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Best Practices for Equity Research Analysts: Essentials for Buy-Side and Sell-Side Analysts, by James J. Valentine

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A real-world guide to becoming a top-performing equity analyst

Praise for Best Practices for Equity Research Analysts:

"Jim Valentine has taken his decades of experience as a highly successful security analyst and written an effective and comprehensive guide to doing the job right. I only wish I had this book by my side throughout my career." -- Byron R. Wien, Vice Chairman, Blackstone Advisory Partners LP

"Given the fast pace and high-pressure nature of the markets, analysts don't have the luxury to make mistakes. James J. Valentine's Best Practices for Equity Research Analysts should be required reading for all new and experienced analysts, particularly those who were not lucky enough to be brought up in the business under a mentor. Valentine can be that mentor." -- Jami Rubin, Managing Director, Global Investment Research, Goldman Sachs

"Jim's book is an excellent window into the world of securities research. Very few works cover the complete life cycle of an analyst and the necessary balance between theory and practice. This is one of them." -- Juan-Luis Perez, Global Director of Research, Morgan Stanley

"Valentine's book doesn’t rehash the basics of finance but covers all the nonacademic topics in terms of how the analysts should manage their time, resources, data, and contacts in order to come up with the best stock picks. This book is required reading for beginning analysts and a must-read for all analysts who want to develop an edge." -- Carl Schweser, Founder of Schweser’s Study Program for the CFA Exam

"Best Practices for Equity Research Analysts is by far the best written and most comprehensive book that I have read on how to become a top-notch analyst. I shouldn't be surprised; it was written by one of the best analysts that Wall Street has ever seen. Every securities firm should require their analysts to read this book." -- Eli Salzmann, Portfolio Manager

Most equity research analysts learn their trade on the job by apprenticing under a senior analyst. However, equity analysts who work for senior producers often have little time or incentive to train new hires, and those who do have the time may not have research skills worth emulating.

Now, Best Practices for Equity Research Analysts offers promising equity research analysts a practical curriculum for mastering their profession. James J. Valentine, a former Morgan Stanley analyst, explains everything today's competitive analyst needs to know, providing practical training materials for buyand sell-side research analysis in the United States and globally.

Conveniently organized for use as a learning tool and everyday reference on the job, Best Practices for Equity Research Analysts covers the five primary areas of the equity research analyst's role:

• Identifying and monitoring critical factors
• Creating and updating financial forecasts
• Deriving price targets or a range of targets
• Making stock recommendations
• Communicating stock ideas

Expanding upon material covered in undergraduate courses but written specifically to help you perform in the real world, this authoritative book gives you access to the wisdom and expertise of leading professionals in the field. You'll learn best practices for setting up an information hub, influencing others, identifying the critical factors and information sources for better forecasting, creating a better set of financial forecast scenarios, improving valuation and stock-picking techniques, communicating your message effectively, making ethical decisions, and more.

Without Best Practices for Equity Research Analysts, you're just treading water in the sink-or-swim world of the equity analyst.

• Sales Rank: #187778 in Books
• Published on: 2011-01-03
• Original language: English
• Number of items: 1
• Dimensions: 9.00" h x .50" w x 6.00" l, 1.68 pounds
• Binding: Hardcover
• 464 pages

About the Author
James J. Valentine, CFA, has been an equity research analyst for Morgan Stanley, Salomon Brothers, Smith Barney, and PaineWebber. During his career, he also served as Morgan Stanley's associate director of North American research and its director of global training and development, where he was responsible for implementing new programs for more than 1,000 employees located in financial centers around the globe. For 10 consecutive years, Institutional Investor ranked him as one of the top three analysts within his sector.� In 2006, Forbes named him one of the top three analysts among all 2,000 U.S. sell-side analysts that year.� He has been recognized for his stock picking, earnings forecasts and client service from the Wall Street Journal, Thomson Reuters, Institutional Investor, and Greenwich Associates.� He holds a Masters degree in finance and the Chartered Financial Analyst (CFA) designation.� He lives in a Connecticut suburb of New York City with his wife and three children.

Most helpful customer reviews

63 of 64 people found the following review helpful.
Another Book Review from The Aleph Blog
By David Merkel
My friend Tom Brakke, liked this book and said I would too. He was right, and soon afterward, I heard the author speak at the Baltimore CFA Society. Hearing James Valentine speak is an advantage here. He summarized what is most important, which if you are reading the book, it would be chapter 20 (out of 27). It is his FaVeS framework: Forecast, Valuation, and Sentiment, in that order of importance. Remember that as a key to the book if you read it; it tells you what to focus on as an analyst.

Another key, since the book is long, is to look at the shaded summaries which are usually at the back of each chapter. If stretched for time, read those first, and then read the chapter if you didn't get it.

This book aims to focus analysts on information that matters. Aim for information that makes a difference, and that few others have. Create an information web that maximizes the value of your time, and creates value for your research.

This book covers both the buy-side and the sell-side, telling each how to best use the other side. As a former buy-side analyst, to me it means fewer analyses, and better analyses. Aside from that, it is a game: buy-side: identify the better sell-side analysts and listen to them. Sell-side: identify clients that will generate commissions and market their best insights to them.

