Management and management techniques Books

Book SynopsisLearn how to use managerial economics to diagnose and solve business problems with Froeb/McCann/Ward/Shor's MANAGERIAL ECONOMICS: A PROBLEM SOLVING APPROACH, 6E. This breakthrough text, designed specifically for upper-level and M.B.A. students like you, offers a succinct and fast-paced, yet challenging, approach full of invaluable insights. This edition incorporates less math and fewer technical models, graphs and figures than traditional managerial economics texts, while emphasizing the real decisions that today's managers face daily. The authors use models only to help you determine why mistakes are made and how to fix them. The latest economic updates introduce the most recent economic developments and current economic challenges worldwide. You learn how to apply economic theory to even the most formidable business challenges as interactive applications and MindTap digital resources reinforce understanding. Meaningful insights make this learning guide useful now and throughout your Table of ContentsPart I: PROBLEM SOLVING AND DECISION MAKING. 1. Introduction: Incentive Alignment. 2. The One Lesson of Business. 3. Benefits, Costs, and Decisions. 4. Extent (How Much) Decisions. 5. Investment Decisions: Look Ahead and Reason Back. Part II: PRICING, COST, AND PROFITS. 6. Simple Pricing. 7. Economies of Scale and Scope. 8. Understanding Markets and Industry Changes. 9. Market Structure and Long-Run Equilibrium. 10. Strategy: The Quest to Keep Profit from Eroding. 11. Foreign Exchange, Trade, and Bubbles. Part III: PRICING FOR GREATER PROFIT. 12. More Realistic and Complex Pricing. 13. Direct Price Discrimination. 14. Indirect Price Discrimination. Part IV: STRATEGIC DECISION MAKING. 15. Strategic Games. 16. Bargaining. Part V: UNCERTAINTY. 17. Making Decisions with Uncertainty. 18. Auctions. 19. The Problem of Adverse Selection. 20. The Problem of Moral Hazard. Part VI: ORGANIZATIONAL DESIGN. 21. Getting Employees to Work in the Firm's Best Interest. 22. Getting Divisions to Work in the Firm's Best Interest. 23. Managing Vertical Relationships. Part VII: WRAPPING UP. 24. You Be the Consultant.

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Book SynopsisA timeless classic from a pioneer in the field of leadership studies-the only book you need to read on becoming an effective leader. Warren Bennis (1925-2014) was a pioneer in leadership studies, a scholar who advised presidents and business executives alike on how to become successful leaders. On Becoming a Leader is his seminal work, exemplifying Bennis''s core belief that leaders are not born-they are made. In a world increasingly defined by turbulence and uncertainty, the call to leadership is more urgent than ever. Providing essential and timeless insights for generations of readers, On Becoming a Leader delves into the qualities that define leadership, the people who exemplify it, and the strategies that anyone can apply to achieve it. Dubbed the dean of leadership gurus by Forbes magazine, Bennis remains the final word in modern leadership. This seminal work is a must-read for anyone who aspires to leadership excellence.

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Book SynopsisAbsorbing, compelling, and utterly memorable, The Five Temptations of a CEO was like no other business book that came before. Highly sought-after management consultant Patrick Lencioni deftly told the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why.Table of ContentsTribute vii Foreword ix Introduction xiii The Fable 3 Afterword 103 The Model: A Summary of Why Executives Fail 109 Self-Assessment 121 Acknowledgments 131 About the Author 133

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Book SynopsisPractical advice for making the shift to your first leadership position The number of people who will become first-time supervisors will likely grow in the next 10 years, as Baby Boomers retire. Perhaps the most challenging leadership experience anyone will face isn't one at the top, but their first promotion to leadership.Trade Reviewmuch-needed book can help new leaders get beyond the stress and fear to focus on becoming the most effective leader they can be. (Publicnet.co.uk, May 2011).Table of Contents1 A Note from the Authors. 2 A Roadmap for This Book. 3 Now What? 4 How to Get the Most from This Book. Part I Succeeding in Your Transition to Leadership. 5 Common Concerns About the Transition to Leadership. 6 Improving Your Results by Understanding the Critical Components of Your Leadership Role. 7 Confronting Important Changes You Face as a New Leader. 8 Your Unseen Impact as a Leader and Why You Should Understand It. 9 Why You Must Give Up Control to Gain Influence. 10 How to Use the Power of Expectations for Greater Results. Part II Change. 11 Before We Go Too Far, or the Nature of Change. 12 If Change Is a Choice, How Do We Decide? 13 How to Diagnose Why People Won't Change. 14 Why All Change Isn't Created Equal, but the Principles Still Apply. 15 How Do I Communicate Change Most Effectively? 16 But What About Resistance? Part III Communication. 17 Why You Need a Communication Model. 18 Using the DISC Model of Human Behavior to Understand People. 19 How You Can Connect and Communicate Better with People. 20 Beyond Behavior: Using the DISC Model to Understand What Motivates People. 21 The Nuts and Bolts of Communicating with Each Style. 22 How to Make Your Communication More Powerful, Persuasive, and Memorable. 23 The Other Side of Communication: Becoming a Better Listener. 24Your Kick Start to Winning Presentations. Part IV Coaching. 25 Coaching The ABCs of Coaching Success. 26 Feedback The Heart of All Coaching. 27 How to Use the Four Types of Feedback. 28 How to Give Feedback. 29 Performance Evaluations in the Real World. 30 How Do We Show Our Support? 31 A Practical Coaching Model to Help You Succeed as a Coach. Part V Collaboration. 32 How You Can Apply the Seven Keys to Better Meetings. 33 Understanding What Happens When Groups Become Teams. 34 How Teams Develop and How You Can Help Them. 35 How Can I Achieve Greater Team Success? 36 Speaking of Conflict (Because We Know You're Wondering About It). 37 Common Conflict Questions and Their Answers. 38 Using a Process: The Five Ds of Workplace Conflict Resolution. 39 The Seven Deadly Sins of Conflict Resolution and How to Avoid Them. 40 Applying Assertive Communication Techniques. Part VI Commitment to Success. 41 Are Goals Really That Important? 42 Goal Success Starts with You. 43 Beyond SMART: The Keys to Goal Setting. 44 How to Set Goals with Others. 45 What Is the Right Attitude to Support Goal Achievement? 46 Moving From Goal Setting to Goal Getting. References. Acknowledgments. About the Authors. Additional Resources. Index.

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Book SynopsisEveryone knows Warren is the greatest investor of our time. . . .This book for the first time captures his genius as a manager. Jack Welch The first book to reveal the investment and management strategies of the Berkshire Hathaway all-star management team. Much has been written about Warren Buffett and his investment philosophy; little has been made public about the inside management of Berkshire Hathaway. With a market cap exceeding 100 billion , Berkshire Hathaway has a market value surpassing many icons of American business such as Dell, AT&T, Disney, Ford, Gillette, American Express, and GM. Drawing on his personal experiences as well as those of Berkshire''s chief executives, officers, and directors interviewed for this book, Berkshire insider Robert P. Miles provides a unique look at the Berkshire Hathaway culture and its management principles.Table of ContentsPART ONE: THE BUFFETT CEO. Introduction—The Warren Buffett CEO. Buffett CEO Selection. PART TWO: BERKSHIRE'S CAPITAL SOURCE—THE INSURERS. The Administrator—Tony Nicely, GEICO Insurance. The Back-Up Capital Allocator—Lou Simpson, GEICO Insurance. The Accidental Manager—Ajit Jain, Berkshire Hathaway Reinsurance Division. PART THREE: BERKSHIRE'S FOUNDERS. The Natural—Rose Blumkin, Nebraska Furniture Mart (NFM). The Visionary—Al Ueltschi, FlightSafety International. The Innovator—Rich Santulli, Executive Jet. PART FOUR: BERKSHIRE'S CEO FAMILY—CHILDREN AND GRANDCHILDREN. The Disciple—Don Graham, The Washington Post. The Third-Generation Family Successor—Irvin Blumkin, NFM. The Retired Manager—Frank Rooney, H.H. Brown Shoe. The Principled Manager—Bill Child, R.C. Willey Home Furnishings. The Partner for Life—Melvyn Wolff, Star Furniture. The Shoppertainers—Eliot and Barry Tatelman, Jordon's Furniture. PART FIVE: BERKSHIRE'S CEO SUCCESSORS—THE PROFESSIONAL MANAGERS. The Turnaround Manager—Stan Lipsey, The Buffalo News. The Loyalist—Chuck Huggins, See's Candies. The Professional—Ralph Schey, Scott Fetzer Companies. The Appointed One—Susan Jacques, Borsheim's Fine Jewelry. The Gem of a Retail Merchant—Jeff Comment, Helzberg Diamonds. The Newcomers—Randy Watson, Justin Brands; and Harrold Melton, Acme Building Brands. Buffett CEO Comparisons. Buffett CEO Evaluation and Compensation. Buffett CEO Opportunity. Berkshire Post Buffett. Buffett CEO Interview List. Buffett CEO Family Tree. Buffett CEO SIC Codes. Buffett CEO Timeline. Notes. Index.

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Book SynopsisMoore's classic Creating Public Value offered advice to managers about how to create public value, but left unresolved the question how one could recognize when public value had been created. Here, he closes the gap by helping public managers name, observe, and count the value they produce and sustain or increase public value into the future.Trade ReviewThe idea that public managers should operate more like business managers gained momentum in the 1980s, and it continues today. Many reformers and politicians insist that managers should identify the 'customers' for public services and measure agency performance. Moore's new book examines the difficulties in applying this approach to public services, particularly with respect to performance measurement. He argues that private sector methods do not measure the 'public value' created by a wide range of state and local agencies...His case studies demonstrate that it is possible for public managers to incorporate helpful elements of private sector performance measurement, but that it is essential to recognize the special nature of the public value created by public service agencies. -- M. E. Ethridge * Choice *

