Management: leadership and motivation Books
Taylor & Francis Ltd What Anyone Can Do
Book SynopsisMost of us don't seek advice or reach out to others for help very easily. In part, it's because we're conditioned to see life as an individual endeavor rather than a team sport. Or because we believe that asking for help makes us look weak or incapable. We regard self-help as by-yourself-help. News flash: no one in the history of the world has ever achieved any level of happiness or success totally by themselves. In his 1976 book The Long Run Solution, Joe Henderson suggested that becoming truly accomplished at running (or at anything) doesn't typically require us to perform superhuman feats. In fact, success is frequently realized by those who simply do the things anyone can do that most of us never will. In What Anyone Can Do, with the help of Leo Bottary's Year of the Peer podcasts guests (and playful illustrations by Ryan Foland), you'll discover that if you surround yourself with the right people, you'll do the things anyone can do far more oTrade Review"What Anyone Can Do is engaging, enjoyable, and just plain fun to read. With the well-honed skills of a master storyteller, Leo Bottary shares delightful tales and practical takeaways from scores of engaging conversations with fascinating people around the central theme of supporting and learning from each other. His style is over-a-cup-of-coffee casual, but the lessons he conveys are vital to your success in work and in life. I found it immensely valuable, and you will, too."- Jim Kouzes, coauthor of The Leadership Challenge and the Dean’s Executive Fellow of Leadership, Leavey School of Business, Santa Clara University"Leo makes a clear case for something many people understand intuitively, but don't always practice. You will do better in life and be more successful if you don't try and do it alone. His anecdotes, advice and wisdom are worth the read."- JJ Ramberg, Host of Your Business (MSNBC) and Business Owner"Our wealth is in our brains and our networks, but few of us know how to tapthe second. Leo’s new book advances the narrative of his previous excellent book, The Power of Peers, by embracing the full range of people who surround us. He makes a powerful case that our happiness and success can be found among those who we invite into our circle. Enlisting the support of others to help us realize our dreams is something anyone can do. This fine book shows you how."- Rich Karlgaard, Publisher and Futurist, Forbes Media"Leo has brought clarity and inspiration to the subject of connection within corporate structures. There has never been a more imperative time than today for us to become proactive around the necessity of teams built with healthy bones, empathy, trust, and resilience. This is elaborated upon by way of interviews and real-life scenarios that will help managers and senior executives take brave steps forward to further bring connection to their teams. I see myself sharing this book throughout our agency."- Claude Silver, Chief Heart Officer, VaynerMedia"If you want to make better decisions in life, surround yourself with good people. It’s never too late. Leo’s in my circle. You’d be wise to add him to yours too."- @BrianSolis, digital anthropologist, futurist, author of X: The Experience"What Anyone Can Do is a brilliant primer on what we can all do as leaders to surround ourselves with a strategic network of peers who will challenge our ideas, drive us to be more disciplined, and share in our success. For all of those committed to continuous self improvement, you will find that Leo has built a step by step guide to turn aspirations into actions."- Sam Reese, CEO, Vistage Worldwide"Today, the smartest person in the room IS the room. Few people understand that more than Leo Bottary. This book is your step by step guide to embracing the greatest untapped and most underutilized resource we have has individuals and organizations for reaching our goals; each other." - Angela Maiers, Founder, Choose2Matter"We each live a human life in which we impact and are impacted by others. Leo’s passion and this excellent book provide us the mindset and tools to live more fully."- Scott Mordell, CEO of YPO"I must say...Leo Bottary's new book, What Anyone Can Do, is one full of golden wisdom preserved for us and the generations to come. The book is right on target when explaining why some individuals make quantum leaps in their life while others are just scared to leap. It breaks down why surrounding yourself with the right people is not only important but a gift that you MUST unwrap. Make a decision and read this book because that is definitely a great action step that Any One Can Do! Keep bringing the fire Leo!"- Rahfeal Gordon, Global Leadership Advisor + Entrepreneur "While everyone around us is trying to build a career, a fortune, a reputation and so on, Leo Bottary is busy building people. In the end, it's all about people and no one knows that better than Leo. If you find yourself endlessly fascinating (as I find myself), you want to know how Leo sees it."- Lewis Schiff, Chairman, Birthing of Giants"Human beings have formed communities of practice to address shared challenges since the beginning of history. They are at the heart of what makes us human. These learning partnerships among peers have been the key to our success as a species. And in very concrete and personal ways, Leo Bottary reminds us that they are how we create our future."- Etienne and Beverly Wenger-Trayner, authors of Learning in Landscapes of Practice"People look for answers to life's problems in the self-help aisle, but they should grab this book instead. Leo's take on teamwork stands out. Whatever your personal and professional goals, he shares a simple truth: it's the people around you who will help you get there. Leo has laid out a step by step "people plan" for individuals and teams that shows exactly how leveraging and supporting a strategic network will get you through the worst of times and will lead to the best of times. An approachable and entertaining read, it's one that you will need to buy multiple copies of. One for you, and some for the friends who surround you."