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How and Why to Start a Business Book Club How and Why to Start a Business Book Club by Kevin

Book clubs have been quite a rage over the last few years. Fueled in part by Oprah and others, the concept of reading a book then gathering with others who have read the same book has become “cool” again.

The reasons people have found them valuable include:

- a great way to have meaningful conversation.

- a way to support your own reading habit (I need to have the book read before the meeting!).

- a way to form a community – to have a great reason to gather with other people to bond.

- A way to learn something in a fun way.

It is for all of those same reasons and more that I suggest and encourage business book clubs. Maybe you would like to start one within your organization or maybe you would prefer to build one among colleagues from outside of work. Either way this article will outline the keys to help you build a successful single event or long-term club.

1. Market the idea. Once you are excited about this concept, use your influence and knowledge of your target group to market the concept to them. Even if your goal is to build a long-term “club.” Don’t market it that way – that requires too big of a commitment for many people. You are trying to encourage people to try something new that will requires their time both to read and participate. Rather than inviting them to make a long-term commitment, encourage them to read one book, then once they see the fun and the value, you will have them hooked.

2. Gain commitment. Once you have sold people on the idea make sure you gain a commitment to participate. People are really committing to two things: reading the book, and coming to the “meeting.” After all, if no one comes to the meeting, (or comes without having read much of the book) you won’t have much of a conversation!


3. Start small. Identify the number of people you will feel good about having involved. Experience shows that if you have 4-5 highly committed people you will have a successful experience. More is fine too, but you don’t have to have everyone in the organization or every person at a certain level participating for it to be successful.

4. Start easy. Not everyone is an avid reader. So pick a book that will be an easy sell in terms of topic and length. Picking the new 450-page book you are interested in might not be the best place to start. Remember that the value of the book club experience is more than just the book you read, but the conversations and ideas they stimulate.


5. Make it fun. This is a part of your marketing effort. Have food. Decorate the room, reminder invitations, etc. in a theme suggested by the book. Make the event itself something that will both encourage people to attend and create a buzz so other people want to attend the next one.

6. Have a facilitator. Someone needs to be responsible for facilitating the conversation. Beyond the normal facilitator roles of keeping others participating that person needs to have a few questions prepared that are designed to stimulate conversation.

7. Facilitate lightly. The facilitator should facilitate but not lead. Remember that you are after input, participation and having people involved in the conversation. Don’t let it become a lecture.

8. Keep the group involved. Beyond the group’s involvement in the conversation itself, get everyone’s input into future meeting times, setups, facilitators, and perhaps most of all, books. When people feel involved, they will be more invested in the success of the next event, and beyond.

I have helped organizations think through how to start these groups and have facilitated these discussions. While we have talked about the benefits that can be gained by individuals who participate in these groups, the organizational benefits can be huge as well. For the investment in a book for each person, organizations can create powerful conversation, deep professional development and better relationships.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

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What Katrina Can Teach Us About Leadership What Katrina Can Teach Us About Leadership by Kevin

Over one week ago a major disaster hit part of the Gulf Coast of the United States. I have been reflecting on the disaster, the response to it, and what lessons we can draw about leadership.

Don't worry this isn't a political piece...

Lesson 1 - Leadership is important. Much has been made that areas weren't as prepared as they could have been. Leaders could have changed that. Many have said that the initial response (at all levels from local to the Federal Government) wasn't perfect. Leadership can improve that in the future.

Lesson 2 - Leadership can come from everyone. Not just those with a title, but everyone can lead. Thousands of stories of heroism, and leadership are coming out of these events. Not all of them are stories of people wearing a badge or a official title. We can all use our leadership abilities.

Lesson 3 - Remarkable leaders know that blame takes too much energy. In recent days it seems that the focus of the "story" of the disaster has changed from the disaster to who did what wrong and how it could have been done better. Let's be clear. This was a disaster of monumental proportions. Could things have gone better? Of course. Was the way things were handled a travesty? No. Will blaming and pointing fingers at others solve the problem now? Absolutely not. Every ounce of energy being spent in blame and "Monday Morning Quarterbacking" is an ounce of energy better spent on meeting the vast challenges that still exist. Which leads to...

Lesson 4 - Remarkable leaders focus on solutions, not problems. Rather than looking at what is wrong, they look at creative ways to make it better. Remarkable leaders know that when they are point a finger at others, four times as many fingers are pointing back at them. They take responsibility, and focus on solutions.

Lesson 5 - Remarkable leaders know when to reflect and when to act. Will there be a time to look back and learn from the failures in processes, procedures, and responsibilities used during the time immediately following the storm? Yes. Will there be people that may need to be held accountable for some of those decisions and actions? Of course. I just don't think that time is now. A study and review will be commissioned, I'm sure, as it should be. Leave that learning for then.

My bottom line? I believe that right now, leaders of all sorts, from township supervisors, to mayors, to state legislators, to those in government agencies, to Congress, to the White House, need to look forward and work together to meet the many challenges we will face for months. There is a time for reflecting and a time for action. Now is the time to look forward.

In your own leadership development keep this in mind. Remind yourself of these lessons.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (http://KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to http://www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

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Export and Import of Inuit Eskimo Art Sculpture Export and Import of Inuit Eskimo Art Sculpture by Clint Leung

The export of certain Inuit sculpture from Canada to other parts of the world including the United States does have some restrictions. In order to reduce harvesting of marine animals such as whales and walruses, the United States Congress passed the Marine Mammal Protection Act in 1972. It was later modified in 1981 and a special section (101) of the act was developed to exclude Eskimo Inuit and other aboriginals living in the state of Alaska. Section 101 allowed Alaskan Natives to continue their traditions of hunting marine mammals for food and using parts of such animals as raw materials in the making of clothes, crafts and artwork.

The act makes it illegal for American citizens to import any ivory or whalebone from outside the United States. Therefore, American citizens would not be allowed to purchase any artwork containing ivory or whalebone from Canada and have it brought or shipped back to the United States. However, the act as it stands allows American citizens to purchase similar artwork from Alaska since it is part of the United States. The export of such artwork created from marine mammals from the United States to Canada is not allowed.

Inuit sculpture containing whalebone, walrus or narwal tusks (both considered ivory) are restricted from import and export. However, Inuit sculpture containing caribou antler is allowed since caribou is not a marine mammal and therefore does not fall under this act.

Exporting Inuit sculpture containing whalebone or ivory from Canada to other international destinations will depend on each specific country as each has its own specific regulations. Fines or penalties for importing or exporting illegal items can be very severe.

Fortunately, other forms of Inuit art such as stone or antler carvings and prints are not only able to be exported across the border, but are actually duty free.

Clint Leung is owner of Free Spirit Gallery http://www.FreeSpiritGallery.ca , an online gallery specializing in Inuit Eskimo and Northwest Native American art including carvings, sculpture and prints. Also numerous information resource articles with photos of authentic Inuit art and Native American Indian art.

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