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Book SynopsisTrade Review"Finalist for the 2019 Hayek Prize, The Manhattan Institute""Economic historian Jerry Muller delivers a riposte to bean counters everywhere with this trenchant study of our fixation with performance metrics."---Barbara Kiser, Nature"To his credit, Muller isn’t interested only in documenting the ways in which the metric fixation produces unintended consequences. Beyond that, he wants, first, to work out what causes this high level of dysfunction, and second, to identify ways in which metrics might be used more productively."---Stefan Collini, London Review of Books"For every quantification, there's a way of gaming it. So argues this timely manifesto against measured accountability." * Kirkus Reviews *"Many of us have the vague sense that metrics are leading us astray, stripping away context, devaluing subtle human judgement, and rewarding those who know how to play the system. Muller’s book crisply explains where this fashion came from, why it can be so counterproductive and why we don’t learn. It should be required reading for any manager on the verge of making the Vietnam body count mistake all over again."---Tim Harford, Financial Times"A short and highly readable account of the way such management systems are undermining important institutions, such as universities, schools, policing, charities and even companies."---Luke Johnson, Sunday Times"As Muller says ‘anything that can be measured and rewarded will be gamed.’ Too many people appear oblivious to this basic fact of life. A close reading of Muller’s excellent, if somewhat brief, introduction to the pitfalls of quantitative measurement should set them right."---Edward Chancellor, Breakingviews"There is also ample evidence, expertly summarised in Jerry Muller’s recent book, The Tyranny of Metrics, that metrics can be counter-productive." * The Economist *"Muller . . . says that an over-reliance on metrics can lead us to disproportionately value the things that are easiest to measure. These and the many other criticisms of metric fixation the author offers are well argued and will feel all too familiar to teachers and school leaders alike. Shortly after I agreed to review this title, Ofsted’s chief inspector . . . gave a speech explaining how she had recently read the book and how it was influencing her own thinking. Having now had the chance to read it myself, I think we should take this as a positive sign. My hope is that others involved in school accountability, including politicians, have the chance to consider its core message."---James Bowen, Times Education Supplement"A timely and important critique of the pervasive tendency to define success in terms of quantifying human performance, accountability and transparency, a trend that has invaded every profession." * Paradigm Explorer *"Jerry Muller’s The Tyranny of Metrics mercilessly exposes the downside of the cult of measurement and managerialism." * The Economist *"Muller’s book remains an interesting one: short, unpretentious, scholarly, and full of insights. And it provokes the reader into asking further questions."---Pierre Lemieux, Regulation"I cannot stress enough how important this book is for all organization studies scholars. If anything, I see it as an act of resistance to the plethora of publications that ‘count’ but are completely uninteresting, unimportant, and unread."---Alexia Panayiotou, Organization"Jerry Z. Muller’s thought-provoking The Tyranny of Metrics raises old post-positivist arguments on the limits of quantitative knowledge by using new theoretical leverages and applying them to original case studies."---Simone Raudino, European Legacy

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Book SynopsisIn the spirit of THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE, the international bestseller, FIRST THINGS FIRST is a revolutionary guide to managing your time by learning how to balance your life. Traditional time management suggests that working harder, smarter and faster will help you gain control of your life, and that increased control will bring peace and fulfilment. The authors of FIRST THINGS FIRST disagree. In the first real breakthrough in time management in years, Stephen R. Covey, A. Roger Merrill and Rebecca R. Merrill apply the insights of the 7 HABITS to the daily problems of people who must struggle with the ever increasing demands of work and home life. Rather than focusing on time and things, FIRST THINGS FIRST emphasises relationships and results. And instead of efficiency, this new approach emphasises effectiveness. Covey offers a principle-centred approach that will empower readers to define what is truly important; to accomplish worthwhile goals; and to lead rich, rewar

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Book SynopsisDo you want to be more successful at work? Do you want to improve your chances of promotion? Do you want to get on better with your colleagues? This work demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise.Trade Review'Goleman explores how to develop raw emotional intelligence into emotional competency, which in turn can be used to turn difficult situations into rewarding ones' Independent

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Book SynopsisThomas Derale, a mild-mannered businessman from Chicago, embodies leadership''s greatest secret: his companies make fortunes, his people love him, and his customers are willing to wait weeks just to do business with him. At age 55, though, Derale is dying, and through a series of final encounters with key people in his life - primarily his wife, Maggie, and Joe, who regards Thomas as his mentor - we learn about his life, his unique business insights, and the true impact the man and his work has had on the people around him.A business parable with a difference, THE BIG FIVE FOR LIFE is a story of great leadership, savvy decision-making and is a powerful reminder that successful leaders are not just in the business of business - they are in the business of life.

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Book SynopsisIn the tradition of his million-seller The 21 Irrefutable Laws of Leadership, author John C. Maxwell provides a concise, accessible leadership book that helps readers become more effective leaders from the inside out. Daily readings highlight twenty-one essential leadership qualities and include Reflecting On It and Bringing It Home sections that help readers integrate and apply each day''s material.

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Book SynopsisA motivational kick in the pants to get the most out of your life Have you got an itch? To start your own business, go to the North Pole, retrain, lose weight, get promoted, learn to play the ukulele? Or do you just have a nagging sense that there must be more to life? If there is something you really want to do, but secretly fear you''ll never do it then you need this book. The original Stop Talking Start Doing helped readers to move from talking to doing. To climb into the ring and face their fears about making their thing happen. It helped readers to understand why they had fears and why starting was easier than they thought. It encouraged them to start somewhere, anywhere. The Stop Talking Start Doing Action Book will help you to identify where or what that starting point should be, and how to build from there to make your thing happen. It will help you to evaluate why you have procrastinated until now and identify the small steps you neTrade Review“This book descales you of excuses, removes stubborn resistance and eliminates a messy life of torpor and replaces it with one of excitement and meaning. Every life and home should have one.” (Daily Express, May 2016)Table of ContentsChapter 1 Tick Tock Chapter 2 The ITCH Chapter 3 Fear and Regret Chapter 4 Start Chapter 5 The Art of Decision-Making Chapter 6 …and Action Chapter 7 Accreditations

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Book SynopsisThe totally revised edition of a groundbreaking bestseller, first published in 1986, provides information and guidance in starting and maintaining a small business or franchise in the 1990s.

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Book SynopsisMore than ten years after his first bestselling book, The E-Myth, changed the lives of hundreds of thousands of small business owners, Michael Gerber椮trepreneur, author, and speaker extraordinaire楩res the next salvo in his highly successful E-Myth Revolution. Drawing on lessons learned from working with more than 15,000 small, medium-sized, and very large organisations, Gerber has discovered the truth behind why management doesn't work and what to do about it. Unearthing the arbitrary origins of commonly held doctrines such as the omniscience of leader (Emperor) and the most widely embraced myth of all擨e E-Myth Manager offers a fresh, provocative alternative to management as we know it. It explores why every manager must take charge of his own life, reconcile his own personal vision with that of the organisation, and develop an entrepreneurial mind-set to achieve true success.

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Book SynopsisTrade ReviewPraise for Dr. Travis Bradberry’s best-selling emotional intelligence books: “We need no more convincing that emotional intelligence is at the core of life success. What we need are practical ways of improving it. Bradberry’s brilliant new book is a godsend. It will change your life.” —Joseph Grenny, New York Times bestselling coauthor of Crucial Conversations “The authors’ positive strategies are immensely powerful and will change the way you look at your life, your work, and the world.” —Captain D. Michael Abrashoff, author of the bestseller It’s Your Ship “This book is a wake-up call for anyone who wants to dramatically improve their work life and strengthen their relationships. Dr. Bradberry offer powerful research, practical strategies, and fascinating stories that will transform the way we think about ourselves and how we interact with those we care about the most.” —Jim Loehr, New York Times bestselling author, The Power of Full Engagement “Dr. Bradberry has created a gem that is powerful and easy to read. This book provides a captivating look at the things that matter most in life. I highly recommend this book.” —Matt Olmstead, executive producer, Prison Break and NYPD Blue “Dr. Bradberry has succeeded in creating a practical summary of emotional intelligence. Without being simplistic, this book is accessible to managers and employees who need a quick yet sophisticated understanding of the topic. This book and TalentSmartEQ® e-learning are important components of Nokia’s management and employee development programs.” —Jennifer Tsoulos, M.S., human resources, Nokia Mobile PhonesTable of ContentsEMOTIONAL INTELLIGENCE HABITS The Power of Emotional Intelligence How to Take the Emotional Intelligence Appraisal Test SECTION 1: EMOTIONAL INTELLIGENCE AT LARGE Beat Stress and Stay Calm Make Yourself Even More Likeable Neutralize Toxic People Increase Your HappinessIncrease Your Confidence Increase Your Mental Strength Know When You’re Being Lied ToDevelop A Growth Mindset Clean Up Your Sleep Hygiene Read Body Language Like A Pro Maintain A Positive Attitude Be Utterly Authentic Increase Your Self-Control Control Your Anger Unlock the Power of Your Personality Increase Your Intelligence Make Smart Decisions Crush Cognitive Biases Make Your Relationships Last SECTION 2: EMOTIONAL INTELLIGENCE AT WORK Become a Great Leader Increase Your Productivity Practice Mindfulness Get Motivated Make Your Workplace a Better Place Survive A Bad Boss Learn Your Lesson Break the Bad Habits That Are Holding You Back Build Powerful New Success Habits Master Conflict Master Communication Beat Procrastination Accelerate Your Climb up the Corporate Ladder Be Persuasive and Get Your Point Across Avoid Integrity Traps Create True Work Life Balance APPENDIX: Research Report: The Latest Discoveries in Emotional Intelligence Notes

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Book SynopsisA comprehensive playbook for applied design thinking in business and management, complete with concepts and toolkits As many companies have lost confidence in the traditional ways of running a business, design thinking has entered the mix.Table of ContentsAcknowledgments ix Foreword Erik Roth x SCENE 01 There’s No More Business As Usual viii The Butterfly Effect and Long-Range Planning 12 Applied Design Thinking Is Strategic Innovation 16 Time to Think beyond Crisis Mode 18 Changing Management Paradigms 22 SCENE 02 What Is Design Thinking, Really? 26 Is Design Thinking a Science or an Art? 34 Design Thinking Has Been Oversimplified 38 SCENE 03 Applied Design Thinking in Business and Strategy 46 Design Thinking to the Rescue 56 We’ve Lost Touch with What’s around Us 58 Every Future Business Leader Needs to Be a Good Design Thinker 60 The 10 Design Thinking Principles That Redefine Business Management 62 SCENE 04 Introducing the Design Thinking MBA 76 Business Challenge 01: Growth 82 Business Challenge 02: Predictability 94 Business Challenge 03: Change 108 Business Challenge 04: Maintaining Relevance 118 Business Challenge 05: Extreme Competition 126 Business Challenge 06: Standardization 136 Business Challenge 07: Creative Culture 148 Business Challenge 08: Strategy and Organization 156 SCENE 05 Hiring Design Thinkers Is Not Enough; We Need to Create Design Thinking Companies 188 About the Author 203 Photo Credits 204 Index 205