- Ryan Foland, Managing Partner, InfluenceTree"Success requires discipline…and a village. In order to be successful in business, you have to do things that other people won’t do and do them continuously. Leo’s book challenges readers to take a hard look at themselves to see what they’re willing to do to be disciplined enough to reach the next level."- Jeffrey Hayzlett, Primetime TV & Radio Host, Speaker, Author and Part-Time Cowboy"My story about starting my business is very similar to Bottary's—especially the immaturity and defiance part. The only difference between our two stories is that I found Vistage before I ran out of cash and my group kicked my financial butt into gear. Without them, my story would have ended much the same. What Anyone Can Do is a breath of fresh air about the need for a coach, accountability partner, or peer group. If there is a goal we want to achieve, it has to involve some sort of help and Bottary details who you should include in your network. This book will be the holiday gift for all of our clients and every one of my friends who owns a business."- Gini Dietrich, CEO of Arment Dietrich and founder and author of Spin Sucks"There is no one more qualified than Leo to bring the world a little closer together. This book is a must read for everyone who wants to acquire the ninja skills needed to build a bulletproof network in business and life."- Brian Mac Mahon, Sensei, Expert DOJO"Leo drives home, with overwhelming evidence, how anything can be accomplished with a vision and a group of people to support you along that journey. I’m reminded of the poet John Dunn’s famous words: no person is an island unto themselves." Those who pretend to be island need to wake up, read this book and start to harness the power of diverse expertise and accountability that peer boards maximize. You can do anything and peers are a crucial ingredient to success."- Peter C. Fuller, President, LiveFused and Vistage Chair"How often have you thought of yourself as ‘the only one’ who is experiencing both the good and the bad? How often have you suddenly found comfort, solace and a new lease on life by looking around at the people who surround you? We have made choices about those with whom we work, play, socialize and love. Leo Bottary’s book, What Anyone Can Do is a comforting hand, a pat on the shoulder and an absolute command that we pay attention to those that surround us and step out of our isolationism. It is a reminder of Mick Jagger’s comment, ‘You can't always get what you want, but if you try sometimes, you might find, you get what you need.’" - Cecelia K. Houser, Ed.D., Principal, Korn Ferry/Hay GroupTable of ContentsForeword by Dan Hoffman, Founder and CEO of Circles Introduction: How Will Doing What Anyone Can Do Help Me? 1. No One Does It Alone, So Why Should You? 2. The Power of Exploring, Discovering, and Expressing What You Want 3. Building Your Dream Team and Keeping Squares Out of Your Circle 4.The Yin and Yang of Expectations and Goals 5. We Learn Better When We Learn Together 6. Asking Questions and Listening for Understanding 7. Communication and the Power of the Safe Haven 8. Good Givers Are Great Getters 9. Why Being a Good Teammate Matters 10. High-Performing Groups and High-Performing Teams 11. Crafting a People Plan 12 A Call to Action and Poetry
£22.99
Taylor & Francis Ltd Improving Managerial Talent
Book SynopsisAimed at senior HRM and L&D specialists responsible for improving their organisation's managerial talent, Improving Managerial Talent covers the core findings of the author's and other published research. It provides a highly participative overview of personality and ability psychometrics, involving the opportunity for self-application. It reveals hard evidence of the extent to which such tests can add value to the prediction of managerial success and their link to requisite competencies. It shows how qualified testers, HR and line managers can each make a unique contribution to the selection process. The book goes on to show how management style is a product of personality and habit and how the acquisition and use of a complementary style can improve persuasiveness and the cultivation of interpersonal skill both for the manager and for those whom the manager might need to coach. It regards job-challenge as the primary engine of managerial growth, both for development in key Table of ContentsIntroduction; PART I: RECOGNISING AND SELECTING MANAGERIAL TALENT; Section 1. What contributes to overall managerial performance?; A suggested model; Section 2. What type of evidence will be considered?; Mental abilities, personality traits and personal competencies of average and high performing managers; Section 3. Mental abilities and personality traits; An overview of general mental ability and the Big Five personality traits and how these are distributed across the general population; Section 4. General mental ability; Do managers need to be intelligent?; Section 5. Extraversion; Do managers need to be extraverted?; Section 6. Agreeableness; Do managers need to be agreeable?; Section 7. Extraversion and Agreeableness in combination: Possible risks; Section 8. Conscientiousness; Do managers need to be conscientious?; Section 9. Agreeableness and Conscientiousness in combination: Possible risks; Section 10. Neuroticism (aka Emotional variability) or Stability?; Do managers need to be stable?; Section 11. Extraversion and Emotional variability in combination: Possible risks; Section 12. Openness; Do managers need to be open-minded?; Section 13. Summarising the mental ability and personality of managers; Including differences amongst the key business functions; Section 14. Harnessing personality and IQ test scores to guide selection; A worked example; Section 15. Recognising potentially dysfunctional personalities; A need for caution; Section 16. Leadership and personality: A review of research; Section 17. Is personality stable or ‘plastic’?; Accept it or change it?; Section 18. Moving on to personal competencies; Sixteen competencies into four common competency clusters; Section 19. Competency clusters and overall managerial performance; Some impressive connections; Section 20 . Drawing the threads together; Intelligence, personality, competencies and overall performance. Do we need to measure the first two if we have competency ratings?; Section 21. Performance in Key result areas; The