Management and management techniques Books

Book SynopsisA manual for achieving McKinsey-style solutions and success. It reveals the secrets behind the powerhouse firm's success and discusses how executives from various fields or industry can use those tactics in day-to-day decision-making. It explores how McKinsey tools and techniques can be applied to business problem sin various settings.

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Book SynopsisThis book presents the essential steps of Charlie Munger's investing strategy, condensed from interviews, speeches, writings, and shareholder letters and paired with commentary from fund managers, value investors, and business-case historians. Munger's approach is straightforward enough that ordinary investors can apply it to their portfolios.Trade ReviewCharlie Munger is, arguably, the world's best investor. His 'worldly wisdom'-a latticework of understanding separate disciplines-is a powerful way to achieve superior investment results. Without it, success in the market-or anywhere else-is a short-lived fluke. -- Robert Hagstrom, author of The Warren Buffett Way and Investing: The Last Liberal Art Griffin offers an elegantly unified theory of Munger's ideas, organized in a coherent framework from a generous sampling of his scattered remarks in various forums over many years. Intelligent, thoughtful, helpful-and a delight to read. -- Lawrence Cunningham, author of Berkshire Beyond Buffett: The Enduring Value of Values What if I told you that the world's greatest living investor was also one of the most prolific writers and thinkers on the subject? And what if there were a single book containing all of his most insightful comments in a highly focused series of lessons, anecdotes, and instructions for success? I'm happy to tell you that, in Tren Griffin's Charlie Munger, that book has finally arrived. -- Joshua M. Brown, CEO, Ritholtz Wealth Management, author of Backstage Wall Street Griffin is better than anyone else at explaining the most important ideas from the best and brightest minds in business and investing in a way people can easily understand. This book is overflowing with wisdom. Readers will receive a master's degree in decision making, investing, human psychology, and much more. The definitive book on Warren Buffet's business partner. -- Ben Carlson, author of A Wealth of Common Sense: Why Simplicity Trumps Complexity in Any Investment Plan Munger's life is about facing reality, from personal relationships to lofty financial transactions. Griffin demonstrates how Munger sees 'possible' where others see the opposite. How Munger sees the weeds in the river yet also the wonderful fish swimming there. -- Janet Lowe, author of Damn Right: Behind the Scenes with Berkshire Billionaire Charlie Munger Charlie Munger is one of the greatest thinkers of our time. Combine his wisdom with Griffin's ability to synthesize thoughts and this book is truly a work of wisdom. It will guide you on how to think differently, which is the most important-and most lacking-skill among business leaders and investors. -- Morgan Housel, author of Everyone Believes It, Most Will Be Wrong: Motley Thoughts on Investing and the Economy Griffin does an extraordinary job of curating, synthesizing, and organizing the vast wisdom Munger has left for humanity. -- Shane Parrish Farnam Street treasure trove of observations and comments by Mr. Munger, Warren Buffet's investment expert. -- Nancy K. Webman Pensions & Investments All who are interested in finance will want this book... Highly recommended. Choice If you put it down feeling as if you haven't learned enough, blame yourself, not the author. Better Investing Well-organized and thoughtful... Griffin expertly displays how Munger's own ideas both emerged from, and later departed with the intellectual foundations laid by [Ben] Graham. The CharlietonTable of ContentsIntroduction 1. The Basics of the Graham Value Investing System 2. The Principles of the Graham Value Investing System 3. Worldly Wisdom 4. The Psychology of Human Misjudgment 5. The Right Stuff 6. The Seven Variables in the Graham Value Investing System 7. The Right Stuff in a Business Berkshire Math Moats Value Investing vs. Factor Investing Notes Glossary Bibliography

