Management and management techniques Books

Book SynopsisAn inspiring yet practical guide for transforming limitations into opportunities A Beautiful Constraint: How to Transform Your Limitations Into Advantages And Why It's Everyone's Business Now is a book about everyday, practical inventiveness, designed for the constrained times in which we live.Trade Review"a wealth of knowledge, insight and evidence to learn from" (The Marketing Society, April 2015) “Morgan and Barden have produced a thought-provoking book for leaders and entrepreneurs looking to inject fresh thinking into their perspectives on business”. (The Irish Times, May 2015)“..there are tons of inspiring and interesting case studies….it will inspire, guide and challenge you to find your way around – if not over – that hurdle you currently face.” (Marketing, June 2015) “..in the assured hands of Morgan and Barden, it’s a gentle but insistent boot up the backside for anyone who wants to improve their business – or personal – performance” (PR Week, July 2015)Table of ContentsIntroduction 1The beauty in constraint, and why it matters 1. Victim, Neutralizer, & Transformer 16Our starting relationship with constraints 2. Break Path Dependence 34The behaviors and practices that stop us seeing opportunity in constraint 3. Ask Propelling Questions 56How to frame the constraint to force breakthrough 4. Can-If 78How to find solutions to constraint-driven problems 5. Creating Abundance 102How to see and access resources we don’t have 6. Activating Emotions 124How to fuel tenacity on the journey 7. The Fertile Zero 146Learning from people who succeeded with next to nothing 8. Constraint-Driven Cultures 172How big companies have learned to love constraints 9. Scarcity and Abundance 194Why this capability is so important to all of us today 10. Making Constraints Beautiful 208How to use the ABC approach 11. Leadership & The Future of Constraints 224The opportunity for progress Notes and Sources 235 Bibliography and Further Reading 249 Image Credits 251 Appendix 253 Thanks and Acknowledgments 263 Index 267

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Book SynopsisAvoid the most common mistakes made by hospitality owners and managers. Running an independent hospitality business is complex, whether it's a hotel or restaurant, and mistakes will cost you money or your reputation. Star Quality Hospitality will give you the key to running a safe and profitable establishment.Covering everything from the culture and structure of your business and operational solutions to common problems, to looking after your staff and wowing your guests, this book provides clear guidance and solutions to produce optimum results and improve profitability.Understand how to: Take the next step in your hospitality journey Develop and implement your business strategy Select the right suppliers, keep your staff engaged and make every guest an advocate for your business Evaluate and act on key industry trends Measure your business success to remain profitable

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisThe ultimate business how-to book by the icon of American business and one of the world''s most revered and respected leaders, Jack Welch, former CEO of General Electric.Winning explores the changes of recent times and the new economic realities, and more than that, it identifies the central, immutable principals of doing business right and doing it well.Winning is a book for the people in business who sweat, get their nails dirty, hire, fire, make hard decisions, and pay the price when those decisions are wrong, said Welch. I see this book as a handbook for people in the trenches, turning their companies and the economy around, not just today, but for years to come. I think it will be useful for people just starting their careers or their own businesses to seasoned managers running multi-billion dollar enterprises. I''ve learned an enormous amount about what works and what doesn''t work throughout my career and I''m very excited about sharing it in Winning.Welch will teach people how to win in business by distilling his experience in three critical areas: working within an organization, dealing with competitors, and handling matters of life and career. Critical to Welch''s writing such an accessible, useful guide is his unique collaboration with his wife, Suzy, the former editor of the Harvard Business Review, who brings expertise in management, writing talent and a woman''s sensibility to articulating the components of Welch''s success.Trade Review“Manager of the Century”— Fortune “Jack is the Tiger woods of management. All CEOs want to emulate him. They won’t be able to, but they’ll come closer if they listen carefully to what he has to say”— Warren Buffett, Chairman, Berkshire Hathaway “An American treasure, Jack Welch teaches us how a leader with keen intellect, guts, and honor can impart courage to people around him, weather unexpected storms, inspire confidence, and take an organization to greater and greater heights. His formula challenges all of us and any institution striving for excellence.”— Bernadine Healy, M.D., President and CEO, American Red Cross

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

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Book 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 SynopsisHigh Growth Handbook is the playbook for growing your startup into a global brand. Global technology executive, serial entrepreneur, and angel investor Elad Gil has worked with high-growth tech companies including Airbnb, Twitter, Google, Stripe, and Square as they’ve grown from small companies into global enterprises. Across all of these breakout companies, Gil has identified a set of common patterns and created an accessible playbook for scaling high-growth startups, which he has now codified in High Growth Handbook. In this definitive guide, Gil covers key topics, including: The role of the CEO Managing a board Recruiting and overseeing an executive team Mergers and acquisitions Initial public offerings Late-stage funding. Informed by interviews with some of the biggest names in Silicon Valley, including Reid Hoffman (LinkedIn), Marc Andreessen (Andreessen Horowitz), and Aaron Levie (Box), High Growth Handbook presents crystal-clear guidance for navigating the most complex challenges that confront leaders and operators in high-growth startups.Trade Review“If you want the chance to turn your startup into the next Google or Twitter, then read this trenchant guide from someone who played key roles in the growth of these companies.” —Reid Hoffman, cofounder of LinkedIn and New York Times No. 1 bestselling author “Elad jam-packs every useful lesson about building and scaling companies into a single, digestible book. My only gripe is that he didn’t write this when we were in the early days of Box, as it would have saved my ass countless times.” —Aaron Levie, cofounder and CEO of Box “Elad eschews trite management aphorisms in favor of pragmatic and straight-shooting insights on complex topics, like managing a board of directors, executing functional reorganizations with as little trauma as possible, and everything in between.” —Dick Costolo, former CEO of Twitter and serial entrepreneur “Elad first invested in Airbnb when we had fewer than 10 people, and he provided early advice on scaling the company. This book shares these learnings for the next generation of entrepreneurs.” —Nathan Blecharczyk, cofounder of Airbnb, chief strategy officer and chairman of Airbnb China “Armed with observations gathered scaling some of the most successful and important companies in Silicon Valley, Elad has no-nonsense, highly applicable advice for any operator transitioning a company from the proverbial garage to the next stage, and beyond.” —Max Levchin, cofounder and CEO of Affirm, cofounder and CTO of PayPal “Elad is one of the most experienced operators in Silicon Valley, having seen numerous companies hit their inflection point. His advice has been key for Coinbase as we go through hypergrowth, from hiring executives to improving M&A.” —Brian Armstrong, cofounder and CEO of Coinbase “Elad is one of the best-connected and well-respected early-stage investors in the Valley—he invested in Minted when we had fewer than 50 employees, and his advice was critical to us in growing our business to where we are now, in the low hundreds of millions in sales. In his book, he crystallizes all of these learnings for the next generation of companies.” —Mariam Naficy, cofounder and CEO of MintedTable of ContentsDEDICATION ACKNOWLEDGEMENTS ABOUT THE AUTHOR HOW TO USE THIS BOOK INTRODUCTION CHAPTER 1: THE ROLE OF THE CEO CHAPTER 2: MANAGING THE BOARD CHAPTER 3: RECRUITING, HIRING, AND MANAGING TALENT CHAPTER 4: BUILDING THE EXECUTIVE TEAM CHAPTER 5: ORGANIZATIONAL STRUCTURE AND HYPERGROWTH CHAPTER 6: MARKETING AND PR CHAPTER 7: PRODUCT MANAGEMENT CHAPTER 8: FINANCING AND VALUATION CHAPTER 9: MERGERS & ACQUISITIONS APPENDIX: THINGS TO JUST SAY NO TO

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Book SynopsisJuggling multiple transformations and diverse business demands can be overwhelming for leaders and their teams but it doesn't have to be. Uncover and embrace the metaphorical and literal aspects of rhythm to create profound connections with your teams and cultivate a thriving co-creative environment. Team Rhythm provides engaging tools and techniques to ensure both leaders and teams feel appreciated and make tangible contributions to business success.Complemented by thought-provoking illustrations, this practical handbook brings key concepts of team building to life with lightness and humour.Explore: Leadership growth and team inspiration with self-reflections and excellentleadership diagnostics A wealth of practical team development exercises New ideas to navigate with candour through challenging aspects of leadership Your team's potential to achieve added-value outcomes Co-creating an effective and empowering work environment

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Book SynopsisMaster the process of management with Griffin's Management 14th Edition. Focus on active planning, leading, organizing and controlling as you examine emerging management topics. Explore the impact of technology, the importance of a green business environment, the need to adapt, ethical challenges, diversity, the growing impact of AI, emerging issues of hybrid work and conflict resolution. The text examines the impact of COVID-19 and its resulting economic turmoil. New cases and updated learning features help balance classic theory and contemporary practice. Hundreds of examples highlight organizations such as Starbucks, Hilton Hotels, Rocket Mortgage and Honey Pot. MindTap digital tools teach students to think and act like managers with formative activities, including Self-Assessments, Chapter Quizzes, Case Activities, You Make the Decision Simulations and Student Test Prep.

