Management and management techniques Books

Book SynopsisFollowing the success of their first book 'The Leader, The Teacher, & You', which won the Singapore Literature Book Prize in the Non-Fiction Category in 2014, Siong Guan and Joanne H Lim have collaborated again to produce their new book 'Winning with Honour: In Relationships, Family, Organisations, Leadership, and Life'. The book draws upon wisdom from history, geography, culture, religion, the wisdom of the ancients, as well as writings and examples from all over the world. The book posits that there is a universality in the message of Honour that can prove valuable to all who would care to reflect on how to sustain success in one's life, family, community, organisation and/or nation.The purpose of this book is to invite you to think about what winning in life actually means, and seeks to raise consciousness about the virtue of Honour in our lives, particularly in the two dimensions of 'Honouring Our Word' and 'Honouring Each Other'.Segmented into 10 parts and drawing from a collection of wisdom literature, the book posits that Honour does not just explain Singapore's journey from Third World Economy to First World Economy in a generation, but is an essential virtue that undergirds purposefulness in life, happiness in family, stability in society, advantage in business, success in leadership, and security in the nation. Written in a unique format that is accessible to people from all walks of life, the book seeks to showcase what is possible if imagination and human enterprise are coupled with honour.Table of ContentsSingapore: Small City; Small State; Honour: Small Thought; Big Idea; Winning with Honour in Relationships, Family, Organizations, Leadership and Life;

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Book SynopsisWith greater organizational complexities looming on the horizon, PMI has introduced Navigating Complexity: A Practice Guide. The definitive guide expands upon the principles, tools, and techniques presented in the PMBOK® Guide and other foundational standards, providing a streamlined approach to understanding and navigating complexity. This groundbreaking guide fills a void, providing the first published reference to help project management professionals successfully mitigate complexities and accomplish their organizational goals.

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Book SynopsisBusiness analysis is a vital business change function with the potential to offer an efficient and valuable business service. Effective business analysis enables greater project success, informed investment choices and the delivery of beneficial business outcomes. A BA service is essential to modern businesses. Delivering Business Analysis explores the creation and management of a BA service, including strategy definition, recruitment and continuous service improvement. The book explains how to move beyond the BA Community of Practice and embrace a service mindset, as well as how to deliver a BA service offering and move on to co-create business value. This is the first publication to support senior BAs and BA team leaders within their organisations, helping them to engage with their customers and ensure they lead a team with the skills and tools to deliver an exceptional BA service. It is a key text for anyone driving or enabling successful change outcomes who wish to understand the benefits that accrue from adopting a service approach. A comprehensive manual, covering all aspects of establishing and maintaining a BA service Offers BA Leaders a timely road map for moving from a standard community of practice to a customer-focused BA service A variety of practical and informative case studies is included, each of which focuses on a particular aspect of BA service delivery and leadership This guide will enable BA leaders to attract, recruit and retain high-performing business analysts to their organisations Fully aligned with the syllabus for the BCS Professional Certificate in Business Analysis Service Delivery Trade Review'This book contains a wealth of information and models to help BA leaders understand what their organisation needs from the BA function. The use of models and frameworks works particularly well; using an abstract concept to make sense of a concrete situation is, after all, the core of business analysis. This book also recognises the need to understand leadership as a distinct skillset, which is often overlooked within BA functions as many managers are promoted on the basis of technical excellence and may have little help developing their management competence. Whilst there are lots of ideas included in the book, I was particularly heartened that the importance of organisational context runs strongly throughout; this is not a “one size fits all” instruction manual, but rather a rich source of views and concepts to help BA leaders make the right choices for their own organisations. This book is recommended reading for anyone who has, or aspires to, a BA leadership role.' -- Michelle Shakesheff * Head of Business Analysis, Close Brothers *'Business analysis has evolved as a discipline, but as many BAs will attest, there are obstacles to overcome. Often the role is misunderstood, and having a strong team and strong role identity is crucial. This practical and insightful guide provides concrete steps to avoid "role ambiguity", and will help senior BAs and leaders to clearly set-up, manage and measure the success of their BA service. The book discusses tricky but crucial areas such as value co-creation and the BA value proposition, and many other useful topics besides. The addition of inspirational case studies shows the types of concrete results that can be achieved. This book is exactly what the BA Community has been waiting for: A practical and insightful guide on how to set-up, run, manage and measure a BA Service. A "must read" for all senior BAs and leaders.' -- Adrian Reed * Principal Consultant at Blackmetric & Author of "Business Analyst" *'A wonderful resource for people who are leading or representing business analysis inside their organisation, and are looking to build the understanding, recognition and mobilisation the role deserves - this book is your personal coach and new best friend.' -- Joe Newbert * Chief Training Officer at Business Change Academy & Non-executive director of IIBA South Africa *'The growth of business analysis has led to more and more organisations establishing BA Practices yet little information is available to help them thrive. This book shines a new light on business analysis from a service perspective; providing a timely and comprehensive 'How to guide' for anyone wanting to achieve a sustainable and enduring BA service. Reading this book will provide everything you need from establishing a new BA service, to continuous improvement of established practices, and how to measure them effectively. A must have for any organisation.' -- Lynda Girvan * Senior Business Analyst and Head of BA Profession, CMC Partnership Consultancy Ltd *'This is the book BAs have been waiting for. A comprehensive toolkit for the modern BA covering everything from the BA service, through recruitment, performance and standardisation. This book is suitable for all levels of BA, from those new to the profession, to the most experienced leaders in the industry. Essential reading for any Business Analyst.' -- Sandra Leek * Senior Business Analyst & IIBA UK BA of the Year 2014 *'Debra and Christina have cleverly crafted this insightful guide to encompass all the facets of a high performing 'Business Analysis' capability by using the wealth of its very own toolkit. With the customer firmly at the forefront, this book is packed with practical innovative frameworks, templates and guidelines that you could introduce tomorrow and make an immediate impact to the quality of your BA value proposition. Whether you’re a BA leader, a BA professional or simply a recipient of Business Analysis services, this book brings overdue clarity on how a high performing, modern day Business Analysis capability should be structured, operated and promoted on a day-to-day basis.' -- Ian Richards * Head of Business Analysis, Capita People Solutions & IIBA UK BA of the Year 2016 *'It can be a real struggle to set your standards as a team of business analysts in an organisation, this book gives a clear overview of the steps you can take to create a professional and mature business analysis service.' -- Geertje Appel * Business Analyst & Trainer, Le Blanc Advies *'An important new work further enhancing the Business Analysis discipline. The book brings together the challenges faced in the definition, design and operation of a BA Service, such as where it is situated within an organisation; how to measure its effectiveness; and offers suggestions to address these based on information taken from senior practitioners in the field. Applying concepts from Service Science to Business Analysis, a service framework is proposed. Alongside an indication of the main beneficiaries of each service and the competencies needed to deliver it, this forms an essential manual for BA leaders setting up a new BA Service or wanting to understand the maturity of their existing practice.' -- Dr Terri Lydiard * Director, Teal Business Solutions Limited *'This book is a much-needed book for the BA world! It provides everything and more to be able to understand (and where needed) to implement a BA Service. It combines both theories with practical applications, tools and techniques, which provide the reader with so much more than just theory. A must have book for those wanting to expand their knowledge of BA services and the profession.' -- Joanna Soleki * Head of Strategic Portfolio & Business Change, Sheffield Hallam University, & IIBA UK North Vice-Chair *'Essential reading for BA managers and leaders whether they are wanting to set up or run a BA Service or to develop a team of BAs. This book takes the next step in developing Business Analysis as a profession and will enable managers to build a BA service that adds significant value to their customers and the wider organisation.' -- Dr Katharine Smith * Senior Business Analyst *'A comprehensive, well-crafted and carefully researched guide for BA managers, packed with practical advice and examples. This is a valuable resource for BA Leaders to frequently return to for helpful nudges whilst navigating changing tasks, environments and practice maturity.' -- Michael Greenhalgh * Head of Business Analysis, British Council *'Having experience of being part of and leading two BA Services - I can see how valuable this will be to those running a service of any scale. Whether you’re running a BA Service made up 2 or 200 professionals, whether it’s a new thing or been around for a while, or even if you don’t know you’re running a “BAaaS” – I’m confident you’ll find this an invaluable friend you’ll want to keep coming back to.' -- Jamie Toyne * Head of Business Analysis, Department of Work and Pensions (DWP) *Table of Contents Introducing the BA Service Introducing the BA Service Framework Recruiting and Retaining Business Analysts Developing the Business Analysts Enabling the Business Analysts' Performance Standardising the BA Service Applying Software Tools to Support the BA Service Leading the Business Analysis Service Operating the Business Analysis Service Delivering a Customer-Oriented BA Service Fostering a Business Analysis Service Culture Improving BA Service Quality Measuring the Performance of the BA Service

