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TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments

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A fresh, effective, and enduring way to lead--starting with your next interaction Most leaders feel the inevitable interruptions in their jam-packed days are troublesome. But in TouchPoints, Conant and Norgaard argue that these--and every point of contact with other people--are overlooked opportunities for leaders to increase their impact and promote their organization's s A fresh, effective, and enduring way to lead--starting with your next interaction Most leaders feel the inevitable interruptions in their jam-packed days are troublesome. But in TouchPoints, Conant and Norgaard argue that these--and every point of contact with other people--are overlooked opportunities for leaders to increase their impact and promote their organization's strategy and values. Through previously untold stories from Conant's tenure as CEO of Campbell Soup Company and Norgaard's vast consulting experience, the authors show that a leader's impact and legacy are built through hundreds, even thousands, of interactive moments in time. The good news is that anyone can develop TouchPoint mastery by focusing on three essential components: head, heart, and hands. TouchPoints speaks to the theory and craft of leadership, promoting a balanced presence of rational, authentic, active, and wise leadership practices. Leadership mastery in the smallest and otherwise ordinary moments can transform aimless activity in individuals and entropy in organizations into focused energy--one magical moment at a time.


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A fresh, effective, and enduring way to lead--starting with your next interaction Most leaders feel the inevitable interruptions in their jam-packed days are troublesome. But in TouchPoints, Conant and Norgaard argue that these--and every point of contact with other people--are overlooked opportunities for leaders to increase their impact and promote their organization's s A fresh, effective, and enduring way to lead--starting with your next interaction Most leaders feel the inevitable interruptions in their jam-packed days are troublesome. But in TouchPoints, Conant and Norgaard argue that these--and every point of contact with other people--are overlooked opportunities for leaders to increase their impact and promote their organization's strategy and values. Through previously untold stories from Conant's tenure as CEO of Campbell Soup Company and Norgaard's vast consulting experience, the authors show that a leader's impact and legacy are built through hundreds, even thousands, of interactive moments in time. The good news is that anyone can develop TouchPoint mastery by focusing on three essential components: head, heart, and hands. TouchPoints speaks to the theory and craft of leadership, promoting a balanced presence of rational, authentic, active, and wise leadership practices. Leadership mastery in the smallest and otherwise ordinary moments can transform aimless activity in individuals and entropy in organizations into focused energy--one magical moment at a time.

30 review for TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments

  1. 5 out of 5

    Nate

    Generous line spacing, deep printing margins, pages in between sections, unnecessary clip art - ah yes, the same tricks you need to turn a paper in during middle school are also helpful when authoring a book on management as an ex-CEO. I heard Mr. Conant on Bloomberg and based on his pitch it seemed interesting enough, so I opted to borrow it from the library. The book is not bad, but the pitch I heard on Bloomberg was kind of like when you see a trailer for a movie and then realize half way thr Generous line spacing, deep printing margins, pages in between sections, unnecessary clip art - ah yes, the same tricks you need to turn a paper in during middle school are also helpful when authoring a book on management as an ex-CEO. I heard Mr. Conant on Bloomberg and based on his pitch it seemed interesting enough, so I opted to borrow it from the library. The book is not bad, but the pitch I heard on Bloomberg was kind of like when you see a trailer for a movie and then realize half way through watching it that the best parts of the movie are in the trailer. Even though this is a very small book, it is too long. It loses momentum after 2 or 3 chapters and goes no where after making his initial point about "TouchPoints." Would I recommend it as a whole, nah, but I would recommend the first few chapters. I feel the idea of TouchPoints was initially written as long form journalism for the Harvard Business Review, or a similar publication, and somewhere along the line he opted to append filler and have it published in hardcover format instead.

  2. 4 out of 5

    Gini

    The concept of the TouchPoint is a very simple yet powerful way to look at all of our interactions as opportunities rather than interruptions to our day. At first, the book was slow moving for me and I found myself thinking that it was written for CEOs of extremely large companies, but then about half way through that changed. The leadership models and new fresh ways of thinking and looking at situations presented really intrigued me. And I enjoyed all the questions in the book that completely The concept of the TouchPoint is a very simple yet powerful way to look at all of our interactions as opportunities rather than interruptions to our day. At first, the book was slow moving for me and I found myself thinking that it was written for CEOs of extremely large companies, but then about half way through that changed. The leadership models and new fresh ways of thinking and looking at situations presented really intrigued me. And I enjoyed all the questions in the book that completely personalize the content to fit the reader right where you are in life and career. The concepts for connecting with others are great not only for the work environment but also for at home and with family and friends.

