you shut out the world – turn off the radio, switch off the ubiquitous TV, ask the housemaid to keep quiet for a change, and then close the door – there are only two begins left to deal with in silence: yourself and the Divine. Then, it’s reflection time.
“Know thyself,” says the Greek philosopher. Eswaran is more contemporary with this pithy sentences: “Take your life back. Dedicate one hour out of 24 and you get 23 back in your control.” Spoken like an executive – with a difference. He has the gift of brevity and clarity.
The handy book, running into 120 pages, is an easy read. The author’s saying, edited and transcribed by Gemma Luz Corotan, deals with practical issues like anger, war, learning, courage, doing your job, and a host of other daily concerns. And yet he speaks of them in their simplest form whence comes principles.
As they say, when you teach principles, your students will take care of the techniques. It begins with the principle of silence, and from such center of quiet will emerge the power of focus, clarity and, yes, wisdom. Many leaders of whatever creed and persuasion, when led to silence, came upon a central truth that first changed their lives – and then transformed a nation.
Of late, books have come into the scene and continues to change or enrich lives. The bestseller, “Purpose Driven Life,” has crossed religious boundaries to be a handy practical guide to people.
This book – which draws wisdom from the wellspring of a variety of philosophical and religious thought – may yet quench the thirst for something that touches the heart, or the desire for essential principles that make sense or create order in this topsy-turvy world. For that alone, this book deserves to be at your bedside at night, or at your desk by day.

New words for new uses To stir a nation’s soul

“Words that Changed America”
By Alex Barnett
The Lyons, Press, 2003


“…LET us strive to finish the work we are in, to bind up the wounds, to care for him who shall have borne the battle … to do all which may achieve and cherish a just and lasting peace among ourselves and with all nations.”

Is this paragraph part of the inaugural speech of a President who was proclaimed only a few days ago – issuing a call for healing, forgiveness and unity? No, this is the second inaugural address on March 4, 1865 by Abraham Lincoln.

“There is no longer any room for hope. If we wish to be free ... if we mean not basely to abandon the noble struggle in which have been so long engaged, and which we have pledged ourselves never to abandon until the glorious object of our contest shall be obtained – we must fight! I repeat it, sir, we must fight!

Is this a call from the opposition leaders, despite a defeat in the polls, to continue a vigorous campaign against the proclaimed winner? No, this was a call to arms by Patrick Henry on October 2, 1765 against the English Empire.

“Thus I consent, sir, to this Constitution, because I expect no better, and because I am not sure that it is not the best. The opinions I have had of its errors I sacrifice to the public good. I have never whispered a syllable of them abroad. Within these walls they were born, and here they shall die.”

Is this a Senator expressing his reservations over our Constitution? No, this was Benjamin Franklin, aged 81, endorsing the American Constitution, at the heart of which was a compromise where the smaller states retained their single vote power in the upper house of Congress, while the more populous states had proportionately more power in a lower house.

The three quotable paragraphs are lifted from the speeches of American leaders whose words have already been immortalized in the history of the United States and in the chronicles of speeches around the world.

A handy book, titled “Words that Changed America,” contains 79 speeches, official proclamations and declarations, prefaces to the Constitution and other laws, core paragraphs in debates, statements before Congress, memoirs, damaging papers, radio messages in times of war, and testimonies before the Legislature.

So, this is not only about formal, pre-written speeches. These are “words” that, according to the book, “inspired, challenged, healed and enlightened” a nation. They have changed America.

Only recently, the Philippines had less inspired words – but words anyway that challenged, exasperated and infuriated people.

“Shut up!” is one phrase in a note written by a feisty lady, expressing impatience over the habit of one Congressman whose peroration was delaying the canvassing of votes in the Philippine Congress. It was the same phrase that was echoed and reechoed by a visibly irate legislator, momentarily forgetting parliamentary decorum.

The other word is “noted,” a word attributed to the co-chairman of the Canvassing Committee – which came to mean: “You have been heard, your argument has been recorded – but we will proceed with the business at hand. It is polite – but effective – antidote to filibustering, to long-winded statements and to a legislator’s perverse desire to listen to his own voice.