Regardless, analysts must identify the few factors that account for 80% of the performance in a given industry, and focus on those intensely. It helps to get into the industry organizations, which can help drive insight into the industry as a whole, and provide a backdrop for questions to ask when talking with executives in the industry.

Learning this will give an analyst a leg up on other analysts. Analysts should also understand the basic accounting structures of their industry so that they can identify companies that are not playing fair -- over-reporting income. I would add don't get negative too quickly. Frauds can develop a momentum of their own. Wait until the fraud gets large relative to the size of the industry before issuing a sell call -- wait for price momentum to go to zero. (Note: for investigative journalists, this does not apply. Jump on early, so that you can say that you warned everyone.)

Basic forensic accounting skills help, as do modeling skills, and basic statistical skills. I was surprised to learn a bunch of Excel shortcuts that I haven't seen elsewhere, and I have used Excel for nineteen years at a high level. The summary of accounting deviations is cogent, as well as pointing readers to Mulford and Schilit.

One idea that I heartily agree with: set up your spreadsheets to differentiate data and formulas. Cells with data series should only contain data. Formulas should have no numbers in them, unless they are trivial. This makes analysis a lot easier and cleaner in the long run.

The book also brings out the need to consider multiple scenarios, which help an analyst to flesh out his analysis. Being willing to consider what can go wrong, or right, richens an analysis. Also, the book warns against common pathologies that overcome analysts, notably -- Confirmation bias, overconfidence, Self-Attribution-bias, Optimism, Recency, Momentum, Heuristics, Familiarity, Snakebite (won't go back to one that hurt you), Falling in love, anxiety, over-reaction, loss-aversion, etc. I have experienced a few of those myself, and would have benefited from thinking these through before becoming an analyst.

Quibbles

I would warn any analyst trying to use simple or multiple regression that they are playing with fire, unless they understand the weaknesses of the data, and the limitations of the general linear model. In twelve-plus years working on Wall Street, I never saw regression used right once.

The author seems to favor DCF over multiples. Truth, neither works well, and one must live with the weaknesses of any approach. DCF embeds a lot of assumptions that are known, though some may be wrong -- multiples embed unknown assumptions.

The author does not like price-to-sales. For industrials and utilities I would say look at a chart of price versus price-to-sales. In most cases, they track, because sales don't vary that much in the short run. If you know the high and low P/S ratios for companies in an industry (P/B for financials) you have valuable information. It gives you boundaries to look at in buy and sell decisions.

I would also warn analysts against using Damodaran and those like him. I don't think his models are wrong so much as impractical. I would rather use a simple model that catches 80-90% of the action, versus one that catches 100% of the action, bet cannot practically be calculated.

Who would benefit from this book:

All equity analysts would benefit from this book. It is detailed, and yet practical. Some of our competitors will benefit from it, and if you don't read it, you will wonder why.

12 of 13 people found the following review helpful.
A guide for the sell side analyst
By investingbythebooks
This is as far as I know a unique book. It's in essence a number of check lists covering most aspects of the work description of a sell side equity analyst. The book aims to cater to both the buy side analyst and the sell side analyst. In reality it is the later who is in focus. This is no surprise as the author has been a top ranked sector analyst at a number of US investment banks including Morgan Stanley. According to the author the craft of equity research lacks quality control processes. The profession is mostly learnt through on the job training in a kind of mentor-apprentice-system. You might get lucky and have a good mentor, but on the other hand you might not. Valentine's aim with this book is to develop a best practice for the profession.

The book covers a number of topics such as influencing your research coverage, handling relations within you own organisation and with clients, finding insights to include in research, stock valuation and how to best communicate the research done. Valentine is writing a number of lists of things that often is quite intuitive and basic. The list form is hardly the recipe for a colourful writing and as the same advice is repeated in both the check lists and the text surrounding those lists there is a fair amount of repetition.

There is much in this book that irritates me. However the coverage of topics is comprehensive and I would agree that they probably are close to a best practice for the profession. The advice in this book will both be a good guide for a less experienced analyst and it will remind the more seasoned analyst that he perhaps has neglected one or two aspects of what he could do. There is some good advice regarding psychological pitfalls, too few analysts utilize statistical analysis in the way the author suggests which is a shame and there is also a useful discussion around the best way to build financial models for the companies covered by the analyst.

For an investor, outperformance in the stock market is accomplished by either doing something different from others or by acting like most others but being cleverer than they are. This is a best practice for those who have accepted the professional role as it is, i.e. for those who will run with the crowd. The time horizon for the work of a mainstream US sell side equity analyst is one to six months. With a horizon like that, relative stock performance within a sector is driven by changes in company specifics that are not appreciated by consensus and there is a need for near time triggers. The intrinsic value of the stock is less interesting as valuation is slow-acting.

Here instead, value is something relative within the sector covered. First choice for valuation is to assign a pro cyclical single period multiple to the near term estimate. Growth is seen as the primary reason for differences in multiples, notwithstanding that the spread between return of capital and cost of capital is equally important. Many analysts have a deep knowledge of the companies covered but they are simply momentum analysts.

The author's way to try to create alpha, while at the same time doing the same thing as everybody else, is through focus on three to four key variables. This is the best advice of the whole book. There is no chance you can win by knowing more details than other investors on every topic. There is much to gain from understanding what the key issues for the stock are and then dig deeper around these and recognize the rest of the information is non-important noise.