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Book SynopsisGrowing a small business requires more than just sales Business Development For Dummies helps maximise the growth of small- or medium-sized businesses, with a step-by-step model for business development designed specifically for B2B or B2C service firms.Table of ContentsIntroduction 1 About This Book 1 Foolish Assumptions 2 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part I: Getting Started with Business Development 5 Chapter 1: Introducing Business Development for Services Firms 7 Answering the Question: So What Is Business Development Anyway? 7 Recognizing that business is a serious business 8 Understanding how business development differs from selling 9 Breaking business development into bite-sized chunks 11 Placing the Customer Experience Center Stage 12 Deconstructing the customer lifecycle 13 Mapping business development to the customer lifecycle 14 Making Business Development Manageable in a Small Business 14 Dealing with overwhelm 14 Anticipating growth and its impact on your business 15 Taking stock of where you are 16 Chapter 2: Finding Damaging Gaps in Your Business Development 19 Spotting Patchy Business Development 20 Recognizing the tell-tale signs of weak business development 20 Looking for the obvious and the not-so-obvious problems 21 Thinking like your customers 23 Understanding Business Development Challenges for Services Firms 25 Identifying value in a services firm 25 ‘You’re the top!’ The owner-led sale 26 Being proactive rather than reactive 27 Taking Stock of Where You Are 30 What you’re not doing – and being okay with it 30 It’s a numbers game: How’s your firm really doing? 32 Chapter 3: Diving Inside Your Customer’s Head 33 Uncovering Your Customers’ Real Needs 34 Understanding what customers need today and whether they know it 36 Staying current with your customers’ needs 37 Powering Growth Using Your Customer’s Viewpoint 39 Focusing on your customer: Why you should care 39 Mapping your customer’s journey 42 Tailoring your solution to your customer’s need (not vice versa) 46 Using influence to get the outcome you want 48 Chapter 4: Using the Lifecycle to Your Advantage 51 Clarifying Precisely What You’re Selling — and How 52 Being in control 52 Keeping your offer fresh 55 Investing to stay up-to-date 58 Creating the customer experience 59 Considering the Pre-Sales Stage 62 Selling without looking like you’re selling 62 Dating the customer: EDUCATE stage 62 Courting and proposing: PRESENT and PROPOSE stages 65 Confronting reality: CONTRACT stage 66 Handling the After-the-Sale Process 67 Moving from ‘Yes’ to ‘Done’: DELIVER stage 67 Wrapping up delivery: COMPLETE and EVALUATE stages 68 Part II: Planning for Business Development 71 Chapter 5: Getting Ready for Business Development 73 Developing an Offer that Sells 73 Ensuring that you’re giving the market what it needs 75 Making your specialty really valuable 78 Assessing your competition 80 Accepting that the grass isn’t always greener 81 Developing focus – or it’s all over 83 ‘Really? You do that?’ Articulating your offer 83 Presenting Your Offer 84 Finding your customer 84 ‘Tell me what you want, what you really, really want’ 85 Who drives the customer? Engaging effectively 87 Getting to the sale 88 Building your contract process 89 Continuing Your Great Work beyond the Sale 89 Understanding the importance of relationships 89 Completing the work 91 Learning from Your Customers 92 Gathering intelligence: The importance of data 93 Evaluating your offer 94 Chapter 6: Building Your Business Development Plan 97 Planning for Business Development Success 98 Winging business development doesn’t work 98 Knowing where you’re going 99 Creating Your Winning Plan 100 Choosing where to start planning 101 Working on metrics 108 Components of your plan: Creating the blueprint 110 Monitoring progress 113 Chapter 7: Putting Your Plan into Action 115 Checking Your Plan before Lift-off 116 Setting milestones, tactics and metrics 116 Identifying initial tasks 121 Calling on helpers 122 Determining your investment 125 Lift-Off! Launching Your Plan 125 Communicating your plan internally 126 Enrolling ‘friends’ 127 Making use of friendly feedback 128 Getting the team going 130 Considering a few final thoughts as the plan takes off 131 Managing Risk while Implementing Your Plan 132 Thinking the unthinkable: What can possibly go wrong? 132 Dealing with large challenges 133 Part III: Making the Most of Marketing 135 Chapter 8: Appreciating the Benefits of Marketing for Your Business 137 Working Together in Harmony: Marketing and Sales 138 Enjoying the perfect relationship (not!): Marketing and sales 139 Making your marketing sales-oriented 140 Setting Out Your Stall: Marketing for Services Firms 144 Selecting the best marketing techniques for you 145 Energizing your team 146 Using your network 148 Forming partnerships and alliances 149 Understanding technology and the online dimension 150 Finding some quick wins in marketing 152 Deciding whether Your Firm Needs Branding 154 Understanding the importance of brands 154 Identifying yourself with a brand 155 Marketing your brand 155 Chapter 9: Driving Sales Success with Effective Marketing 157 Revving up the Marketing Engine 158 Appreciating the differences between sales and marketing 159 Ensuring that marketing drives results 160 Tuning up the marketing engine 162 Carrying out the hard work of marketing 165 Setting Accountabilities between Sales and Marketing 166 What am I striving for? Establishing the goal 167 ‘How will I know that marketing is achieving its goals?’ Measuring marketing 168 Ensuring that Marketing Generates Interest 170 ‘Hey, we’re over here!’ Getting attention 170 ‘Over to you!’ Timing lead handover correctly 172 Chapter 10: Creating Your Marketing Plan 175 Preparing To Market Your Business 175 Defining your plan 176 Researching marketing opportunities 177 Choosing your channels 179 Brainstorming your tactics 182 Putting Marketing into Practice 186 Creating your marketing programs 186 Creating your marketing calendar 192 Creating and managing collateral and content 194 Making the Most of Your Resources 196 Breaking the plan down to decide on resources 196 Satisfying marketing’s appetite: Who does the marketing? 197 Making marketing accountable 198 Chapter 11: Automating Marketing – More Leads with Less Effort 199 Introducing the Automated Demand Generation Game 200 Understanding the buyer’s journey 201 Providing insights for your prospective customers 202 Attracting an audience 202 Asking whether Demand Generation Is Right for You 203 Deciding when to consider automated demand generation 203 Gathering the required resources 205 Adding Automation to Your Marketing Armory 206 Choosing your infrastructure tools 207 Building your database 210 Designing demand generation programs 212 Testing and evaluating your programs 216 Making the phone ring 218 Chapter 12: Forming a Winning Team: Marketing and Sales Cohesion 221 ‘We Can Work It Out’: Sales and Marketing Join Forces 221 Reassessing roles as your business grows 222 Laying out the connections between marketing and sales 223 Setting common goals and targets 225 ‘Come On, Come On, Let’s Stick Together!’ Marketing and Sales Can Collaborate 227 Clearing up misunderstandings that threaten unified business development 228 Acting to support unified business development 230 Helping marketing and sales to get on 231 Part IV: Seeing What Sales Can Do for You 235 Chapter 13: Becoming the Leader of the (Sales) Pack 237 Appreciating the Importance of Sales Leadership 238 Getting clear what your business sells 238 Establishing a sales process 240 Tooling up for sales 246 Setting goals and metrics 248 Building and Leading Your Sales Dream Team 249 Creating your pack of sales maestros 250 Using people outside the pack 251 Enrolling people to execute your sales strategy 251 Delving Deeper into Leading the Sales Process 253 ‘Put that it your pipe and smoke it!’ Managing a sales pipeline 253 Working your sales process 255 Engaging in collaborative selling 259 Avoiding knee-jerk reactions to problems 259 Taking the right action at the right time 261 Chapter 14: Taking the Lead: Selling Under Control 265 Okay, You’re In! Qualifying Leads into Prospects 266 Getting your interactions right with customers 266 Handling leads, whatever the source 267 Determining who to sell to 269 Gathering the tools to help qualifying 269 Taking the meeting 270 Gating prospects through your sales pipeline 273 Pitching Your Services to Customers 274 What prospects want: Understanding customer mentality 275 Limbering up to pitch 279 Writing good proposals 280 ‘Let’s dance’: Pitching on the day 282 The inquest: Assessing how the pitch went 284 Chapter 15: Closing the Sale to Your Satisfaction 285 ‘Signed, Sealed, Delivered’: Closing the Deal 285 Picking your way through negotiation 286 Getting to the real ‘yes’ without begging 286 Contracting for a win-win 287 ‘This Much I Know’: Managing the Transition from Sales to Delivery 290 Staying on the team 291 Passing on all you know 291 Backing out gracefully 293 Re-engaging with the customer 293 ‘Say Hello, Wave Goodbye’: Finishing Up the Sale 294 Tidying up: Capture everything 294 Learning from experience: Win/loss reviews 295 Recognizing the value of evaluation 295 Part V: Managing Your Customers for Business Success 297 Chapter 16: Generating Success from the Customer Relationship 299 Back Off, He’s Mine! Remembering that the Customer Belongs to Everyone 300 Sharing the customer relationship 300 Collaborating for customer success 302 Creating a lifetime customer 307 Tell Me What I Mean To You: Securing Value from Your Customers 308 Understanding your value through the customer’s eyes 308 Asking for more 311 Turning the customer into an active advocate 313 Chapter 17: Joining Together to Maximize Business and Customer Value 315 You Know It Makes Sense: Seeing How Business Development Benefits All 316 Creating an organization in which everyone sells 316 Being a motivating business 318 Talking about team communication 319 Making the Most of Account Planning 322 Analyzing where your revenue will come from 323 Turning goals into reality 323 Deciding what to include in your account plan 324 Growing, Growing, Gone! Account Managers’ Role in Your Growth Plans 325 Showing account managers how to do business development 326 Thinking about monthly, quarterly and annual reviews 328 Bringing Delivery to the Feedback Party 329 Spreading delivery’s tentacles into the market 330 Gathering new ideas and best practices 330 Ensuring that sales learns from delivery 331 Making delivery feel valued 331 Chapter 18: Standing Tall To Get More Customers: Vertical Industries 333 ‘The Only Way Is Up!’ Understanding Why Verticals Matter 334 Working with verticals makes sense 335 Identifying your verticals: Is going vertical right for you? 336 Listening to what customers say about their vertical 338 Leveraging Your Knowledge for Vertical Success 340 Understanding similarities and differences between verticals 340 Breaking down your services experience from a vertical perspective 341 Finding gold in them there vertical hills 342 Checking whether you’re ready to go vertical 343 Designing and Executing Vertical Campaigns 343 Writing vertically based promotional materials 344 Getting your vertical message out there 344 Part VI: Making Influential Friends: Partnerships 345 Chapter 19: Seeking Partners for Mutual Benefit 347 Considering the Types of Partnership Available 348 Sticking to What You Do Best 349 Keeping to your set path 350 Going deep not wide 350 Traveling Alone or Partnering Up 352 ‘We belong together’: Finding reasons to partner – or not 352 ‘Picture this’: Considering your business with partners 354 ‘Service Firm WLTM Companion for Business Growth’: Finding Good Partners 355 Creating partnership goals 355 Getting your criteria together: Profiling ideal partners 357 Chapter 20: Pursuing Your Plans for a Successful Partnership 361 Locating Partnerships within Business Development 361 Partnering Up Effectively 362 Dating: Getting to know each other 362 Testing the cultural fit: What do you have in common? 364 Setting boundaries to stay realistic 367 Agreeing shared goals 368 Understanding why partnerships don’t work 369 Going to Market Together 370 Appointing a partner manager 370 Creating a unified go-to-market strategy 370 Defining roles and responsibilities 372 Tackling the question of who owns the customer 373 Wondering whether to white label or not 374 Coping with co-branding 374 Sharing the wealth 375 Part VII: The Part of Tens 377 Chapter 21: Ten Regular Actions that Benefit Your Business 379 Making Five Business Phone Calls 379 Calling Customers and Partners 380 Talking to Employees 380 Reading Some Blogs 380 Sending Out Three Value-Added Emails 380 Updating Your CRM/SFA 380 Making Five New Connections on LinkedIn 381 Tweeting Something 381 Reviewing How Your Day Went 381 Planning Tomorrow 381 Chapter 22: Ten Key Metrics to Watch 383 Knowing How Big Your Sales Pipeline Needs to Be 383 Maintaining the Right Number of Opportunities 383 Shortening Your Sales Cycle 384 Planning Projected Revenue 384 Producing the Right Number of New Leads 384 Assessing Planned versus Actual Revenue 384 Checking Profitability by Customer 385 Monitoring Cash Flow: Days Sales Outstanding 385 Keeping the Customer Happy with Satisfaction Scores 385 Minimizing Staff Attrition 385 Chapter 23: Ten Great Resources for Business Development 387 Discovering Online For Dummies Resources for Business Development 387 Signing up for Business Insider 387 Using the Business Training Institute 388 Improving with Influence Ecology 388 Casting a Wider Net with the American Marketing Association 388 Getting Better with the Sales Management Association 388 Blogging for Success: Sales Benchmark Index 388 Being In with the In-Crowd: LinkedIn Groups 389 Leading with Confidence: Vistage 389 Contacting the Author: RainMakers US 389 Index 391

