Working Together: Why Great Partnerships Succeed Review

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Working Together: Why Great Partnerships Succeed ReviewIn Working Together, Michael Eisner uses the stories of several successful partnerships (including his own) to find commonalities and perhaps offer the reader a formula for identifying or creating the same.
The stories are great and every reader will find a different partnership that he or she identifies most with, but the overriding lesson is that the best two person teams have partners who have very different personalities and skill sets, but shared values, beliefs, ethics, and ultimately goals.
As an investor, I particularly liked the chapters on Warren Buffett and Charlie Munger and John Angelo and Michael Gordon, which remind us that most great partnerships have at least one optimist and one skeptic. The trust that Warren and Charlie have developed in one another was a key feature of several other partnerships including Joe Torre and Don Zimmer of the New York Yankees who also discovered that trust fostered loyalty and an ability for partners to benefit from each other's strengths, without feeling compromised by their own vulnerabilities.
Several notable stories emerged from Eisner's interviews like Bernie Marcus asking Arthur Blank to just keep bumping the revenue projections up on the first Home Depot store until the projections showed profitability. While this obviously worked out for them, I imagine there are more than a few entrepreneurs where that wasn't the case. I also enjoyed learning about Brian Grazer's networking techniques at Warner Brothers which ultimately led him to his partner, Ron Howard.
Ultimately, Eisner draws a set of conclusions about successful partnerships that lead to the whole being greater than the sum of the parts which can be measured in both financial and emotional terms. Eisner's book is a relatively quick read with enjoyable stories and relevant lessons for anyone interested in how to identify or create the next great partnership.Working Together: Why Great Partnerships Succeed Overview
Dig deep and you will find the most compelling argument for working together: Happiness.

In business there are always unique individual achievers, but pull down the veil and you'll often find someone alongside them. Michael Eisner does just that in Working Together. Using his own collaboration with Frank Wells at Disney as a launching point for examining other famously successful partnerships, Eisner offers us an intimate and deeply personal look at some of the most rewarding business partnerships, uncovering what makes them tick and offering unconventional wisdom and unexpected insights. In this essential book for businesspeople everywhere, Eisner shines a light on these startlingly long-lasting and enriching partnerships, weaving together ten separate narratives-from investment gurus to entertainment impresarios, from fashion designers to big-box retailers-into a larger story about the true nature of achievement in life and in business.

Ten Stories, Ten Magical Partnerships:
Michael D. Eisner and Frank Wells (Disney) Warren Buffett and Charlie Munger (Berkshire Hathaway) Bill and Melinda Gates (The Gates Foundation) Brian Grazer and Ron Howard (Imagine Entertainment) Valentino and Giancarlo Giammetti (Valentino) Ian Schrager and Steve Rubell (Studio 54) Arthur Blank and Bernie Marcus (The Home Depot) Susan Feniger and Mary Sue Milliken (restaurateurs) Joe Torre and Don Zimmer (New York Yankees) John Angelo and Michael Gordon (finance)
Collectively, the stories you're about to read form a blueprint for building partnerships that matter, that last, and that allow each of us to do our very best work.


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The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Review

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The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success ReviewBuckingham's book is very good overall; the practical anecdotes he provides of people actually DOING the "one thing" are compelling, and his style is entertaining, and yet no-nonsense.
In giving us "the one thing," Buckingham emphasizes the need for what he calls the "controlling insight" to provide a means not only for getting on to the field of play, but "how to win and keep winning the game."
Armed with this description, he unveils what, based on his considerable experience and research, he considers the controlling insight about great managing, great leading, and sustained individual success.
Here are the "one things" for each:
Managing: "Discover what is unique about each person and capitalize on it."
Leading: "Discover what is universal and capitalize on it."
Sustained individual success: "Discover what you don't like doing and stop doing it."
Along the way, Buckingham provides some excellent points of focus, including a very important differentiation between managing and leading that too many of his contemporaries have overlooked: "When you want to manage, begin with the person. When you want to lead, begin with the picture of where you are headed."
Predictably though, much of the argument for each of the three controlling insights is predicated upon strengths theory, which Buckingham and Clifton popularized with "Now, Discover Your Strengths." In the management chapter, the anecdotes more or less focus on individuals who are able to identify the strengths of their people, and put them to the best possible use. In the sustained individual success chapter, he takes strengths theory a step further, advocating not only discovering your strengths and cultivating them, but eliminating, or managing, those areas in which you are weak as a primary (where "Now" made it more secondary) pursuit.
It is primarily for these chapters that I say some of the material is recycled. However, when you have the research to back up the claims, as Gallup (for whom Buckingham no longer works) certainly does with the StrengthsFinder instrument, you can hardly deviate from it very far.
Another way in which the material is somewhat recycled, though, is in its similarity to Collins' "Good to Great." Buckingham praises the work of Collins in some points, but takes minor swipes at it in others. This is a strange irony in the book, as Buckingham's arguments are very similar to those of Collins, just phrased differently. For example: Collins' "level 5 leadership" entails what he calls "The Stockdale Paradox"--a willingness to look at the brutal reality of the situation, but remain hopeful and determined that one will overcome it. Now, from Buckingham: "When I say leaders are optimistic I mean simply that nothing--not their mood, not the reasoned arguments of others, not the bleak conditions of the present--nothing can undermine their faith that things will get better."
Buckingham's slightly different definition of words like optimism (which could easily be defined as hope) and humility cause him to see Collins in a slightly different light, in spite of the fact that their findings are almost exactly the same. I found myself slightly disappointed by this, but I would recommend this book nevertheless, as it is an excellent compendium of insights overall from a man that few would dispute has become a global leader in these areas.
One humorous note: I'm fairly certain Buckingham has signed a two book deal with Free Press, so I'm anxiously awaiting the second book, especially as he has already given us "The One Thing You Need to Know." :-)The One Thing You Need to Know: ... About Great Managing, Great Leading, and Sustained Individual Success Overview

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