While I was perusing the business section in a bookstore recently, I was immediately attracted to one with "shark" in the title. I am referring to Robert Herjavec's new book, "You Don't Have to Be a Shark: Creating Your Own Success." Robert is one of the stars of the popular TV show "Shark Tank."

As the author of the book "Swim With the Sharks Without Being Eaten Alive," I take great delight in anyone who reintroduces sharks back into our lexicon. I originally wrote "Swim With the Sharks" back in 1988, and then updated it with new material in 2005.

Robert has wonderful advice in his book. I rather enjoyed reading it because I couldn't help but notice some of the similarities in our ways of thinking. I highly recommend it for folks from all walks of life.

Robert has said, "A goal without a timeline is just a dream." I phrase it a little differently: "A goal is a dream with a deadline." Goals must be measurable, identifiable, attainable, specific and in writing. Winners set and achieve goals; losers make excuses. Goals give you more than a reason to get up in the morning; they are an incentive to keep you going all day.

Robert also notes: "Sales are the beginning of everything that business strives to achieve." I am firm in my belief that there are no jobs unless someone brings the business through the front door. Many people think "sales" is a negative word, but we have no jobs without sales. Sales provide the lifeblood of any business.

The second chapter of Robert's book is titled "Everyone Is Selling Somebody Something." My version: "Everyone is in sales." Why? Because from the moment we get up in the morning until we go to bed, what are we doing all day? We are selling ideas, communicating, negotiating, persuading and influencing.

The fourth chapter is all about the art of selling. Robert makes the point that the "story does not end with a sale." The way I put it is "The sale begins when the customer says yes." In other words, you have to service the account and make sure that you get the reorder. There are plenty of sharks out there working to take your business.

Robert is absolutely correct when he observes, "Salespeople enjoy the company of people." I like to say, "You must be a people person," because people buy from other people because of likability, chemistry and people skills.

And this piece of his advice is solid gold: "Salespeople spend more time listening than talking." I constantly remind people "Many people hear, but very few actually listen." You don't learn anything if you are doing all the talking. When you talk, you repeat what you already know. When you listen, you often learn something. Being a good listener can make or break a career.

Robert makes the following point: "Good salespeople learn everything possible about buyers and their interests ... And good salespeople work at building relationships." The most important lesson in "Swim With the Sharks" is "People don't care how much you know about them, once they realize how much you care about them." This describes my Mackay 66 Customer Profile, which is the cornerstone of all my speeches. You can find a copy of the Mackay 66 on my website, harveymackay.com.

You have to learn as much about your customers and suppliers as you possibly can, because you can't talk about business all the time. You have to build those relationships and take it from a business level to a personal level. Knowing something about your customer is just as important as knowing everything about your product.

Salespeople, Robert writes, "visualize their success." This is so true. I believe that visualization is one of the most powerful means of achieving personal goals. The ability to project is a common trait among all great athletes and business people. Such high achievers have future vision. Success is no surprise to visionary people. They know what they want, determine a plan to achieve it and expect positive results.

Visualization allows you to see your ideal tomorrow. It gives you a real idea of what is possible, if only you want it bad enough.

Take it from one who has spent a career swimming with sharks: Robert Herjavec's advice will keep you from becoming shark bait.

Mackay's Moral: You'd better be a great "sale-r" to get through shark-infested waters.

Watching the Olympic trials for long-distance-running events, I was again struck by how little margin there is for error in making the U.S. team. Athletes who had trained for years lost by fractions of seconds. The winners go to Rio for the Summer Olympics, and the losers go home heartbroken.

Individual sports like long-distance running are especially tough because runners are on their own. They are not playing as a team. They must have tremendous desire, determination, dedication and discipline, notwithstanding commitment, enthusiasm and mental toughness. They have to set goals and prepare. It's the same in business.

To become a winning athlete or businessperson, you must be a hungry fighter -- hungry for success, hungry for victory and hungry to simply be the best. A coach can show you what to do, how to practice and how often, and offer motivational tips. But the bottom line is that it is up to you. Sometimes, desire is more important than talent. You must want to succeed more than anything. And sometimes even that is not enough, as the Olympic trials proved.

I'm as competitive as anyone. Close friends might even say more. But I've always approached life with the desire to do the best I can. If I do that, I'm usually satisfied.

I ran my first marathon after my 50th birthday. I've run nine more since then, for a total of five New York marathons, four Twin Cities marathons and the 100th Boston marathon. I've also completed three half-marathons in the last three years. I'm proud of these accomplishments, not because I ever came close to earning a spot on the Olympic team or even winning the race. I was just happy that I finished, did the best that I could do and left it all out on the course.

For amateur runners like me, the key to running a marathon is that it is not so much a physical challenge as a mental one. Your body does not want you to run a marathon. Your mind must make you do it. Therefore, you have to develop a rationale so powerful, a determination so strong, that it will enable your mind to overcome the vigorous protests of your body.