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Book SynopsisTable of ContentsPREFACE vii OVERVIEW OF THE 12 WEEK YEARTM ix CHAPTER 1 Becoming a Visionary 1 Exercise #1: Have – Do – Be 2 Exercise #2: Long-Term Vision 4 Exercise #3a: Three-Year Personal Vision 5 Exercise #3b: Three-Year Business Vision 6 Exercise #4: 12-Month Vision (Optional) 7 CHAPTER 2 Establishing Your Goals and Building Your Plan 11 Starting with the End in Mind 11 Writing Effective Goals 13 12 Week Plan Tactics 16 CHAPTER 3 Making and Keeping 12 Week Commitments 25 Benefits of Keeping Commitments 26 CHAPTER 4 Installing Process Control 31 Weekly Plan 31 Weekly Accountability Meeting (WAM) 33 Daily Huddles 35 12 Week Theme 36 12 Week Year Celebrations 37 CHAPTER 5 Scorekeeping 41 The Four Weekly Execution Scenarios 45 Great Week after Great Week: The Weekly Execution Routine 47 CHAPTER 6 Using Your Time Intentionally 51 Constructive Belief #1: Your Time Is at Least as Valuable as the Time of Others 51 Constructive Belief #2: You Can’t Get Everything Done 52 Constructive Belief #3: Work on the High Priority, Money-Making, Results-Generating Activity First 52 Constructive Belief #4: Breakthrough Requires Breakout from Your Old “Systems” 53 Constructive Action: Create a Model Workweek and Implement It 53 CHAPTER 7 12 Week Year Review and Planning 61 12 Week Year Review and Planning 62 Quality of Life 63 Success Disciplines 65 Breakthroughs 66 CHAPTER 8 Confront the Truth (Optional Section) 69 Confronting the Truth Example – 12 Week Execution Data 70 Confronting the Truth 71 CHAPTER 9 12 Week Year Game Plan 97 CONCLUSION 115 ABOUT THE AUTHORS 117

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Book SynopsisTable of ContentsIntroduction ix The Fable 1 The Lesson 127 Introduction 129 Exploring the Two Leadership Motives 135 The Five Omissions of Reward-Centered Leaders 141 Imperfection and Vigilance 165 The Surprising Danger of Fun 167 The End of Servant Leadership 169 Acknowledgments 171 About the Author 173

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Book SynopsisTable of ContentsIntroduction xv 1 When Leaders Are at Their Best 1 The Five Practices of Exemplary Leadership The Five Practices Make a Difference Leadership Is a Relationship Putting It All Together: Credibility Is the Foundation Practice 1 Model The Way 29 2 Clarify Values 31 Find Your Voice Affirm Shared Values 3 Set the Example 59 Live the Shared Values Teach Others to Model the Values Practice 2 Inspire A Shared Vision 85 4 Envision the Future 87 Imagine the Possibilities Identify a Common Purpose 5 Enlist Others 111 Appeal to Common Ideals Animate the Vision Practice 3 Challenge The Process 137 6 Search for Opportunities 139 Seize the Initiative Exercise Outsight 7 Experiment and Take Risks 165 Generate Small Wins Learn from Experience Practice 4 Enable Others To Act 191 8 Foster Collaboration 193 Create a Climate of Trust Facilitate Relationships 9 Strengthen Others219 Enhance Self-Determination Develop Competence and Confidence Practice 5 Encourage The Heart247 10 Recognize Contributions249 Expect the Best Personalize Recognition 11 Celebrate the Values and Victories275 Create a Spirit of Community Be Personally Involved 12 Treat Challenge as an Opportunity 303 Your Leadership Matters Liberate the Leader Within Everyone Everyone Can Learn to Lead Become Your Best Self You Won’t Always Get It Right Make Becoming a Better Leader a Daily Habit Remember the Secret to Success in Life Endnotes 325 Acknowledgments367 About the Authors 371 Index375

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Book SynopsisTable of Contents PART I: STRATEGIC BRAND MANAGEMENT: AN INTRODUCTION 1. Brands and Brand Management PART II: DEVELOPING A BRAND STRATEGY 2. Customer-Based Brand Equity and Brand Positioning 3. Brand Resonance and Brand Value Chain PART III: DESIGNING AND IMPLEMENTING BRAND MARKETING PROGRAMS 4. Choosing Brand Elements to Build Brand Equity 5. Designing Marketing Programs to Build Brand Equity 6. Integrating Marketing Communications to Build Brand Equity 7. Branding in the Digital Era 8. Leveraging Secondary Brand Associations to Build Brand Equity PART IV: MEASURING AND INTERPRETING BRAND PERFORMANCE 9. Developing a Brand Equity Measurement and Management System 10. Measuring Sources of Brand Equity: Capturing Customer Mind-Set 11. Measuring Outcomes of Brand Equity: Capturing Market Performance PART V: GROWING AND SUSTAINING BRAND EQUITY 12. Designing and Implementing Brand Architecture Strategies 13. Introducing and Naming New Products and Brand Extensions 14. Managing Brands Over Time 15. Managing Brands Over Geographic Boundaries and Market Segments PART VI: CLOSING PERSPECTIVES 16. Closing Observations

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Book SynopsisAbout our authors Stephen P. Robbins previously worked for the Shell Oil Company and Reynolds Metals Company and has taught at the University of Nebraska at Omaha, Concordia University in Montreal, the University of Baltimore, Southern Illinois University at Edwardsville, and San Diego State University. He is currently professor emeritus in management at San Diego State. Dr. Robbins's research interests have focused on conflict, power, and politics in organizations; behavioral decision making; and the development of effective interpersonal skills. His articles on these and other topics have appeared in such journals as Business Horizons, the California Management Review, Business and Economic Perspectives, International Management, Management Review, Canadian Personnel and Industrial Relations, and The Journal of Management Education. Dr. Robbins is the world's best-selling textbook author in the areas of management and organizational behavior. His books haTable of ContentsPART 1: UNDERSTANDING YOURSELF AND OTHERS 1. What Is Organizational Behavior? 2. Diversity in Organizations 3. Attitudes and Job Satisfaction4. Emotions and Moods5. Personality and Values PART 2: MAKING AND IMPLEMENTING DECISIONS 6. Perception and Individual Decision Making7. Motivation Concepts8. Motivation: From Concepts to Applications PART 3: COMMUNICATING IN GROUPS AND TEAMS9. Foundations of Group Behavior10. Understanding Work Teams11. Communication PART 4: NEGOTIATING POWER AND POLITICS12. Leadership13. Power and Politics14. Conflict and Negotiation PART 5: LEADING, UNDERSTANDING, AND TRANSFORMING THE ORGANIZATION SYSTEM15. Foundations of Organization Structure16. Organizational Culture17. Organizational Change and Stress Management

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Book SynopsisRichard Templar is the author of the international bestselling Rules books. Over 2 million people around the world have enjoyed and now play by Richard Templar's Rules. The complete list of titles is as follows: The Rules of Life, The Rules of Work, The Rules of Management, The Rules of Wealth, The Rules of Parenting, The Rules of Love, The Rules to Break, The Rules of People, The Rules of Thinking, and The Rules of Living Well.Table of ContentsUnderstanding people 1 Understanding helps 2 No one has to be like you 3 People hear what they want to hear 4 People believe what they want to believe 5 Your attitude influences their response 6 Remember your first impression 7 People are tribal 8 Everyone wants to feel valued 9 They only tease you if they like you 10 … but banter isn't teasing 11 Everyone else is insecure too 12 Spots don't change 13 Behaviour isn't character 14 Other people's relationships are a mystery 15 Big words are there to impress you 16 Confrontation can be scary 17 People feel nervous because they care 18 Angry people are sad people 19 Crying isn't always sad 20 Some people just don't think 21 Square pegs don't fit in round holes 22 Wild and wacky isn't always fun 23 It's hard being 13 24 They'll shout if you do 25 Responsibility creates independence 26 Teenagers hate you because they love you 27 Talking is what matters 28 Listening is what matters 29 No one likes saying sorry 30 The world is full of rebels 31 Some weirdos are great people Helping people 32 Put your oxygen mask on first 33 Get in the swamp 34 It's OK just to feel 35 Listen, don't solve 36 Know your limitations 37 It's not a competition 38 Never give advice 39 Accept their decision 40 Give them control 41 Get them to think for themselves 42 Learn to be psychic 43 Listen to what they don't say 44 People who can't find an answer may not want one 45 Don't tell people to move on 46 Loneliness is a state of mind 47 Give them privacy 48 All interactions are positive or negative 49 Not everyone wants help Getting them on your side 50 Loyalty runs both ways 51 Remember the details 52 Flattery should never be empty 53 Praise effectively 54 Keep your praise in proportion 55 People want to be liked 56 Earn their respect 57 Have a sense of humour 58 Don't be scared to admit your mistakes 59 Be tolerant 60 Make individual relationships 61 Turn the best side to the front 62 People generally agree with themselves 63 Credit people with your own ideas 64 Don't tell them they're wrong (even if they are) 65 Get them to collaborate 66 Be human 67 Share 68 Say thank you properly 69 Get under their skin 70 Criticise constructively 71 Agree without agreeing 72 Let them win 73 Make it three-dimensional 74 Give and take 75 Know what you both want 76 Get all their cards on the table 77 Give them a get-out 78 Never be scared 79 Don't get caught on the hop Difficult people 80 There's only one person you can change 81 It's scary being controlled 82 If they feel small, they'll big themselves up 83 Shouty people want to be heard 84 Negative people can't half be useful 85 Control freaks know they're right 86 Blackmailers want to control you 87 Insecurity can cause mistrust 88 Prejudice comes from ignorance 89 Martyrs crave recognition 90 Sensitive people can't toughen up 91 People will listen if it's in their interest 92 Passive-aggressive people fear conflict 93 Patronising can be accidental 94 You can't beat a true narcissist 95 Moaners don't want to change 96 Competitive complainers don't just need a whinge 97 Secrets are full of power 98 Some people just can't lose 99 Manipulation is more than just persuasion 100 Busy people are less trouble