Calls have been made to elevate the quality of speeches in public forums – including Congress. This book comes forward to show a collection of rhetorical pieces that capture the noble, lofty and well-reasoned thoughts of heroes, anti-heroes and ordinary people who somehow graduated into statesmen.

When leaders need to heal the wounds of a divided nation, Lincoln’s heart and mind could prove to be useful. When leaders want to preserve our adherence to democratic principles, especially with a spreading sentiment in favor of “an iron hand,” Franklin Delano Roosevelt’s concluding part in a speech, “The Four Freedoms,” would set them on the right pitch and mood:

“This nation has placed its destiny in the hands and heads and hearts of its millions of free men and women; and its faith in freedom under the guidance of God. Freedom means the supremacy of human rights everywhere. Our support goes to those who struggle to gain those rights or keep them, our strength is our unity of purpose.”

After the elections – business groups, investment analysts, foreign chambers of commerce, foreign diplomats, academicians and, yes politicians/statesmen are calling for the rebirth of hope in the Philippines.

Economists are asking our government even to challenge the fundamental premises of our economic policies. Talks of amending the constitution and reorganizing the bureaucracy abound.

And yet there us one things that must be done by our President and her officials, our economic and business leaders, and even the opposition: They must find new words for new uses to reflect a new reality. But these words must emanate from minds that have gone through transformation and hearts that have gone through a necessary renewal.

Reading this book – as well as noting a era where these epoch-making speeches or statements were delivered – would be a good beginning. Readers would be transported to a time and place where patriotism was at its best and eloquence at its finest. We need words that can inspire our people, uplift – or even ignite – the national soul.

If our leaders have nary a desire for a measure of eloquence – and there are many of them – the written advice from the feisty lady would once again acquire urgency and importance: “Shut up.”

PR builds a brand, advertising nurtures it

“The Fall of Advertising
& the Rise of PR”
By Al Ries and Laura Ries
Harper Business, 2003


The debate is endless. Which has the pre-eminent role: public relations or advertising?

But, this debate is fairly recent. In the not so distant past, the advertising function – here and worldwide – has had pre-eminence over public relations. The budget for advertising was usually much bigger, while public relations would settle for the crumbs.

In the organizational chart, the advertising manager draws a higher salary, rides a company car with a larger engine displacement, and is blessed with a bigger manpower complement. The subordinate role of public relations is even more pronounced in a marketing communications company itself (translated: advertising agency), where the public relations director runs a small department doing “product publicity support”.

In presenting an advertising plan, publicity (not even public relations) means putting little captions on photos, courtesy of the advertising (or hired) photographer, or writing stories that are a rehash of “great advertising copy”. The budgets say it all: PR is in the league of another item: “below-the-line advertising.”

Advertising is supposed to be well-entrenched as the undisputed king of communications that builds brands (whether products or institutions). But here comes this book with a shocking title: “The Fall of Advertising & the Rise of PR.”

You ask: Is this one of those outrageous, unfounded claims of a clearly biased PR man or a disillusioned advertising executive? No. It is written by Al Ries, co-author of the bestselling “Positioning” book, generously illustrated by great advertising visuals and copy. Authors do change their minds. In the same way, author Tom Peters changed his mind about companies whom he earlier identified as “models of excellence” only to collapse from their own bureaucratic weight.

Now, Al Ries dishes out something subversive: “Advertising is not brand building. That’s the role and function of PR.” So, what’s left for Advertising? “Advertising is brand maintenance,” he adds. Ever in the mood to argue his case, Ries asks: “Supposed you were offered a choice: You can run an advertisement in our newspaper or magazine or we’ll run your story as an article. How many companies would prefer an ad to an article?”

The 295-page book is a well-reasoned point that public relations (Ries interchanges it with publicity) “is the argument, while advertising is the reminder.” The Ries book is made up of five parts – but the tension is in the first two parts: “The Fall of Advertising” where he traced the decline of the ad function as a credibility vehicle, and “The Rise of PR,” where he underscores the “power of the third party” endorsement.

