Fall 2017 NEVER EAT ALONE BURTEN, LEAH GARZA, HELEN MERCADO, CYNTHIA In the modern-day business environment, one must develop and appropriately apply a vast array of human relations skills which in most cases is quite a challenging endeavor. One has to work with patients, customers, clients as well as other workers who differ considerably relative to work background, age, communication style, work ethic, cultural background, values and gender. More importantly, there are three facets that constitute human relations which include relationship with self, one-on- one association, and lastly, group relations. Meaningful work can only be progressed through relationships. It is critical for today’s business person to place focus on knowledge fit for application in practical ways to realize solutions to problems limiting thriving interpersonal relations whether in the work place or within personal circles. The book titled Never Eat Alone by Keith Ferrazzi and Tahl Raz accords its audiences with such knowledge. This paper presents a book review on the work by Ferrazzi and Raz as it relates to key concepts projected in the book Effective Human Relations by Barry L. Reece and Monique Reece. Ferrazzi and Raz postulate that people should be bold in their endeavors. Furthermore, they should share their passions with other individuals as well as resist all temptations to consume alone. They should understand that the current world requires people who connect and work smart rather than grinding hard in isolation. The course book provides extensive information on the role of human relations in organizational and individual successes. The manuscript teaches people on how they should think, do, relate, and engage. However, B. Reece and M. Reece posit, “How we interact with other people is one of the more complex functions the brain must perform. The study of emotional intelligence, positive psychology, and other important topics … helps us develop the nontechnical skills needed” (3). This means that for employees to attain the set objectives, they will need to cultivate multiplicity capacities ranging from education, interpersonal abilities, to practical aptitudes. B. Reece and M. Reece contend, “A growing number of employers seek employees who are skilled in the areas of human interaction” (4). The statement shows that personal and technical skills play an extensive or dynamic function in organizational successes. One of the numerous interesting excerpts from Ferrazzi and Raz’s book mentions the 42nd President of the US. Nearly 50 years ago, though an undergraduate, sought to pen down every new contact he met at parties. One such interviewee asked, “Bill, why are you writing this down?” to which he quickly rejoined, “I’m going into politics and plan to run for governor of Arkansas, and I’m keeping track of everyone I meet” (Ferrazzi and Raz 40). Ferrazi and Raz note that the former president exhibited this habit whereby each night, he dutifully recorded down the names as well as important information of every relation he had with every person met each day. This seems a very peculiar behavior but apparently, it is what makes a simple young man into a future president. Ferrazzi and Raz’s book highlights numerous similar habits that translated to enviable careers. Essentially Bill Clinton was networking his way to presidency by noting rather insignificant bits of information to be well documented later on the same night. As B. Reece and M. Reece provide, there are seven principle themes emanating from contemporary human relations studies (14-16). Bill Clinton exhibited at least six of these in his peculiar behavior. These include communication, self-acceptance, self-awareness, trust, motivation and selfdisclosure. He was quick to disclose his intentions to friends and acquaintances thus creating robust trust relationships. He communicated his vision to people in a manner that expressed a health level of self-awareness and self-acceptance that served to motivate his ambition to become governor of Arkansas. The seven concepts are spelt out in the five sections of Ferrazzi and Raz’s masterpiece which are each in turn subdivided into chapters. The first section titled The Mind-Set is essentially an introduction presenting the reader with foundational ideas as well as describing things not to do. For instance, the first chapter underscores the premise that networking entails looking for means through which to ensure others become more successful. Ferrazzi and Raz posit that such endeavors will endear others to value one’s associations with them implying that the more one values such relationships, the more one becomes valuable to others. Ferrazzi and Raz individuals to reach out to other persons to make a transformation in their lives as well as investigate, understand, and improve their own. This means that they need to engage or network extensively if they want to transform their organizations or careers. In showing the significance of connecting, Ferrazzi and Raz assert, “Hard work, I assured myself, was one of the ways I’d beaten the odds and gotten into Harvard Business School. But there was something else that separated me from the rest of my class” (16). This assertion explains that hard work alone will not support a person’s career or shape their success. When growing up, Ferrazzi came to realize that “Individual who knows the right people, for the right reasons, and utilizes the power of these relationships, can become a member of the ‘club’ whether he started as a caddie or not” (Ferrazzi and Raz 16). This means that regardless of people’s educational capacities, they need to cultivate networking elements to help their organizations attain their objectives. The course book highlights that workers need to manage one-to-one connections and bearing in mind that they will need to encounter different people, they must network greatly. For example, a salesperson with helpful and extensive networks of individuals