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Book SynopsisA new business parable from John Kotter - the leading authority on leadership and change, and bestselling author of Our Iceberg is MeltingThat''s Not How We Do It Here is the story of a clan of meerkats who live in the Kalahari. Well organised and efficient, the colony enjoys many years of successful growth, until it suddenly comes under threat from a new form of predator and is forced to rethink its organizational structure. John Kotter uses this charming parable to explore why organizations often struggle no matter their past success, and why they fall. Kotter shows that by embracing reliability, efficiency, speed and agility, and building passion, discipline and personal growth, organizations can once again prosper, fulfil their mission, create great jobs and services and generate wealth.Trade ReviewThis remarkable parable shows us how we re "safer" in changing times when we innovate! * Spencer Johnson, MD, author of WHO MOVED MY CHEESE? *A meerkat falling prey to the unexpected attack of a vulture doesn't keep many leaders up at night. But the unanticipated assault of new competitor, or a fundamental shift in the operating environment, can evoke an almost paralyzing fear in the most successful organizations. This simple parable of furry mammals facing the challenge of adapting to threat offers real insights into the journey so many of us must make. Brilliant! * General Stanley McChrystal, author of TEAM OF TEAMS and co-founder of the McChrystal Group *It works. And not just for meerkats. * Gaetan Thomas, NB Power president and CEO *John Kotter does it again. His use of metaphor helps readers distill down to the fundamental requirements for a high-performing organization: tapping the hearts and minds of team members in service to a compelling purpose. Leadership enables this, and in doing so unlocks tremendous creativity and potential. * Leigh Morgan, COO, Bill and Melinda Gates Foundation *Kotter and Rathgeber's ability to impart clear lessons via fable is as strong as ever * TD Magazine *

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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 “Much of what we experience in life results from a combination of skill and luck.” — From the IntroductionThe trick, of course, is figuring out just how many of our successes (and failures) can be attributed to each—and how we can learn to tell the difference ahead of time.In most domains of life, skill and luck seem hopelessly entangled. Different levels of skill and varying degrees of good and bad luck are the realities that shape our lives—yet few of us are adept at accurately distinguishing between the two. Imagine what we could accomplish if we were able to tease out these two threads, examine them, and use the resulting knowledge to make better decisions.In this provocative book, Michael Mauboussin helps to untangle these intricate strands to offer the structure needed to analyze the relative importance of skill and luck. He offers concrete suggestions for making these insights work to your advantage. OncTrade Review"Really enjoyed reading The Success Equation by @mjmauboussin over the last few days. A smart, insightful book. ow.ly/s3KIE" -- As tweeted by Daniel Pink "... a fascinating book that forced me to reflect on my decision-making processes for investments." -- Tomasz Tunguz, Inc. magazine "Mauboussin's latest, excellent, book attempts to show how to work out what decides the outcome of a given situation. -- James von Simson, portfolio manager at Thurleigh Investment Managers "Mauboussin has always been a must-read. His 2013 book is no exception." -- Tadas Viskanta, founder and editor of Abnormal Returns "The Success Equation makes a valuable contribution to the literature on decision making...thoroughly researched and well written...I highly recommend the book to anyone interested in making better investment choices." -- Financial Analysts Journal "With this book, Mauboussin takes an important step in making a case for the role of statistical analysis in decision-making in various contexts, ranging from CEO compensation to child rearing to college rankings and even picking the next musical superstars. It is almost as if the number crunchers heralded in Michael Lewis' Moneyball have found their second voice." -- Business World magazine "Mauboussin excels at explaining his ideas, many of which are based on complex neuroscience in accessible terms, using case studies and examples from investing decisions, college rankings, and hospital procedures." -- Publishers Weekly "... for investors and business executives wishing to minimise the risk of bad luck, this is a book worth reading." -- Financial Times "there is a lot of thought-provoking stuff in the book, for sports fans as well as investors." -- The Economist "For investors who don't mind wading into some technical weeds, though, Mauboussin suggests some concrete tools." -- U.S. News & World Report "Well written and analytical, this book completely changed how I think about success." -- The Motley Fool (fool.com) "There are tons of statistics and abstractions, yet there is coherence and precision in Michael J. Mauboussin's