This is a cookbook to produce the short-sightedness of today's Wall Street, but it is also a unique guide for the person working as a sell side analyst. If you are one, or aspire to be one, you really should read it. I would.

This is a review by eqtbooks.com

10 of 11 people found the following review helpful.
Solid material
By Sircornflakes
I thought this book was informative and was a good overview of much of the material on valuation, due diligence, and behavioural finance contained within the CFA curriculum. The author's own experiences surely added more depth to the material.

I would suggest that future editions contain a disc or web access to go into more detail on sections (autocorrelation in residuals, time series, etc..) and provide non analysts with the opportunity to run through exercises.

Or consider exercises on one long valuation throughout the book running from top down, bottom up selection of sector and company. A fictional interview with management, running a history of numbers, forecast earnings..come up with various price multiples..and finally making a recommendation.

I think that would give readers a more interactive experience and help to use those many Excel tricks.

On the whole, I extracted some value from this book.

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How many pizzas are delivered in Manhattan? How do you design an alarm clock for the blind? What is your favorite piece of software and why? How would you launch a video rental service in India? This book will teach you how to answer these questions and more.�
Cracking the PM Interview is a comprehensive book about landing a product management role in a startup or bigger tech company. Learn how the ambiguously-named "PM" (product manager / program manager) role varies across companies, what experience you need, how to make your existing experience translate, what a great PM resume and cover letter look like, and finally, how to master the PM interview questions (estimation questions, behavioral questions, case questions, product questions, technical questions, and the super important "pitch").

CONTENTS:
The Product Manager Role
What is a PM?
Functions of a PM
Top Myths about Product Management
Project Managers and Program Managers

Companies
How the PM Role Varies
Google
Microsoft
Apple
Facebook
Amazon
Yahoo
Twitter
Startups�
Getting the Right Experience
New Grads
Making the Most of Career Fairs
Do you need an MBA?
Why Technical Experience Matters
Transitioning from Engineer to Product Manager
Transitioning from Designer to Product Manager
Transitioning from Other Roles
What Makes a Good Side Project?�
Career Advancement
Tips and Tricks for Career Advancement
Q & A: Fernando Delgado, Sr. Director, Product Management at Yahoo
Q & A: Ashley Carroll, Senior Director of Product Management, DocuSign
Q & A: Brandon Bray, Principal Group Program Manager, Microsoft
Q & A: Thomas Arend, International Product Lead, Airbnb
Q & A: Johanna Wright, VP at Google
Q & A: Lisa Kostova Ogata, VP of Product at Bright.com�
Behind the Interview Scenes Google
Microsoft
Facebook
Apple
Amazon
Yahoo
Twitter
Dropbox�
Resumes
The 15�Second Rule
The Rules
Attributes of a Good PM Resume
What to Include�
Real Resumes: Before & After
Cover Letters
Elements of a Good PM Cover Letter
The Cover Letter Template
A Great Cover Letter�
Company Research
The Product
The Strategy
The Culture
The Role
The Questions�
Define Yourself
"Tell Me About Yourself" (The Pitch)
"Why do you want to work here?"
"Why should we hire you?"
"Why are you leaving your current job?"
"What do you like to do in your spare time?"
"Where do you see yourself in five years?"
"What are your strengths and weaknesses?"
Sample Strengths and Weaknesses�
Behavioral Questions
Why These Questions Are Asked
Preparation
Follow-Up Questions
Types of Behavioral Questions�
Estimation Questions
Approach
Numbers Cheat Sheet
Tips and Tricks
Example Interview
Sample Questions�
Product Questions
About the Product Question
Type 1: Designing a Product
Type 2: Improving a Product
Type 3: Favorite Product
Preparation
Tips and Tricks
Sample Questions�
Case Questions
The Case Question: Consultants vs. PMs
What Interviewers Look For
Useful Frameworks
Product Metrics
Interview Questions�
Coding Questions
Who Needs To Code
What You Need To Know
How You Are Evaluated
How To Approach
Developing an Algorithm
Additional Questions & Solutions�
Appendix
Top 1% PMs vs. Top 10% PMs
Be a Great Product Leader
The Inputs to a Great Product Roadmap
How to Hire a Product Manager

• Sales Rank: #5357 in Books
• Published on: 2013-12-02
• Original language: English
• Number of items: 1
• Dimensions: 9.00" h x .82" w x 6.00" l, 1.08 pounds
• Binding: Paperback
• 364 pages

Review
"I wish this book had existed when I first found my way into product management. Gayle and Jackie don't just help you land a PM job; they show you what it takes to be great once you've got one. Finally there's a game plan for charting your career as a product manager."

--Ken Norton, Partner at Google Ventures (former PM at Google)

"If you were looking for a comprehensive, well-researched book about how to get a job in product management, look no further than Cracking the PM Interview. Gayle and Jackie break down the entire process of landing your dream PM job, while bridging a wide range of perspectives that aspiring PMs may bring to the table. This is a no-brainer resource to leverage during your job search."