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Book SynopsisChallenging Coaching is a real-world, timely and provocative book which provides a wake-up call to move beyond the limitations of traditional coaching. Based on the authors' extensive experience working at board and management levels, they suggest that for far too long coaching approaches have shied away from adopting a more challenging stance - a stance that can provoke greater performance and unlock deeper potential in business leaders and their teams.The authors detail their unique FACTS coaching model, which provides a practical and pragmatic approach focusing on Feedback, Accountability, Courageous goals, Tension and Systems thinking. The authors explore FACTS coaching in theory and in practice using case studies, example dialogues and practical exercises so that the reader will be able to successfully challenge others using respectful yet direct techniques.This is an original and thought-provoking book that dares the reader to go beyond traditional coaching and face the FACTS.Trade ReviewImportantly, this book challenges coaches too by giving them permission to break some of the 'golden rules' of coaching. John and Ian show how the FACTS model can help leaders deploy tough coaching skills with the humility that will be necessary to engage and motivate the modern workforce. This is an excellent contribution to the advancement of executive coaching. I hope that others will wake up to this important challenge through reading and re-reading this timely book. -- Sir John Whitmore (from the foreword)This is a terrific book that should provoke and challenge coaches to 'up their game' and thus provide more value to individuals and also, vitally, to their organisations. The philosophy, observations, process and tools that John and Ian describe are very consistent with my and my colleagues' approach. Read it and I believe you will improve your coaching. -- Graham Alexander - Founder of The Alexander Corporation, originator of the GROW Model, and author of Supercoaching and Tales From the TopThis is a real-world, practical, easy to understand approach to a more challenging style of coaching. A style that is needed to help leaders sit back and think of different solutions and new mind sets in a more uncertain business world. For leaders who are driving for higher performance the FACTS model will allow them to adopt a challenging style but one which, crucially, is respectful rather than threatening in its impact. -- Tony McCarthy - Group HR Director, ENRC plcNot just for the coaches. This book is critical reading for any business leader seeking to take an honest and challenging approach to developing their people, as well as anyone seeking to add robustness and realism to their business relationships. -- Scott Sundermann - Managing Director, Healix GroupThis is a book that is at the same time inspiring and transformational. Inspiring because it reinforces the motivational aspects of coaching and transformational because it progresses the discipline in light of today's business environment. I recommend this book to all coaches who wish to challenge conventional coaching techniques. -- Julian Wais - Director of Inverstor Relations, Cobham plcThis new book makes an important contribution to the coaching literature. Blakey and Day challenge all coaches to look at ourselves and how we work to help our clients - both individuals and their organisations. Whilst this might be an uncomfortable experience for us as a profession it is as important that we do it for ourselves as we do with our clients. -- Ian Saunders - Associate Fellow, Said Business School, Oxford UniversityI have experience of working with both John and Ian and have found their FACTS method of coaching both energises individuals and ensures alignment with company goals. Any coach who truly wants to add value to the bottom line of their clients should take note of the key messages in this book and not be afraid to challenge the established 'comfortable norms', particularly in these uncertain and increasingly competitive economic times. -- Yvonne Spalding - Director, Group Professional Services, SSP Ltd.This book makes an important contribution to the evolution of coaching as a profession. The authors pose a provocative challenge to the coaching profession to raise their game to better support and challenge individuals and organisations, in service of the wider environment. The book offers new insight for business leaders and coach practitioners alike and is aligned to the most contemporary leadership literature. -- Sue Mortlock - Head of Board Development, NHS Institute for Innovation and ImprovementWe believe in 'challenging you to be the best you can be' and this is the first book to endorse that perspective and brilliantly demonstrates how to do it responsibly. Definitely a core text on our coach training programmes. -- John Leary-Joyce - CEO Academy of Executive CoachingRight on target. This book is so practical it reads like a Haynes manual for a style of coaching and leadership based on real human values rather than abstract processes. Notions such as courageous goal setting, feedback as the 'loving boot', the 'player coach' and the 'R' word (responsibility!) particularly rang true for me. These are powerful ideas consistent with my own belief that leadership takes place on the pitch not on the side-lines. I loved it. -- Andrew Gould, CEO UK, Jones Lang LaSalle