The important thing is that you start off on the right foot, if you'll pardon the pun. Preparation is the difference between dropping out of the race and finishing it.

Bill Rodgers, winner of four Boston and four New York marathons, said, "To be a consistent winner means preparing not just one day, one month, or even one year -- but for a lifetime."

To run a marathon is to practice a form of self-discipline based entirely on visualization. You must imagine yourself doing the impossible. And that enables you to do it. Time? It's not always important. Anyone who finishes has won. They have beaten the competition -- themselves.

There is only one thing runners really compete against: It is the little voice inside us that grows louder and says, "Stop." It is, unfortunately, a familiar sound. We hear it all our lives -- at work, at school, in all areas of our lives. It tells us we cannot succeed. We cannot finish. The boss expects too much. The company is too demanding. The homework assignment takes too long. My family is too unappreciative.

The truth is that many successful people are no more talented than unsuccessful people. The difference between them lies in the old axiom that successful people do those things that unsuccessful people don't like to do.

Successful people have the determination, the will, the focus and the drive to complete the tough jobs. When I am hiring employees, I must admit that I take a longer look at resumes that include experiences demonstrating the kind of commitment required of runners.

Running may not be your thing, but all of us have to earn a living one way or another. The majority will work anywhere from 35 to 45 years. The average person will have three to five career changes and perhaps 10 jobs before their 40th birthday.

Statistics like these make a foot race pale in comparison to the treadmill so many workers must master just to bring home a paycheck. Good training and the right mental preparation will help you find a job you love, one that challenges you and satisfies you and makes you want to get back in the race every day.

Mackay's Moral: Dedication and commitment are what will carry you through the long run.

Athletes and actors have long hired coaches to help prepare for a specific competition or role. But they aren't the only ones who can benefit from expert advice. Coaches are available to help people in any field improve their "game."

If you think leaders don't need coaches because they are already at the top, think again. Professional coach Daniel Pendley says that executives need coaches for the same reasons that high-performing individuals rely on them: "We cannot see our own mistakes, and if we are not getting better, we are getting worse."

Let me add a third reason why leaders need coaches: They are setting examples for and coaching their employees. Leaders need solid professional skills and superior people skills to establish their credibility and position themselves to move their organizations forward.

That puts leaders in a sandwich role: needing help to develop their leadership skills while coaching those whom they manage to develop in their own roles. We are all leaders, if you think about it. We lead families, teams and organizations. Experience has taught me that being a respected leader or manager has little to do with relying on titles and everything to do with listening to people.

People love or leave their jobs for many reasons. Volumes of research have been conducted to help companies increase their retention rates. It all seems to boil down to one simple question: How important do people feel in their work?

Leaders who understand that they have a great responsibility in coaching should be able to answer that question easily. Here are some follow-up questions: When was the last time you, as a leader, made it possible for people to be proud of their work and achievements? What are you as a leader doing to make work satisfying, challenging and interesting?

Robert Townsend, former CEO of Avis Rent-A-Car, summarized his view on leadership: "The real essence of leadership is to care about your people, to help them get as much as they can out of the business environment, and to have as much fun as they can. Anybody who can do that -- and really mean it -- is a leader."

Leaders and managers have a tremendous responsibility helping employees develop and learn. This challenge calls for coaching that is active and involved. Let me offer some proven advice to help you, as a leader, perfect your coaching skills.

-- Delivery is as important as the message. Before you offer up some constructive feedback, assess whether your attitude is oriented toward problem-solving or punishment. Make sure you are giving feedback that produces positive results, not demoralizing employees.

-- Tailor your coaching to the individual's style. Understand that people learn in a variety of ways: hands-on experience, visual learning or team projects. Keep in mind the individual's level of experience as well. This approach may require a little more effort, but the results will pay off.

-- Coaching takes time and patience. When you are busy with pressing matters, it's tempting to take the easy way out by deferring concerns or questions. But that tactic may backfire. Employees begin to suspect that you don't care and stop sharing valuable information that could prevent future problems. Keep lines of communication open, even during crunch times. Establish specific times when you can be available or designate someone who can act on your behalf, if necessary.

-- Explore options with your employees. While it may be simpler just to provide solutions, your goal is to teach employees how to handle similar issues in the future. Help them explore possibilities and analyze problems so they can arrive at solutions. That approach teaches critical thinking, awareness of consequences, creativity and cost-benefit analysis. A great coach doesn't just solve problems, but instead guides employees to develop their own abilities.

-- Emulate the best coaches you know. We have all had help along the way, and that's a great place to start. Find good coaches inside your own industry as well as in other businesses. Learn from their successes.

-- Practice what you preach. Set a great example, and remind those you are managing that they have the same responsibility to those whom they manage. Look for ways to be a coach in staff meetings, workplace conversations, even email and voicemail. The standards and examples you set will speak louder than any statements you make.

Mackay's Moral: If you want to build a great team, be a great coach.