Warren Buffett's Management Secrets: Proven Tools for Personal and…

Not impressed by this book. I am impressed by Warren Buffet, his philosophy (as I have understood it) as well as his success but this book feels like nothing but a way of making money out of Warren Buffet's name by packaging good general "management" advice (you catch more flies with honey than with salt for instance) as something unique for Warren Buffet.

The one redeeming factor is the few examples of how various advice have basis in actual decision or actions taken by Warren Buffet.

There are better books. Skip this one. ( )

Every small business owner, human resources manager and aspiring entrepreneur should read this wisdom-packed book. In fact, any individual who has even a miniscule investment portfolio will find a wealth of useful information in this fast-read volume.
In the interest of full disclosure, I have worked for a Berkshire Hathaway-owned company since 1997 (The Buffalo News). But I can honestly say that I don’t think my affiliation (or my one encounter with an amiable Warren Buffett) colored my perceptions of this book.
In a clear and concise way, the book outlines dozens of management and investment strategies that have helped to make Buffett one of the richest men in the world. It presents vivid examples to explain the importance of finding businesses with “brand advantages.” It gives useful tips for motivating employees and boosting self-esteem ( i.e.: praise people individually, but criticize in “groups.”) I could list 30 insightful tips that I’ve gleaned from the book, But I’ll limit it to a half-dozen:
-- Never give a direct order to an employee. Instead, frame your goal as a question, allowing the other person to come around to your way of thinking.
-- Delegate management tasks. The book suggests that Buffett’s delegation mantra borders on “abdication,” but he delegates only after he is convinced that he has the ideal people manning the helm.
-- Don’t encourage managers to be obsessed with “making the numbers.” Folks who strive to always make the numbers may eventually try to “make up” those numbers.
-- Instill “discipline,” even with small things. Managers who are undisciplined when it comes to tiny tasks may also lack discipline when bigger issues surface.
-- Admit you’re wrong – and do so fast and with candor.
There are so many other helpful nuggets sprinkled throughout this slim book. One such example involves simple hints for reviewing a company’s numbers (look for a positive upward trend in per-share earnings over the span of a decade or so.) If forced to make one constructive criticism, I would suggest that some of principles could be further expanded with additional examples , anecdotes and case studies. But overall, this book is a must-read for folks who have even a remote interest in business. ( )