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Book SynopsisAre you looking for a more compassionate, caring and loving way to lead? Do you want to be a leader that makes a meaningful difference, who opposes injustice and strives to make the world a better place? In this unique, empowering and inspiring guide, Business Leader and BCorp Ambassador Paul Hargreaves challenges you to banish outdated, paternalistic, ‘command and control’ leadership and instead embrace the positive, proactive and purpose-led styles that have the power to energise, empower, elevate and change the world. Using an enlightening and thought-provoking mix of stories, quotes and case-studies, Paul will guide you on a journey through 50 essential leadership qualities. Day by day he’ll equip you with ingenious ideas, inspiration and the mindset you need to become a leader who: Nurtures, supports and cherishes the planet as well as your people. Releases love, compassion and care throughout your organisation. Challenges the status quo and is a catalyst for positive change. Uses empathy, trust and mutual respect to drive success and encourage the best in others. By becoming a genuinely dynamic and human leader who’s driven by principle, purpose and passion, you’ll make a more profound impact on your business and the world as you create a legacy to be proud of.Trade Review‘A brilliant, shining light on what makes a great leader’ - Mark Cuddigan, CEO Ella’s Kitchen, Board of Trustees – B-Lab‘If you genuinely want to live a better and larger life, read this book.’ – Professor Paul McGee, Sunday Times best-selling author and motivational speaker and coach.‘We badly need inspirational leaders. Paul Hargreaves has written a book that addresses this gap.’ - Dr Eve Poole, Author of Leadersmithing

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Book SynopsisDo you grapple with the relentless demands of your leadership role? Are you struggling to balance your teamâ s wellbeing with delivering results? Contemporary workplace cultures often shackle employees to a culture of ceaseless high performance and productivity. This results in lacklustre productivity, diminished creativity and a shattered workforce. In contrast elite sports have honed time-tested strategies for sustaining peak performance, consistency, and getting results without exhaustion. This practical and illuminating guide offers a fresh perspective on leadership, unleashing an empowering, harmonious approach thatâ s inspired by elite sportsâ proven disciplines. Karen Meager and John McLachlan draw from extensive research and their deep understanding of leadership behaviours to provide you with a playbook for adapting elite sportsâ winning techniques to your own team or organisation. Discover how to apply the incredible rhythm of the rest, practice, perform cycle and explore how it can revolutionise your teamâ s productivity, performance and wellbeing.

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Book SynopsisRediscover how your organisation works and where it can be improved by using simple, yet powerful techniques! This book provides the business or IT professional with a practical working knowledge of Business Process Management (BPM). This book is written in a conversational style that encourages you to read it from start to finish and master these objectives: Learn how to identify the goals and drivers important to your organisation and how to align these with key performance measures; Understand how business strategies, business policies, and operational procedures need to be connected within a Business Process Architecture; Know the basic building blocks of any business process Inputs, Outputs, Guides, and Enablers; Learn how to create a BPM Center of Excellence in your organisation; Acquire the skills to establish a BPM methodology addressing Enterprise-level, Process-Level, and Implementation-Level priorities; Learn how to build a Process Competency Framework encompassing all BPM stakeholders; Obtain the knowledge to improve a process step-by-step with easy to use techniques and templates such as swimlanes and flowcharts.

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Book SynopsisThe study of the museum visitor has undergone radical transformation. Each author here has asked unfamiliar questions and responded with fresh answers. Some of these questions involve the visitor's identity, what she brings to her museum experience. Can we gain entry into this experience? Does more technology really increase access to the objects themselves? Others probe the very nature of museum going and exhibition making, demanding that we reexamine the traditional exhibition to reposition the visitor and her meaning-making at the centre. The volume provokes imaginative research and encourages new conclusions.

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Book SynopsisConflicts in business families â how culture and family history influence conflicts and their management

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Book SynopsisThis book contains 22 articles based on mini-surveys carried out in The Danish Supply Chain Panel from 2012 to 2016. The panel includes supply chain practitioners who have willingly joined the panel and accepted to answer on a number of mini-surveys per year. Beyond the presentation of the articles, the book also contains an evaluation of the first five year of the panel. The Danish Supply Chain Panel can be perceived as a commitment to practical relevance concerning both knowledge production, in terms of raising the right questions to be researched and knowledge transfer, in terms of disseminating the research.

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Book SynopsisJo Owen has an MBA and knows what it takes to succeed in today's business world. As a  top authority on leadership, he practices what he preaches. He has worked with over 100 of the best (and one or two of the worst) organisations in Asia, Europe and North America. He was a partner at  Accenture, started a bank, built a business in Japan and is a founder of five national charities.  He is a top corporate coach and speaker on leadership and the bestselling author of How to Manage, How to Sell, How to Influence  and How to Lead, the UK's number one book on leadership.He can be reached at jo.owen@leadershippartnership.com. Table of ContentsIntroduction 1. The world of strategy 1.1 The nature of strategy 1.2 Dealing with strategy 1.3 Applying strategy to your area 1.4 Four pillars of strategy 1.5 Strategy and the art of unfair competition 1.6 Portfolio strategy 1.7 Creating a vision for your firm and your team 1.8 Mergers and acquisitions 1.9 How to be innovative 1.10 The language of strategy 1.11 Business start-ups 2. Marketing and sales Introduction 2.1 The nature of marketing 2.2 The advertising brief 2.3 How to be an advertising expert 2.4 The marketing brief 2.5 Market segmentation 2.6 How to price 2.7 Market research 2.8 Competitive and market intelligence 2.9 What people buy and why 2.10 How to sell – to be imported: persuasive conversations? 2.11 How not to sell 3. Finance and accounting Introduction 3.1 Maths for managers 3.2 Surviving spreadsheets 3.3 The financial structure of the firm 3.4 Models of business 3.5 Financial accounting 3.6 How to use the Capital Asset Pricing Model 3.7 Assessing investments in practice 3.8 Negotiating your budget 3.9 Managing your budget 3.10 Overseeing budgets 3.11 The balanced scorecard 3.12 The nature of costs: cash versus accruals 3.13 The nature of costs: fixed versus variable 3.14 Cutting costs: methods change 3.15 Cutting costs: slash and burn 3.16 Cutting costs: smoke and mirrors 4. Human capital Introduction 4.1 Dealing with HR professionals 4.2 HR strategy and minimising the cost of production 4.3 HR strategy and the quality of production 4.4 HR strategy: enabling growth (or decline) 4.5 HR strategy: compensation 4.6 Organisation culture and what you can do about it 4.7 Organisation culture and how to change it 4.8 When to fire someone 4.9 Ethics 5. Operations, technology and change Introduction 5.1 How to start a change effort 5.2 Setting up a project for success 5.3 Managing projects 5.4 The nature of quality 5.5 Applying quality 5.6 Restructuring the organisation 5.7 Reengineering 5.8 Using consultants 5.9 Dealing with the law 6. Lead your team Introduction 6.1 How to take control 6.2 What you

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Book SynopsisThe typical structure of today's corporate organization was essentially invented in the nineteenth century and based deliberately on the military's "command and control" model and on the hierarchical pyramid of the Catholic Church. As such, it is outmoded and not equipped to deliver corporate success in the 21st century. My Steam Engine is Broken calls on a new generation of organisational leaders to stop trying to fix a broken and outmoded structure, and to create new, successful working structures that work with, not against, people's natural modes of behaviour. The authors explore the way in which the Steam Engine organisational model is no longer offering job satisfaction to its managers precisely (and paradoxically) because managers are not being enabled, and are often being prevented, from delivering what the organization most needs from them: self-direction, innovation, leadership and heartfelt commitment.