--Jason Shah, former Product Manager at Yammer/Microsoft & instructor of How to Get a Job in Product Management

"Impressed by Jackie and Gayle's thorough interview walkthrough, from defining your skills, to resumes and all the way to product questions. A definite handbook for hopeful product managers."�

--Ritu Jain, Organizer of PM Fast Track Community & CEO of LearningJar

About the Author

Gayle McDowell is the founder / CEO of CareerCup.com and the author of two books: Cracking the Coding Interview, Amazon.com's #1 best-selling interview book, and The Google Resume. She has worked for Google, Microsoft, and Apple and served on Google's hiring committee. She holds a BSE and MSE in Computer Science from the University of Pennsylvania and an MBA from the Wharton School.

Jackie Bavaro is a product manager at Asana, a leading startup that builds productivity software used by companies like Dropbox, Airbnb, Uber, Foursquare, and Pinterest. Previously, she worked as a Product Manager at Google, where she joined as part of the elite Associate Product Manager program, and as a Program Manager at Microsoft. She holds a BA in Computer Science and a BA in Economics from Cornell University.

Most helpful customer reviews

16 of 17 people found the following review helpful.
Finally a book that covers this underserved area of our industry
By Jim
This book is the missing manual for understanding the PM role. It's the role that I had the most questions about when I first learned of it, and is the most difficult for me to describe to others. This book is a thorough and complete look at how this role works; from the resume all the way through what it takes to climb the corporate ranks.

Each section covers an exact question I had about the role or interviewing for the role.

The resume tips are useful for any role not just the PM role.

I was pleasantly surprised by the tips about transitioning from the development role to the PM role as this is the exact situation in which I find myself.

The only negative is that at times the book can come off a little elitist. For example, looking through the example resumes will make you wonder if you can become a PM if you didn't go to an ivy league school and work at 5 of the top startups of the last 10 years. I can't tell if this is simply the harsh reality of this role requiring you to be in the top 10%, or the selection bias of the people the author knows/people willing to contribute.

7 of 7 people found the following review helpful.
Interview Schminterview--this is an informative guide how to be a great PM!!!
By Craig Anderson
This short book is a wealth of information for product managers. I recommend reading it whether you plan to interview or not! You will learn some new skills and techniques that will help you improve your own practice, enjoy your work and enhance your career. This alone is the best reason to read this book! It is refreshing to read a book that speaks very specifically and very intently to its intended audience. Many of us in product management have been on both sides of the interview process sometime in our career and so recognize and can relate to many of the specific examples given with new appreciation. While there is a definite bias towards software driven products and companies (Google, Amazon, Apple, Microsoft, Yahoo, Facebook, Twitter), many of the principles discussed are more broadly applicable. Given that these companies continue to lead the way, this book also provides insight into the workings of these specific companies and the different emphases each brings to their development process. A must read if you desire to move to Silicon Valley, but still a great read if you are looking to play in the sandbox in your own backyard.

28 of 36 people found the following review helpful.
This book is at least partially responsible for the PM job offer I just received
By danalt
I have never written an Amazon review. Like, literally never. That fact alone speaks volumes (book pun intended) as to my feelings about this book. If you are expecting to go on a PM interview, or even thinking about switching to a PM role, buy this book.

I currently work at, have worked at, or have immediate friends that work at, all of the large companies listed in the book, and I can say that their observations about the differences in corporate culture and desired skills are spot on. If you're interested in what Google/Amazon/Apple/Microsoft/etc. are looking for - this book is for you.

As far as the book's approach to interview prep, it is thorough, clear, and useful. Is there anything in this book that is utterly groundbreaking? The answer is no, you could probably get a lot of this information online. But why would you spend all that time finding, collecting, vetting, and analyzing a bunch of random internet opinions when you can have Jackie and Gayle do it for you? Spend your time prepping for the interview, not figuring out what you should prep!

Oh yeah, did I mention that 2 days after reading and applying the principles of this book I got an offer for an awesome PM job? Obviously I know that I haven't mentioned this because immediately above this paragraph is a written record of what I've said so far. Nonetheless, this book is great, I'm giving a copy to a friend that is in the process of interviewing for a PM role, and I would highly recommend it.

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• Sales Rank: #1000527 in eBooks
• Published on: 2015-09-30
• Released on: 2015-09-30
• Format: Kindle eBook

About the Author
Piers Connor has worked in railways both in the UK and overseas for over fifty years, with twenty-five years in various roles for London Underground. It was there his interest in engineering history and development was founded. He has written several books and articles about railway systems and rolling stock development. Piers works as a railway systems consultant and has a world-renowned railway information website at www.railway-technical.com

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By Patrick Peake
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• Sales Rank: #10351140 in Books
• Published on: 2008-05-23
• Original language: English
• Number of items: 1
• Dimensions: 9.30" h x 1.30" w x 6.10" l, 1.85 pounds
• Binding: Hardcover
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Instead of one black America, today there are four.

“There was a time when there were agreed-upon 'black leaders,' when there was a clear 'black agenda,' when we could talk confidently about 'the state of black America'—but not anymore.” —from Disintegration

The African American population in the United States has always been seen as a single entity: a “Black America” with unified interests and needs. In his groundbreaking book, Disintegration, Pulitzer-Prize winning columnist Eugene Robinson argues that over decades of desegregation, affirmative action, and immigration, the concept of Black America has shattered. Instead of one black America, now there are four:

• a Mainstream middle-class majority with a full ownership stake in American society;

• a large, Abandoned minority with less hope of escaping poverty and dysfunction than at any time since Reconstruction’s crushing end;
• a small Transcendent elite with such enormous wealth, power, and influence that even white folks have to genuflect;

• and two newly Emergent groups—individuals of mixed-race heritage and communities of recent black immigrants—that make us wonder what “black” is even supposed to mean.