The book provides, not only contrast but perspective about the functions of PR and advertising – which should be complementary, not mutually exclusive. Using a fable by Aesop, he points out: “Advertising is the wind, PR is the sun.” Part of the fable runs thus:

The sun and the wind wanted to find out who was stronger of the two. Seeing a traveler down the road, they decided to settle the issue – Who can make the traveler take off his coat. The wind blew, and the traveler wrapped his coat around him. The harder the wind blew, the tighter the traveler held on to his coat. It was the sun’s turn. It began to shine. Soon the traveler felt the sun’s warmth – and took off his coat.

Ries’s object lesson: “You can’t force your way into the prospect’s mind … the harder the sell, the harder the wind blows, the harder the prospect resists.”

In this book, Ries recounts several sad stories of multi-million dollar advertising campaigns that did not result in increased sales for companies—in the United States mostly. He also has a list of success stories on account of good public relations – Microsoft, Starbucks, Viagra, Amazon.com, etc. It is interesting to find out some local stories in the Philippines.

Near the book’s concluding part, Ries argues a new role for advertising – maintaining the brand, keeping on course, and firing on all cylinders. There are engaging stories on products that had gone off course – including Coke’s abandonment of a winning slogan: “The Real Thing.” For these accounts alone, this book is a treasure.

Meanwhile, back to a question asked earlier: If you are given a choice between free advertisement or a full length story in a broadsheet or magazine, what’s your choice? If you go for that story, you have just affirmed the big role of PR. Does that end all debates? No. The passionate debate has just begun.

Manage transition well, and you’re home free

“The First 90 Days”
By Michael Watkins
Harvard Business School Press, 2003

As the dust of battle settles after bruising bouts in the just concluded national and local elections, the neophyte winners are confronted with the question: How do I deliver on my campaign premises, and thus fulfill the people’s mandate (again, that overused word)?

As for the President-to-be (is it the incumbent?), she is given 100 days – not 90 -- to prove that she was the right choice – and she really should be “hitting the ground running,” the fighting phrase of former President Fidel V. Ramos. It’s also a featured phrase in this book, “The First 90 Days,” sub-titled “Critical Success Strategies for New Leaders at All Levels.”

This book is actually addressed to a CEO – and, yes, any other leader at any significant level. He (she) has just been hired for, or promoted to, a new position – and he is expected to show results in the next three months.

“The First 90 Days” is actually a sequel to an earlier book, “Right from the Start,” featured in February 4, 2001 in Sunday Biz -- right after President Gloria Macapagal-Arroyo GMA) took over as President from Joseph Estrada. It is quite uncanny that this new book came to our attention virtually on the eve of her proclamation (?) as President to serve for a full year term of six years.

Thus, the new book dwells on familiar themes of “building coalitions,” and “securing early wins.” And yet, author Michael Watkins has many new things to offer with this book. The book has been structured to deal with promoting yourself, accelerating your learning, securing early wins, negotiating success, achieving alignment – and keeping your balance.

It has a lot to say about how one should “manage the transition” between the past (when the post was held by someone else) and the present (when it is you “on the saddle”). The book offers many heartbreaking stories too --of failure and missteps – only to use such tales to draw lessons.

One executive, wrongly diagnosing the problem, brought in new machines and installed new systems – only to bring down productivity to unprecedented low levels. Another executive, eager to show success quickly, rode roughshod over others -- causing widespread demoralization.

This book is strong in table and charts – which effectively reinforce points raised in a not-so-heavy text. A good example is the chart on “Key Transition Milestones,” which can be any leader’s guide in planning his first 90-day stewardship of his new job.

Another fine model is a table on the “Challenges and Opportunities of Transition Types.” The author devoted lengthier analysis to these transition types – which are “Start-up,” “Turnaround,” Realignment,” and “Sustaining Success” (with STaRS as acronym).