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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 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 SynopsisWhen Execution was first published in 2002, it changed the way we did our jobs. By analysing the discipline of getting things done, it helped thousands of business people to make the final leap to success. Now, Larry Bossidy and Ram Charan reframe their empowering message for a world in which the old rules have been shattered and radical change is becoming routine. For the foreseeable future:- Growth will be slower. But the company that executes well will have the confidence, speed and resources to move fast as new opportunities emerge.- Competition will be fiercer, with companies searching for any possible advantage in every area.- Governments will take on new roles in their national economies. And companies that execute well will be more attractive as partners and suppliers, and better prepared to adapt to new waves of regulation.- Risk management will become a top priority for every leader, and every company will be looking for the edge in detecting new internal and external threats.Forget formulating a 'vision', then leaving others to carry it out: Execution shows you how to link together people, strategy and operations - the three core elements of every organisation - and create a business based on dialogue, intellectual honesty and realism. With case histories from the real world, Execution provides the realistic and hard-nosed approach to business success that could only come from authors as accomplished and insightful as Bossidy and Charan.Trade ReviewIt's rare to find a book like this that blends smart practice with intelligent articulation of how to get things done. Do yourself a favour. Buy it. * Boston Globe *A how-to book for the can-do boss. * BusinessWeek *

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Book SynopsisUsing a list of more than 2,000 successful innovations, including Cirque du Soleil, early IBM mainframes, the Ford Model-T, and more, the authors applied a proprietary algorithm and determined ten meaningful groupings, the Ten Types of Innovation that provided insight into innovation. It helps to bring growth in your organization.Trade ReviewThe most pleasing thing is the fresh way it presents its subject. The artwork is beautiful throughout, the simple infographics and visual information forming an excellent companion to the subject matter. It crowns an effective and engaging approach to the subject. (Elite Business, June 2013) This book provides fantastic guidance on how to develop an innovation culture within your business; to keep staff thinking of new ways to improve your offering and refine what made you successful in the first place. (Start Your Business, October 2013)Table of ContentsPART ONE INNOVATION A NEW DISCIPLINE IS LEAVING THE LAB CHAPTER 1 RETHINK INNOVATION 2 Eradicate lore, substitute logic PART TWO TEN TYPES OF INNOVATION THE BUILDING BLOCKS OF BREAKTHROUGHS CHAPTER 2 THE TEN TYPES 16 An overview CHAPTER 3 PROFIT MODEL 18 How you make money CHAPTER 4 NETWORK 22 How you connect with others to create value CHAPTER 5 STRUCTURE 26 How you organize and align your talent and assets CHAPTER 6 PROCESS 30 How you use signature or superior methods to do your work CHAPTER 7 PRODUCT PERFORMANCE 34 How you develop distinguishing features and functionality CHAPTER 8 PRODUCT SYSTEM 38 How you create complementary products and services CHAPTER 9 SERVICE 42 How you support and amplify the value of your offerings CHAPTER 10 CHANNEL 46 How you deliver your offerings to customers and users CHAPTER 11 BRAND 50 How you represent your offerings and business CHAPTER 12 CUSTOMER ENGAGEMENT 54 How you foster compelling interactions PART THREE MORE IS MIGHTIER MIX AND MATCH INNOVATION TYPES FOR GREATER IMPACT CHAPTER 13 GO BEYOND PRODUCTS 62 How to avoid being easily copied CHAPTER 14 STRENGTH IN NUMBERS 78 Innovations using a combination of types generate better returns PART FOUR SPOT THE SHIFTS SEE THE CONDITIONS THAT BIRTH BREAKTHROUGHS CHAPTER 15 MIND THE GAP 100 Uncover your blind spots CHAPTER 16 CHALLENGE CONVENTION 104 See where your competitors are focusing — and then make different choices CHAPTER 17 PATTERN RECOGNITION 118 See how industries and markets shift — and learn from those who saw the signs and acted on them PART FIVE LEADING INNOVATION USE BETTER PLANS TO BUILD BREAKTHROUGHS CHAPTER 18 DECLARE INTENT 130 By being clear about where and how you will innovate, you massively increase your odds of success CHAPTER 19 INNOVATION TACTICS 142 A toolkit that turns the Ten Types into building blocks for innovation CHAPTER 20 USING THE INNOVATION PLAYBOOK 150 A selection of plays (and the combinations of tactics you’ll need to implement them) PART SIX FOSTERING INNOVATION INSTALLING EFFECTIVE INNOVATION INSIDE YOUR ORGANIZATION CHAPTER 21 GET CRACKING 190 Everyone is afraid of the unfamiliar. Here’s how to innovate anyway CHAPTER 22 SPONSORS AND AUTHORS 196 Great firms make sure that innovation is not optional CHAPTER 23 INSTALLING INNOVATION 200 Don’t worry about culture. Build a systemic capability CHAPTER 24 EXECUTE EFFECTIVELY 212 Principles for bringing your innovations to market on time and on budget PART SEVEN APPENDIX PUTTING THESE PRINCIPLES INTO PRACTICE Go beyond the book to create your own innovation revolution ACKNOWLEDGMENTS 232 INNOVATION BIBLIOGRAPHY 234 NOTES AND RESEARCH DATA 238 IMAGE CREDITS 251 INDEX 252 ABOUT THE AUTHORS 256 ABOUT DOBLIN AND MONITOR DELOITTE 258

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Book SynopsisThis is the seventh edition of International Management Behavior, an established text for students and executives developing the knowledge, perspective and skills required for leading and managing people in global business.Table of ContentsAcknowledgments xi Introduction 1 Part 1 5 Chapter 1 The Global Manager 7 Part 2 31 Chapter 2 Understanding Culture: Through the Looking Glass 33 Chapter 3 Interpersonal Skills for International Management: The MBI Model for High Performance 71 Chapter 4 Managing Global Teams and Networks 97 Part 3 121 Chapter 5 Executing Global Strategy 123 Chapter 6 Talent Management: Selecting and Developing Global Managers 169 Chapter 7 Managing Change in Global Organizations 191Part 4 215 Chapter 8 Competing with Integrity in Global Business: Personal Integrity 217 Chapter 9 Competing with Integrity in Global Business: Corporate Sustainability 255 Index 281