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Book SynopsisThe time has come for better management. But better management is not merely about adding new labels to the current ways of doing things; it is much broader than efficiency and alignment. In this book, Lukas Michel offers senior executives and managers tools to understand a new way of discussing and thinking about management and work, which requires us to take on a broader perspective of the company and its culture. It's every manager's prime job to manage better: to change the way they lead people and how they organise work in the new (post-pandemic) business context. The book discusses the role of the operating system to do that and clarifies managerial priorities and goals. This then sets the stage for Diagnostic Mentoring - the methodology that enables the transformation of the way we manage.

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Book SynopsisThe Journal of Cultural Management and Cultural Policy offers international perspectives on a wide range of issues in cultural management and cultural policy research and practice. Cultural participation has been a central topic in cultural policy discourse as well as in the theory and real-life practice of cultural management for over 50 years now. But what do we mean by cultural participation? Who is the driving force behind participation? How can we measure whether the goals of cultural participation have been achieved? The discourse conducted in the 1970s under the claim culture for all has (again) gained momentum in recent years with regard to the distribution of power, structural exclusions and the creation of new or different access points. The contributors paint a differentiated picture of cultural participation, also considering diversity, accessibility and inclusion.

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Book SynopsisScientific progress doesn’t always precede engineering advances; it often follows. Answering questions isn’t always the goal; finding questions often is. Sometimes we seek to strengthen conventional wisdom; sometimes to surprise it. What if we could rethink nurturing research, through policy and management, to harmonize with the nature of research?Trade ReviewEssential reading. By integrating the previous work of leading science and technology scholars, creating new terminology, concepts, and logical structures, and including concrete examples, these two eminent leaders make a compelling case for rethinking how we understand and nurture research to advance the public good. -- Laura Diaz Anadon, Chaired Professor of Climate Change Policy, University of CambridgeEnlightening and important. Narayanamurti and Tsao demolish long-accepted tenets of science and technology research by exposing flaws, misconceptions, and anachronisms, then propose a visionary new framework. Invaluable for anyone leading a research enterprise, recruiting talent, or devising new funding mechanisms. -- Nancy Andrews, former Dean of the Duke University School of MedicineA thought-provoking journey. By transcending widespread but limiting beliefs, The Genesis of Technoscientific Revolutions explores how to better understand research and unleash its potential. Highly recommended for all policy makers and leaders interested in improving the effectiveness of research and developing high-performing research institutions. -- Qi-Kun Xue, Director of the Beijing Academy of Quantum Information SciencesHighly accomplished researchers Narayanamurti and Tsao synthesize new and old ideas about how science and technology work together, sharing audacious insights that can improve research outcomes. This book will be a rewarding read for all who want to understand innovation and accelerate it. -- John P. Holdren, former Science Advisor to President Obama and Senate-confirmed Director of the White House Office of Science and Technology PolicyA deep examination of how discoveries and innovations have happened in history, and [it] comes up with a set of methods on nurturing research in public-funded institutions and corporate labs. It is a book that is at once dense and insightful, to be read as much by the shop floor scientist as the CEO, by policymakers as much as university professors. -- Hari Pulakkat * Shaastra *A useful contribution to the study of scientific method and should be of considerable interest to anyone interested in the history and/or the philosophy of science (and technology). * The Complete Review *The book is a rigorous intellectual effort to make the reader aware of some of the most prominent and interesting frameworks of thinking about the development of science and technology that occurred during the 1990s and 2000s. The book should be seen as a manual to help people think about, design, and develop research activities through new conceptual frameworks, frameworks that give primacy neither to science nor to technology. -- Ozan Altan Altinok * Metascience *

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Book SynopsisTony Nicholls is a Principal Consultant with Mayvin Ltd, a Leadership, Organization Design and Organization Development consultancy working globally across the private, public and third sectors. His private sector clients have included Zurich and Close Brothers and for the public sector, he works across the UK Civil Service and with Local Government organisations. Based in Wilmslow, UK, he is also the faculty lead for the UK Civil Service Organisation Design and Development capability development programmes. Prior to his role with Mayvin Ltd, he has held senior HR and OD roles at The Co-Operative Bank and Capital One, Europe.Trade Review"This book really drew me in. It goes deep into the theory but also translates it into practice. This focus on management asks us to move away from practices that reinforce hierarchies and hero leaders coming to the rescue." -- Rebecca McNeil * CEO Retail at Close Brothers, Chair of the UK Finance and Leasing Association *"Tony presents compelling arguments for the need to re-assess the value of management as opposed to leadership and provides a practical guide to modern practices that will be useful to managers at all levels in organisations." -- Kevin Hogarth * Chief People Officer, KPMG UK *"This book speaks to the part of me that resists convenient containers compartmentalising what it is to be leader, manager, or organisation. My rebellious side responded to this book as an invitation to break free of simplistic either/or arguments, and accept that to deliver real change we become what the situation demands of us. There is no handbook for this job. You can read all the books, absorb all the theory - but you're the secret sauce. Filled with anecdotes, lived experience and practical exercises - this is not a book of theory, but more like a collation of evidence to demonstrate where leaning into the complex and not having the answers, but being willing to 'do the work', are the practices that serve us to become 'unstuck'." -- Rebecca Herbert * People Experience Specialist, The independent Parliamentary Standards Association *"This book is urgently needed. The predominance of 'leadership' thinking ignores the fact that running an organisation is an everyday business, needing raised awareness and wise choices that are often left up to the people working closest to the grain of the work. These are often the people most 'leadership' thinking ignores. This book explains why they need to think differently about their everyday but it also shows these everyday managers how to do this. Supremely grounded and practical as well as thoughtful and informed, this is a manual for the wise manager with their feet on the ground." -- James Traeger * Co-founder and Director, Mayvin Limited; Adjunct Professor of Management and Organisational Learning at Hult Ashridge Executive Education *"Tony has written from the heart and based on his extensive experience. I value managers who can see through the noise and get to the nub of what is needed. This requires them to be 'always on', tuned into their context and to develop deep working relationships with their colleagues. Something I have witnessed first-hand that Tony focuses on and conveys extensively in his writing. Tony focuses our attention on the need for managers to move beyond the tools and techniques of management and to see themselves as being 'the instruments of change'." -- Paul Naden * Entrepreneur and CEO, Saving the Survivors *"For practitioners who are involved in the bewildering world of change this book combines utility and confidence. In short, it provides practical things to do and is presented in a way that will give people the confidence to do them." -- Dr Rob Warwick * Professor of Management and Organisational Learning, The University of Chichester *"Easy to read and understand, this book is an enjoyable journey, building through each chapter. Using stories and personal reflections, Tony gives something of himself that will resonate and help the reader connect. This book is about turning the management pyramid upside down, taking theory and making it relatable. It is ideal for all managers, whatever their level in the business." -- Mandy Smith * HR Business Partner, Close Brothers Motor Finance *Table of Contents Chapter - 00: Introduction; Chapter - 01: The impact of uncertainty; Chapter - 02: Manager of change, not change manager; Chapter - 03: Mapping the tools of management; Chapter - 04: The people side of change; Chapter - 05: Context is everything; Chapter - 06: Managing change: The mindset; Chapter - 07: Managing change: The practice; Chapter - 08: Managing change: The craft; Chapter - 09: Everyday practice 1: Noticing; Chapter - 10: Everyday practice 2: The check-in; Chapter - 11: Everyday practice 3: Navigating; Chapter - 12: The future of management; Chapter - 13: Building more purposeful and inclusive organizations;

