Book review: MORE MAGIC OF METAPHOR
Stories for leaders, influencers and motivators
Genres:
- Philosophy
- Storytelling
Review posted on:
31.08.2017
The number of pages:
256 pages
Book rating:
3/5
Year the book was published:
First edition published 2005
Who should read this book:
- Marketers, Start-up founders, Entrepreneurs, People in sales, Coaches, HR
My thoughts about the book:
I loved the first book Magic of Metaphor, so for me to pick up More Magic of Metaphor was simply a matter of time. The second book continues the narrative from the first – the learning process between an apprentice and his mentor (but now it is between an apprentice and a magic carpet). If you are looking for coaching, leadership, or storytelling material then this book is something you should pick up. Nick has collected and shared with us a lot of wonderful, thought-provoking, and emotional stories that will make you think, laugh, or cry. The book is written in such a way that almost every story can be interpreted in more than one way, depending on what you are searching for. But in the end, the second book (More Magic of Metaphor) is not as good as the first book (Magic of Metaphor). If you are collecting stories as I am, then this is definitely a must-read for you.
The authors also did a very good job of implementing the storytelling aspect into presenting findings and insights. Many books that I have read about data analysis and presenting data talk about storytelling but provide mediocre at best examples, while Martin and Fabienne did a great job with their storytelling canvas. I also liked that they touched on the subject of delivering bad news, how to do that, and how to handle disagreements. If there has been no real in-depth reporting until now in a certain company, there will be a lot of disagreements with stakeholders that did their own reporting until now. I also liked that the authors guide you on what to do if you are at the other end of the analysis, the receiver. In that chapter, they provide you with the questions you should ask your data analyst on the data and the analysis methods that were used which provided those insights. Like I mentioned before the authors paint a full picture of what you can expect to encounter as a data analyst or as someone who is receiving insights from new analysis.
So if you find yourself in the role of a data analyst or someone who is getting reports and you want to be better at understanding and communicating about the whole process and its findings you should definitely pick up “How to Talk about Data”. If not anything else those questions you should ask your data analyst after the presentation are worth it as they get everyone in the meeting more involved. And just to rant a little bit, the part on statistics was not my favorite, but I understand it was a must to get the whole picture. All in all, Martin J. Eppler and Fabienne Bünzli have done a great job writing this book.
If you picked up this book please let me know what you think about it in the comment section.
My notes from the book:
- The meaning of our communication is not what we think it means, it is what our listeners or readers think we mean.
- Stories connect ideas with people’s lived experiences.
- Leadership is not taken but given. People choose to follow those whom they trust and whose behavior and actions are congruent. If you do not walk your talk, people are unlikely to perceive you as a leader.
- The word motivation means movement towards something or away from something. So how do you motivate others? By offering something they value! Find out what people value!
- The way you interpret a story or anything else for that matter always says more about you, and your values and beliefs, than it says about whatever it is being interpreted.
- Each one of us is limited by our current knowledge and experience.
- Stillness, inner strength, and quietness can have a much greater impact than posturing and displays of aggression or intellect.
- Follow the three Rs: Respect for self, respect for others, and responsibility for all your actions.
- Silence is sometimes the best answer.
- There is no other time but now. The past is a coding of what we think happened. The future is an imaginary construct based on our past experiences.
- If the learners can’t learn in the way the teachers teaches, the teacher needs to learn to teach in the way the learner learns.
- Motivation is based on people’s value systems. Excellent leaders take time to find out what each person values.
- The easiest and most elegant way to engineer change is to do it within people’s natural valuing and thinking processes.
- Excessive comfort can seriously diminish learning and development opportunities.
- Success requires rigor and discipline, and the nurturing of talent and resources through time.
- Only when people become open to the possibility of other views, other choices, and other opportunities can real change take place.
- To succeed in most walks of life you need to be only as good as/or a little better than the “opposition”. Not only is the search for perfection time-consuming and wasteful of resources; the chances are that, once you’ve found “perfection”, time and circumstances have already moved on and your perfect solution has become irrelevant.
- The ability to work within the natural patterns of others is a critical skill for anyone who wishes to be an effective and inspiring leader.
- All behaviors and all valuing and belief systems are patterned. If you take the time to find a person’s buying pattern, you will never need to sell to them.
- 4 = ? is a much better question than 2+2 =? The principle behind this is that by asking a question in a way as 4 = ? is that you get more answers/options than the other way around.
- People need to have some idea about why there is a problem and what alternatives exist to do things differently.
- All humans have the latent capacity to unlock new potential in the brain, but this happens only as the conditions in which we live become more complex.
- The thinking and valuing system each of us adopts to deal with the conditions we live in influences the way we perceive reality.
- Patterns of behavior observed over time are one of the most reliable forms of feedback. Observe what the feet do just as much as what the mouth says.