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Book SynopsisAgile has the power to transform work--but only if it's implemented the right way.For decades business leaders have been painfully aware of a huge chasm: They aspire to create nimble, flexible enterprises. But their day-to-day reality is silos, sluggish processes, and stalled innovation. Today, agile is hailed as the essential bridge across this chasm, with the potential to transform a company and catapult it to the head of the pack.Not so fast. In this clear-eyed, indispensable book, Bain & Company thought leader Darrell Rigby and his colleagues Sarah Elk and Steve Berez provide a much-needed reality check. They dispel the myths and misconceptions that have accompanied agile's rise to prominence--the idea that it can reshape an organization all at once, for instance, or that it should be used in every function and for all types of work. They illustrate that agile teams can indeed be powerful, making people's jobs more rewarding and turbocharging innovation, but such results are possible only if the method is fully understood and implemented the right way.The key, they argue, is balance. Every organization must optimize and tightly control some of its operations, and at the same time innovate. Agile, done well, enables vigorous innovation without sacrificing the efficiency and reliability essential to traditional operations. The authors break down how agile really works, show what not to do, and explain the crucial importance of scaling agile properly in order to reap its full benefit. They then lay out a road map for leading the transition to a truly agile enterprise.Agile isn't a goal in itself; it's a means to becoming a high-performance operation. Doing Agile Right is a must-have guide for any company trying to make the transition--or trying to sustain high agility.Trade ReviewNamed one of the "Top Ten Technology Books Of 2020" — ForbesNamed one of "Ten Mind-Opening Business Books for 2020" by ForbesShortlisted for the OWL (Outstanding Works of Literature) Awards in Management and Culture"I highly encourage you to…consider reading Doing Agile Right, a wonderful book with numerous use cases that highlight how agile really works, what to avoid, the importance of scaling agile correctly to gain full benefits." — ZDNetAdvance Praise for Doing Agile Right:"Doing Agile Right resists extremes and introduces a much-needed, balanced model. It marries innovation with the timeless principles of management to support enduring success." -- John Donahoe, President and CEO, Nike"Doing Agile Right will help those who truly want to be agile, not just do agile." -- Maya Leibman, Executive Vice President and Chief Information Officer, American Airlines"Nearly half of agile transformations fail, and many more fall short of expectations. For the thousands of companies pursuing agile transformation--as well as for agile practitioners--Doing Agile Right is a must-read that will put them on the path to results instead of the road to disappointment." -- Jeff Sutherland, Cocreator, Scrum; Creator, Scrum@Scale"A must-read if you want to improve innovation. Doing Agile Right is a timely and targeted resource for driving change, whether the goal is to address customer needs or change internal processes." -- Craig Menear, Chairman, CEO, and President, The Home Depot"Compelling and pragmatic, Doing Agile Right lays out a blueprint not just for weathering change but also for embracing it. This book describes how to apply agile values--customer obsession, focus, continuous improvement--to practical organizational systems like planning and budgeting, talent processes, and executive decision-making to embed agility into the organization's DNA." -- Christine A. Leahy, CEO, CDW"A hugely useful guidebook. It will arm leaders to be better change agents." -- Simon Mulcahy, Executive Vice President and Chief Innovation Officer, Salesforce"A lot of business leaders I know are skeptical that agile can deliver real business performance improvements. This book will change their minds. Doing Agile Right helps dispel misconceptions and focuses on how to get real business results from agile." -- W. Mitt Romney, business and government executive

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Book SynopsisChange in organizations is all about people: it is people who plan, prepare for and implement change, and who are affected by it in the daily course of their work. Yet there is a tendency to focus on quantifiable and often more easily solved technical aspects of implementing organizational change programmes, and ignore the complex ways that these will impact individuals. Providing an evidence-based analysis of change in organizations, Managing and Leading People Through Organizational Change is written for practitioners responsible for change programmes and postgraduate students of organizational change. This updated edition demonstrates the importance of understanding the effects of change on individuals and engaging them collaboratively through the transformation journey. Featuring new material on individual wellbeing and the impact of technological advances on the workplace, this book sets out frameworks, practical approaches and recommendations for communicating with and leading individuals, teams and organizations through change. Full of exercises, interviews and case studies from across the globe, this book is an essential resource for leaders and students enabling them to achieve sustainable benefits of change at work.Trade Review"This book explains and articulates that understanding and managing change cannot be done without understanding human emotion. It is the combination of this understanding with practical tools and guidance that makes this book so relevant and so effective for individuals, leaders, HR managers and organizations alike." * Tom Woolgar, Managing Director, Head of Corporate Banking, EMEA, BMO Capital Markets, UK *"In times when business leaders are struggling with volatility and uncertainty about the future of their organizations, Julie Hodges lays out a path for understanding and leveraging change. For organizational leaders, Managing and Leading People Through Organizational Change presents a compelling invitation and a comprehensive map for the journey toward sustainable change. The powerful case studies should spark insights and ideas on what to do. Well written, well researched and full of insight, this book will open your mind to a deeper way of thinking about change and how to lead people through the challenges of organizational change." * David L Hain, Managing Director, Gotham Growth Group, USA *"Leading people through change is a vital capability of the 21st century manager. This book provides a welcome and much needed guide to navigating the complex organizational landscape at a time of unprecedented volatility and turmoil. A must read for managers, consultants, and scholars alike." * Catherine Botting. Lecturer in Management and Organizational Change at the University of York Management School, UK *"I often see change management either done badly or completely neglected. This is a must-read handbook on how to navigate the various facets of people-focused organizational change. The real-life case studies provide context to what can often be a subjective area of discussion. A highlight for me, was how Julie brilliantly articulated the various intelligence characteristics that are key to people-centric change management leadership." * Bobby Jagdev, Freelance Enterprise Technologist & Podcast Host, UK *"The ability for organizations to transform and change has never been more critical. It is the difference between whether a company thrives or dies. Hodges' book debates crucial leadership points for any business including the leadership of change, sustaining change and the epicentre of change - 'the zone of uncomfortable debate'. This book offers a great reference point for leaders at all levels." * Dawn Brown, Head of Transactional Services, MHR, UK *"Change is the only constant. This book is a timely guide to help us cope with change effectively. Must read for HR and organization leaders!" * Dickson Tang, DicksonTang.me, Singapore *"Change is inevitable and yet again Julie highlights that the question of succeeding or failing to navigate change is a large part down to understanding the impact of change on people and their emotions. A superb read for anyone who wants to not just make change happen, but also ensure sustained success." * Phil Clarke Vice President Talent Acquisition. ADNOC, UAE *"We were already working in organizations and systems facing continuous change then we were faced with COVID-19 which both accelerated the pace of change and forced us to do things differently, for example remote working. This much-needed book provides both theory and practical examples to explain what is needed to lead and manage people through the change with clear practical recommendations at the end of each chapter. There is a very welcome and needed emphasis on how change effects individuals and how to engage them in the change process." * Nicola Jackson, Programme Lead, West North East Cumbria Local Maternity System, UK *"Managing and Leading People through Organizational Change is all about people, attending to both the needs of those leading the change and the employees most effected by the change. The complexity of the individual is acknowledged and there is an important focus on enabling managers to appreciate this and to find ways in which they can involve and include employees in the change that is needed." * Kathryn Hardy, Programme Lead, North East Local Maternity Systems, UK *"A great source of insight around the people factors associated with change. If you are leading, managing or simply dealing with the operational impacts of change then this work, with its blend of theory, practice and real case studies will be a valuable source of reference." * Mary Driscoll, Partner, Interim Management at Savannah Group, UK *Table of Contents Chapter - 00: Introduction; Section - PART ONE: Understanding organizational change; Chapter - 01: The context and nature of change; Section - PART TWO: Individual responses to change; Chapter - 02: The impact of organizational change on emotions; Chapter - 03: Individual sense-making processes; Section - PART THREE: The role of leaders and managers; Chapter - 04: Leading people through change; Chapter - 05: Fostering commitment and ownership; Chapter - 06: Engaging people through dialogue; Chapter - 07: Changing elements of the organization’s culture; Section - PART FOUR: Building capabilities; Chapter - 08: Building capabilities for sustaining change; Chapter - 09: Sustaining change; Chapter - 10: Glossary; Chapter - 11: Index;

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Book SynopsisTable of ContentsPreface to the Second Edition ix 1. Making Complexity Work 1 2. Moral Purpose 19 3. Nuance: Understanding Change 41 4. Relationships, Relationships, Relationships 63 5. Knowledge Building and Deep Learning 91 6. Coherence Making 117 7. Leadership for Change 135 References 155 About the Author 163 Acknowledgments 165 Index 167