new book, The Success Equation. Filled with instances from sports and markets, it's an insightful read." -- Mint (livemint.com) "It's always hard to get the balance between detail and readability right when writing a popular book about math. But Mauboussin manages it well." -- MoneyWeek "...the clarity of Mauboussin's writing, and the quality of the examples makes the book a worthy addition to the managerial library." -- strategy+business Magazine "The Success Equation makes a valuable contribution to the literature on decision making when both luck and skill are involved. It is thoroughly researched and well written. I highly recommend the book to anyone interested in making better investment choices." -- CFA Institute "an engaging book." -- Choice Magazine "In The Success Equation, Mauboussin explores the contributions of skill and luck, and discusses how interpreting past results through the 'skill-luck continuum' can help leaders to make better decisions...This can be a useful way to look at business leadership... [He observes that] luck becomes more important and skill less so, as people climb up the hierarchy, which also raises interesting questions about how leaders can continue to grow and enhance their skills... what leaders can do, is to improve their understanding of the impact of fortune on their decisions." --The Sunday Times "...a fine and different approach business readers will find involving." -- The Bookwatch, Midwest Book Review "In dealing with success and luck Mauboussin presents a useful model." -- Eric Falkenstein, Seeking Alpha "I just finished reading the most enjoyable business book I've read in a long time -- although relegating 'The Success Equation,' by Legg Mason Chief Investment Strategist Michael J. Mauboussin to this category would be a grave disservice, significantly understating its sophistication and selling short its achievement." -- David A. Shaywitz on Forbes.com "Fascinating. Michael Mauboussin's insights into the relationship between skill and luck are clearly and simply explained, relentlessly logical and often counter-intuitive. This makes for great reading and provides powerful tools for understanding sports and markets. Anyone who wants to understand sport or business beyond the platitudes and assumptions routinely trotted out as expert analysis should read this book." -- Ivan Gazidis, Chief Executive Officer, Arsenal Football Club "If you liked Michael Lewis's Moneyball, with it's mix of data and great storytelling, you'll very much enjoy Michael Mauboussin's Success Equation." -- Jack Covert, 800 CEO READ "Michael J. Mauboussin is always worth reading. ... almost everyone will find something in this book that either he hadn't thought about before, or that he thought about incorrectly." -- Brenda Jubin, Seeking Alpha ADVANCE PRAISE for The Success Equation: Philip Tetlock, Leonore Annenberg University Professor, Wharton School and School of Arts and Sciences, University of Pennsylvania; author, Expert Political Judgment-- "Mauboussin seems to know everything there is to know about how to skillfully disentangle skill from luck. He also knows how easy it is to botch the job and has great stories--from music studios to baseball dugouts to the New York Stock Exchange--that bring statistical abstractions to life." Howard Marks, Chairman and cofounder, Oaktree Capital Management; author, The Most Important Thing-- "In The Success Equation, Michael Mauboussin helps us understand the difference between skill and luck and, importantly, how to tell how much each contributed to a given outcome. He reminds us that in fields where luck plays a big part, like investing, outcomes are of limited relevance in assessing performance. And, indispensably, he points out how important it is for practitioners 'to develop an attitude of equanimity toward luck.' I love that!" James Montier, GMO; author, The Little Book of Behavioral Investing-- "The Success Equation is a brilliant and insightful book packed with interesting anecdotes and rigorous analysis. Anyone dealing in fields that blend some combination of luck and skill--which is most of us--will find their understanding enhanced by reading it. The central role of process in such environments is often underestimated. This book helps redress the balance." Paul DePodesta, Vice President of Player Development and Scouting, New York Mets-- "Few people acknowledge or care to accept the central role that luck plays in our lives. Michael Mauboussin not only understands the separation between skill and luck, but more importantly, provides a mental framework to deal with the reality. This is an important 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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