missing link between competency and overall performance. The assessment domain most familiar to line managers; PART II: BEHAVIOURS AND STYLES; Section 22. Management behaviours; The interactive behavioural habits of average and high performing managers; Section 23. Behavioural styles; Telling or asking?; PART III: DEVELOPING MANAGERIAL TALENT; Section 24. Developing managerial talent; An overview; Section 25. Coaching around competencies; A performance coaching process based on a practice-demonstration-reflection learning design model; Section 26. Coaching for interpersonal competencies: Briefing; With a worked example; Section 27. Coaching for interpersonal competencies: Reviewing; With a worked example; Section 28. Developing line manager coaching skills; An outline approach and difficulties addressed; Section 29. Using contrasting ask/tell styles to develop interpersonal competency; Telling and asking styles; Section 30. Quick coaching; With a worked example; Section 31. High intensity training in influencing and persuasion; Based on the practice-demonstration-reflection learning design model; Section 32. The ‘win-win’ perspective; A strategic approach to influencing and persuasion; PART IV: IMPROVING MANAGERIAL TALENT: Reflections and Summary; Section 33. Is management right for you?; Useful to know when seeking to recognise, select and develop managerial talent in others; Section 34. How to recognise potential, select and help develop effective managers; A final summary and conclusion; Notes; Bibliography; Appendix; Index
£128.25
Taylor & Francis Ltd Understanding Measuring and Improving Daily
Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143
£32.99
Taylor & Francis Ltd Understanding Measuring and Improving Daily
Book SynopsisUnderstanding, Measuring, and Improving Daily Management explains the critical parts of a continuous improvement strategy to achieve Operational Excellence and where reactive improvement through effective daily management fits in. In addition, it shows the consequences to your Operational Excellence journey if daily management is not performed well.Reactive improvement develops the capability and discipline within the organization to be able to rapidly recover from an event or incident that stops you from achieving your expected or target performance for the day, shift, or hour and most importantly -- your ability to capture the learning and initiate corrective actions so that the event or incident will not re-occur anywhere across the organization. As such, reactive improvement focuses on improving daily management through your daily review meetings, your information centers supporting the daily review meetings, and your frontline problem-solving root cause aTable of ContentsContentsIntroduction: The Importance of Effective Daily Management................. xi1 Supportive Organisation Structure – Element 1................................. 1The Causes of Equipment Failure and the 5 Whys........................................... 2What Is the Pathway of Mechanical Equipment Failure?................................... 3Failure Mechanisms of the Parts that Make Up Our Plant and Equipment...... 4Failure Mechanisms......................................................................................... 4Example of the Impact of the Laws of Physics on the FailureMechanisms of Working Items....................................................................... 5The Pendulum of Change – the History of Ownership within theWorkplace............................................................................................................ 7Area Based Team Structure................................................................................ 8The 4 Stages of Area Based Team Development............................................. 13Further Learning from Area Based Team Structure.........................................17The Need to Address All Failures, Not Just Equipment Failures..................... 202 Effective Frontline Leaders – Element 2........................................... 23What Do We Mean by Frontline Leader?......................................................... 23The New Approach....................................................................................... 23What Should Be the Allocation of Time for a Frontline LeaderSupporting Operational Excellence?............................................................. 25What Structure and Rosters Should We Have to Support theDevelopment of Our Frontline Leaders?...................................................... 26What Should Be the Roles and Responsibilities of a Frontline Leader?...... 28Possible Key Roles......................................................................................... 28Coaching of Team Members..........................................................................31What Attributes Should We Develop in Our Frontline Leaders?..................31What Skills Should We Develop in Our Frontline Leaders?........................ 321. Knowledge of Responsibilities (Policies and Procedures)................... 342. Knowledge of Work (Base Skills)........................................................ 343. Skill in Instructing (Teaching Skills).................................................... 354. Skill in Improving (Mastery Skills)....................................................... 355. Skill in Team Work (Team Skills)......................................................... 356. Skill in Leading (Leadership Skills)...................................................... 35Team Skills, Teaching Skills and Leadership Skills Training....................... 35Team Skills................................................................................................. 35Team Skills Assessment.................................................................................... 39Teaching Skills and Leadership Skills........................................................... 42What Should Be a Typical Day/Week of a Frontline Leader?...................... 43What Is the Best Way to Develop the Desired Attributes and Skills ofOur Frontline Leaders?.................................................................................. 44Use of Skills Matrices.................................................................................... 