He explains: “In a Start-up, you are charged with assembling the capabilities to get a new business or project off the ground.” You are starting fresh with a virgin “land,” and you have a free hand with a tabula rasa (a blank sheet). In a Turnaround transition, the author says, you take on a unit or group that is recognized to be in trouble and “work to get it back on track.” You are a turnaround artist (remember, don’t mistake this with “turnabout” – when the board members who hired you would change their minds oh so suddenly).

The third transition type is Realignment, says the author, and your immediate challenge is “to revitalize a unit, product, process or project that is drifting into trouble.” In a sustaining-success situation, you are supposed to have the responsibility for preserving the vitality of a successful organization and taking it to the next level. The last is a “tough act to follow,” if your predecessor is topnotch.

The STaRS model is any newcomer’s guide to pinpoint what he should do first in the next 90 days. And the book walks you through a mix of initiatives so that you can successfully navigate the transition. And thus keep your job.

Yes, it isn’t easy to be placed in position of great responsibility – but this book is saying that there is method in fail-safe preparation and successful tour of duty in 90 days – and beyond.

Another useful tip in this book is the chapter titled “Negotiate Success.” Does it mean that you want the board or your boss to so lower your targets that you can easily achieve them hands-down? Far from it. It is saying this: “Negotiating success means proactively engaging with your new boss to shape the game so you have a fighting chance of achieving desired goals.”

“Designing organizational architecture,” a section title in the book, is not just a fancy phrase; it is one of the key functions of a CEO or a top leader. It means that you should design a new organization that fits your strategy. You are not advised to overhaul the entire organizational bureaucracy. But you can use some “elbow room” to create “project management teams,” have access to new advice from a “pool of consultants,” and get results from highly mobile groups to introduce changes.

The book wants you not to miss this advice: Build coalitions. And it introduces the “coalition-building cycle” to make sure you don’t rush headlong into making changes in a landscape that could be full of landmines – without getting support from people of influence within your organization. The policy is simple: Manage the 90-day transition well – and you are home free.

Burned-out sales people: Learn from a garden

“Sprout!”
By Alan Vengel & Greg Wright
Berrett-Koehler Publishers Inc., 2004



I was just talking shop with someone who retired from one of the big Filipino firms. The friend said: “Back then, middle of last year, I was weary of work and I wanted to play golf everyday… Today, I badly want to go back to work.” When you work, I told him, you miss the world of “play.” And then, when all you do is play – or do nothing – you miss “work.”

The book “Sprout!” began with a story of Marsha Malloy, a topnotch medical supply sales representative who – as the first two lines of the book’s chapter one put it – is: Tired. Flat-out, bone-weary tired.” We instantly what that means: she is experiencing that phenomenon in the field of “work”: Burn-out!

This book, subtitled, “Everything I Need to Know about Sales I Learned from My Garden,” is an engaging narrative to 154 pages, in the tradition of the handy classic “The Little Prince” and the more recent “Who Moved My Cheese.”

It is actually a book on “4 Steps to Sales Success,” written as a story, with characters thrown in, chance encounters in the mythic Garden Store, and an abundance of quotes to deliver selling principles and home-grown insight and folk wisdom. The metaphor is a garden – and it is extended to cover four sales principles: Planning a Sales Garden, Persistent Seeding, Nurturing, and Harvesting & Renewing.

Using a garden as a figure speech to dish out tried and tested principles assures readers of a refreshing time, aside from giving them enough room to decide for themselves the techniques.

For example, Gardener Rawlings, the guru in the story, defines “vision” thus: “A strong vision has details that are so real you can see it, taste it, and smell it.”

So Marsha shares her vision of a garden: “I see a gorgeous panorama of color on a calm July morning. There are rows of deep green plants, tomatoes, carrots, and peppers. The soil is dark and rich. There are also fire-engine red roses. The aroma is wonderful as I stroll through my garden.” As expected, the book equates the garden with “sales territory.”

