Editorial Review:
Use What You Learn and Change Your Life! Why is it that so many things we try so hard to learn just don't stick? Because we spend all our energy on learning new skills and better habits, but we lack effective strategies for retaining and applying all the helpful information we take in. In Know Can Do!, bestselling author Ken Blanchard, Success Motivation Institute founder Paul J. Meyer, and ace motivational speaker and consultant Dick Ruhe use a story about an author with questions and an entrepreneur with answers to offer a simple and systematic approach for learning more efficiently and using that knowledge to make lasting changes. People who have mastered learning are free to be creative and make big things happen. In fact, John F. Kennedy once remarked that "leadership and learning are indispensable to each other." This powerful book will help people at all levels develop the mind-set and the skill set to achieve extraordinary results.
Cached date: AWS Called=true
You may also be interested in these products:
These categories may also be of interest to you:
Customer Reviews
Average Customer Rating: 
The mystery revealed  2008-06-07
This is a great uncovering of what Paul J. Meyer (Phil) has been doing with SMI and LMI ([...]) for over 40 years!!!
Everyone in Training and Development should read this - wait, everyone who has attended a seminar, workshop or lecture should read this.
Knowledge ISN'T power - applied knowledge is power!
A Must, Must, Must, Read, Read, Read 2008-06-07
Leadership alert! Before you read one more book, attend one more seminar, or even listen to one more sermon, read this book--and read it four times! Ken Blanchard, Paul J. Meyer and Dick Ruhe have packaged the solution to a nasty problem in just 104 quick-reading, but pragmatic pages.
"The gap between knowing and doing," declares one of the characters in this short business story, "is probably wider than the gap between ignorance and knowledge." The gap solution: the power and practice of repetition, repetition, repetition. Plus, "people should learn less information more often, rather than learn more information less often." Read fewer books, they preach, and read them not once, but four times. Follow-up seminar attendance with a weekly one-hour coaching call for six weeks.
In their story, about 20 percent of each manager's performance evaluation is based on successfully conducting one-on-one meetings (every other week) with direct reports. (Three cheers for that one! See the template for one-on-one meeting reports in the "Meetings Bucket" chapter in my new book, Mastering The Management Buckets: 20 Critical Competencies for Leading Your Business or Non-profit.)
Why hold one-on-one meetings? Because great managers don't practice "seagull behavior," but are coaches and mentors in a partnership relationship with their team members. That's how you close the knowing-doing gap.
The Blanchard bottom line: this is a foundational book that will impact everything you read and learn--from this day forward--for the rest of your leadership/learning life. It's a must, must, must, read, read, read.
Knowledge Isn't Enough 2008-04-24
This is a great book, but one that you shouldn't just read. You need to take the book and apply what it says, like putting together a list of the top things that you need to study, learn and apply that will make a difference in your life. Stop reading and start obsorbing and applying what is really important in your life.
Know Can Do - Fun, Informative, but a Little Simplistic  2008-03-17
I enjoyed reading Ken Blanchard and Paul Meyer's new book Know Can Do!. It provided constructive insights into how adults learn, and why we tend not to put new learning into action. It also provided a simple framework for helping to overcome the obstacles we face in putting new knowledge to work.
On the down side, like Blanchard's other books, Know Can Do! is overly simplistic. It provides a neat, pre-digested set of "do's and don'ts", but fails to capture the subtleties and politics of real business life - or even an approximation of it.
If you have influence over how your company conducts training and education, and/or can institute a solid mentoring program, you'll most likely be in a position to take advantage of Blanchard and Meyer's proposed framework. If not, at least you'll be able to use the information to better integrate new learning into your business and personal life.
The net net: A bit too simplistic, but worth reading.
Habit Forming  2008-01-06
Putting his own advice into action, Blanchard applies his 'Less-is-More' philosophy with yet another single-focus business tale. In this one, Blanchard and his cohorts share a process for making learning a habit - putting new skills into daily action. Advocating three reasons - information overload, negative filtering, and lack of follow-up - people don't start doing what they learn, the book's story approach takes the reader thru steps to overcome each reason.
Information overload is combated by focus, using the 'less-is-more' principle and then repetition (hear/read it), repetition (write it), repetition (review it), and repeat again. Of course to do that, one must overcome our normal negative filtering process (we often listen for what is wrong, not what we might learn) by listening with a positive mindset. Follow-up, by definition, is used to overcome the lack of follow-up. For this, coaching by another, using positive reinforcement and accountability is recommended.
As always with Blanchard, this book gets quickly to the heart of the subject and takes the reader thru its process with storybook simplicity. It is such a short and easy read that many training programs would do well to hand the book out - and then follow its process.
Dennis DeWilde, author of
"The Performance Connection"
|
|