44Summary Checklist for Developing Frontline Leaders.................................... 45Note................................................................................................................... 463 Appropriate Measures – Element 3: Key Success Factors forOperations........................................................................................ 47Order Is Important............................................................................................ 49Establishing Performance Measures................................................................. 50Displaying Your Performance Measures.......................................................... 50Establishing a Baseline and Targets..................................................................51Call to Action.................................................................................................... 55Note................................................................................................................... 554 Structured Daily Review Meetings – Element 4............................... 57Naming of Your Daily Review Meetings.......................................................... 58What Should Be the Reason and Purpose of a Daily Review Meeting?......... 59What Makes an Effective Daily Review Meeting?............................................ 60What Information Should Be Reported at Daily Review Meeting?..................61What Information Does the Production Manager Require on a DailyBasis?...............................................................................................................61Selecting Performance Measures for Review at a Daily Review Meeting........61Developing the Format and Agenda of a DailyReview Meeting................................................................................................. 62Determining the Rules for a Daily Review Meeting........................................ 65Setting Triggers and Policies to Initiate Frontline Problem-Solving RootCause Analysis.................................................................................................. 66Start of Shift Review Meeting............................................................................675 Visual Information Centres – Element 5........................................... 69What Should Be Displayed?.............................................................................. 70Setting Up Your Information Centres............................................................... 70Example Layout of Basic Concern Strip........................................................... 75Example Layout of a Root Cause Analysis Concern Strip............................... 766 Frontline Problem-Solving Root Cause Analysis Capability –Element 6.......................................................................................... 81PLAN: Understand the Problem and Developan Action Plan................................................................................................... 83DO: Implement Solutions (the Action Plan) (Step 5)....................................... 83CHECK: Evaluate Results (Step 6).................................................................... 84ACT: List Future Actions (Step 7)...................................................................... 84Introducing Frontline Problem-Solving Root Cause Analysis.......................... 84Identifying the Initial Frontline Problems for Your Development Program... 87Finding the Resources for On-Going Frontline Problem-Solving RootCause Analysis.................................................................................................. 89Outline of the 7 Step Frontline Problem-SolvingRoot Cause Analysis Process............................................................................ 90Step 1: Define the Problem............................................................................... 93Problem Statement:....................................................................................... 951.1 Establish Problem Statement in Object-Deviation Format................. 95Problem Description:.................................................................................... 951.2 What Is the Problem?.......................................................................... 951.3 Where Did We Find the Problem? (Point of Observation)................ 951.4 When Did It Happen?......................................................................... 961.5 Size or Measure of the Deviation from Standard or Extent ofthe Problem ......... 961.6 Point of Observation or Where Did You First Identify You Had a Problem .............. 961.7 Point of Occurrence or Where Do You Believe the Problem Is Originating From .............. 961.8 Problem Definition = Problem Statement + Problem Description....... 971.9 Problem History or the Sequence of Events Leading Up to the Problem ............... 98Step 2: Contain Problem................................................................................... 992.1 Identify a Containment Action............................................................. 1002.2 Enact the Containment Action..............................................................1012.3 Communicate the Containment Action................................................1012.4 Verify the Effectiveness of the Containment Action............................101Step 3: Analyse Problem..................................................................................1013.1 Confirm the Effect Statement................................................................1033.2 Identify Those to Be Involved..............................................................1033.3 Identify Questions and Information Required.....................................1033.4 Prepare Materials...................................................................................1043.5 Select the Initial Categories to Promote the Brainstorming.................1043.6 Populate the Cause & Effect Diagram..................................................1043.7 Conduct Quality Check of the Causes..................................................1053.8 Eliminate or Confirm Causes................................................................1053.9 Select the Most Significant Possible Causes......................................... 