So, what does one do to grow a garden? The book says it simply: “Plant a seed.” “Seeding,” the book says, is a very important part of sales. Remember the Parable of the Sower, where seeds are thrown into fertile soil, dry ground and soil of thorns and thistles? All the same, the seeding principle is delivered beautifully.

Nurturing, the other part of gardening, is amply discussed. Brenda strides into the Garden Store and tells Marsha what she learned from the Gardener: “He taught me to make sure that the bigger plants don’t overshadow the smaller ones.” That’s true for what are initially smaller customers: someday they will be big customers. I remember a client who told me: “Dante, I’m a small firm now. So quote a modest fee. When I grow big, you grow with me.” His firm did.

Persistence is a word sacred to salesmen, so this book on sales is not complete without it. The Gardener thus enunciates a principle: “Persistence is a constant, dynamic process. Right from the start, you’re seeding in a persistent and determined way, and then when you are nurturing, you’re listening deeper to what your customers are asking for – even reading between the lines.”

There are don’ts that you could pick up from the dialogue of the characters in the narrative. Marsha shares her mistake in forgetting an original customer to pay attention to a new prospect. Alas, the old customer bought a product from a competitor, and prospective customer remained that: a prospect.

Ted, another Garden habitué confesses a grievous error: “I thought I knew everything. I didn’t listen to my customers. I told them what I had in my inventory and tried to sell them what we had, not what they needed… Some customers thought that they were just a commission check to me.” Surely, this book by renowned sales consultants is hitting home.

Warming up to the garden metaphor, Marsha speaks about “doing little extras” for the customers, as she does for her plants in the garden.

What about harvesting? Is it a simple case of getting the checks as payments for products delivered? No. The book has a happy story of Marsha who is tempted to ask a customer to pay $30,000 so she could reach her quota. But, she is due to receive only $10,000. Will she force a “harvest”? No. She decides to get the $20,000 from another customer.

Lesson? The guru explains the metaphor: “Just like in a garden, some customers may be ready before others, all things being equal…Beans, beets, and carrots are best taken sooner rather than later. They are the ones that pass their prime quickly. The same is true for some customers.” What about big accounts? “They’re like big oak trees. We must wait for them to develop and grow.”

Managers have been asked to learn Rainforests. This narrative asks you and me (aren’t we all salespersons?) to develop a “green thumb” for gardening. Rare lessons in seeding, nurturing, harvesting – and an exhilarating feeling awaits us all.

Eloquence, more than skill, must come from the heart

“The Dream”
By Drew D. Hansen
Harper Colllins Publishers, 2003


Is this the autumn of discontent in our political life as nation? Or, is there a sense of a joyous spring of hope that, one day, the Philippines will see a daybreak of redemption from its never-ending bout with crisis upon crisis?

If you sense something lyrical in the first paragraph (some would insist it is prosaic poetry), it is because some lyricism has rubbed off on me after reading “The Dream” – subtitled “Martin Luther King Jr. and the Speech that Inspired a Nation.”

Yes, an entire book of 293 pages has been devoted solely to one speech that lasted for less than 30 minutes only, before a crowd of 250,000 who converged at Lincoln Memorial in Washington D.C. The speech, delivered in 1963, was simply titled “I Have A Dream.” The dreamer was already felled by an assassin’s bullet, but the dream energized an entire community of blacks, joined by whites – and then consequently changed forever the destiny of African Americans in the “land of the free”: America.

I had read the speech long before I got hold of an audio-cassette tape that preserved the voice of the speaker – Rev. Martin Luther King Jr. There is really no substitute for listening to – not reading – a speech. All public speaking coaches or homiletic professors agree that a speech – or a sermon – must be delivered to really capture the passion and intensity it intends to convey.

This book, unlike other books on public speaking or speech writing, has combined the illuminating study of speech content and its strategy, on one hand, and a riveting account on how the speech is delivered or subsequently altered to suit “the moment,” on the other. From an academic standpoint, this is a “case study.”

A bonus is a retelling of a heartwarming history up close: black men, women and children taking the bus from various states; and then bursting into singing stirring negro spirituals; and finally puncturing the serene sky with a 250,000-voice unison crying for freedom!