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Book SynopsisKenneth A. Merchant is the Deloitte & Touche LLP Chair of Accountancy, Emeritus at the University of Southern California. He is well-known internationally in the field of management accounting. Wim A. Van der Stede is the CIMA Professor of Accounting and Financial Management at the London School of Economics and Political Science. An author and teacher, he brings a European perspective and a wealth of experience to this book.Table of ContentsPreface Acknowledgements Section I: The Control Function of Management Chapter 1: Management and Control Section II: Management Control Alternatives and Their Effects Chapter 2: Result Controls Chapter 3: Action, Personnel and Cultural Controls Chapter 4: Control System Tightness Chapter 5: Control System Costs Chapter 6: Designing and Evaluating Management Control Systems Section III: Financial Result Control Systems Chapter 7: Financial Responsibility Centers Chapter 8: Planning and Budgeting Chapter 9: Incentive Systems Section IV: Performance Measurement Issues and Their Effects Chapter 10: Financial Performance Measures and Their Effects Chapter 11: Remedies to the Myopia Problem Chapter 12: Using Financial Result Controls in the Presence of Uncontrollable Factors Section V: Objectives Beyond Profit Maximization Chapter 13: Management Control Implications Stemming from the Broader Goal of Stakeholder Welfare Maximization Chapter 14: Management Control in Not-for-profit Organizations Section VI: Corporate Governance, Important Control-Related Roles, and Ethics Chapter 15: Corporate Governance and Boards of Directors Chapter 16: Controllers and Auditors Chapter 17: Management Control-Related Ethical Issues Index

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Book SynopsisTable of ContentsForeword by H. Irving Grousbeck Acknowledgements Introduction: The Five Skills of Great Leaders Part I: Commitment to Building a Team Chapter 1 Hire for Outcomes Chapter 2 The One Hundred Day Window Chapter 3 Instant Performance Feedback Chapter 4 The 360° Review Chapter 5 Coaching Underperformance Chapter 6 Breaking Up is Hard Chapter 7 Never Waste a Last Goodbye Part II: Fanatical Custodian of Time Chapter 8 Activity Is Not Progress Chapter 9 Make Your Day to Make Your Month Chapter 10 Curing the Digital Disaster Chapter 11 Seven Steps to Running a Great Meeting Chapter 12 Delegating Part III: Willingness to Seek and Take Advice Chapter 13 Five Questions Chapter 14 Finding and Using Mentors Chapter 15 Executive Coaching Chapter 16 A Board of Advisors Part IV: Setting and Adhering to Priorities Chapter 17 Key Performance Indicators Chapter 18 The Operating Plan Chapter 19 Alignment Through Compensation Part V: An Obsession with Quality Chapter 20 Quality Drives Profit Chapter 21 Walk Behind the Tractor Chapter 22 A Vow to Wow Implementing The Five Skills of Great Leaders Afterword by Irv Grousbeck Notes Index

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Book SynopsisColin Barrow is a Visiting Fellow at Cranfield University and the former Head of the Enterprise Group. Over the past 40 years, he has lectured and researched in business schools across the world. He is also the author of The Business Plan Workbook, The 30 Day MBA, The 30 Day MBA in Marketing and The 30 Day MBA in International Business and Supply Chain Management. He is based in Cornwall, UKTable of Contents Chapter - 00: Introduction; Section - ONE: The fundamentals of business finance; Chapter - 01: Financial business reports; Chapter - 02: The rules of the game; Chapter - 03: Analysing financial reports; Chapter - 04: Finance as a value creator; Section - TWO: Corporate capital structures; Chapter - 05: The role of business structures in financing business; Chapter - 06: Debt finance; Chapter - 07: Equity; Section - THREE: Financial strategies and special topics; Chapter - 08: Risk and management; Chapter - 09: Business tax and profit reporting procedures; Chapter - 10: Mergers and acquisitions; Chapter - 11: Business plans and budgets;

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Book SynopsisPeople are competing for jobs at a rate not seen since World War II. In this book, Tessa White teaches readers, specifically digital native millennials, how to recognize what is holding them back from getting a job and climbing the ladder.Trade Review'Unspoken Truths for Career Success is a terrific read for the new generations rising in the workforce--and for their leaders. It will serve as an illuminating guide to navigating workplace dynamics that will engage people at any level of their career. Tessa's vantage point is invaluable; applying her insights will help accelerate the hard career lessons that most learn only through years of trial and error.' * Stephen M. R. Covey, The New York Times and #1 Wall Street Journal bestselling author of The Speed of Trust and Trust & Inspire *'I believe that Tessa has exposed one of the greatest epidemics of our time; the disconnect and burnout that many employees are experiencing. But Tessa doesn't stop there; she uses her wealth of experience to empower employees with a compass for regaining workplace satisfaction. This book is honest and practical and was long overdue.' * Frantz Belot, CEO of Tyfoon *'I have a master's degree from Harvard, yet I gathered more practical career advice from this book than I ever did in the classroom. I've learned how to give better feedback, navigate high-stakes situations, and proactively craft a fulfilling career for myself. I will be giving this book to all my favorite graduates this year.' * Lauren Neeleman, CEO of Lemontreat *'Tessa's book is truly extraordinary. Her honest advice is exactly the thing you need to hear. Whether you're looking to advance in your career, make a change, or you're struggling with team dynamics, do yourself a favor and get this book. I'm recommending it to every client I work with--it's that good.' * Dr. Lauren Cook, Clinical Psychologist, Speaker, and Author *'This book is full of smart, practical advice for the workplace. Her authentic approach makes this book a must-have for those interested in proactively navigating their own careers.' * Roger McComber, Managing Partner of McComber Capital *'Tessa has written a brilliant guide to career success. The book is filled with advice that I wish someone had shared with me early in my career. Every chapter showcases Tessa's uncanny understanding of the workplace, and how readers can apply it directly to their own situation. Such an exceptional book. I highly recommend reading it at any stage in your career.' * Ben Relles, Head of Innovation, YouTube Originals *'Tessa White is a masterful teacher on organizational power. She has been there and done it. Everyone who works in any type of organization needs this book. Buy it, read it, apply it, and put your career on a much more positive and productive trajectory.' * Michael Glausser, Executive Director of the Clark Center for Entrepreneurship at Utah State University *'This is not just work advice, it's life advice! The Unspoken Truths is a profound approach to regain control in a world that can seemingly appear out of it. The mistake is to say that you wish you had this advice when you were getting started because then you'll miss the absolute gems that can either relaunch your world or push your aspirations to greater heights. From the mailroom to the C-suite, whether you're an entrepreneur or an influencer, there's nothing you will face that The Unspoken Truths doesn't address.' * Loki Mulholland, Emmy-Winning Filmmaker and Author *'Workforce is THE issue of the day and individuals are struggling with how to 'make peace' with companies and the workplace. What valuable insights this book contains about how to do that! It teaches so clearly how to navigate the changing landscape of the workplace with easy actions items any individual can take to create a better experience.' * Val Hale, Executive Director of Utah Governor’s Office of Economic Development *

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Book SynopsisThe First Time Manager Series has sold over 500,000 copies and is a go-to guide for new and aspiring sales managers on what to expect and how to succeed.The jump from sales superstar to sales manager has made or broken many a sales career.As a top-performing sales professional, you know how to own your calendar, focus your energy, create opportunities, navigate the sales process, negotiate, and close deals. Yet, if you are like most new sales managers, there is still so much you don’t know and that can trip you up if you aren’t careful.Luckily, Mike Weinberg knows the pitfalls to avoid and mindset changes needed to successfully make the leap. This powerful new resource contains candid guidance on how to master your expanded responsibilities like a pro: Know Your Role: You have been entrusted with the most critical job in your business. Cultivate the Manager Mindset

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Book SynopsisFrom the post room to the board room, everyone thinks they can be the manager. But how do you manage outrageous talent? What do you do to inspire loyalty from your players? How do you turn around a team in crisis? What's the best way to build long-term success? How can you lead calmly under pressure? The issues are the same whether you're managing a Premier League football team or a FTSE 100 company. Here, for the first time, some 30 of the biggest names in football management reveal just what it takes. With their every act, remark, and success or failure under constant scrutiny from the media and the fans, these managers need to be the most adroit of leaders. In The Manager they explain their methods, offer lessons they've learned along the way, and describe the decisions they make and the leadership they provide. Each chapter tackles a key leadership issue for managers in any walk of life and, in their own words, shows how the experts deal with the challenges they face in anTrade ReviewMore than a “how-to guide”, its depth of shared knowledge is huge. **** * Four Four Two *Talking to 30 top football managers about their careers was always going to unearth a trove of interesting material, and in that respect this book does not disappoint. By far its strongest point is those managers’ first-person recollections and observations * Independent *A book that aims to dig deeper, including “behind-the-scenes” interviews with more than 30 managers, must be welcomed ... Carson does well to avoid the kinds of clichés that blight so many other books on football * Financial Times *Mike Carson takes a different approach in his compelling examination of 30 managers, treating his subjects as savvy businessmen as much as sports gurus ... It’s impossible to interview such people and not come away with some peerless insights * Observer *Table of ContentsChapter 1: A Piece of the Action (Roy Hodgson) Chapter 2: The Art of One-on-One (Carlo Ancelotti) Chapter 3: Behind the Scenes (Arsène Wenger) Chapter 4: Building High-performing Teams (Sam Allardyce) Chapter 5: The Field of Play (Roberto Mancini) Chapter 6: Handling Outrageous Talent (José Mourinho) Chapter 7: Pursuing a Career Under Pressure (Brendan Rodgers) Chapter 8: Seeing the Bigger Picture (Harry Redknapp) Chapter 9: Creating Sustained Success (Sir Alex Ferguson) Chapter 10: Crisis Response and Turnaround (Walter Smith) Chapter 11: Triumph and Despair (Mick McCarthy) Also featuring: Gerard Houllier, Tony Pulis, Martin O’Neill, Neil Warnock, Howard Wilkinson, Kevin Keegan, Dario Gradi, Andre Villas-Boas, David Moyes, Alex McLeish, Hope Powell, Martin Jol, Glenn Hoddle, Chris Hughton, David Platt, Paul Ince, and George Graham.