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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 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 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 SynopsisToo many of the most prominent management gurus today make steel-clad guarantees, based on claims of irrefutable research, promising to reveal the secrets of why one company fails and another succeeds, and how you can become the latter. Combining equal measures of solemn-faced hype and a whole body of delusions, statistical and otherwise, these self-styled experts cloud our ability to think critically about the nature of success in business. Like a virus, these fundamental errors of thinking infect much of what we read, whether in leading business magazines, scholarly journals, or management bestsellers. Central among these delusions is the Halo Effect, the tendency on the part of the experts to point to the high financial performance of a successful company and then spread its golden glow to all its attributes: clear strategy, strong values, brilliant leadership, and outstanding execution. But should the same company''s sales head south, the very same attributes are turned on

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Book SynopsisFrom the New York Times bestselling author of The No Asshole Rule''I am frequently asked, Tom, my brother/sister/friend is taking on a new leadership role. What should they read? I always respond the same way, by recommending one and only one book: Bob Sutton''s Good Boss, Bad Boss'' - Tom Peters, New York Times bestselling author of In Search of Excellence.Good Boss, Bad Boss was inspired by the thousands of emails, calls and conversations that Robert Sutton received after publishing his bestseller The No Asshole Rule - he found that most of the stories and cries for help he received revolved around one central figure in every workplace: THE BOSS.Sutton''s subsequent research showed that the success of every boss depended heavily on how well (or badly) they managed those they worked with and in Good Boss, Bad Boss he demonstrates this by weaving together the best psychological and management secrets witTrade ReviewI am frequently asked, 'Tom, my brother/sister/friend is taking on a new leadership role. What should he read?' I always respond the same way: by recommending one and only one book: Bob Sutton's Good Boss, Bad Boss

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Book Synopsis''Dave Alred is the coach who helped Jonny Wilkinson keep his cool. We can all learn from him'' Matthew Syed, bestselling author of Black Box Thinking and Rebel Ideas''Dave Alred is a genius. There is simply no-one around to match him in his field'' Jonny Wilkinson _____________________________LEARN TO THRIVE UNDER PRESSURE WITH A LEADING PERFORMANCE COACHPressure is everywhere. Whether it''s the stress of hitting an important work deadline, an upcoming job interview, or an end of year exam, it gets the better of us all sometimes. So, how can we achieve our best under pressure and use it to our advantage?In The Pressure Principle, Dave Alred shares eight practical, ground-breaking lessons that you can easily apply to your day-to-day life to help you deal effectively with pressure and perform at your very best. After years of teaching, researching, and coaching, Alred has seen first-hand the consequences that pressure can produce and has created the ultimate universal guide to overcoming this for anyone who needs it. His lessons include: Mastering the physical symptoms of anxiety Understanding the power of language Improving our skills and ability to think effectively when under pressure The power and importance of practice Managing our expectations under pressure Alleviating sensory shut down when extreme pressure hitsNo matter what life throws at you, Dave Alred will equip you with the techniques to face it. _____________________________''Dr Dave Alred is one of the world''s most respected performance coaches'' Mr Porter''Dave Alred''s infectious enthusiasm is legitimate [...] The principles are universal'' TelegraphTrade Review'It gave me pointers that maybe I'd been missing out on [...] a tremendous help''The definitive guide to dealing with challenges, from the coach who taught Jonny Wilkinson how to deal with pressure. Dave Alred's ground-breaking principles will help you deliver your best at home, at work and in sport''Dr Dave Alred is one of the world's most respected performance coaches [...] brings together a vast amount of wisdom on the subject''I can comfortably say that he is the most complete coach I have come into contact with''Brilliant just enough information, just enough gossip about sports stars, this is the perfect present for me''Dave Alred is a genius. There is simply no-one around to match him in his field' -- Jonny Wilkinson'Dave Alred is the coach who helped Jonny Wilkinson keep his cool. We can all learn from him' -- Matthew Syed

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Book SynopsisIn How to Become CEO, consultant Jeffrey Fox has written an insightful book of traits to develop for aspiring CEOs, or for anyone who wants to get ahead in business. Open this book to any page and find a short, provocative piece of brutally honest advice written in a conversational tone. Each of the seventy-five ''rules'' focuses on a specific action that should be taken, a trait that needs to be developed, or things to avoid. The words never and always are used frequently. These are smart, no-nonsense business messages that are meant to be revisited in your rise to the top. This is a book of hard-headed idealism that will empower you to develop leadership qualities: vision, persistence, integrity, and respect for superiors, subordinates, peers, and self. Anyone looking to climb the corporate ladder will be grateful for Fox''s direct, pithy advice - the essentials to follow if you want to reach the top.

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Book SynopsisWhy does a bad impression last longer than a good one? Why does losing money affect us more than gaining it? What makes phobias so hard to shake?The answer is the negativity bias - or in other words, the power of bad. As John Tierney and Roy F. Baumeister show, we are wired to react to bad events more strongly than good ones. It makes sense in evolutionary terms, but in our modern world the lure of bad is more powerful than ever. It governs our moods, drives marketing and dominates the news. It can explain everything from why wars start or couples divorce, to why we mess up job interviews or feud with neighbours. But there is good news. By using smart strategies from new science, we can train our brains to get better at spotting our own negativity bias, fighting back with our rational minds to manage the bad in our lives - and even using its power for positive results.Trade ReviewIlluminating * Times *Tierney and Baumeister argue their case forcefully and well, and supply vast quantities of evidence in its favour * Daily Mail *

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Book SynopsisLeadership Agility is the master competency needed for sustained success in today's complex, fast-paced business environment. Richly illustrated with stories based on original research and decades of work with clients, this groundbreaking book identifies five levels that leaders move through in developing their agility.Trade Review"...there is much to learn from this book and I commend the authors for their painstaking analysis" (The Learning Organisation, Vol. 15 No. 1, 2008)Table of ContentsIntroduction: the Master Competency v Part One: What Is Leadership Agility? 1 Agility in a World of Change and Complexity 3 2 The Five Eds 13 3 Four Competencies for Agile Leadership 31 Part Two: Five Levels of Leadership Agility 4 Expert Level: Solve Key Problems 43 5 Achiever Level: Accomplish Desired Outcomes 64 6 Catalyst Level: Mobilize Breakout Endeavors 91 7 Co-Creator Level: Realize Shared Purpose 123 8 Synergist Level: Evoke Unexpected Possibilities 155 Part Three: Becoming a More Agile Leader 9 Assessing Leadership Agility 193 10 Developing Leadership Agility 203 Appendix A: Research Behind This Book 227 Appendix B: Stages of Personal Development 235 Notes for Inquiring Readers 249 References 295 Resources 307 Acknowledgments 309 The Authors 311 Index 312

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Book SynopsisTable of ContentsPreface xi Acknowledgments xiii Introduction 1 Chapter 1: What Is OKRs Coaching? Why Is It So Important Now? 13 Current State of OKRs and Why Now is the Time to Develop OKRs Coaching Skills 14 Notes 25 Chapter 2: The OKRs Coaching Engagement: Phases, Duration, and Roles 29 Phases in an OKRs Coaching Engagement 31 Duration of an OKRs Coaching Engagement 33 Roles in an OKRs Coaching Engagement 35 Notes 43 Chapter 3: Playbook for Phase 1 – Deployment Coaching 45 Begin with “Why?” 47 Ten Universal Deployment Parameters 49 Notes 84 Chapter 4: Playbook for Phase 2 – Training 89 Begin with Introductions and Context 90 Theory and Application: The Two Parts of an OKRs Training Workshop 91 Notes 104 Chapter 5: Playbook for Phase 3 – Cycle Coaching 109 Step 1: Set and Align OKRs 111 Step 2: Check in and Monitor 123 Step 3: Reflect and Reset 127 OKRs Cycle Coaching Case Study 131 Notes 140 Epilogue 143 Appendix 157 Glossary 163 About the Contributors 169 Index 171