The book begins with capturing the unfolding drama, including minor speakers that preceded the “main event.” Thankfully, not killing us with suspense, the book brings Martin Luther King to speak on page 51, with this line: “King grasped the podium with both hands, waited a moment, and then opened his mouth to speak.”

And, may I add, that from the “opened mouth” came forth one of the most glorious speeches delivered in all of human history. The book adds a sidelight: Former President John F. Kennedy, watching and listening to King on television a short distance away at the White House turned to one of his aides and said: “That guy is really good.” Coming from JFK, also known for speeches that have become memorable, that compliment spoke volumes of King’s talent.

This book demonstrates in action a lot of speech making theories. A chapter, for example, is devoted to “Composition.” A personal touch is volunteered that King began working on the draft four days before delivering it – and then when the moment came, half of the draft was not used, giving way to a stirring, very eloquent speech.

An instructive portion is an analysis showing the “prepared speech” in one column and the “delivered speech” in another column. Visually, it shows that King was improvising even while speaking – changing words, skipping whole phrases and omitting whole paragraphs and replacing them with words that simply came forth like torrents from a mighty stream.

A couple of speech writers helped him with the first draft, but the book reveals that King was the “sole authority on his speech’s content and language.” When an aide insisted on a phrase, King just smiled and said: “I don’t mind your criticizing my ideas. But I don’t like your criticizing my words, because I’m better at words than you are.” Try that on your speech writers – that is, if you really are better at words.

The speech, however, is not mere words strung together magnificently. It was a penultimate speech that communicated what King felt so deeply in his heart, fighting for equal rights for the black. It was delivered with great courage, but issuing from a fear for his wife and children – and for the entire nation. There is no doubt that every word came from a heart “seared by the flames of injustice.”

The rest of the book is a series of analyses that would be useful to speech writers, language teachers and speakers – who must know some rhetorical devices for impact and “effect.” As many books on public speaking are saying, however, there is no substitute for the authentic voice in the speaker. A speech that one does not believe in will not hold.

This is a timely thought as the political season has begun. Some commercials have already parodied the empty promises of politicians. Some are recycling movie scripts and are keeping people under the spell of myths and fiction. People have also lamented that even those who benefited from the destruction of our freedoms are seeking to benefit from the restored liberties they themselves systematically destroyed.

And yet there are new voices in the political scene. A kindred soul of Martin Luther King, himself trained in the passion and cadence of the Scriptures, is sending a message of hope “hewed from the mountain of despair” (King’s words). Maybe it’s time all our Presidentiables delivered a speech entitled “I Have a Dream.” And the people will listen – and find out who, indeed, speaks from heart and soul like Martin Luther King.

Meanwhile, we continue to dream, too, that our present crop of leaders speak once again like Martin Luther King. My father talked to me about the likes of Camilo Osias, Soc Rodrigo, et al. Of course, there was a Filipino hero in 1983 (assassinated too), Benigno Ninoy Aquino, who fired the imagination and rekindled the courage of the nation. It’s 2002, however, and the question is: Who is the next hero – one who has both vision and the eloquence to speak of the nation’s wounded heart? One who can hold more than a million listeners in rapt attention to what he says.

Whoever will be our next hero, alive preferably, he must draw inspiration from the closing statement of this book: “King’s legacy is the gift of prophecy: a vision of what a redeemed America might look like … The arc of the moral universe is indeed long, but it bends toward justice. This dream can sustain us yet.”

Speakers: Appeal to loftier goals beyond self-interest

“Working the Room”
By Nick Morgan
Harvard Busienss School Press, 2004



The political season has begun. The May elections are only three months away. On television, you listen to previously low profile executives, administrators and even police chiefs being transformed from sedate characters to high profile firebrand speakers, trying the tricks of orators and introducing “fire and brimstone” in their speeches. That’s one side of the world we live in.