  3. 5 out of 5

    Lisa

    I'm going with 3.5 for this one. There are some really helpful tips in here on how to be a better communicator and coworker. How to treat people with respect and understanding,m. I personally think all office workers could learn a thing or two from this concept. Especially people with bigger titles... Us peasants hate when you talk down to us. I'm going with 3.5 for this one. There are some really helpful tips in here on how to be a better communicator and coworker. How to treat people with respect and understanding,m. I personally think all office workers could learn a thing or two from this concept. Especially people with bigger titles... Us peasants hate when you talk down to us.

  4. 4 out of 5

    Matt

    The authors do a great job of highlighting the importance of every interaction a leader has with not just those that follow that person, but everyone they interact with. They also dive into other aspects of leadership that are needed to make each touchpoint more meaningful. This was a quick read with relatable concepts and examples. I am sure I will circle back to it multiple times in my career.

  5. 5 out of 5

    Stephanie McMillan

    5 stars for the idea but 3 stars for the book. The idea that a “touch point” consisting of someone else, the leader and an issue being real and important work and not an interruption was revolutionary for me. The book was a quick read but at times felt like even the 150 pages was a stretch. It might have been presented equally well in a Ted Talk format. Regardless, I love Doug Conant and get his email newsletter and did grab a couple take-a-way nuggets to apply to my life and future career.

  6. 4 out of 5

    Kit

    I think I would have enjoyed it more if I wasn’t trying to work through it in hard copy. Lots of good advice, though in some places seemed to fall short of actually helping. There’s one instances where two opposing examples were presented but a third, not actually stated, path was recommended. *shakes head*

  7. 5 out of 5

    Anita Ashland

    It's refreshing to hear how a CEO spent time each day walking around and talking to employees and writing 20 encouraging and congratulatory handwritten notes a day to employees. His "Listen intently-Frame the issue-Advance the agenda" approach to interactions (TouchPoints) would work well for any conversation. I also like how he encourages the good old "how can I help" question. It's refreshing to hear how a CEO spent time each day walking around and talking to employees and writing 20 encouraging and congratulatory handwritten notes a day to employees. His "Listen intently-Frame the issue-Advance the agenda" approach to interactions (TouchPoints) would work well for any conversation. I also like how he encourages the good old "how can I help" question.

  8. 4 out of 5

    Loae

    Great book. The points raised in the book were eye opening, and things I want to build into my life going forward. However, the book was a little short and maybe could have benefited from more real life examples of putting the points into action.

  9. 5 out of 5

    Michael Vincent

    Nothing profound, but an emphasis on walk around leadership and using small interactions strategically and intentionally. Little moments can make a big difference in the how people perceive us and how we can encourage them.

  10. 4 out of 5

    V H D

    a bit light on content, so quick read. Nothing ground-shattering in terms of concepts or storytelling. Should have been an article in HBR or the Atlantic, not a book.

  11. 5 out of 5

    Heather

    This is a GREAT book about leadership that acknowledges that we will each lead differently. We should! We need to be authentic and true to ourselves, but Conant and Norgaard offer a few simple ideas that I think are very profound and can help everyone in their role as a leader. Leaders should be tough-minded (on results), but tender-hearted (on people) and really think about every “touchpoint” or interaction as an opportunity to lead. Each of these small moments add up and make you the leader tha This is a GREAT book about leadership that acknowledges that we will each lead differently. We should! We need to be authentic and true to ourselves, but Conant and Norgaard offer a few simple ideas that I think are very profound and can help everyone in their role as a leader. Leaders should be tough-minded (on results), but tender-hearted (on people) and really think about every “touchpoint” or interaction as an opportunity to lead. Each of these small moments add up and make you the leader that you are. Take advantage of them! In these moments remember to use your head, heart and hands—be logical, authentic and competent and really master the touch. To use your head you need to commit to inquiry, listening, and learning. Create your own leadership model that’s right for you and your team. Understand the assumptions you are making and ask yourself two vital questions: 1. What makes people give the very best of themselves? 2. What makes for ever-stronger performance in an ever-changing world? To use your heart you need to commit to reflection. Ask yourself: 1. Why do I choose to lead? 2. What is my code? 3. How well do I walk the talk? To use your hands you need to commit to practice so that others trust you and your work. To master the touch you should always be asking, “How can I help?” Listen intently to the problem, frame (or restate) the issue to be sure you understand and then advance the agenda. Don’t forget to follow up and ask how it went. It’s all about building trust, building people and using each moment to help people know the real you and be sure they understand your expectations and that you care about them. I love the example of Doug walking around to talk to his employees, sending them thank you cards and really seeing them as people. I listened to Doug Conant come speak at work just over a month ago and can tell he genuinely lives what he teaches. I think that’s real leadership! I was inspired by his commitment to people and helping them grow, doing what’s right and getting incredible results.