Robinson shows that the four black Americas are increasingly distinct, separated by demography, geography, and psychology. They have different profiles, different mindsets, different hopes, fears, and dreams. What’s more, these groups have become so distinct that they view each other with mistrust and apprehension. And yet all are reluctant to acknowledge division.

Disintegration offers a new paradigm for understanding race in America, with implications both hopeful and dispiriting. It shines necessary light on debates about affirmative action, racial identity, and the ultimate question of whether the black community will endure.

• Sales Rank: #531594 in Books
• Brand: Robinson, Eugene
• Published on: 2010-10-05
• Released on: 2010-10-05
• Original language: English
• Number of items: 1
• Dimensions: 8.57" h x 1.04" w x 5.87" l, .89 pounds
• Binding: Hardcover
• 272 pages

From Publishers Weekly
In this clear-eyed and compassionate study, Robinson (Coal to Cream), Pulitzer Prize–winning journalist for the Washington Post, marshals persuasive evidence that the African-American population has splintered into four distinct and increasingly disconnected entities: a small elite with enormous influence, a mainstream middle-class majority, a newly emergent group of recent immigrants from Africa and the Caribbean, and an abandoned minority "with less hope of escaping poverty than at any time since Reconstruction's end." Drawing on census records, polling data, sociological studies, and his own experiences growing up in a segregated South Carolina college town during the 1950s, Robinson explores 140 years of black history in America, focusing on how the civil rights movement, desegregation, and affirmative action contributed to the fragmentation. Of particular interest is the discussion of how immigrants from Africa, the "best-educated group coming to live in the United States," are changing what being black means. Robinson notes that despite the enormous strides African-Americans have made in the past 40 years, the problems of poor blacks remain more intractable than ever, though his solution--"a domestic Marshall Plan aimed at black America"--seems implausible in this era of cash-strapped state and local governments.
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist
Based on his years of reporting and observation of changes in black America, journalist Robinson finds that the black community has evolved to the point where it has disintegrated into distinct sectors: the mainstreamers, or black middle-class majority, who have made tremendous but often understated progress; the abandoned minority with little hope of escaping poverty; transcendental elites of such wealth and power that whites can’t deny; and an emergent group of biracial blacks and recent black immigrants from Africa and the Caribbean who are challenging an essentially native black American experience. In the age of Obama, Robinson notes the advancement of the black elites, with wealth and power, into “full ownership stake” in the U.S., distancing them economically from the middle and lower classes. The emergent group identifies with a different notion of the black experience, making them ideologically and politically unreliable. All are in strong contrast to the abandoned, who are at the center of the black disintegration. Readers don’t have to agree with Robinson’s observations to appreciate the undeniable differences within black America and to maybe want further analysis. --Vernon Ford

Review

PRAISE FOR DISINTEGRATION:

"In Disintegration, Eugene Robinson neatly explodes decades' worth of lazy generalizations about race in America. At the same time, he raises new questions about community, invisibility, and the virtues and drawbacks of assimilation. An important book."

—Gwen Ifill

"Gene Robinson's Disintegration is the first popular salvo in the Age of Obama regarding the delicate issues of class division, generation gap, and elite obsession in Black America. This painful conversation must continue--and we have Gene Robinson as a useful guide."

—Cornel West



PRAISE FOR COAL TO CREAM:

"A sorely needed new kind of book about race in America, one that does not simplify the intractable problem but doesn't traffic in easy doom either. . . . It is a breath of fresh air."

—Anthony Walton, The New York Times Book Review

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126 of 132 people found the following review helpful.
Illustrates a phenomenon that's happening regardless of race
By Mark Sumner
Robinson's book details the way in which Civil Rights lifted the cap on income and opportunities for a few in the black community, but the rest of the community paid a price in a loss of cohesive, whole neighborhoods. Perversely, the result is that while the number of blacks in the middle and upper classes increased sharply, those percentages represent only a small part of the overall population. And as those "stars" left the community, the opportunities for those left behind -- Robinson's "abandoned class" -- may have actually diminished.

This is not a book that pines for the "good old days." Robinson is frank about the grim truth of life in black America before Civil Rights. However, he recognizes that the passage of Civil Rights legislation was a step, not the completion of a journey, and that no matter how bright this goal, there were still dark and unintended consequences.

While Robinson's book is focused on the black community, the effects he notes are happening across racial divides. The increasingly polar communities he describes are applicable to America as a whole as the gap between rich and poor has widened ever more sharply over the last three decades. The resulting stagnation and isolation of the abandoned class and the constant celebration of the accomplished class is something that's affecting all of America, not just black America. These effects are illustrated most fully in the black community, where the limits of Jim Crow laws kept the gap between rich and poor very small for the better part of a century, but the same forces of income and educational inequality don't just threaten to shatter -- they are shattering -- the nation as a whole.

If we don't learn to address the problems Robinson discusses, we may all soon find out what it's like to be part of the abandoned class. Just as black America has illustrated what can happen when rapid social change drives communities apart, let's hope that solutions can be found there that can heal us all.