At the other side is the world of business, government bureaucracy and civil society. You attend a conference, a seminar or symposia – and what do you see and hear? You are ushered into a dark room, heads (hopefully, eyes too) transfixed on a giant screen, while the speaker intones a speech or what passes for it. You look around, and many eyes in the audience are heavy. Is there interaction between speaker and audience? Hardly. You sit down, and – soon enough – you join most of the audience in dreamland.

We have lost the art of great speech! “Our speaking styles have indeed become more conversational, but speakers in public spaces haven’t learned to deliver the physical closeness that mirrors the linguistic closeness on television.” Thus observed Nick Morgan, author of “Working the Room.”

He added that even in the relatively intimate setting of a small conference room, the typical speaker is disconnected. The author asks: “How can we change this sorry dynamic? His answer: “By developing the audience-centered rhetoric needed for the twenty first century.” At first glance, there seems to be nothing new with that statement.

When you read the book, you will understand why the author uses “rhetoric” (something absent in many business and other speeches) that goes all the way back to Greek and Macedonian orators, and “21st century” (which makes us instantly aware of combining rhetoric with “soundbites” on television).

Something got lost along the way, the book says. Speeches that moved great crowds of people in a face-to-face encounter between speaker and audience have given way to the television phenomenon where the speaker uses the “hot medium” (according to Marshall McLuhan) with a conversational style. On TV, the speaker “connects” to an audience, not in the same space where he is, but in some distant place.

Then, the same speaker is featured in a conference room, he brings the “tv style” -- which somehow “disconnects” him from an audience that expects more than sound bites. They expect to actively participate, to be looked in the eye, to be told that this speaker cares about them as listeners, their need to be moved to action.

The author shocks us with a speaker’s'; return true;" onmouseout="window.status=''; return true;">speaker’s ambitious goal. He declares: “The only reason to give a speech is to change the world. If you are going to take all the trouble to prepare and deliver a speech, make it worthwhile.”

“Give your speech to members of the audience,” he points out, keeping us wondering – until he adds, “by allowing them, to be active.” He explains that many speakers refuse to “give” the speech.

The book has an understandable bias for a speech that “moves people.” So, the author stresses this central truth: “Ultimately, great public speaking comes from passion. Communicate enthusiasm… even if the topic is serious, underneath that emotion lies a real enthusiasm.”

This public speaking proverb is unforgettable – and useful: “If you are having a good time, the audience will, too.”

And how do you get listeners interested? The author devotes a section to the “elevator speech.” He actually means this. You meet someone at the elevator on your way to your public speaking event. He asks you: “I am supposed to enjoy a game of golf, but I have to listen to you. Tell me, what can I gain from your speech?” You are in the same elevator. You need to give the gist of your speech in one sentence. That “elevator speech” is a test whether you can get – then hold – your audience.

This book is one that gives insights, enumerates how to’s, and gives at least three great speeches to illustrate the finer points of public speaking. You will listen once again to John F. Kennedy’s speech at Berlin (which I heard on tape, where Kennedy’s pauses were filled by deafening applause and shouts), Abraham Lincoln’s “Gettysburg Address” (the world’s best), and Martin Luther King’s “I Have a Dream” (that used powerful Biblical phrases and moving national hymns).

The book also brings listeners to the loftier goals of speaking. The author advises: “Appeal to something larger than self-interest.” Thankfully, he elaborates: “The tendency to pander is what makes most political speeches today so forgettable. You have to show them how self-interest and larger principles coincide – so personal sacrifice is worth it if it becomes necessary!”

“If you develop the content around your heartfelt passion, rehearse the presentation to find the moments of connection with your audience, and then deliver it with energy and a respect and concern for the audience, you will bring the audience to its feet and to action. Yes, you will change the world.

Beyond good sound bites, you must be in control

“How to Make the Most of Every Media Appearance”
By George Merlis
McGraw Hill, 2004


If you think appearing before media is kid stuff, think again. When I was with one of the giant beverage companies, we went through a crisis communication workshop in Hong Kong. Participants included a handful CEOs and communication directors.