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Book SynopsisDrawing on a wide body of research, including extensive in-depth interviews, THE ONE THING YOU NEED TO KNOW reveals the central insights that lie at the core of: Great Managing, Great Leadership and Great Careers. Buckingham uses a wealth of relevant examples to reveal that at the heart of each insight lies a controlling insight. Lose sight of this ''one thing'' and all of your best efforts at managing, leading, or individual achievement will be diminished. For great managing, the controlling insight has less to do with fairness, or team building, or clear expectations (although all are important). Rather, the one thing great managers know is the need to discover and then capitalize on what is unique about each person. For leadership, the controlling insight is the opposite - discover and capitalize on what is universal to all your people, regardless of differences in personality, race, sex, or age. For sustained individual success, the controlling insight is the need to discover what

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Book SynopsisIs your company spending too much time on strategy developmentwith too little to show for it?If you read nothing else on strategy, read these 10 articles (featuring What Is Strategy? by Michael E. Porter). We''ve combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization''s strategy development and execution.HBR''s 10 Must Reads on Strategy will inspire you to: Distinguish your company from rivals Clarify what your company will and won''t do Craft a vision for an uncertain future Create blue oceans of uncontested market space Use the Balanced Scorecard to measure your strategy Capture your strategy in a memorable phrase Make priorities explicit Allocate resources early Clarify decision rights for faster decision making This collection of best-selling articles includes: featured article What Is Strategy? by Michael E. PortTrade Review"...this provides a lot of insight, information, and advice that will help readers." -- Free Press JournalTable of Contents1. What Is Strategy? Porter, Michael E. 2. The Five Competitive Forces That Shape Strategy Michael E. Porter 3. Building Your Company's Vision Collins, James C. and Porras, Jerry I. 4. Reinventing Your Business Model Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann 5. Blue Ocean Strategy W. Chan Kim and Renee Mauborgne 6. The Secrets to Successful Strategy Execution Gary L. Neilson, Karla L. Martin, and Elizabeth Powers 7. Using the Balanced Scorecard as a Strategic Management System Robert S. Kaplan and David P. Norton 8. Transforming Corner-Office Strategy into Frontline Action Orit Gadiesh and James L. Gilbert 9. Turning Great Strategy into Great Performance Michael C. Mankins and Richard Steele 10. Who Has the D?: How Clear Decision Roles Enhance Organizational Performance Paul Rogers and Marcia Blenko

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Book SynopsisThe path to your professional success starts with a critical look in the mirror.If you read nothing else on managing yourself, read these 10 articles (plus the bonus article How Will You Measure Your Life? by Clayton M. Christensen). We''ve combed through hundreds of Harvard Business Review articles to select the most important ones to help you maximize yourself.HBR''s 10 Must Reads on Managing Yourself will inspire you to: Stay engaged throughout your 50+-year work life Tap into your deepest values Solicit candid feedback Replenish physical and mental energy Balance work, home, community, and self Spread positive energy throughout your organization Rebound from tough times Decrease distractibility and frenzy Delegate and develop employees'' initiative This collection of best-selling articles includes: bonus article How Will You Measure Your Life? by Clayton M. Christensen, Managing Oneself, MaTrade Review"All in all, this is an excellent collection of insights by business people and writers on business subjects, particularly on management. Get it and benefit from it." -- Biz India "The organization of the boxes is superb and very helpful to the reader... relevant to overworked and overstressed employees seeking ways to take charge of themselves to perform better and develop a work-life balance." -- Portland Book ReviewTable of Contents1. Managing Oneself Peter F. Drucker 2. Management Time: Who's Got the Monkey? William Oncken, Jr., and Donald L. Wass (Commentary by Stephen R. Covey) 3. How Resilience Works Coutu, Diane L. 4. Manage Your Energy, Not Your Time Tony Schwartz and Catherine McCarthy 5. Overloaded Circuits: Why Smart People Underperform Edward M. Hallowell 6. Be a Better Leader, Have a Richer Life Stewart D. Friedman 7. Reclaim Your Job Ghoshal, Sumantra and Bruch, Heike 8. Moments of Greatness: Entering the Fundamental State of Leadership Quinn, Robert E. 9. What to Ask the Person in the Mirror Robert S. Kaplan 10. Primal Leadership: The Hidden Driver of Great Performance Goleman, Daniel; Boyatzis, Richard; and McKee, Annie

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Book SynopsisIn the first edition of this landmark book, business loyalty guru Fred Reichheld revealed the question most critical to your company’s future: “Would you recommend us to a friend?” By asking customers this question, you identify detractors, who sully your firm’s reputation and readily switch to competitors, and promoters, who generate good profits and true, sustainable growth.You also generate a vital metric: your Net Promoter Score. Since the book was first published, Net Promoter has transformed companies, across industries and sectors, constituting a game-changing system and ethos that rivals Six Sigma in its power.In this thoroughly updated and expanded edition, Reichheld, with Bain colleague Rob Markey, explains how practitioners have built Net Promoter into a full-fledged management system that drives extraordinary financial and competitive results. With his trademark clarity, Reichheld:• Defines the fundamenTrade Review“This year, Reichheld, who is a fellow at Bain & Company as well as the founder of its loyalty practice, and Rob Markey, head of the company's global strategy and marketing practice, published The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-Driven World, an updated and expanded version of The Ultimate Question. The original lit the spark for the Net Promoter fire in 2006.” — CRM magazine “wonderful new book” – FORBES.com “A variety of companies have started using this: Charles Schwab, Apple, Progressive, Virgin Media, and more. Check out the book and see how to use it for your company.” – 800 CEO READ

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Book Synopsis Are you driven to distraction at work?Bestselling author Edward M. Hallowell, MD, the world’s leading expert on ADD and ADHD, has set his sights on a new goal: helping people feel more in control and productive at work.You know the feeling: you can’t focus; you feel increasingly overwhelmed by a mix of nonstop demands and technology that seems to be moving at the speed of light; and you’re frustrated just trying to get everything done well—and on time. Not only is this taking a toll on performance, it’s impacting your sense of well-being outside the office. It’s time to reclaim control.Dr. Hallowell now identifies the underlying reasons why people lose their ability to focus at work. He explains why commonly offered solutions like “learn to manage your time better” or “make a to-do list” don’t work because they ignore the deeper issues that are the true causes of mental distraction. BasedTrade Review"Why do so many people have trouble focusing on the job in hand? This ADD guru tackles the problem of attention deficit in the workplace with tips on braking the habits that undermine effectiveness." -- Qantas The Australian Way " a practical, encouraging guide." -- Booklist "This book deals with a topic of pressing concern for most of us, offering clarity, wisdom and plenty of ideas for getting out of the maelstrom. Each section is built around stories from Dr. Hallowell's practice that seem taken from the people around us, making it all the more compelling." -- Harvey Schachter, The Globe & Mail "When it comes to distraction, Hallowell knows his business." -- HR Professional magazine Many workers will recognize themselves in Hallowell's descriptions and will be game to try his solutions." -- BizEd magazine "Hallowell has sensible advice, and infuses his narrative style with deep knowledge and medical rigour." -- The Chartered Institute of Personnel and Development "... the book provides an easy-to-follow recipe for teaching yourself to focus in the midst of the workplace chaos." -- Inc.com ADVANCE PRAISE for Driven to Distraction at Work: Jeffrey F. Rayport, faculty, Harvard Business School; strategic adviser; and investor-- "Driven to Distraction at Work is an essential survival guide to life in the modern world." Larry Weber, Chairman and CEO, Racepoint Global; founder, Weber Shandwick; and bestselling author, Marketing to the Social Web-- "Dr. Hallowell's stunning new book takes the maze of distraction at work away forever!" Dan L. Monroe, Rose-Marie and Eijk van Otterloo Executive Director and CEO, Peabody Essex Museum-- "If you feel like you never have time to do the things you want or, for that matter, to even think about the things you might want--get this book." Marie Brenner, author, Apples and Oranges; writer-at-large, Vanity Fair-- "A must-read for any and all of us who cherish our ability to connect deeply with others as well as to think." Ellen Miley Perry, author, A Wealth of Possibilities; founder, Wealthbridge Partners-- "This book provides explanations, antidotes, and solutions so important that it should be required reading for everyone." Suzy Welch, New York Times bestselling author, 10-10-10: A Life-Transforming Idea-- "Read this book and regain the focus you've inadvertently given away." Tim Armstrong, Chairman and CEO, AOL-- "Productivity is the long-term strategic advantage in today's world, and Dr. Hallowell clearly defines the road map to that advantage--getting things done."

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Book SynopsisARE YOUR WORKING RELATIONSHIPS WORKING AGAINST YOU?To achieve your goals and get ahead, you need to rally people behind you and your ideas. But how do you do that when you lack formal authority? Or when you have a boss who gets in your way? Or when you're juggling others' needs at the expense of your own?By managing up, down, and across the organization. Your success depends on it, whether you're a young professional or an experienced leader.The HBR Guide to Managing Up and Across will help you: Advance your agendaand your careerwith smarter networking Build relationships that bring targets and deadlines within reach Persuade decision makers to champion your initiatives Collaborate more effectively with colleagues Deal with new, challenging, or incompetent bosses Navigate office politics

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Book Synopsis Moving beyond the process of changeWhy is change so hard? Because in order to make any transformation successful, you must change more than just the structure and operations of an organization—you need to change people’s behavior. And that is never easy.The Heart of Change is your guide to helping people think and feel differently in order to meet your shared goals. According to bestselling author and renowned leadership expert John Kotter and coauthor Dan Cohen, this focus on connecting with people’s emotions is what will spark the behavior change and actions that lead to success. Now freshly designed, The Heart of Change is the engaging and essential complement to Kotter’s worldwide bestseller Leading Change.Building off of Kotter’s revolutionary eight-step process, this book vividly illustrates how large-scale change can work. With real-life stories of people in organizations, the aut