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Book SynopsisThe social sector is undergoing a major transformation. We are witnessing an explosion in efforts to deliver social change, a burgeoning impact investing industry, and an unprecedented intergenerational transfer of wealth. Yet we live in a world of rapidly rising inequality, where social sector services are unable to keep up with societal need, and governments are stretched beyond their means. Alnoor Ebrahim addresses one of the fundamental dilemmas facing leaders as they navigate this uncertain terrain: performance measurement. How can they track performance towards worthy goals such as reducing poverty, improving public health, or advancing human rights? What results can they reasonably measure and legitimately take credit for? This book tackles three core challenges of performance faced by social enterprises and nonprofit organizations alike: what to measure, what kinds of performance systems to build, and how to align multiple demands for accountability. It lays out four different types of strategies for managers to consider—niche, integrated, emergent, and ecosystem—and details the types of performance measurement and accountability systems best suited to each. Finally, this book examines the roles of funders such as impact investors, philanthropic foundations, and international aid agencies, laying out how they can best enable meaningful performance measurement.Trade Review"Measuring Social Change offers a powerful framework to guide social sector leaders. This is not a simplistic "one-size-fits-all" argument, but a refined yet practical roadmap for how to build the systems needed to know whether your work is having an impact. The frameworks and case studies could revolutionize how organizations manage for impact. An important book." -- Jeffrey L. Bradach, Managing Partner and Co-Founder * The Bridgespan Group *"This book goes beyond the promise of its title to elucidate the key concepts of nonprofit strategy and propose nuanced improvements. A valuable mix of the theoretical and practical, richly illustrated by real-world examples." -- Paul Brest, faculty co-Director, Stanford Center on Philanthropy and Civil Society; former President * William and Flora Hewlett Foundation *"A valuable contribution in addressing the crucial challenge of targeting and measuring impact." -- Sir Ronald Cohen, Chair * Global Steering Group for Impact Investment *"Alnoor captures the importance of measuring what matters like no one else. In this remarkable book, he gives the reader tools, rules as well as questions to ensure those questions are effective. This is a must-read for anyone serious about measuring change, something we all must be." -- Jacqueline Novogratz * Founder & CEO of Acumen, author of The Blue Sweater *"As Alnoor Ebrahim argues in this trenchant new book, the social sector has mushroomed in size and scope in recent years. A leading scholar in the field, Ebrahim provides fresh, thoughtful answers on how we should measure progress with nonprofits. This book will be important to practitioners, philanthropists, and academics alike." -- David Gergen, CNN Senior Political Analyst; Professor of Public Service and Founding Director, Center for Public Leadership * Harvard Kennedy School *"This book is useful for readers involved in the social sector, including governments, nonprofit organizations, and funders of charitable work, as well as specialists in the sociology of the social sector. It can make donors, directors, and practitioners more aware of measuring the impact of their work and donations. Recommended." -- F. E. Foldvary * CHOICE *"[A] rare example of a work that takes impact measurement back to first principles." -- Jess Daggers * International Review of Applied Economics *"[One] of the most impressive contributions to the design and approach to social performance...in a decade or more....This book is an all-too-rare extremely important contribution to our field. It advances the organization theory foundation of performance and accountability research, its framework adds important new and clear thinking that advances our conceptualization of social performance (and the framework opens up new vistas for follow-up work), and it provides solidly grounded illustrations of both NGO and nonprofit contexts where this strategy framework matters deeply in practice." -- Raymond Dart * Voluntas *Table of ContentsContents and AbstractsIntroduction chapter abstractThis introduction explains why it is critical for social sector leaders to be strategic about measuring the performance of their organizations. It lays out the three main challenges of social performance that they must address: what to measure, what kinds of performance measurement and management systems to build, and how to align multiple demands for accountability. It also provides a brief synopsis of each chapter of the book, including its conceptual framing, the four case studies at the heart of the book, and a concluding chapter on the roles of funders. 1Conceptualizing Social Performance in a Complex World chapter abstractChapter 1 provides the conceptual underpinnings for the book. It summarizes the foundations of organizational performance assessment, drawing from the literatures in business and nonprofit management, program evaluation, and development studies. It then develops two frameworks for measuring and improving social performance. The first is a general model of social sector performance comprised of three core components: an organization's value proposition, model of social change, and accountability priorities. All organizations need to define these clearly to make systematic and measurable progress in addressing social problems. The second framework introduces two contingent factors that all managers must understand in developing their performance systems: uncertainty about cause-effect, and control over outcomes. These two factors provide a basis for differentiating among four types of social change strategies: niche, integrated, emergent, and ecosystem strategies. The key managerial implication is that each type of strategy requires a distinct type of performance system. 2Niche Strategy chapter abstractChapter 2 examines performance measurement in organizations that adopt a niche strategy, where the relationship between cause and effect is relatively well understood, but there is low control over long-term outcomes. Under such conditions, managerial attention is best focused on implementing the intervention with high quality—with a focus on short-term metrics of activities and outputs, rather than on long-term outcomes. This requires a performance system based on standardization and quality control. Such a niche strategy is illustrated through the case of Ziqitza Healthcare Limited, a social enterprise that is one of the fastest growing private ambulance services in India. The chapter also draws briefly on other examples of niche strategies such as post-disaster emergency response. 3Integrated Strategy chapter abstractChapter 3 explores the performance systems necessary for supporting an integrated strategy, where the relationship between cause and effect is relatively well understood, but where multiple interventions must be combined in order to produce outcomes that are greater than the sum of their parts. Here, the core task of a performance system is coordination, which involves prioritizing and sequencing a portfolio of interventions. The chapter looks at a series of integrated interventions in rural natural resource management that aim to increase incomes of smallholder farmers. It follows the experience of the Aga Khan Rural Support Programme in India over a 20-year period. The chapter concludes with other examples of integrated strategies, including an even more complex endeavor to assist people living in extreme poverty by BRAC in Bangladesh, and a pipeline of educational interventions developed by the Harlem Children's Zone in New York City. 4Emergent Strategy chapter abstractChapter 4 examines an emergent strategy in global policy advocacy work, where the relationship between cause and effect is complex, and where an organization's ability to control policy outcomes is severely constrained. This strategy is illustrated through the case of a global network organization called WIEGO—Women in Informal Employment: Globalizing and Organizing—which advocates for the rights of workers in the informal economy. The organization cannot attribute improvements in the working conditions of informal workers to its interventions (outcomes), but it can reasonably claim to have "influenced" global and national public standards on measuring the informal sector (interim outcomes). Executing such a strategy requires a performance system based on adaptation that enables the organization to quickly act on new opportunities to influence key actors within its organizational ecosystem. Such a performance system is relevant to a diverse range of social interventions. 5Ecosystem Strategy chapter abstractChapter 5 details an ecosystem strategy, where cause-effect relationships are complex and multiple organizations collaborate in order to increase their control over outcomes. In such settings, causal attribution is nearly impossible because organizations cannot reliably isolate their interventions from those of other actors in the ecosystem. The chapter shows that rather than trying to solve the attribution problem, managers are better served by building an orchestration system: developing shared (supra-organizational) performance indicators to chart the progress of the field as a whole, support collective learning, and align individual efforts towards joint goals rather than independent aims. This strategy is illustrated with the case of Miriam's Kitchen, an organization that aims to end chronic homelessness in Washington, D.C. by fundamentally realigning the efforts of over 100 nonprofit and public sector actors in the city. The chapter also draws upon the growing "collective impact" movement in the social sector. 6Designing Social Performance Systems chapter abstractChapter 6 brings together the key insights from the case studies in the book (chapters 2-5), synthesizing core learnings and revisiting key questions in the book: What should an organization measure? What kind of performance system best fits its needs? What should be its accountability priorities? The chapter provides a side-by-side comparison of the performance systems used in each of the case studies, identifying not only what they have in common, but also how they differ in fundamental ways. This analysis leads to a typology of four distinct performance systems—standardization, coordination, adaptation, and orchestration—each suited to supporting one of the four strategies noted above. 7Roles of Funders chapter abstractThis concluding chapter turns to the roles of funders in supporting performance measurement and management. Funders, be they grant-makers or investors, can help or hinder the organizations they support. Drawing on the experiences of three innovative funders (an impact investor, a grant-making foundation, and a bilateral aid agency), this chapter illustrates the critical roles that funders can play in enabling better performance measurement at four different stages of decision making—search, diligence, improvement, and evaluation. It also identifies a range of tools and methods that are useful at each stage. The experiences of these pioneering funders further demonstrate how measurement can help close the gap between upward accountability to funders and downward accountability to clients or beneficiaries. In closing, the chapter highlights the measurement challenges that funders face in assessing the performance of a portfolio of investments.