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Book SynopsisJan Mühlfeit is a global strategist, executive coach and mentor. He is the Former Chairman of Microsoft Europe, where he worked for 22 years. He is currently an entrepreneur in residence' at INSEAD and a coach for Exec MBA students at Cambridge University. Jan is also a member of the Business Advisory Board at Imperial College London. Melina Costi is a professional business writer with a background in marketing management.Trade Review‘The Positive Leader by Jan Muhlfeit is the perfect guide that can help unlock greatness in any leader who wishes to be a catalyst for change and transformation.’ Deepak Chopra, Author, The Soul of Leadership ‘Inspired, thought-provoking and easy to apply. Based on Jan’s own authentic approach, this book shows leaders how to plug into the power of positivity to bring out the very best in themselves and others. Learn valuable lessons on strengths, purpose, energy management and, of course, happiness. Classic Jan!!.. he is the real deal, and so is this book!’ Orlando Ayala, Corporate Vice President, Chairman of Emerging Markets, Microsoft Corporation “The impact of positivity and authenticity in leadership. Jan Muhlfeit has put his finger on a real game changer here.” Frank Brown; Chief Operating Officer, General Atlantic. ‘The cornerstone of world-class success and happiness is self-awareness. This book addresses the most important decision you ever will make—to uncover who you are and offer your best to the world.’ David Svoboda, Athlete, 2012 Olympic Champion in Modern Pentathlon “Jan’s guide to achieving sustained success and happiness is an inspirational reminder of the true qualities of modern leadership. ‘The Positive Leader’ is both a practical handbook and a thoughtful reflection on what it takes to helm organizations in an increasingly complex world.” Jean-Philippe Courtois, EVP and President, Microsoft Global Sales, Marketing & Operations at Microsoft “Full of wisdom garnered over a long and distinguished career and building on the best positive psychology, this book shows you how to be the person who inspires others to new heights. A great guide to becoming an authentic leader and an inspiration for a happier and more meaningful life.” Stephen Joseph, Professor and author of Authentic. How to be yourself and why it matters 'This is a book that champions the value of people over profit with a wisdom that profits will be the by-product of happy and positive people.' Tim Gallwey, Author, The Inner Game of Tennis ‘’In an era in which good leadership is scarce, this book, product of years of experience by its author in leadership positions, is an excellent guide to young aspiring new leaders.’’ Androulla Vassiliou, Former EU Commissioner for Education, Culture, Multilingualism and Youth “Leadership gets much easier when you have great talent that works well together in a strong culture – Jan, provides a powerful and enlightened approach for you to achieve your potential as a leader.” Jeff Raikes, Co-founder, Raikes Foundation and Former CEO of the Bill & Melinda Gates Foundation “A clear and compelling roadmap for energizing your leadership! The book is a fantastic source of practical insights grounded in positive psychology.” Peter Zemsky, Deputy Dean and Dean of Executive Education, INSEAD "A totally new perspective on leadership. Scrap the old belief that happiness follows success. Instead, think that success follows happiness. A true paradigm shift." Patricia Falco Beccalli, Founder & CEO, Principle AG, Former Anchor of CNBC “Jan Muhlfeit proposes a very human-centered and emotionally literate management approach. This book is a must read for managers navigating today’s complex and fragmented enviroTable of ContentsIntroduction: Setting the Scene for Positive Leadership PART 1: Building Strengths Positive People (The ‘WHO’) Chapter 1: Who Am I? (Self-Awareness, Strengths & The EQ Factor) Chapter 2: Strengths Audit (Unlocking Strengths & Getting Authentic) Chapter 3: Creating Super-Talented Teams PART 2: Personal Mission & Ultimate Vision Positive Purpose (The ‘WHY’) Chapter 4: What is the ‘WHY’? (Working Your Personal Mission) Chapter 5: Being Visionary (Inspiring the Dream & Making it Happen) Chapter 6: The Big Picture (Building a Winning Culture) PART 3: Energy Management Positive Process (The ‘HOW’) Chapter 7: Slave to Success (Burnout & Stress) Chapter 8: How to Become a Chief Energy Officer (CEO) Chapter 9: A Four-Way Strategy for Managing Energy PART 4: Success vs Happiness Positive Place (The ‘WHERE’) Chapter 10: Pursuing the Happiness Path Chapter 11: In a Better Place (Strategies for Day-to-Day Happiness) Chapter 12: Your Leadership Legacy (Helping Others & Social Support) Conclusion: Your Happiness/Success Story!

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a huge range and FREE tracked UK delivery on ALL orders.

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

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Book 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 Synopsis'We must reject the idea - well-intentioned, but dead wrong - that the primary path to greatness in the social sectors is to become "more like a business".' So begins this astonishingly blunt and timely manifesto by leading business thinker Jim Collins. Rejecting the belief, common among politicians, that all would be well in society if only the public sector operated more like the private sector, he sets out a radically new approach to creating successful hospitals, police forces, universities, charities, and other non-profit-making organisations. In the process he rejects many deep-rooted assumptions: that somehow it's possible to measure social bodies in purely financial terms; that they can be managed like traditional businesses; that they can be transformed simply by throwing money at them. Instead he argues for radical new attitudes and strategies, using the analytical approach and clear thinking that lie at the heart of Good to Great.

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Book SynopsisJack Welch was perhaps the greatest corporate leader of the 20th century. When he first became CEO of General Electric in 1981 the company was worth $12 billion. Twenty years later it is worth a total of $280 billion. But Welch was more than just the leader of the most successful business in the world. He revolutionised GE''s entire corporate culture with his distinctive, highly personal management style: the individual appreciation of each of his 500 managers, the commitment to an informal but driven work style and the encouragement of candour were all part of the Welch approach. Following John Harvey Jones''s Making it Happen and Troubleshooter, Jack has already become the businessman''s bible for the 21st century - an inspiration for a new generation of corporate players.

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Book SynopsisThis brand new textbook equips the next generation of managers with the skills to succeed in a global business environment. Skillsets help students improve both their academic work and their employability, a truly international range of case studies broadens their horizons, and practitioner insights show them how skills are used in the real world.Trade ReviewThe writing of this textbook is overwhelmingly exceptional. I cannot stress enough how accessibly, straightforwardly, and concisely it presents often quite complicated material. It balances exactly right the need to make these subjects both digestible and rich for young students. * Dr Peter Bloom, University of Swansea *The skillsets provide an excellent breakdown of highly relevant and important topics such as presentation and time-management skills which are crucial for preparing university students for future years of study. I would have found this book a great help during my first year of university. * Adam Horton, student at Brunel University *The combination of current and classic material provides students with the basis on which to understand the foundations of management, and also some of the current applications within our complex commercial context. The accessible and clear writing style doesn't condescend but equally does not overcomplicate. * Alistair Norman, Lecturer, University of Leeds *Pitched at the right level for first year students, this will give a firm foundation for any further studies as well as being a source of reference to the students in years to come. * Mike Davies, Teaching Fellow, University of Reading *The book is clear and well written, and all the chapters have a good mix of critical material. I think the international cases are brilliant - much clearer and more understandable than those offered by competitors. * Vivienne Byers, Lecturer, Dublin Institute of Technology *The authors have succeeded in building compelling cases on a solid theoretical foundation. It is not easy to come up with something really new when discussing management science. * Martijn van Velzen, Assistant Professor, University of Twente, Netherlands *Table of ContentsPART ONE: MANAGEMENT PRINCIPLES AND FUNCTIONS; PART TWO: MANAGING PEOPLE AND COMMUNICATIONS; PART THREE: MANAGEMENT AND ORGANISATIONS; PART FOUR: MANAGING STRATEGY, CHANGE AND INNOVATION