  12. 4 out of 5

    Soundview Executive Book Summaries

    TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments by Douglas Conant and Mette Norgaard was chosen by Soundview Executive Book Summaries as one of the Top 30 Business Books of 2011. THE SOUNDVIEW REVIEW: Ask any leader to list a few of the irritants of his or her job and one would likely hear about frequent interruptions as a source of frustrations. Former CEO of Campbell Soup, Douglas Conant, along with consultant and co-author Mette Norgaard, understands that many o TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments by Douglas Conant and Mette Norgaard was chosen by Soundview Executive Book Summaries as one of the Top 30 Business Books of 2011. THE SOUNDVIEW REVIEW: Ask any leader to list a few of the irritants of his or her job and one would likely hear about frequent interruptions as a source of frustrations. Former CEO of Campbell Soup, Douglas Conant, along with consultant and co-author Mette Norgaard, understands that many of these minor interruptions are the moments in which major change can occur for your employees. They explore the power of these moments in their book TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments. According to the authors, the small moments that many view as interruptions are the critical moments when the power of your influence can be rapidly communicated. Each individual employee is part of a network within the organization. As the authors write, “Whatever you say or do in a TouchPoint may be quickly transmitted to five or six people in that person’s network –– and then relayed to their colleagues and so on.” This is an essential takeaway for readers of TouchPoints because the exponential impact of these moments applies equally to the negative as it does to the positive. Conant and Norgaard encourage readers to make a “commitment to mastery” in the realm of leadership. They provide a path through three essentials (given the mnemonic of head, heart and hands) that are explained in detail that is precise and memorable. Readers will learn to develop a personal leadership model that can be applied regardless of one’s industry or level within an organization. Soundview's 8-page Executive Book Summary of TouchPoints is available here.

  13. 5 out of 5

    Gene Babon

    Your people feel tired and unappreciated. Apply TouchPoints. A TouchPoint takes place any time two or more people get together to deal with an issue and get something done. TouchPoint leadership is about being present in the moment and feeling confident that you can deal with whatever happens in a way that is helpful to others -- and by extension, to yourself and your organization. If you feel like the information age has morphed into the interruption age, take heart. Simply view an interruption a Your people feel tired and unappreciated. Apply TouchPoints. A TouchPoint takes place any time two or more people get together to deal with an issue and get something done. TouchPoint leadership is about being present in the moment and feeling confident that you can deal with whatever happens in a way that is helpful to others -- and by extension, to yourself and your organization. If you feel like the information age has morphed into the interruption age, take heart. Simply view an interruption as an opportunity to touch someone and improve the situation. These small interruptions are the best kept secret of leadership. Leadership is every bit as much about these interruptions as it is about your "real" work as a leader, such as strategizing, planning and prioritizing. One of the most important things to do in a TouchPoint is to clarify expectations. A few additional highlights: ~ Start each day with something that inspires you. ~ As a leader you are the ambassador for your team. ~ Your job as a leader is to take people from where they are today to where they need to be tomorrow, as quickly as possible, and do it in a way that is sustainable. ~ Sometimes people have difficulty focusing on the issue because they are struggling to chose among too many options. ~ There is a difference between not tolerating poor performance (which results in high standards) and not tolerating mistakes (which leads to compliance). ~ Nobody expects you to be perfect, but they do look for you to improve. ~ You learn faster when you have a genuine passion for the topic and a fierce commitment to practice. ~ Remember, when people come to you with an issue, they want to make progress. ... and also remember, there is a TouchPoint right around the corner. Use it well.

  14. 5 out of 5

    Stan Skrabut

    TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments (J-B Warren Bennis Series Book 169) was a book that I picked up at an Association for Talent Development conference. Doug Conant and Mette Norgaard wrote the book to serve as a leadership book focused on nurturing employees. Read more TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments (J-B Warren Bennis Series Book 169) was a book that I picked up at an Association for Talent Development conference. Doug Conant and Mette Norgaard wrote the book to serve as a leadership book focused on nurturing employees. Read more

  15. 4 out of 5

    Greg

    I liked the premise of the book. I actually thought I would get more out of it than I did but I did find a few good gems. I particularly liked chapter three which was about creating your own personal leadership model. I plan to sit with that chapter next week and see what I come up with. Reading as I was, waiting for an eye doctor appointment, I was filled with ideas and excitement but nowhere to capture them. The final chapter on TouchPoints was pretty decent and had some useful tips. The rest I liked the premise of the book. I actually thought I would get more out of it than I did but I did find a few good gems. I particularly liked chapter three which was about creating your own personal leadership model. I plan to sit with that chapter next week and see what I come up with. Reading as I was, waiting for an eye doctor appointment, I was filled with ideas and excitement but nowhere to capture them. The final chapter on TouchPoints was pretty decent and had some useful tips. The rest of the book was really just setting the tone and wasn't really anything mind-shattering. In any case, it's a quick read and worth it for the few pieces that really stood out. Looking forward to hearing what others think in book club!