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Book SynopsisDesign leadership at scale requires leaders who design the design function, establish a thriving environment for the creative team, and shape the design organization to drive progress, advance innovation, and enhance meaningful customer experiences. To examine the foundations of successful design leadership, the authors performed extensive in-depth interviews with design leaders working for Fortune 500 organizations across industries. Based on these insights, Design Leadership Ignited delineates a pathway to design excellence, which includes establishing a forward-looking strategy and an adequate organizational structure for the design function, empowering the design team, and scaling the impact of design across the entire organization. This book takes the position that a core challenge in the journey towards design excellence is the need to recognize and balance the often-contradictory objectives and activities that design leaders encounter. Combining their practitioner experience and research, the authors provide a framework to embrace the complexity of design leadership that will elevate design at scale.Trade Review"The authors have created an exceptionally comprehensive guidebook to building and growing the design function. With engaging insights, useful models, and straightforward language, this book will spark plenty of 'aha' moments, generate lots of note-taking, and inspire even better design leadership for the future."—Carole Bilson, President, The Design Management Institute, and former VP Global Design & Usability, Pitney Bowes"This book couldn't have come at a better time. As many companies are facing profound transformations of their business model, strong design leaders are needed to help executive management navigate the high seas.Design Leadership Ignited is inspirational, pragmatic, filled with real-life experiences, and written for design excellence."—Laurens van den Acker, EVP Corporate Design, Renault Group"This book consolidates key insights and knowledge to ensure that design teams can thrive at scale. Elevating the practice of design leadership becomes even more critical as design leaders are now expected to play a pivotal role in shaping the success of not just products, but entire companies. Essential reading for design leaders."—Alastair Simpson, Vice President of Design, Dropbox"As scaled businesses increase their investment in design, it is more important than ever to understand and articulate the business value of enterprise design programs. Packed with practical real-world insights, Design Leadership Ignited is a clear and comprehensive resource for an emerging generation of design leaders."—Doug Powell, Vice President of Design, IBM"The most pragmatic, practical and insightful approach to understanding contemporary design leadership. Drawing on decades of knowledge in the field, this book is an essential read for aspiring design leaders and business leaders wishing to deliver excellence through design."—Rachel Cooper OBE, Distinguished Professor of Design Management and Policy, Lancaster University"A seminal and timely piece substantiating design leadership in the era of rethinking the future. Abound with enlightening thoughts and practice-oriented insights about design leadership as the differentiating force of change, this is a must read for all to build design as a core competency for the twenty-first century."—Edmund Lee, Senior Consultant & Former Executive Director, Hong Kong Design Centre"Complex organizations with increasingly overlapping boundaries between business and design require a different kind of design leadership, and this book provides the right insights to deliver it."—Deborah Dawton, Chief Executive Officer, Design Business AssociationTable of Contents1. Design Context 2. Design Leadership 3. Design Direction 4. Design Organization 5. Design Taxonomy 6. Design Resources 7. Design Scaling 8. Design Excellence

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Book SynopsisAn Updated Classic for Reducing Turnover and Improving Engagement. For decades organizations have struggled to better engage and retain their best employees. Retention expert Richard Finnegan proposes a proven and proactive approach, the Stay Interview: an easy-to-use tool to uncover, anticipate, and resolve issues and concerns before your best employees leave. Stay Interviews do three things that employee surveys do not: they deliver information that can be used today; they give practical insights for engaging and retaining top performers; and they provide managers with a reliable process for developing individual stay plans. One of SHRM's all-time bestselling books, The Power of Stay Interviews,is now revised and updated to reflect Generations at work, including Millennials and Older Workers, brand-new Stay Interview questions, and introduces ""Finnegan's Arrow""—a potent business-driven strategy for Stay Interviews.