69 of 77 people found the following review helpful.
Robinson Speaks The Truth of Black America in DISINTEGRATION
By Cyrus Webb
I read Eugene Robinson's DISINTEGRATION mainly out of curiosity, because though I find him to be a brilliant mind---I don't normally agree with his politics. After finishing it I have to say that it is probably one of the most thoughtful books I have read this year.

DISINTEGRATION takes a hard look at how blacks have evolved as a people in the United States, and is not without it critiques of the hardships some have brought on themselves. The book reminds you of what so many have fought for and even given their lives to achieve, while some just seem to squander the civil rights they have at their disposal.

No wonder Robinson's writings are so respected. Whatever your political persuasion, you will find something in the book you will not only agree with but find yourself sharing with others. I know I did. As a Conservative, I try to approach book on the topic of race with an open mind. In this case, I am a better person because I did.

Kudos to Robinson for delivering an honest portrayal of black America that is sure to be a discussion piece for some time to come.

30 of 34 people found the following review helpful.
Good, a quick read, but needs more substance
By D. Howard
Normally I'm one who doesn't like too many statistics in a book because I feel over-reliance on that bogs a book down, but I felt this one needed more statistics. Eugene Robinson relied too much on personal anecdotes, and while I love reading those I felt a book of this nature needed more facts. I also felt he recycled some material from his Washington Post column for this book. A chapter near the end which mentions a shooting/murder in Southeast DC over a cheap bracelet was also one of his Post columns.

He puts black people in four categories: Mainstream, Emergent, Transcendent, and Abandoned, but I think to combine two different groups of people (biracial black people and immigrants) in the Emergent group downplays the differing trials and tribulations both groups go through.

The black community is definitely divided by the haves and have nots, and it would be nice for us to all come together, but Robinson doesn't give many answers here. The ones he gives are idealistic.

This book was a start in the right direction, but it was a thin outline that needed more fleshing out.

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In this powerful audiobook, Stephen M.R. Covey articulates why trust has become the key leadership competency of the new global economy. Covey convincingly makes the case that trust is a measurable accelerator to performance and that when trust goes up, speed also goes up while cost comes down, producing what Covey calls a "trust dividend." Covey reveals the 13 Behaviors common to high-trust leaders throughout the world and demonstrates actionable insights that will enable you to shift your behavior to increase trust in all your relationships.

Like a ripple in the pond, The Speed of Trust begins within each of us personally, continues into our relationships, expands into our organizations, and ultimately encompasses our global society.

• Sales Rank: #93483 in Books
• Published on: 2015-10-30
• Formats: Audiobook, MP3 Audio, Unabridged
• Original language: English
• Number of items: 1
• Dimensions: 6.75" h x .50" w x 5.25" l,
• Running time: 12 Hours
• Binding: MP3 CD

From Publishers Weekly
Trust is so integral to our relationships that we often take it for granted, yet in an era marked by business scandals and a desire for accountability this book by leadership expert Covey is a welcome guide to nurturing trust in our professional and personal lives. Drawing on anecdotes and business cases from his years as CEO of the Covey Leadership Center (which was worth $160 million when he orchestrated its 1997 merger with Franklin Quest to form Franklin Covey), the author effectively reminds us that there's plenty of room for improvement on this virtue. Following a touching foreword by father Stephen R. Covey (author of The 7 Habits of Highly Effective People and related books), the junior Covey outlines 13 behaviors of trust-inspiring leaders, such as demonstrating respect, creating transparency, righting wrongs, delivering results and practicing accountability. Covey's down-to-earth approach and disarming personal stories go a long way to establish rapport with his reader, though the book's length and occasional lack of focus sometimes obscure its good advice. (Oct.)
Copyright � Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

Review
Covey convincingly validates our experience at Dell -- that trust has a bottom-line impact on results and that when trust goes up, speed goes up while costs come down. This principle applies not only in our professional relationships with customers, business partners, and team members but also in our personal relationships, which makes this insightful book all the more valuable."

-- Kevin Rollins, President and CEO, Dell Inc.

"This book can change lives. Covey helps us understand how to nurture and inspire immediate trust in every encounter, which is the foundation for true and lasting success in life. A very interesting and enlightening read."

-- Larry King

"Covey brilliantly focuses on that overlooked bedrock of democratic capitalism -- trust. Like the air we breathe, we too often take this critical intangible for granted. As Covey makes clear, we do so at our ultimate competitive peril."

-- Steve Forbes, President and CEO, Forbes

"Want to be an irresistible positive force? Combine personal responsibility with compassion and respect for others. Want to know how to do this perfectly? Read The Speed of Trust."

-- Dr. Laura Schlessinger, internationally syndicated radio host and author of The Proper Care and Feeding of Marriage

"Covey's book underscores the single most important factor -- the substrate -- that will determine the success (or failure) of any organization in the 21st century: TRUST. This is a powerful read: brave, imaginative, amazingly prescient, and backed up by empirical and analytical heft. A must-read for anyone in a position of responsibility, from a support group to a global corporation."

-- Warren Bennis, Distinguished Professor of Business Administration, USC, and author of On Becoming a Leader

"This much-needed book provides many practical examples of how greater trust produces better results, at less cost, sooner -- at work and in life. It's invaluable."