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Book SynopsisA timely, must-have guide to understanding and overcoming bias in the workplace, from the experts at FranklinCovey. Unconscious bias affects everyone. It can look like the disappointment of an HR professional when a candidate for a new position asks about maternity leave. It can look like preferring the application of a red brick university graduate over one from a state school. It can look like assuming a man is more entitled to speak in a meeting than his female junior colleague. Ideal for every manager who wants to understand and move past their own preconceived ideas, Unconscious Bias explains that bias is the result of mental shortcuts, our likes and dislikes, and is a natural part of the human condition. And what we assume about each other and how we interact with one another has vast effects on our organisational success - especially in the workplace. Teaching you how to overcome unconscious bias, this book provides more than thirtTrade Review“People matter! Every person has bias. Thus, bias matters. We must recognize that bias is a fact of life and that it must be addressed—within ourselves as well as with others. Authors Fuller, Murphy, and Chow have written a profound book that practically informs and educates while providing helpful tools to recognize and address bias. They show how to adjust our paradigms, setting us up for success—personally, professionally, and as a society.” —Cynt Marshall, CEO of the Dallas Mavericks "Never has a book been more timely than The Leader's Guide to Unconscious Bias is today. Leaders, executives, team members—we need this book to lift the human experience. Read it, put it into practice, and share it with others. Thank you to these three authors for giving us a clear path forward and the tools to help us address our bias." —Greg Moore, partner at Deke Digital and former cochair of the Pulitzer Prize Board “Seldom has a book been more needed for the success of our organizations and society! Leaders who choose to discover their unconscious bias will be positioned to significantly increase the trust within their teams and in their leadership. This valuable book lays out a tangible and useful process for any leader to both understand and take action on their bias.” —Stephen M. R. Covey, New York Times bestselling author of The Speed of Trust and Smart Trust "If you care deeply about what is going on in the world right now and how it applies to your work team and organization, this book is required reading. Making a better workplace starts with your own actions and accountability. The Leader's Guide to Unconscious Bias is a must-read to learn how to take action and improve the workplace for everyone." —Slyvia Acevedo, CEO, rocket scientist, STEM leader, and author "The world is asking for leaders with growth mindsets, who are willing to do the hard work of building more inclusive teams and organizations. This book will help you answer the call." —Stedman Graham, bestselling author, entrepreneur, and leadership coach "A useful toolkit for organizations looking to face institutional- and individual-level unconscious bias....Fuller’s tone is encouraging without letting readers off the hook, and she provides a plethora of tools for nurturing diversity and inclusion....As those familiar with the FranklinCovey brand are likely to expect, this is a clearheaded, no-nonsense approach to addressing bias in all the places it may be found." —Publishers Weekly "Each chapter contains data, observations, and anecdotes, and ends with helpful exercises for readers to reflect on the way bias has shaped their perceptions, values, and beliefs....This timely book is full of opportunities for leaders and employees to rethink how to address and mitigate bias mistreatments in the workplace." —Booklist, starred review "The authors speak from experience and provide solid advice for improving how we work (and live) together. Will appeal to a broad readership, particularly managers looking to add to their leadership toolbox, but also anyone who wants to check in on and work through their own unconscious bias." —Library Journal “Central to Fuller, Murphy and Chow’s fundamental thesis is the inescapable notion that overcoming our inherent biases will allow us (and our organizations) to perform at a much higher level…[The book] is exceptionally applications-oriented, with case studies, activities and various inventories/assessments that give the reader heightened insight into their attitudes and behaviors – and how to modify both for personal enrichment and organizational efficacy…Highly recommended." —The Bowling Green Daily News "A thoroughly important book for leaders and readers of all stages in business. Unconscious bias is something we all have to contend with and...and the first step is awareness. This book will be important for years to come and will be a resource that many people will come to value, read, refer back to, and assign to others in their organizations. Superb, thorough work!" —Book Pal, 2020 Outstanding Works of Literature (OWL) Award

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Book SynopsisBestselling author Stephen Covey has made it his mission to understand trust in organizations. In his new breakthrough leadership book Trust and Inspire, Covey shows that though our world has evolved, our style of leadership still has not—but it’s time to change that.   Traditionally, businesses have relied on a “command and control” management style, focusing on rigid hierarchies and compliance from employees. Covey argues we must shift from a “command and control” to a “trust and inspire” leadership model. Trusting and inspiring your team is defined by commitment from both sides, with a focus on effectiveness and fostering a growth mindset. It is based on the belief that employees are creative, collaborative, and full of potential; through trust, you can inspire them to do their best work.  Trust and Inspire is a simple yet radical shift in how business must be done in the 21st cent

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Book SynopsisThe fundamental concepts of leadership that will guide, inspire and reassure aspiring or established leaders.Designed to challenge and inspire anyone who is seeking a deeper understanding of management, Lessons in Leadership provides a series of reflections on the very fundamentals of leadership as a management function.In the midst of current global concerns about the quality of leadership, this book is both a practical handbook and a vital contribution to the ongoing debate about what kind of leadership we should be encouraging in today's volatile and uncertain world.Sometimes it's easy to lose sight of the basics in this dynamic sector. To help steer both current and future leaders to greatness, John Adair has distilled his vast experience into 12 key guiding concepts, including: Leading from the front; Integrity; The strategic leader; Warmth and humanity; and Sharing dangers and hardships.Leadership and change go hand in handTrade ReviewJohn Adair takes us on an evocative journey from the origins of leadership thought … to reflections on practical wisdom and judgment. In doing so, he achieves his humble aim of sowing within us the seeds of inspiration. -- Phil James * Chief Executive, The Institute of Leadership & Management *Table of ContentsIntroduction 1 First thoughts 2 Leading from the Front 3 Sharing dangers and hardships 4 Discovering the Three-Circles model 5 The role of leader 6 A general framework 7 Enthusiasm 8 Integrity 9 Tough and demanding but fair 10 Warmth and humanity 11 Humility 12 The strategic leader 13 Practical Wisdom 14 What the leader believes and hopes Conclusion

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Book SynopsisThe bestselling guide to managing organisational change, with over 650,000 copies sold, is now revised and updated for today''s rapidly changing workplace where change is a constant. In a landscape of big mergers, global teams and evolving technology, it''s more important than ever for employees and managers to be adaptable to change. When restructuring hits the workplace, the actual situational shifts are often not as hard to work through as the psychological components that accompany them. Successful organisational change takes place when employees have a clear purpose, a plan for, and a part to play in their changing surroundings. For 25 years, Managing Transitions has been the go-to resource for managers to navigate tumultuous times. Now, this essential book has been updated to address new trends and challenges in today''s work cultures, including generational differences, inclusivity, cross-functional teams, remote and work-from-home colleagues, and more.Trade ReviewManaging Transitions was timely when it first appeared 25 years ago. It is even more relevant now, at a time of unprecedented change and transition. The Bridges' deep understanding of how we experience the destabilising forces of change - and their well-tested strategies for helping people through it - are more important than ever. -- Marshall Goldsmith, executive coach, business educator, and New York Times best-selling author, ranked top leadership thinker in the world by Thinkers50A very wise book by a very wise man. This new edition is a celebration of William Bridges' original insights and practical guidance. With incisive contemporary cases and immediately useful applications, Susan Bridges masterfully reintroduces his exceptional work to a new generation. -- Jim Kouzes, coauthor of the best-selling 'The Leadership Challenge'Pick up any business book today and you will find words about unending change. What better guide for this unrelenting change than someone who has spent decades studying and reporting on how to survive it? If you need that guide - grab this book! William and Susan Bridges provide a road map to get through the most difficult work and life passages. -- Beverly Kaye, founder, Career Systems International; coauthor, 'Love 'Em or Lose 'Em'This richly updated new edition of the insightful Managing Transitions, filled with fresh and compelling examples, will be indispensable for leaders trying to guide their organizations through a period of unsettling change by managing the pain and uncertainty of the neutral zone. A timely update to a timeless book. -- Sally Helgesen, author, 'The Female Vision' and 'Thriving in 24/7'Managing change is a way of life in today's organisations, yet too often it's handled poorly. That's why Managing Transitions has become the essential guide on how to do it right. This new, revised edition deftly guides the reader through the organisational change process from start to finish, offering practical advice grounded in the authors' vast experience working with every size and type of organisation. This book is must reading for every leader, manager, and employee undergoing a change process. Come to think of it, doesn't that include just about everyone? -- John Alexander, president, Leadership Horizons and former president and CEO of the Center for Creative LeadershipThe most important idea I have encountered about organizational change is this: great change requires human transition. Decades of experience have proven that no magic set of steps, no financial incentive, no clever argument, and no threat can guarantee that a workforce will embrace change. People need real help in psychologically transitioning to a new situation--and that help is available here. In this fourth edition of Managing Transitions, William and Susan Bridges further expand their proven approach for helping people and organizations embrace real change. -- Walter McFarland, coauthor of 'Choosing Change' and board chair emeritus for the Association for TalentManaging Transitions is an essential guide for leaders and Chief People Officers who are navigating transitions and change within any organisation. It is also a handbook in life for dealing with endings, new beginnings, and the disruptive 'neutral zone' in between. This book provides a pathway to human and authentic leadership and a way to gracefully navigate through the changes we all face in life. -- Gabrielle Toledano, EVP and chief talent officer, Electronic Arts, Inc.Susan Bridges has done something generous, courageous, and brilliant with her updating of this classic and treasured book by Bill Bridges. In a collaborative process with the ideas of her late husband and business partner, she has made the language, concepts, and examples fresh again and available to a new audience. Bill's ideas have been fundamental to my own practice, and now they will inspire a new generation of leaders and change-makers to be wise, humane, and strategic, as they move their complex organisations through and increasingly challenging set of realities. -- B. Kim Barnes, CEO, Barnes & Conti Associates; author, 'Exercising Influence'Change is constant in today's global business environment, and yet change management continues to be a challenge for most organisations. That's why Managing Transitions remains an important book; it identifies the critically important role that understanding the human size of transition plays in effective change management. This updated edition is a must-read for anyone who wants to lead change successfully. -- Tony Bingham, president and CEO for the Association for Talent Development

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Book SynopsisAn invaluable tool to help in planning practical strategies to work successfully across increasingly diverse business cultures. Riveting and thoroughly researched. - Daily TelegraphA major new edition of the classic work that revolutionized the way business is conducted across cultures and around the globe. The fourth edition provides leaders and managers with practical strategies to embrace differences and successfully work across diverse business cultures.Capturing the rising influence and the seismic changes throughout many regions of the world, cross-cultural expert and international businessman Richard Lewis has significantly broadened the scope of his seminal work on global business and communication. Thoroughly updated to include the latest political events and cultural changes, as well as covering nine new countries to complete Europe, broadening the scope of the book. Building on his LMR model, Lewis gives leaders and managers Trade ReviewThe Lewis Model explains every culture in the world * Business Insider *An authoritative roadmap to navigating the world's economy * The Wall Street Journal *Lewis provides urbane and knowledgeable guidance... Verdict: this book could mean the difference between winning and losing valuable orders abroad. * Director *A must read for anyone keen to gain that coveted edge in their international business ventures. Lewis's book provides a riveting and thoroughly researched analysis, the goal of which is to assist Western managers to keep pace with the emerging and changing markets of Asia, eastern Europe and Africa... An invaluable tool to help in planning practical strategies to work successfully across increasingly diverse business cultures. * Daily Telegraph *Lewis is a crosscultural expert who has now presented his wisdom in a highly readable book. * Evening Standard *This eloquent, easy-to-read book covers everything you need to consider to create a structure that will allow your international team to succeed...Lewis brings theory to life through a number of engaging case studies, as well as his own personal experience... Lewis has achieved a fine balance between theory often delivered in a light-hearted and easy to remember way and tactical every day application. Whether your international team is 10 people or 10,000 people, the clear narrative provides valuable insight... This fascinating subject is crucial to the success of global business. -- Suresh Banarse, Head of People, Yo! Sushi! People Management