will find it easy to market goods comprehensively and sell more goods than a salesclerk with little or no connections. Ferrazzi and Raz posit that building an occupation with the support of peers, friends, and families allows people to learn. Moreover, the associations benefit the entire firm since the growth of one member will advance the objectives of other associates. In this regard, Ferrazzi and Raz teache the society that nobody exists in isolation; thus, people need to connect greatly. However, they cannot network if they lack communication skills. Don’t Keep Score, the second chapter offers readers encouragement to appreciate networking as a working towards relationships that optimize the other’s potential and not as some score card. “It’s a constant process of giving and receiving-of asking for and offering help” (Ferrazzi and Raz 22). The two chapters dwell on the issue of bearing the right attitude as B. Reece and M. Reece similarly opine, “Attitudes can be a barrier to communication in much the same way as emotions” (28). Interpersonal skills continue to determine the success of people in the contemporary business world. Although successful individuals have always worked hard and smart, they have cultivated networks or associations, which have kept them expedient. They have kept acquaintances at their side who have represented sources of authority and attainment. Chapter three presents a three-step framework that basically combines one’s goals to passion, love, and a lifelong commitment. The fourth chapter advises readers to proactively reach out to others towards building networks before engaging them in meaningful endeavors. This entails getting exposed to as many persons as possible and later inclining towards those who are committed to the same things you seek to embark on. The Genius of Audacity, which is chapter five which also serves as a great source for inspiration to break out of traditional ways in creating new contacts. This aligns well with B. Reece and M. Reece observation, “Work is done through relationships” and therefore, acceptance as well as awareness of self; foster fruitful one-on-one relationships (8). As Ferrazzi and Raz present The two men had never met. But Dad had a clear sense of how the world worked. He’d observed, even from the plant floor, that audacity was often the only thing that separated two equally talented men and their job titles. So he asked to speak with McKenna. McKenna, upon hearing the request, was so intrigued that he took the meeting. During the meeting, he agreed to meet me—but nothing more (45). The worst can happen in the networking process is for the other person to decline an offer. In chapter six, the author presents a simple by comprehensive seven step process that advocates for transparency, reliance on credible information, emphasis on establishing few potent connections at a time, and treating all interviewees with dignity. Section two of this book contains seven chapters which finely detail the hard hitting aspects of networking and by extension, thriving human relations. This section champions for a person seeking to be a good networker to do their homework well towards having potent ice breakers towards illustrating good knowledge of acquaintances. Taking names, warming up for cold phone calls that often occur when connecting with business personalities for the first time as well as artfully appreciating the role of administrative assistants or gatekeepers. The main idea in this section correlates well with B. Reece and M. Reece aspect of potent interpersonal relationships as well as group relations(8). Ultimately, this is not achievable without an individual harboring an honestly positive perception of self. Indeed, most persons exhibit a negative notion of self, founded on cases that are simply inaccurate. For instance, low selfesteem translates to negativity relative to past or present accomplishments. The inability to maintain a healthy relationship with self makes it extremely challenging for one to engage in small talk which is essentially a stepping stone to purposeful networking. The third section in Ferrazzi and Raz’s book essentially segments the importance of strong and healthy group relations towards resolute networking. He points out that holding parties with the same kind of people all the time simply results in a stagnant network thus the need to invite strangers at random such as an older experienced person above one’s peer set (Ferrazzi and Raz 160). Even huge associations like political parties began with a simple tea or picnic which grew from persons with good self-relations which fostered healthy one-to-one associations and finally birthed productive group relations. In conclusion, reviewing Never Eat Alone by Ferrazzi and Raz, it is evident that it complements the concepts of Effective Human Relations by B. Reece and M. Reece. Ferrazi and Raz begin the first section of his book by highlighting the significance of self-acceptance, selfawareness, trust, motivation, self-disclosure and communication as the foundations for fruitful networking. The subsequent sections underscore the importance of the nitty-gritties of one-onone relations that leave a lasting impression on the interviewee towards better future interactions. B. Reece and M. Reece highlight that it is improbable for one to gain from one to one relations without good knowledge of self. The two books similarly encourage readers to project a positive outlook to human relations and by extension, networking with the aim of aiding others and not necessary gaining aid. This results in valuable relationships that grow to group relationships for even greater successes. Works Cited Ferrazzi, Keith, and Tahl Raz. Never Eat Alone, Expanded and Updated: And Other Secrets to Success, One Relationship at a Time. Crown Business, 2014. Reece, Barry, and Monique Reece. Effective Human Relations: Interpersonal and Organizational Applications. Cengage Learning, 2016.