-- Spencer Johnson, M.D., author of Who Moved My Cheese? and coauthor of The One Minute Manager

"Stephen Covey's work changed the world. I'd bet the price of this exciting book and more that his son, Stephen M. R. Covey, will have at least as much impact. The Speed of Trust is an amazing book, starting with its novel and powerful title -- my greatest wonder was why it hadn't been written before. From the epigraph -- 'Speed happens when people truly trust each other' -- to the closing bell, this is a book worth savoring -- and implementing."

-- Tom Peters

"When I received this book and was asked to read it and offer my comments, my first impulse was, 'I don't have the time.' However, as I read the foreword, then the first few chapters, I could not put it down. It is exactly what business leaders need today. This book gets to the core roots of ethical behavior and integrity and how 'trusted' leaders and organizations do things better, faster, and at lower cost. Everyone should make the time to read this book."

-- Nolan D. Archibald, Chairman and CEO, The Black & Decker Corporation

"I am happier when I am trusted, and I bet you are too. Covey has done a masterful job teaching that trust is conditioned on our behavior and that we can consciously shift our behavior to deserve trust. This one realization can change your life. This is the best book by a Covey since 7 Habits."

-- Richard Carlson, Ph.D., author of Don't Sweat the Small Stuff and Don't Get Scrooged

About the Author
Stephen M. R. Covey is cofounder and CEO of CoveyLink Worldwide. A sought-after and compelling keynote speaker, author, and advisor on trust, leadership, ethics, and high performance, Covey speaks to audiences around the world. A Harvard MBA, he is the former CEO of Covey Leadership Center, which under his stewardship became the largest leadership development company in the world. Covey resides with his wife and children in the shadows of the Rocky Mountains.

Most helpful customer reviews

163 of 170 people found the following review helpful.
A Description of the Advantages of Forming Trust, the Psychology of Trust, and How to Build Trust
By Donald Mitchell
Trust can make things easier, and distrust can definitely make things much harder. You already know that. But do you know how to check out where you need to change in order to create more beneficial trust? The Speed of Trust can help those who need a template for such self-examination.

Mr. Stephen M. R. Covey is the son of Dr. Stephen R. Covey of 7 Habits of Highly Effective People fame. If you've read that famous book, you may remember young Stephen referred to by his father as the seven-year-old son who was asked to keep the yard "clean and green" and did neither at first. Dr. Covey writes the foreword for this book and refers to that example. Ms. Rebecca Merrill helped with the writing of Dr. Stephen R. Covey's book First Things First which was coauthored by Roger Merrill.

Trust is expressed by a paradigm that includes five waves of trust (self trust based on the principle of credibility, relationship trust based on the principle of proper behavior, organizational trust based on the principle of alignment, market trust based on the principle of reputation, and societal trust based on the principle of contribution). Most of the book is taken up with examining those five waves and their underlying principles. The core of the book comes, however, in the 13 behaviors that establish trust (talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust). Each section of the book comes with ways to check on your performance and to create plans for improvement.

This book is by far the best development of the subject of creating and restoring trust that I have read. That makes the book an essential reference. I congratulate and appreciate the authors for tackling this important subject.

I would be remiss, however, in being a trustworthy reviewer if I didn't point out some weaknesses in the approach:

1. Some of the examples of trust and mistrust drawn from Mr. Covey's experiences aren't terribly satisfying to read. Perhaps the most jarring example is one of the early ones in the book that describes the distrust that the Franklin Quest people felt toward him after the company merged with Covey Leadership Center. Mr. Covey comes across as unbelievably naive for not having taken into account how the two cultures should mesh (if at all) in engineering the merger. That's a more fundamental lesson than the lack of trust point. In addition, he doesn't seem to realize that merely being the son of the company's founder would make many people who didn't know him skeptical of his qualifications and his talent. Having read about how naive Mr. Covey was in this situation undercut my confidence in his ability to address the subject of trust. But I did appreciate his willingness to share such a painful experience in his book.

2. Most of the examples that are cited that do not involve Mr. Covey's direct experience are very overused. They same examples have been used to prove excellence in many other dimensions. As a result, the book doesn't come alive as much as it might. The examples conjure up memories of other books and arguments rather than cleanly bringing across the authors' trust-related points.

3. The book's structure and style are pretty pedantic, but without the precision that an academic would bring to the subject. In most areas, the authors rely on your sense of what's right rather than giving you clear lines of what to do and what not to do. That's fine if you already have a well-defined sense of how trust is formed and re-established. But if you don't know the answers already because you haven't lived in that kind of an environment, the book will leave you with too little direction.

4. Ultimately, long sections of the book are very general and boring. The major exceptions are the examples drawn from Mr. Covey's own family. I found those examples to be fresh and interesting.

After you finish this book, I suggest that you think about those who have gained your trust and distrust. What did they do? Examining those personal examples will add a lot of depth to the general ideas presented here.

239 of 252 people found the following review helpful.
Good, True Insights but a lot of Padding
By Dianne Roberts
First off this book has an important and true message about just how vital trust really is to getting anything done. The lack of trust in modern society, and its continuing decline is a major issue not just in business, but socially, politically and in the family. Thus this is a timely book and the 3 star rating is not meant to indicate that it is really wrong or poorly written in any manner.