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Book SynopsisTable of ContentsPart 1 Introduction to Organizations 1 What are organizations? 2 Perspectives on organizations Part 2 Organizational Purpose and Structural Design 3 Strategy, organization design and effectiveness 4 Fundamentals of organization structure Part 3 Open System Design Elements 5 The external environment 6 Interorganizational relationships 7 Designing organizations for the international environment Part 4 Internal Design Elements 8 Manufacturing and Service technologies 9 Information technology and control 10 Organization size, life cycle and decline Part 5 Managing Dynamic Processes 11 Organizational culture and ethical values 12 Innovation and change 13 Decision-making processes 14 Conflict, power and politics Integrative Cases 1.0 Luxurious Goat Milk Products: Working with Local Culture ��� RojaAHP 2.0 ���Box-ticking��� in Organizations: Lessons of the Nimrod Disaster 3.0 Onward to the Customer of One; from Debt Collectors to Customer Service Agents at New Zealand���s Inland Revenue 4.0 Changing the Culture at Trans-Gen PLC: What���s Wrong with Senior Management? 5.0 Blood on the Gatepost: Family Conflicts in the New Zealand Farming Industry

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Book SynopsisWith two new chapters and a new preface, the award-winning book The Halo Effect continues to unmask the delusions found in the corporate world and provides a sharp understanding of what drives business success and failure.Too many of today’s most prominent management gurus make steel-clad guarantees based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a wide range of popular business delusions, statistical and otherwise, these self-styled experts cloud our ability to think critically about the nature of success. Central among these delusions is the Halo Effect—the tendency to focus on the high financial performance of a successful company and then spread its golden glow to all its attributes—clear strategy, strong values, brilliant leadership, and outstanding execution. But should the sam

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Book SynopsisDebunking much of the received wisdom regarding the sources of leadership team dysfunctionality, Leadership Team Alignment presents a targeted strategy for building and managing a top executive team to gain competitive advantage. Frédéric Godart and Jacques Neatby bring a wealth of practical experience and in-depth knowledge, with over eight hundred hours of direct observation with more than fifty leadership teams across the globe and thousands of hours working with executives. With this book, they offer solutions to manage conflict and create environments that effectively address misalignments in organizations. Godart and Neatby take readers through the dual role of leadership team members, the challenges of power games, and the risks of siloed leaders. They give clear advice on how to improve aspects of any leadership team, based on its size and structure and the nature of the organization. While organizational challenges may be inevitable, this book provides leadership teams the tools to correctly diagnose leadership team misalignment, with evidence-based remedies and strategically oriented interventions to maximize organizational performance.Trade Review"Equal parts pragmatic and inspiring, this book bridges a gaping gap: What we think we know about leadership and what it really takes to have an effective leadership team. With actionable insights and spot-on commentary, it's an eye-opening account of what works, what doesn't and why 'best practices' just got strategically better."—Craig S. Smith, Group President, Marriott International Inc."Leveraging decades of work on the ground with leaders from across the globe, Godart and Neatby fill their book with actionable insights to create a robust practitioner-oriented guide. Consistently emphasizing the real over the ideal, Leadership Team Alignment illustrates how members of high performing teams can effectively work together to successful pursue their organization's multiple objectives."—Julia Battilana, Professor of Business Administration and Social Innovation, Harvard Business School and Harvard Kennedy School"Leadership teams are where things get done in most organizations, and they often don't work. Godart and Neatby's important new book helps leaders understand the inevitable conflicts and find solutions that actually increase trust and alignment."—Herminia Ibarra, The Charles Handy Professor of Organisational Behaviour. London Business School"In Leadership Team Alignment: From Conflict to Collaboration, Godart and Neatby paint a realistic picture of the uniqueness of top teams and the challenges that often result. Informed by hundreds of hours of observing and working with leadership teams, they address typical behaviors of CEOs and executives and the common pitfalls and traps they fall into, offering a suite of recommendations and practical action items along the way to achieving alignment. It fills an important gap in the business literature."—Michael Walsh, CEO, LexisNexis Legal & Professional"While companies face an increasingly challenging and changing environment, while the way the management is leading becomes more and more crucial to recruit and retain employees, this book offers you to analyze your leadership team in a very concrete an efficient way and suggests actionable remedies if necessary. From theory to practice, there is definitely no more room for misalignment."—Eric Forest, Partner, Deloitte France"C-suite executives will want to take a look."—Publishers WeeklyTable of Contents0. Introduction: Why This Book, Who It's For, and What's in It for You 1. The Dual Role of LT Members 2. Power Games at the Top 3. Of Hubs, Spokes, and Silo Busting 4. Who Really Sits on Your LT, and What Is Its Role? 5. Getting Your LT's Size and Composition Right 6. Assess Your LT and Fix It

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Book SynopsisIn Our Iceberg is Melting a simple fable about penguins illustrates how to conquer change, with profound lessons for working and living in an ever-changing world.This charming story about a penguin colony in Antarctica illustrates key truths about how we deal with the issue of change: handle the challenge well and you can prosper greatly; handle it poorly and you put yourself at risk. The penguins are living happily on their iceberg as they have done for many years. Then one curious penguin discovers a potentially devastating problem threatening their home – and pretty much no one listens to him.The characters in this fable are like people we recognize, even ourselves. Their story is one of resistance to change and heroic action, confusion and insight, seemingly intractable obstacles and the most clever tactics for dealing with those obstacles. It is a story that is occuring in different forms around us today – but the penguins handle change a great deal better than most of us. Based on John Kotter's pioneering work on how to make smart change happen faster and better, the lessons you can learn from this short and easy-to-read book will serve you well in your job, in your family and in your community. And these lessons are becoming ever more important as the world around us changes faster and faster. This edition celebrates ten years since the publication of this classic business fable with new and improved illustrations and a foreword by Spencer Johnson, author of Who Moved My Cheese?Trade ReviewWhether you work in a business or the business of life, everyone from CEOs to high school students can gain from what they take from this story -- Spencer Johnson, M.D., author of Who Moved My Cheese?. . . companies should buy a copy for everyone from the CEO to the stock clerk -- Michelle Archer * USA Today *I ordered and distributed sixty copies, evaluated its effect on our change effort, and then ordered five hundred more. . . . This is a gem -- Heidi King, Department of DefenseThe penguins in this book will not only steal your heart, they’ll make you a smarter person -- Mary Tyler Moore, actress, producer, director, and Academy Award nomineeTable of ContentsSection - i: Welcome Chapter - 1: Our Iceberg Will Never Melt Chapter - 2: The Iceberg Is Melting and Might Break Apart Soon!! Chapter - 3: What Do I Do Now? Chapter - 4: Problem? What Problem? Chapter - 5: I Cannot Do the Job Alone Chapter - 6: The Seagull Chapter - 7: Getting the Message Out Chapter - 8: Good News, Bad News Chapter - 9: The Scouts Chapter - 10: The Second Wave Chapter - 11: The Most Remarkable Change Chapter - 12: Changing and Succeeding Chapter - 13: The Eight Step Process of Successful Change Chapter - 14: The Role of Thinking and Feeling

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Book SynopsisIn One Mission, former Navy SEAL Chris Fussell draws on his extensive experience of high-pressure team work to show how organizations can apply lessons from the field to successfully transform their way of doing business – becoming flatter, quicker, and much more collaborative across departments and divisions. 'Chris Fussell is one of the most dynamic thinkers of our day. His ideas and his perspectives have challenged many of my own assumptions and pushed me to think bigger. I’m smarter because of Chris Fussell. Read this book!'Simon Sinek, bestselling author of Start With WhyWhilst sharing his own military experience, Fussell explores examples of transition in companies ranging from industry titans like Intuit and Under Armour to small businesses, which have all adopted the ‘Team of Teams’ model in order to unite everyone around single compelling mission. The result is a ‘shared consciousness’ that drives consistently better results with less friction and inter-group rivalry.One Mission is a practical handbook for any leader looking to evolve their workforce into a highly mobile and effective unit and inspire their teams to look beyond their narrow field of vision to understand – and effectively contribute to – the organization’s one true mission.The steps of transition include:· Achieving strategic alignment: communicating organizational priorities down the chain of command.· Determining operating rhythm: organizing regular company catch up and feedback sessions.· Setting up communication and decision-making processes: developing a hybrid decision-making structure to empower and inspire every person on the team.· Shifting leadership behaviour: ensuring successful transition with radical humility by starting with the leader and continuing down the chain of command.Trade ReviewChris Fussell is one of the most dynamic thinkers of our day. His ideas and his perspectives have challenged many of my own assumptions and pushed me to think bigger. I’m smarter because of Chris Fussell. Read this book! -- Simon SinekTeam of Teams is erudite, elegant and insightful. An unexpected and surprising wealth of information and wonder, it provides a blueprint for how to cope with increasing complexity in the world. A must-read for anyone who cares about the future – and that means all of us -- Daniel LevitinThis is a bold argument that leaders can help teams become greater than the sum of their parts -- Charles Duhigg‘In addition to being a fascinating and colorful read, this book is an indispensable guide to organizational change’ -- Walter IsaacsonTable of ContentsSection - i: Foreward by General Stanley McChrystal Introduction - ii: Introduction Chapter - 1: One Mission Chapter - 2: The Hybrid Model Chapter - 3: An Aligning Narrative Section - iii: Case Study: Intuit Chapter - 4: Interconnection Section - iv: Case Study: Oklahoma Office of Management and Enterprise Services (OMES) Chapter - 5: Operation Rhythm Section - v: Case Study: Under Armour Chapter - 6: Decision Space Section - vi: Case Study: Medstar Chapter - 7: Liasions Section - vii: Case Study: Eastdil Secured Section - viii: Conclusion Section - ix: Appendix: Chief of Staff Acknowledgements - x: Acknowledgements Section - xi: Notes Index - xii: Index

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Book SynopsisChange is inevitable, and how we handle it determines a great deal of our success in life. Fortunately, 10 Steps to Successful Change Management can help you understand change and take proactive steps toward dealing with it. With this handy go-to resource as your guide, you can understand and evaluate change, and apply practical tools that will help you not only cope with the inevitable, but benefit from it.Do you look forward to change, or do you face it with a sense of impending doom?Change is inevitable, and how we handle it determines a great deal of our success in life. Yet many people dread change, viewing it as a threat to be overcome rather than an opportunity to learn and grow.Fortunately, 10 Steps to Successful Change Management can help you understand change and take proactive steps toward dealing with it—whether it comes from technology, organisational shifts, economic or global trends, or simply the passage of time. With this handy go-to resource as your guide, you can understand and evaluate change, and apply practical tools that will help you not only cope with the inevitable, but benefit from it.This book can serve as a step-by-step program for systematically building your change management strategy, or you can turn directly to whichever chapter will help solve the problem at hand today. Either way, you'll be provided with insights, case studies, tools, and techniques to put you ahead of the change curve. You'll learn how to:develop a change management team and create supportive alliancescommunicate your plans, take your vision from idea to action, and overcome challenges along the waymeasure your success, review lessons learned, and build a culture of constant improvement.With 10 Steps to Successful Change Management at your fingertips, you'll be prepared to understand what's happening, minimise the risk that goes with it, and take advantage of the opportunities that change can bring. Instead of dreading the possibility that changes will occur, you'll be assured of your ability to handle them—and to thrive and grow through the experience.

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Book Synopsis

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