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Book SynopsisThis book provides an overview of the evolution of investment and risk, together with a synthesis of research on these developments. It explores how exposures can be modified by measuring and managing them and introduces readers to the latest strategies and trends in investment. Broad in scope, the book covers the most important aspects of investment risk management, including the time value of money, financial markets, equity markets, bond markets, and portfolio theory. Accordingly, it offers a valuable asset for advanced undergraduate and graduate finance students, investors and academics alike.Table of Contents1. Introduction.- 2. Time Value of Money.- 3. Financial Markets.- 4. Stock Market.- 5. Bond Market.- 6. Portfolio Theory.- 7. Derivatives.- 8. Summary Problems.

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Book SynopsisLooking to pursue an MBA? The journey can be daunting, but fear not - this book is here to guide you every step of the way.With so many business schools and programs to choose from, it's important to know what you're looking for. That's where this book comes in. The authors help you understand the differences between full-time, modular, online, and executive MBAs, and provide expert advice on selecting the right program for your unique needs. But that's not all – the book also shows you how to make the most of your MBA experience, helping you to develop knowledge, skills, and personal growth. It explores the benefits of alumni associations and shows you how an MBA can be a game-changer for your career.And here's the best part - you don't need to spend a fortune on a Harvard or Stanford MBA to achieve your goals. The book introduces you to a range of high-quality MBA programs across the globe, from Europe to China, India to Latin America, that offer top-notch alternatives that won't break the bank.Whether you're a senior manager, entrepreneur, or fresh out of college, this book is the ultimate resource for anyone seeking to unlock their full potential with an MBA.Table of ContentsForeword by Professor John A. Quelch.- Finding and Applying for th Right MBA: Why Would You Want an MBA.- How to Choose a Business School and an MBA Program.- How Accreditations and Rankings Can Guide Your MBA Choice.- What a Business School Looks for in an MBA Applicant.- How Do You Apply for Your Ideal MBA Program.- Making the Most of Your MBA Studies: How to Extract Most Academic Value from Your Business School and MBA Program.- How to Benefit Beyond the Academic Value of Your Business School and MBA Program.- Benefiting from the Long-Term Value of Your MBA: How an MBA Can Boost Your Career.- How to Get Value from Your MBA Alumni Network.- Why You Should Already Think About the Long-Term Impact of Your MBA Degree.- Appendices.

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Book SynopsisReveals the strategies and tactics that separate the winners from the losers. This guide argues that power is a force that can be used and harnessed for individual gain, but also for the benefit of organisations and society.Trade Review"Jeff Pfeffer is of immense service to the world with his work, blending academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide." -- Jim Collins, author of Good to Great and How the Mighty Fall "Talk about speaking truth to power! In refreshingly candid prose, Jeff Pfeffer offers brilliant insights into how power is successfully built, maintained, and employed in organizations. It's well known that when Pfeffer speaks about power, smart people listen. This book shows why." -- Robert Cialdini, author of Influence "Jeff Pfeffer nails it! Political skill, not just talent, is central to success in every field. In Power, this leading scholar comes down to earth with practical, even contrarian, tactics for mastering the power game." -- Rosabeth Moss Kanter, Chaired Professor, Harvard Business School, and bestselling author of Confidence: How Winning Streaks and Losing Streaks Begin and End and SuperCorp "[Power] will help you get comfortable with challenging assumptions and lingering on the pause...[Pfeffer] draws on a wealth of social-science and psychology research." -- Inc. "Its candor, crisp prose, and forthrightness are fresh and appealing... Brimming with frank, realistic insights on paths to the top, this book offers unexpected-and aggressive-directions on how to advance and flourish in an ever-more competitive workplace." -- Publishers Weekly "[Academics and consultants] have an interest in presenting business as a rational enterprise... This leaves the analysis of power to retired businesspeople...(who strive to present themselves as business geniuses rather than Machiavellis) and practicing snake-oil salesmen...Jeffrey Pfeffer of Stanford Business School is an exception to this rule." -- The Economist "[Power] ought to be required reading for would-be leaders...[E]xcellent." -- Financial Times

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Book SynopsisThe president and CEO of Scandinavia Airlines details how to restructure an organization so that customer needs take priority, how to best utilize employees who deal directly with customers, and how to increase employee motivation.

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Book SynopsisNow a Wall Street Journal bestseller.Learn a new talent, stay relevant, reinvent yourself, and adapt to whatever the workplace throws your way. Ultralearning offers nine principles to master hard skills quickly. This is the essential guide to future-proof your career and maximize your competitive advantage through self-education.In these tumultuous times of economic and technological change, staying ahead depends on continual self-education—a lifelong mastery of fresh ideas, subjects, and skills. If you want to accomplish more and stand apart from everyone else, you need to become an ultralearner. The challenge of learning new skills is that you think you already know how best to learn, as you did as a student, so you rerun old routines and old ways of solving problems. To counter that, Ultralearning offers powerful strategies to break you out of those mental ruts and introduces new training methods to he