The reason for the only 3 star rating is that there is a whole lot of padding. The author does a very insightful job of investigating the components of trust, and exploring and explaining the dynamics of how trust can be built (and destroyed) in families, in teams, and in institutions. These explanations make it worth buying the book and at least reading it's . . . table of contents. The only problem is that the book is easily twice as long as it needs to be. I really think there's nothing wrong with a short book, but the author and/or publishers must have been afraid that the sixty page or so treatise these could have been wouldn't have been taken seriously.

A good book you should read and implement, or perhaps read the first few pages of each chapter and skim at will when it starts to sound like it's just filling space on the page.

100 of 109 people found the following review helpful.
The importance of trust!
By Sahra Badou
There is one thing that is common to every individual, organization, nation, and civilization throughout the world--one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, and the deepest love. On the other hand, if developed and leveraged, that one thing has the potential to create unparalleled success and prosperity in every dimension of life. According to the author, that one thing is trust.

The author says that "The Five Waves of Trust" define the way we establish trust and make it actionable. Understanding these waves will enable you to speak and behave in ways that establish trust, allowing you to become a leader who gets results by inspiring trust in others.

First Wave: Self Trust. The key principle underlying this wave is credibility.
Second Wave: Relationship Trust. The key principle underlying this wave is consistent behavior.
Third Wave: Organizational Trust. The key principle underlying this wave, alignment, helps leaders create organizational trust.
Fourth Wave: Market Trust. The underlying principle behind this wave is reputation.
Fifth Wave: Societal Trust. The principle underlying this wave is contribution.

Here is a list of useful concepts I liked in the book:

Trust is the "hidden variable" in the formula for organizational success. The traditional business formula is: (Strategy x Execution = Results). But there is a hidden variable: (Strategy x Execution) x Trust = Results.

Trust always affects two outcomes: speed and cost. When trust goes down, speed goes down and cost goes up. Consider the time and cost of airport security after 9/11, or costs for Sarbanes-Oxley Act compliance in response to Enron, WorldCom and other corporate scandals. When trust goes up, speed goes up and cost goes down. Warren Buffett completed the acquisition of McLane Distribution from Wal-Mart on the basis of a two-hour meeting. Because of high trust between the parties, the merger took less than a month.

In a high-trust relationship, you can say the wrong thing and people will still get your meaning. In a low-trust relationship, you can be very precise, and they'll still misinterpret you.

If we can't trust ourselves, we'll have a hard time trusting others.

Who do you trust? Why do you trust this person? Now consider an even more provocative question: Who trusts you?

To use the metaphor of the tree, integrity is the root. Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability and growth of the entire tree. We've all seen people with enormous capability, strong results, and good intent who go about what they're doing in a dishonest way. On the other hand, to have integrity only is to be a "nice guy," or a thoroughly honest person, who is basically useless. To most people, integrity means honesty--telling the truth and leaving the right impression.

Results matter to your credibility. They give you clout. Returning once again to the metaphor of the tree, results are the fruits--the tangible, measurable, end purpose and product of the roots, trunk and branches.

Sometimes, poor behavior turns out to be bad execution of good intent.

Communicate clearly so that you cannot be misunderstood. Declare your intent, so you leave no doubt about what you are thinking. Be honest and call things what they are. Don't manipulate people, distort facts, or leave false impressions.

Be real and genuine and tell the truth in a way that people can verify.

Make restitution instead of just apologizing. The opposite is to deny or justify wrongs because of ego and pride, and to cover up mistakes. Apologize quickly, take action to make restitution when possible, and demonstrate personal humility to achieve this behavior.

Give credit to others and speak about people as though they are present. Don't badmouth people behind their backs and don't disclose others' private information.

By establishing a track record, making the right things happen, being on time and on budget, and not making excuses for not delivering, you quickly restore lost trust on the competence side.

Continuously improve by learning, growing and renewing yourself. Others will develop confidence in your ability to succeed. The opposite is the eternal student--always learning, but never producing. Don't be afraid to make mistakes but learn from them.

Take the tough issues head-on. It is far better to address the real issues and lead courageously in discussions of uncomfortable topics.

Do both: hold yourself and others accountable.

Genuinely understand another person's thoughts and feelings, before trying to diagnose or advice. The opposite is to speak first and listen last, or not at all, and to pretend to listen while waiting for your own chance to speak. Use your eyes and your gut to listen as well as your ears, and don't presume you know what matters to others.

Keep all commitments the symbol of your honor.

Extending trust leverages it to create reciprocity. Do not extend false trust by giving people responsibility, but no authority or resources to complete a task. Extend conditionally to those who are earning your trust, but extend it abundantly to those who have earned it.

Doing good is no longer an addition to business; it is part of business itself.

Inspire trust by starting with yourself and your own credibility, and then consistently behave in trust building ways with other people.

Restoring trust within an organization may seem difficult; however, the fact that high-trust organizations outperform low-trust organizations by three times provides a strong incentive to make the effort. In the 1990s, Nike was criticized by activists for not being socially responsible, based on the conditions in some of the plants of their foreign manufacturing partners. However, Nike's behavior over the ensuing years resulted in 2005 with being listed as #13 on the "Best Corporate Citizens" list.

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