  16. 4 out of 5

    Tiffani

    A great read to inspire organizational leaders to better engage and build relationships with other employees. The authors' foundational commitments to inquiry, reflection, and practice are explained in a straightforward manner while leaving the reader with points to ponder and improve upon. Overall I would recommend this book to anyone seeking to expand their effectiveness with others in order to foster meaningful work relationships. A great read to inspire organizational leaders to better engage and build relationships with other employees. The authors' foundational commitments to inquiry, reflection, and practice are explained in a straightforward manner while leaving the reader with points to ponder and improve upon. Overall I would recommend this book to anyone seeking to expand their effectiveness with others in order to foster meaningful work relationships.

  17. 4 out of 5

    Rachel

    A book about how the little interactions that we think of as interruptions in our workday are actually where a lot of the real work occurs. Which is nice in theory, but there is not a lot of practical "this is how you implement this" in the book. I was also completely unimpressed by the examples the authors did give. Everyone is part of a multi-national, Fortune 500, multi-million dollar company, but I supervise 15 people and just couldn't relate. A book about how the little interactions that we think of as interruptions in our workday are actually where a lot of the real work occurs. Which is nice in theory, but there is not a lot of practical "this is how you implement this" in the book. I was also completely unimpressed by the examples the authors did give. Everyone is part of a multi-national, Fortune 500, multi-million dollar company, but I supervise 15 people and just couldn't relate.

  18. 4 out of 5

    Eduardo

    I like TouchPoints and it's a good book in overall. It's brief and straighfowarded and, have some powerful insights (specially up to first half of the book). The positive side of the book is on the key questions the author provides as excercises of self assessment. Anyway, it's for sure not a masterpiece and, specially if you're already a veteran reader of leadership books, you'll find lots of redundat stuff here. I like TouchPoints and it's a good book in overall. It's brief and straighfowarded and, have some powerful insights (specially up to first half of the book). The positive side of the book is on the key questions the author provides as excercises of self assessment. Anyway, it's for sure not a masterpiece and, specially if you're already a veteran reader of leadership books, you'll find lots of redundat stuff here.

  19. 5 out of 5

    Robert B

    Practical leadership advice from the former CEO of Campbell Soup and a leadership consultant. Argues that leaders should listen carefully, help others frame their issues, create a sense of urgency, and engender confidence about the next step. There's no particular gimmick but perhaps that's the point – just common sense advice. Practical leadership advice from the former CEO of Campbell Soup and a leadership consultant. Argues that leaders should listen carefully, help others frame their issues, create a sense of urgency, and engender confidence about the next step. There's no particular gimmick but perhaps that's the point – just common sense advice.

  20. 5 out of 5

    Melina

    Quick read on the topic of leadership. The recurring theme is making time for touchpoints and making them impactful. Conant's research and stories shared by other leaders emphasize this point over and over. He also spends time addressing different management styles and how to mold oneself's style to better suit the needs of their team and organization. Quick read on the topic of leadership. The recurring theme is making time for touchpoints and making them impactful. Conant's research and stories shared by other leaders emphasize this point over and over. He also spends time addressing different management styles and how to mold oneself's style to better suit the needs of their team and organization.

  21. 5 out of 5

    Chris

    A book that teaches how a leader can and must use both the heart and mind to leverage on the day-to-day interactions with each person that he meets or that comes to him from his organization to drive the Organization forward. Each touchpoint matters...

  22. 4 out of 5

    Laura

    Not exactly scintillating prose here, but a competent, easy-to-read, well-organized construct for showing leadership in small as well as large moments. Aimed at the business person, but useful on other levels as well.

  23. 4 out of 5

    Birthe Hjortlund

    Spændende letlæst bog, som jeg er i gang med efter at have hørt et inspirerende oplæg af forfatteren. Hjælp med din nysgerrighed andre til at forsætte den rette bevægelse

  24. 5 out of 5

    Mumtaza Rizky Iswanda

    Good read for a delicate approach of leadership

  25. 5 out of 5

    Shila

    Very informative.

  26. 5 out of 5

    K.M. Hasling

    An easy read, this book was about using your head, heart, and hands when interacting with coworkers and those around you on a daily basis.

  27. 4 out of 5

    Beth Gardner

    Not bad - definitely some helpful information and perspectives

  28. 4 out of 5

    Jennifer

    This was a good, solid book, but there was really nothing in it that seemed new to me. However, it was well-organized and short- just how I like 'em. This was a good, solid book, but there was really nothing in it that seemed new to me. However, it was well-organized and short- just how I like 'em.

  29. 5 out of 5

    Booksandball

    Touch points is great Great insights into what it takes to really connect with others not just to understand them better, but to also build more effective relationships with them.

  30. 5 out of 5

    Mattfrank

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