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Book SynopsisJo Owen has worked with over 100 of the best, and a couple of the worst, organisations on our planet. He is a founder of eight NGOs which have a collective turnover of 100 million annually. He led businesses in Japan, North America and Europe; he created a business bank; he was a partner at Accenture and is one of the founders of Teach First which is now the largest graduate recruiter in the UK.Trade Review'How to Lead is a tour de force, ambitious and resolutely practical – the very essence of leadership.' Sharath Jeevan, CEO of STIR Education Table of ContentsPart 1 Idea: set your direction 1. Take control 2. Why your idea matters 3. Crafting your idea: creating the future perfect 4. Ideas when you are leading from the middle 5. Communicating your future perfect idea 6. Build your idea into a plan 7. Sell your idea 8. Dealing with strategy 9. Strategy and the art of unfair competition 10. How to evaluate your idea Part 2 People: make your network work 11. Find your role 12. Attract the right team 13. Motivate your team: theory 14. Motivate your team: practice 15. Motivation and moments of truth 16. Delegate well 17. Coach your team for performance 18. Manage performance 19. Dealing with difficult people 20. Difficult conversations 21. Firing people Part 3 Action: make it happen 22. Managing change 23. Managing projects 24. Handling conflicts 25. Handling crises 26. Negotiate your budget and targets 27. Control your costs 28. Making decisions in uncertainty 29. Build your machine: the rhythms and routines of success Part 4 Skills of success: the tradecraft of leaders 30. Use time well 31. Present to persuade 32. Making meetings work 33. Write effectively 34. Read for insight 35. Work the numbers Part 5 Skills of success: the 21st century leader 36. Leading professionals 37. Manage your boss 38. Build influence across your organization 39. Influencing decisions 40. Listen to influence 41. Leading in a global world 42. Careering versus careers 43. Craft your personal success formula 44. Stepping up, not back: moments of truth 45. Act the part 46. Be the part

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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 Contents1 “Success is a good job earning lots of money”  Rule 1: Success is what you say it is 2 “Some people are just born lucky”  Rule 2: Don't envy other people 3 “You need the right qualifications”  Rule 3: Exams aren't the be all and end all 4 “Your parents are always right”  Rule 4: Don't expect your parents to be perfect 5 “Your parents are responsible for how you turn out”  Rule 5: Give your parents a break 6 “The world is against you”  Rule 6: You're responsible for your own life 7 “We all have an absolute right to be respected”  Rule 7: There's a balance between the right to respect, and tolerance 8 “You can choose your friends but you can't choose your family”  Rule 8: Your siblings should be your best friends for life 9 “Teacher knows best”  Rule 9: Getting on at school is not the same as getting on in life 10 “Have something to say for yourself”  Rule 10: If you find it hard to talk, try listening 11 “Some people are just difficult”  Rule 11: No one chooses to be difficult without a reason 12 “Don't waste your time on people who aren't worth it”  Rule 12: Suffer fools gladly. Well, suffer them, anyway 13 “You can't be cheerful if you're in pain”  Rule 13: Pain doesn't have to make you miserable 14 “Good work speaks for itself”  Rule 14: No one at work will know how good you are unless you tell them 15 “Do what it takes to get what you want”  Rule 15: Don't emotionally blackmail people 16 “A place for everything, and everything in its place”  Rule 16: It's not morally superior to be tidy 17 “It matters what other people think”  Rule 17: Don't live for other people's approval 18 “Give as good as you get”  Rule 18: You get what you give 19 “Stick with your own kind”  Rule 19: Your friends don't all need to be like you 20 “The best things in life are free”  Rule 20: Everything worth having hurts 21 “You can change people”  Rule 21: Don't try to change people 22 “It's where you're going that matters, not where you came from”  Rule 22: Be proud of your roots 23 “Friends are for life”  Rule 23: Friends come and go 24 “Mistakes are a bad thing”  Rule 24: Mistakes can be good 25 “Be a friend to everybody”  Rule 25: You don't have to like everyone 26 “. . . and everybody will be your friend”  Rule 26: . . . and not everyone will like you 27 “If you don't like it, tough” 56 Rule 27: Remember, you have a choice 28 “You need to get your chores over with”  Rule 28: Life's all about the little things 29 “Stay true to your dreams”  Rule 29: Priorities change over the years 30 “People have a right to know”  Rule 30: Know how to keep a secret 31 “Face your fears”  Rule 31: Replace the bad thoughts 32 “Make a New Year's resolution every year”  Rule 32: You can't change habits unless you want to 33 “Respect the elderly”  Rule 33: Respect everyone 34 “Look after number one”  Rule 34: Helping other people makes you feel good about yourself 35 “If you're in the firing line, keep your head down”  Rule 35: They can't walk all over you unless you're lying down 36 “Just ignore the bullies”  Rule 36: Don't let 'em bully you 37 “Think on your feet”  Rule 37: Be in control 38 “What you do is more important than why you do it”  Rule 38: Be honest with yourself 39 “You can judge a book by its cover”  Rule 39: Everyone has a backstory 40 “Put the past behind you”  Rule 40: You have to deal with your stuff before you can get on with your life 41 “What about me?”  Rule 41: It's not all about you 42 “Just once won't hurt”  Rule 42: Don't let bad habits get a foot in the door 43 “Be spontaneous”  Rule 43: Listen to the voices in your head 44 “Take one step at a time”  Rule 44: If you want big things to change, you have to make big changes 45 “The best people will be there for you for life”  Rule 45: People come and go, and it's OK 46 “Enjoy yourself while you're young”  Rule 46: Your body is for life 47 “Borrowing is OK so long as you can pay it back”  Rule 47: Don't get into debt 48 “Be generous”  Rule 48: Never lend money unless you're prepared to write it off 49 “Believe you're the best”  Rule 49: Know your real worth 50 “Don't allow people to make you feel bad”  Rule 50: The only thing you can control is you 51 “Some people just get to you”  Rule 51: No one can make you feel anything 52 “You can't help how you feel”  Rule 52: You feel what you think 53 “Actions speak louder than words”  Rule 53: Don't take anyone for granted 54 “Avoid unnecessary displays of emotion”  Rule 54: Say thank you out loud 55 “The internet makes you anonymous”  Rule 55: The Rules don't stop online 56 “Always seek to improve yourself”  Rule 56: Accept your shortcomings 57 “Strive for perfection”  Rule 57: Perfection can be a handicap 58 “You are the product of your genes”  Rule 58: You are the sum of your experiences (so make them good) 59 “Tomorrow is another day”  Rule 59: How you spend your day is how you spend your life 60 “There aren't enough hours in the day”  Rule 60: Know your limitations 61 “Always get off on the right foot from the start”  Rule 61: Bide your time to make a good impression 62 “Confident people know where they're going”  Rule 62: Everyone else is as lost as you 63 “Stand out from the crowd”  Rule 63: There's a fine line between being ubercool and being a total prat 64 “Appearances matter”  Rule 64: Be happy with the way you look 65 “It's just a drop in the ocean”  Rule 65: The insignificant is important 66 “The job comes first”  Rule 66: Don't mistake your career for your life 67 “Get it all out in the open”  Rule 67: Avoid conflict 68 “If you know you're in the right, don't back down”  Rule 68: Don't be afraid of compromise 69 “Some people are just asking for it”  Rule 69: Keep the moral high ground 70 “It's good to let your feelings out”  Rule 70: Don't trample on other people's emotions 71 “No one is perfect”  Rule 71: Be on the side of the angels, not the beasts 72 “Meet your deadlines”  Rule 72: Keep ahead of deadlines 73 “Give good advice”  Rule 73: Don't give advice 74 “Let people know when you're right”  Rule 74: Never say ‘I told you so' 75 “Stick to what you're good at”  Rule 75: Stretch yourself 76 “You've a right to be treated fairly” Rule 76: Stop expecting life to be fair 77 “The more you learn about a subject, the more of an expert you become”  Rule 77: The more you know, the more you don't 78 “You can't learn anything from a fool”  Rule 78: Learn from other people's mistakes 79 “If you're going to do something, do it properly”  Rule 79: You don't have to jump in the deep end 80 “Stick with what you know”  Rule 80: Step out of your comfort zone 81 “People will judge you by what you own”  Rule 81: Don't try to keep up with the Joneses 82 “Hide your mistakes”  Rule 82: Remember, you could be wrong – someone has to be 83 “Live in the present”  Rule 83: Keep perspective 84 “Know what you want”  Rule 84: You don't have to know what you want 85 “Guilt tells you where you're going wrong”  Rule 85: Don't do guilt 86 “Someone will make it better”  Rule 86: Pick yourself up (no one else will do it for you) 87 “Think through your problems”  Rule 87: Thinking hard doesn't always help 88 “Narrow down your options”  Rule 88: Look at all the options 89 “Stick to a plan”  Rule 89: Life is unpredictable 90 “Trust no one”  Rule 90: Trust everyone 91 “Trust everyone”  Rule 91: Trust no one 92 “Sometimes you need a good moan”  Rule 92: There are people who moan, and people who just get on with it 93 “Don't sacrifice yourself for a relationship”  Rule 93: It's the compromises that make relationships worth having 94 “Feelings should be rational”  Rule 94: Feelings aren't right or wrong – they just are 95 “Eat, drink and be merry . . .”  Rule 95: Stay alive 96 “I want doesn't get”  Rule 96: Ask for what you want 97 “If it ain't broke, don't fix it”  Rule 97: Look up 98 “Find yourself a safe job”  Rule 98: Follow your passion 99 “Protect your property”  Rule 99: People are more important than things 100 “You can't change horses in midstream”  Rule 100: It's never too late to start following the real Rules Rules to follow  1 No man is an island  2 Two wrongs don't make a right  3 When in Rome, do as the Romans  4 Don't judge a book by its cover  5 For every action there is an equal and opposite reaction  6 There's no such thing as a free lunch  7 Do as you would be done by  8 The pen is mightier than the sword  9 Keep dry, and away from children  10 Give it time 