It was supposed to be a series of simulation exercises. And yet the interviewing media were real tri-media journalists. And we were “real people” too with real threats or problems in our respective home countries.

I didn’t realize how unprepared many of our CEOs were in facing media – or at least having a fruitful or successful encounter with them. The exercises were recorded on television – and the guys saw themselves squirming, making faces, drumming their tables, shifting their eyes, being coolly detached or hotly involved!

Then I knew there was truth to the oft-repeated statement that facing media is one of the worst fears of executives – whether they admit it or not.

On the other hand, some executives are worried about fellow executives who are too confident for their own good – because they go through interviews revealing facts too soon, boring their interviewers, or simply be a disaster in full view of millions of viewers or their disastrous statements all over the front pages because they are afflicted with the all-too-common ailment: FMD (for foot-in-mouth disease).

Global communication companies have come up with media training exercises equipped with videos and thick manuals – but very few can afford such programs. The good news is we have this book -- “How to Make the Most of Every Media Appearance” – which is more than you can expect from a workshop. The other good news is this is written by a veteran journalist – who, therefore, knows the tricks – and, may I add, trials -- on both sides of the fence.

The thought that is central in this book is this: When you are interviewed, you must have a clear idea of your own agenda. In other words, the author is saying that you should not be drawn into the agenda of the reporter.

Mr. Merlis introduces “The Five Commandments” – and they are so common you may think he is telling nothing new: thou shalt be prepared, thou shalt know to whom you art speaking, thou shalt be quoteworthy, thou shalt practice, practice, practice -- and thou shalt not lie, evade, nor cop an attitude.

And yet, Merlis fascinates us with his mastery of details, born of experience in many media encounters – mostly as journalist, other times as interviewee. From these, he comes up with valuable to-dos – like: “Approach media encounters with a sense of purpose, a positive – even eager – attitude, and an enthusiasm for their subject.”

He suggests preparing intentional message statements (IMS) – points you feel must be made during the interview. He cites many examples of people who went through the interviews chatting or shooting the breeze – and end up having a bad press or being exposed for what they are – all talk and no substance. Remember when a former First Lady’s statements were reprinted verbatim, including verbal slips, incredible thoughts, etc.? That mobilized an entire Presidential palace to stop its publication to no avail!

One other tip that proves this author knows whereof he speaks. He advises: “You are not only talking to but through an interviewer.” You are talking to a vast audience out there. Others mistake the talk as an intimate encounter, never knowing that the entire world was transformed into a giant society of “eavesdroppers.”

He spoke about sound bites, that staple on television that can make you “world-famous for fifteen minutes,” in the words of Andy Warhol, said 1968 when television was not as powerful.

In fact, sound bites are not only for television, the author says. “Soundbites predate television news,” he notes, and he cites memorable lines such as these: “Give me liberty or give me death”; “Here I stand; I can do no other”; “The only thing we have to fear is fear itself”; and “I shall return.” Or what about this in a country of unemployment or under-employment: “It’s a recession when your neighbor loses his job; it’s a depression when you lose yours.”

Aside from sound bites, use a metaphor or simile. And example: “This proposal is the Titanic of economic planning – big, ambitious, and doomed to sink!” Just don’t try this on the Boss.

Merlis says it’s all right to ask a reporter the following questions: What is the direction and thrust of the story? Who else are you interviewing? How much of my time will you need? How long will your article or broadcast story be? A treasure is a section on “The Interviewer’s Top Seven Dirty Tricks” -- one of which is what he calls the “pregnant pause.” It’s the pause that’s used “as an invitation for you to expand on answers you’ve already given.” When you are uneasy with silence, don’t.

Yes, he has some advice on how to look good on television, how to avoid being positioned as “a bad guy” juxtaposed with the “good guys” – and so forth. Many more principles and tips are featured in this book, spiced up with illustrations. When you read it, think of your past or forthcoming interviews. You can re-run them with newfound insights from the book. Amidst all the techniques, however, the book has delivered one point clearly: “You are in control.”