The Milkshake Moment: Overcoming Stupid Systems, Pointless Policies and Muddled Management to Realize Real Growth

Steven Little explains that "a Milkshake Moment is a brave action, be it big or small, that furthers the cause of growth in an organization. Milkshake Moments materialize when individuals understand the organization's true purpose, honestly believe it is their job to fulfill it, and are given the tools and the freedom to make it happen." These remarks remind me of what William L. McKnight, then CEO of 3M, said in 1924: If you put fences around people, you get sheep. Give people the room they need." In stagnant organizations in which little (if any) room for initiative is provided, Little acknowledges that a would-be growth must possess "the guts to stand up and say, `This idea is contrary to everything we say we believe.'" That's a Milkshake Moment. My take on this book is that Little has written it for two separate but related audiences: One consists of would-be growth leaders whom he encourages to take whatever initiatives they sincerely believe are required by what their organization's stated values; the other consists of their senior managers who must create and then sustain a culture within the workplace that encourages, recognizes, and rewards Milkshake Moments. These senior managers must also be growth leaders who "clearly communicate an organization's true purpose and grant individuals permission to do whatever can be done ethically to achieve it." Long ago, Andrew Carnegie hired Napoleon Hill and directed him to interview the world's most prominent businessmen and learn the secret(s) of their success. Carnegie paid him and all of his expenses. He also wrote letters of introduction for Hill who then began a two-year assignment. After completing the last interview, Hill returned to the United States and met with Carnegie to report on what he had learned. He was especially interested in knowing what the businessmen shared in common. Hill's response? They all went "the extra mile." Contrary to what this book's subtitle may suggest, it is not always possible to overcome "stupid systems, pointless policies, and muddled management to realize growth." In those instances, if the initiatives of would-be growth leaders are discouraged and perhaps even punished, they need to leave that organization and join another. In this context, it is worth noting that during exit interviews of highly-valued employees, one of the major reasons they cite for leaving is a lack of respect for their supervisor and a lack of faith in the organization's integrity. Little includes dozens of especially interesting stories throughout his narrative to illustrate, indeed dramatize his key points. One of his recurrent themes is the inability and/or unwillingness of senior managers to recognize the nature and extent of damage that results from the "fences" they maintain around the minds, hearts, and souls of those for whom they are responsible. If not exactly the "toxic" leaders that Jeanne Lipman-Blumen and Kenneth Gangel so brilliantly discuss in their books and a

This book had some interesting points, but most of them I had heard before. The main idea I liked was that managers need to be able to lead. Most managers don't.

This is an interesting, well-written book worth picking up. It's easy to read with short chapters and contains some interesting, and at times funny, insights into the world of processes...especially bad processes (those that bind the hands of employees/organizations). The book's entire premise is that while processes are necessary and provide value to an organization, you should make sure they allow `wiggle' room for individuals who use those processes. This wiggle room is necessary to allow people to be creative and innovative in how they solve problems. Most organization's don't stress that employees be creative and use processes at the same time...they'd prefer that an employee 'stick to the process'. For example, the book uses the author's attempt at ordering a milkshake from room service at a fancy hotel. The hotel didn't have milkshakes on their menu and the room service personnel didn't quite know how to handle the request. The author asked if the hotel had milk, ice cream, a bowl and a spoon...the answer was yes. The author ordered these items and made his own milkshake. The author uses this simple example to point out that the room service personnel were stuck in a process and just because they didn't sell milkshakes, they couldn't provide one and didn't have a `process' in place to get one to the author. The book provides a good overview of what it means to be process bound, but also steps into the role of trying to teach the reader how to take simple actions to change these processes to follow a more common sense approach.

Just got done reading Mr. Little's second book and what a great read for any business leader. No doubt the title Milkshake Moment catches your attention and that is not where it stops. I am an owner of a small business and after reading Steven Little's first book I could not wait for the second. Steve gets to the points quickly and confirms it with real life stories and not theories. The book makes you re-think all of your process and how you approach problems and business issues. Without question this book keeps your mind thinking so that when that moment comes our organization is prepared. One of the stories that just jumps off the pages and really makes you realize that it can happen in any industry has to be the one on Pomegranates. This alone make the book worth reading. I will be making this a must read for all EMPLOYEES (to often leaders stress Managers) but this is 1 book every employee should read and can truly help the organization. If you are working in any size organization I would highly suggest you read and pass onto the next person. William Binder

I liked this book. It had the feel of a printed copy of a well-written and well-organized blog. The points made will usually make sense, but sometimes you will have to stretch your mind to get them. Arguably the six sections the book is split into are really chapters. And the chapters are really just point headings in those six sections. The sections and chapters in this book are titled as follows: I. The milkshake moment II. Foster "grow" versus status quo III. Put purpose before profit IV. Insource crucial judgment V. Address the "people problem" problem VI. Care for customers 1. It was a dark and stormy night 2. Half empty or half full? 3. This is not a customer service book 4. A brief history of organizations and man(agement) 5. Toddlers and trust 6. Some shocking behavior 7. Lessons from the cubicle farm 8. The managed 9. The led 10. It's never about money 11. The wizard of westwood 12. Profit pushers 13. NoClu Motors, Inc. 14. Purpose in the plan 15. You gotta serve somebody 16. Edicts made on high 17. Peeves from below 18. Participatory policy making 19. How `bout them promegranites? 20. Come harter or high water 21. The people problem polka 22. Eric's excalibur 23. Why people work 24. Home team drops the ball 25. The big secret to great customer service 26. Even geniuses struggle to serve 27. It takes a hero 28. The future is already here ... some folks just aren't getting the memos The author says at page 14 of the book "A milkshake moment is a brave individual action, be it big or small, that furthers the cause of growth." This book is designed to help the reader develop the actions and attributes of a true growth/change leader. Organizations (companies) can grow if their leader or leaders encourage creativity, flexibility, and openmindedness of subordinates. They'll grow, change, and improve if they have lots of people who have the capacity to recognize and respond to opportunities. That's the message of this book. What is this book really about? Well, if you want your company to overcome stupid systems, pointless policies, and muddled management, then consider giving this book a read. Your company will only recognize real growth if it can overcome these things. 4 stars!