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Book SynopsisThe next shock will come Whether you run a business, lead a team or have people who depend on you, in today’s uncertain and increasingly unstable world you want to be ready to respond effectively.   Recent history has proven that an unexpected crisis has the potential to turn our world upside down without warning. Things can get bad, but there is always a way through.  How to survive and thrive   From one of the most widely quoted creative industry leaders, The Flexible Method is a tried and tested approach to preparing for and leading through crisis.   Drawing on hard-won lessons from past crises and offering real-world solutions, this book will help you to build a plan you can lean on in challenging times ahead. With 16 concise lessons on taking care of your team, your finances and yourself, this is a guide to emerging from disasters stronger and fitter.   Act now to look after your people, lead your team and outstrip your industry when crisis hits.    “Jam-packed with brilliant ideas on how to cope with a catastrophe, both professionally and personally.”Chantal Rickards, Former Chair Bafta, Los Angeles    “An easy to use and pragmatic manual for surviving crisis, for team leaders.”Jane Seymour

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Book SynopsisInternational leadership expert Michael Jenkins shines a light on the adverse effects of dysfunctional and toxic boards and how they have the potential to destroy an organisation’s culture. This can happen through erosion of brand value leading to talent attrition and increased mental health issues in employees due to a deterioration in trust and psychological safety. Combined with recent fundamental changes in the labour market and demographic changes in the workforce, there is a potent cocktail of Future of Work issues that will not go away. Enlightened leaders must tackle such issues head-on if they are to steward sustainable and responsible organisations and businesses. Based on extensive research, including interviews with board members from around the world, together with one-to-one interviews with leaders from the VAB (Virtual Advisory Board) network, Toxic Humans: Combatting Poisonous Leadership in Boards and Organisations outlines various experiences of toxic leadership and how successful directors managed to work with and through it. These interviews shape the final sections of the book where the reader is given a set of recommendations for action to help mitigate and manage the effect of toxic leadership – at the Board, senior leader and team levels - and to build a positive and productive workplace where all can flourish.Table of ContentsIntroduction. The Rise of the Toxic Humans Chapter 1. What Are “Toxic Humans”? Chapter 2. What Causes Humans to Be or to Become Toxic? Chapter 3. What Effect Do Toxic Humans Have at Board Level, in Senior Teams and on the Business or Organisation? Chapter 4. So What Does “Toxic Human Behaviour” Look Like in Real Workplace Life? Chapter 5. So What Experiences Have Real People Had of Toxic Humans at Work? Chapter 6. So What Approaches Do We Need to Adopt to Mitigate the Effect of Toxic Humans? Chapter 7. Now What Can Be Done From Early Childhood to Address Human Toxicity? Chapter 8. Now What Can Organisations Do to Address and Manage the Influence of Toxic Leaders and Toxic Humans? Chapter 9. Now What Can Individuals Do to Manage or Live with a Toxic Colleague? Chapter 10. Reflections on What Toxic Humans, Unchecked, Can Do to Organisations – and How to Contain or Stop Them

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Book SynopsisSuccessful managers lead others to achieve the goals and objectives of the organization where they strive to produce sustainable growth, financial strength, and high job satisfaction. They also simultaneously meet the needs of all stakeholders. Those management consultants who are in high demand are champions for developing the leadership skills needed to make this happen. Each chapter in Becoming a Management Consultant focuses on a different aspect of being a successful management consultant – from effective listening to leadership styles, self-employment, attracting prospective clients, and everything else in between. There are also exercises to be completed to help the reader hone their skills. James D. Spina draws on over forty years first-hand experience as a consultant to equip the reader with this handy guide which appeals to a wide-ranging audience.Table of ContentsIntroduction Chapter 1. What Do Management Consultants Do? Chapter 2. What Do You Need to Know About Management Consulting Tools? Chapter 3. Let’s Roll! Chapter 4. How To Write a Consulting Proposal Chapter 5. How to Enhance Your Consulting Sales Skills Chapter 6. Key Instructional Skills for Adult Seminar Presentations Chapter 7. Effective Way to Attract New Clients Chapter 8. Two High Demand Consulting Areas Chapter 9. Instructional Models for Training Chapter 10. Future Trends for Management Consulting

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Book SynopsisThe book is divided into several sections covering Warren Buffett's personal business management: . Managing one's life - focuses on Buffett's insistence on a good education, picking one's heroes early in life, and staying away from things that damage you personally. The authors also discuss Buffett's belief that challenges make life interesting. . Managing One's Career - Buffett believes that you should work at something that you are passionate about. Do what you like and you will find a way to make money. Do what you hate and you will be miserable even if you are rich. . Managing Employees - place honesty on the same level as intelligence as a managerial attribute. How to keep managers inspired and working hard. . Managing the Business - Buffett has learned that companies that have a durable competitive advantage over their competitors consistently earn more money year after year and are the easiest to manage. . Managing of Personal Money - discover the simple rules that Buffett uses for buying other businesses and how he has incorporated them into his own personal investment style.