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Book SynopsisIn the Age of Software, will your business dominate and maintain relevance—or will it become a digital relic?As tech giants and startups disrupt every market, those who master large-scale software delivery will define the economic landscape of the 21st century, just as the masters of mass production defined the landscape in the 20th. Unfortunately, business and technology leaders are woefully ill-equipped to solve the problems posed by digital transformation. At the current rate of disruption, half of S&P 500 companies will be replaced in the next ten years. A new approach is needed. In Project to Product, Value Stream Network pioneer and technology business leader Dr. Mik Kersten introduces the Flow Framework—a new way of seeing, measuring, and managing software delivery. The Flow Framework will enable your company's evolution from project-oriented dinosaur to product-centric innovator that thrives in the Age of Software. If you're driving your organization's transformation at any level, this is the book for you. Trade Review"If you want to get rid of obsolete practices and succeed with the new digital, read this book." -- Carlota Perez, author of Technological Revolutions and Financial Capital: The Dynamics of Bubbles and Golden Ages"Project to Product is going to be one of the most influential reads of 2019 and beyond. One that connects work outcomes to business results. One that provides models to make better business decisions. One that gives technology leaders a framework to enable the change necessary for companies to remain relevant.." -- Dominica DeGrandis"Every now and then, a body of work comes along with such timely precision that you think hallelujah! Mik's book Project to Product is the perfect antidote for those businesses struggling with digital transformation, broken Agile implementations, and the onslaught of enterprise disruption. In fact, it's a really important component in the world of flow which is at the forefront of business agility. Not only will this framework help your teams ignite their software delivery cadence but to do it at scale, with high quality, reduced costs, and increased value. And more importantly, with happy teams—with the metrics to prove it." -- Fin Goulding, International CIO at Aviva and co-author of Flow: A Handbook for Change-Makers, Mavericks, Innovation Activists, Leaders: Digital Transformation Simplified and 12 Steps to Flow: The New Framework for Business Agility"I had the pleasure of having an advance copy of Project to Product at my company over the summer—and what an eye opener it is. This book is spot on the journey Volvo Car Group is starting up right now. The insight Mik has in our industry and the way his book describes the Age of Software makes this our new “go to” book for our product journey in our digital landscape!" -- Niclas Ericsson, Senior IT Manager, Volvo Car Corp"With the introduction of the Flow Framework, Mik has provided a missing element to any large-scale Agile transformation. I recommend that anyone involved in complex product delivery read this book and think about how they can apply this thinking to their value stream." -- Dave West, CEO Scrum.org and author of Nexus Framework for Scaling Scrum: Continuously Delivering an Integrated Product with Multiple Scrum Teams"Many large organizations are still applying a management model from the early 1900s optimized for manual labor to everything they do, including complex, unique product development. With this book, Mik provides a great articulation of the importance of focussing on the work not the workers, on the value stream network, and on lessons learned on what to avoid. Mik, who has many years experience working with hundreds of companies on this topic, shares his wisdom and insights via a Flow Framework, which is immensely valuable for organizations who recognize the need to move to better ways of working." -- Jonathan Smart"Project to Product is a very insightful book, and the overall model Mik lays out for the Flow Framework is especially intriguing. Not only does Mik address the complexities of Agile transformation and moving to a product-based development, he also discusses how to get your architecture, process, and metrics integrated in a way to effectively measure value delivery. I got pretty excited about the Flow Framework and look forward to applying it to my own technology transformation activities." -- Ross Clanton, Chief Architect and Managing Director, American Airlines“During our transformation to a '100% Agile' BMW Group IT organization, we discovered early on that the former project portfolio approach did not sufficiently support our journey. Therefore, we started with a transition from 'project to product.' The exchanges with Mik on the topic of product orientation and the Flow Framework was very helpful and a real inspiration for me. The fact that Mik is now sharing his vast knowledge in this book makes me particularly happy. It provides the motivation and the toolset necessary to help create a product portfolio based on a value driven approach. For me it is a must read—and indeed it is also a fun read.” -- Ralf Waltram, Head of IT Systems Research & Development, BMW Group“Organizing software development as a group of loosely connected projects will never lead to good products. Kersten explains how to tie work products to value streams corresponding to features, defects, security, and (technical) debt....A major contribution to the theory of management in the age of software.” -- Carliss Y. Baldwin, William L. White Professor of Business Administration at the Harvard Business School, Emerita, and co-author of Design Rules, Volume 1: The Power of Modularity.Table of ContentsTable of Contents List of Illustrations Foreword by Gene Kim Introduction: The Turning Point PART I: THE FLOW FRAMEWORK Chapter 1 The Age of Software Chapter 2 From Project to Product Chapter 3 Introducing the Flow Framework PART II: VALUE STREAM METRICS Chapter 4 Capturing the Flow Metrics Chapter 5 Connecting to Business Results Chapter 6 Tracking Disruptions PART III: VALUE STREAM NETWORKS Chapter 7 The Ground Truth of Enterprise Toolchains Chapter 8 Specialized Tools and the Value Stream Chapter 9 Value Stream Management Conclusion: Beyond the Turning Point RESOURCES Glossary Notes Index Acknowledgments About the Author

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Book SynopsisHR from the Heart is a book for HR practitioners who love their jobs -- or want to. Libby Sartain, one of the country’s top human resources executives, reveals how HR professionals create a synergy between business objectives and the needs and wants of employees.

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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 SynopsisAn updated edition of the international bestseller with inspirational stories and new resources to transform your life. Imagine a workplace where everyone chooses to bring energy, passion and a positive attitude to the job every day. In this engrossing parable, a fictional manager has the responsibility of turning a chronically unenthusiastic and unhelpful department into an effective team.Seattle''s Pike Place Fish is a world famous market that is wildly successful thanks to its fun, bustling, joyful atmosphere and great customer service. By applying ingeniously simple lessons learned from the Pike Place, our manager discovers how to energise and transform her workplace.Addressing today''s most pressing work issues with an engaging metaphor and an appealing message, FISH! offers wisdom that is easy to grasp, instantly applicable, and profound.Trade ReviewThis is one fish story that doesn't exaggerate. It shows you how changing your attitude lets you enjoy your work and your life. Hook into it, it's quite a catch! - Spencer Johnson, author of Who Moved My Cheese?I recommend their book to anyone, on any level, who wants to make a difference at work. - Hyrum Smith, co-chairman Franklin Covey Co.The story of the world famous Pike Place Fish market is fantastic. But this book is not just about selling fish; it's a love story that can happen in your organisation too. - Ken Blanchard, from the Foreword

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Book SynopsisThis revised and extended second edition evaluates the diverse approaches to organizational change that have defined the field. Explaining the assumptions and implications that accompany these diverse philosophies, this book demystifies the complexities of conflicting perspectives and delivers valuable insights into the research and practice of organizational change. Philosophies of Organizational Change employs a critical analysis of scholarly writings that have shaped the evolution of alternative perspectives on change. It examines twelve unique approaches to change, charting the territory from philosophy and theory to practice and implications. By uncovering the deep assumptions associated with organizational change, the book supplies readers with a comprehensive analytical toolkit with which to pursue change in an unprecedented era of organizational disruption.Offering a guide through contradictory approaches to implementing change, this book will appeal to scholars and researchers in organization theory. It will also be valuable for MBA and DBA students, as well as undergraduate business students engaging with critical debates on theories and tools for introducing change.Trade Review‘With impressive clarity and depth, this new edition of Philosophies of Organizational Change provides a map to guide us through the expansive terrain of change theory. It disentangles nearly a century of different interpretations and reveals how making sense of competing perspectives can lead to new insights. Philosophies of Organizational Change is a great resource for any scholar, student or practitioner who wants to prosper in a turbulent and uncertain organizational world where change is the only remaining constant.’ -- Wendy K. Smith, University of Delaware, USTable of ContentsContents: 1. Introduction – ‘changing philosophies’ 2. The theory philosophy: ‘changing theories’ 3. The rational philosophy: ‘changing plans’ 4. The biological philosophy: ‘changing organisms’ 5. The models philosophy: ‘changing consultants’ 6. The institutional philosophy: ‘changing conformity’ 7. The resource philosophy: ‘changing opportunities’ 8. The psychological philosophy: ‘changing minds’ 9. The systems philosophy: ‘changing everything’ 10. The cultural philosophy: ‘changing values’ 11. The critical philosophy: ‘changing realities’ 12. The innovation philosophy: ‘changing ideas’ 13. The dualities philosophy: ‘changing tensions’ 14. Conclusion: ‘changing futures’ Index

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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 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 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 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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