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Book Synopsis"David Stroh has produced an elegant and cogent guide to what works. Research with early learners is showing that children are natural systems thinkers. This book will help to resuscitate these intuitive capabilities and strengthen them in the fire of facing our toughest problems."—Peter Senge, author of The Fifth Discipline Concrete guidance on how to incorporate systems thinking in problem solving, decision making, and strategic planning—for everyone! Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed. Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation. How do these unintended consequences come about and how can we avoid them? By applying conventional thinking to complex social problems, we often perpetuate the very problems we try so hard to solve, but it is possible to think differently, and get different results. Systems Thinking for Social Change enables readers to contribute more effectively to society by helping them understand what systems thinking is and why it is so important in their work. It also gives concrete guidance on how to incorporate systems thinking in problem solving, decision making, and strategic planning without becoming a technical expert. Systems thinking leader David Stroh walks readers through techniques he has used to help people improve their efforts on complex problems like: ending homelessness improving public health strengthening education designing a system for early childhood development protecting child welfare developing rural economies facilitating the reentry of formerly incarcerated people into society resolving identity-based conflicts and more! The result is a highly readable, effective guide to understanding systems and using that knowledge to get the results you want. Trade Review “I don't know of another book in this field that presents the ideas of systems thinking in such a clear and practical way, with so many real-world examples."--Janice Molloy, managing editor, Reflections: The SoL NorthAmerica Journal on Knowledge, Learning, and ChangePublishers Weekly- "This dense volume will be of genuine use to many in the nonprofit world ... Stroh has a valuable insight to impart: Becoming a more effective systems thinker is not just an analytical task 'but also an emotional, physical, and ultimately spiritual one.' For those dedicated enough to stay with Stroh's message, this book will be a useful beginning.”“Stroh has offered an important gem in his new book, Systems Thinking for Social Change. Both illuminating and immediately useful, the book shares the key dynamics and success factors gleaned from his long career of working with organizations struggling with society’s most persistent issues. A must read for anyone whose aim is to make a difference on the ground.”--Kristina Wile, co-president, Leverage Networks, and managing partner, Systems Thinking Collaborative“If there is only one book you read on systems thinking, it should be Systems Thinking for Social Change. If you’re new to systems thinking, I consider this a must read. If you’ve been involved in systems thinking for some time and want a renewed and extended perspective, I highly recommend it. Stroh’s new work covers all the relevant areas appropriate for a solid introduction to systems thinking, though it doesn’t stop there. It makes a serious contribution by detailing a number of real-world situations that have been investigated and improved using the approach presented in the book. And it does very well something that I’ve not seen done before: it not only shows how to map the current system, but also shows how to then create a revised map of how the system is intended to work in the future. This approach ends up identifying where measurements should be made on an ongoing basis to ascertain whether the system is undergoing the intended transformation.”--Gene Bellinger, director, Systems Thinking World, Inc.“The philanthropic sector has shifted from a ‘charity’ mindset to a focus on changing systems to create sustainable change. Systems Thinking for Social Change offers practical tools for those serious about improving communities and organizations. It doesn’t minimize the complexity, but rather empowers social-change agents with tools to understand the complexity and identify the leverage points.”--Teresa Behrens, director, Institute for Foundation and Donor Learning“Over fifteen years ago, David Stroh was instrumental in introducing systems thinking to the peace-building field, using tools that have proven to be powerful for improving the effectiveness of our work. This book is a valuable resource for our field — a must read for all practitioners who have been seeking practical and easy-to-understand guidance on using systems thinking for conflict analysis and strategic planning for better impacts.”--Diana Chigas, professor of practice, Fletcher School of Law and Diplomacy at Tufts University, and co-director of collaborative learning, CDA Collaborative Learning Projects“This is a must read for public leaders and citizens who are interested in the learning disciplines required for a sustainable, proactive approach to preserving our shared resources.”--Georgianna Bishop, president, The Public Sector Consortium“For those who have worked for many years in the social-service sector, and who have grown cynical or disillusioned as to whether it is even possible to effect major social change, David Peter Stroh’s book, Systems Thinking for Social Change, is a must read—a clear, thoughtful, and practical guide for those desiring to create lasting social change. But reader beware! Systems thinking is more than a new way of thinking. As Stroh puts it, it is a new way of being. It requires the ability to look at things in a new way, to interact with others differently, to have a clear vision of where you want to go, a willingness to see things the way they are and, finally, the courage to take responsibility for why the system as is isn’t working. If you want to help create long-lasting, effective social change, if you want to say ‘we’re doing it—we’re actually making progress,’ then read this book.”--Anne Miskey, executive director, Funders Together to End Homelessness“David Stroh, in his invaluable new book, shows that good intentions are not enough for those who aspire to make lasting progress on fundamental social issues—and also how the language and tools of systems theory can provide a deeper understanding of the root causes and help identify the leverage points for productive and sustainable change.”--Russell Eisenstat, executive director, Center for Higher Ambition Leadership“Societal problems are a swirl of causes, effects, interactions, and contributing relationships. Yet, too often, simplistic answers are applied by the well-intended that only touch on one strand of what is (in reality) a complex and interconnected web. Stroh’s work provides an actionable guide on how to model these relationships—and more importantly how to have a meaningful and lasting impact on them.”--Jason E. Glass, superintendent and chief learner, Eagle County Schools "With this book Stroh has produced an essential —and long overdue—guide to applied systems thinking. A few well-selected examples of initiatives that turned from ‘working’ to ‘transformative' lay the foundation for how change makers can address chronic, complex social problems and deepen their impact. After helping the reader recognize what might be holding their interventions back, the book moves with ease into ways of finding leverage, the use of systems stories, and the power of visioning. In Stroh’s capable hands, systems thinking becomes a tool for defining personal or organizational priorities, for planning, and for evaluating success through measurable indicators. But the book is much more than a formidable toolbox from which to draw on a daily basis. It is, at its deeper level, a warm invitation to cultivate systems thinking as 'a way of being, not just doing' so that on the way to long-lasting, desirable outcomes, change makers can become more and more the change they want to see."--Marta Ceroni, executive director, Donella Meadows Institute“As philanthropic organizations increasingly seek to strengthen their impact, the perspectives, methods, and tools described in Stroh’s book provide us with critical guidance for thinking and action to address complex social problems and for building ‘all-in’ approaches to problem solving. Anyone in government, nonprofits, or philanthropy can benefit from this approach to solutions. And while it might take a lifetime to master the use of systems thinking for social change, reorienting how we think about problems in this way can immediately set us on a new path toward sustainability and greater likelihood of success.”--Lexi Nolen, vice president, Episcopal Health Foundation“It is not hard for people to appreciate that fragmented, piecemeal efforts to solve complex problems are ineffective. But having concrete approaches to an alternative is another matter. After almost four decades of applying practical systems-thinking tools in diverse settings, David Stroh has produced an elegant and cogent guide to what works. Research with early learners is showing that children are natural systems thinkers. This book will help to resuscitate these intuitive capabilities and strengthen them in the fire of facing our toughest problems.”--Peter Senge, senior lecturer, MIT, and author of The Fifth Discipline "Systems Thinking for Social Change uses clear, down-to-earth language to explain and illustrate systems thinking, why it matters, and how it can lead to greater success in the social sector. The book is brief yet deep, big picture yet rigorously analytical. Stroh displays considerable narrative skill, especially when he shares numerous stories from his practice of applying various systems tools that led groups to new and startling conclusions. Reading this book will test the reader substantially, as the author invites us to a deeper level of introspection about our own role in systems failures of every kind—organizational and societal—and gently asks us to embrace a new way, not merely of thinking but of being in the world. A remarkable book."--David Nee, Growth Philanthropy Network; and former executive director, William Caspar Graustein Memorial Fund"Drawing on a deep well of experience, Stroh masterfully weaves metaphor, story, and practical tools, modeling for us all effective systems thinking in action. Read it and get ready to take your game up a notch."--Linda Booth Sweeney, author of Connected Wisdom, and coauthor of the The Systems Thinking Playbook“Systems thinking quickly gets very abstract and technical, often underplaying the social and storytelling dimensions. For a long time I’ve been looking for a more practical, readable, and engaging introductory book for my classes. Now, finally, here it is!”--Per Espen Stoknes, author, What We Think About When We Try Not To Think About Global Warming, and senior lecturer at BI Norwegian Business School“David Peter Stroh has been a pioneer in the effort to bring principles of systems into the service of those striving for constructive social change. (I took a course from him over thirty years ago.) Many books tell you how to engage in systems thinking but not how to apply it. This is a very useful exception. Peter draws on many years of professional engagement with the important problems of our society. Of course reading his book won’t let you banish all those problems. But it will help you focus your effort where you can have the best impact, and it will show you how to enlist others in the effort.”--Dennis Meadows, coauthor, Limits to Growth, and former director, Institute for Policy and Social Science Research

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