106Step 4: Develop Root Cause Solutions............................................................1074.1 Extend Main Causes into Cause Statements.........................................1094.2 Identify Those to Be Involved..............................................................1094.3 Identify Questions and Information Required.....................................1104.4 Prepare Materials...................................................................................1104.5 Enter Cause Statements and Populate the Why-Why Diagram............1104.6 Verify Each Answer to a Why with Data or Observational Evidence.................1114.7 Summarise the Root Cause Pathways that Will Best Address the Problem............1124.8 Identify Possible Solutions to Each Cause in the Two Pathways.........1124.9 Select All the Solutions You Can Work On..........................................1124.10 Select All the Remaining Solutions You Can Recommend to Others...............112Step 5: Implement Solutions............................................................................1145.1 Establish Appropriate Criteria for Developing Solutions......................1145.2 Identify and Select the Most Appropriate Solution or Solutions...........1155.3 Develop a List of Proposed Key Actions for Each Solution.................1185.4 Gain Approval or Permission Including All Sign-Offs Required to Implement the Key Actions.........1185.5 Obtain the Necessary Resources to Complete the Proposed Actions within the Required Timeframe...........1185.6 Identify the Remaining Gaps to Achieve the Agreed Expectation Once the Initial Actions Have Been Completed.........1185.7 Test or Measure the Effectiveness of the Actions in the Short Term......119Step 6: Evaluate Results...................................................................................1196.1 Ensure Your Actions Are Having the Required Impact...................... 1206.2 If Appropriate, Conduct an Acid Test.................................................. 1206.3 Lock in the Improvements................................................................... 1206.4 Review Containment of Problem..........................................................121Step 7: List Future Actions...............................................................................1217.1 Adjust or Refine Solutions......................................................................1217.2 Recommend Future Action....................................................................1227.3 Complete Frontline Problem-Solving Root Cause Analysis A3 Summary Sheet........1227.4 Conduct Horizontal Deployment Where Appropriate..........................123Reflection on the 7 Step Process.....................................................................124Key Learning from Frontline Problem-Solving Root Cause Analysis.............1247 Rapid Sharing of Learning Capability – Element 7........................ 127The Need for a Learning Organisation...........................................................127Actions to Help Create a Learning Organisation............................................129Establish Standards for Documenting Outcomes........................................129Establish a Continuous Improvement Library and Knowledge Base.........129Establish an Effective Daily Review Meeting Plan..................................... 130Create the Right Environment to Promote Adult Learning........................ 1308 The Way Forward............................................................................ 133Preparation Action Plan...................................................................................133Implementation Action Plan............................................................................135Daily Review Meeting Rating......................................................................... 138Reference List of Articles and Books.....................................................141Index..................................................................................................... 143
£128.25
Taylor & Francis Ltd From Woe to Flow
Book SynopsisLarge-scale, complex systems like the health sector or transport are achallenge to manage; traditional strategic approaches often fail due to thediversity of different stakeholders and the lack of a cohesive strategy languagethat all within it can understand. What is needed in such systemsis a new, fresh, scalable, open source framework: one that is editableby those at all levels within the organisation.This book provides practitioners and managers within any organisationwith a 9-stage modular toolkit for all strategic steps. Utilising PhilDriver's PRUB framework, which innovatively centres on end-user actionsinstead of benefits what do you want to do? it enables all stakeholdersfrom entry level to executive to actively participate in strategy validationand implementation. This book will enable practitioners with skills inany one of the 9 stages to enhance their skills in that stage but also, most<Trade Review"Across public services, our ability to generate and implement strategies that work, consistently and sustainably, lags way behind other innovations. Algorithms, artificial intelligence and neuroscience are starting to reshape the world around us but technological innovations in how best to spend billions of pounds of public money receives only a fraction of the attention. Some will point to political processes, project management or ‘evidence-based policy making’ as the way this should be done, but all of them fail to address the fundamental question: who is really in charge? From Woe to Flow and OpenStrategies answers this question head on: we, the public, are in charge because if we can’t or don’t want to use what is provided, for whatever reason, then we will not. Keeping the focus firmly on ‘Uses’ the OpenStrategies PRUB system offers an advanced approach to systematically building insight, wisdom and local knowledge of citizens and service users into strategies. It helps decision-makers avoid expensive white elephants steering them instead towards properly informed decisions about where to put effort and money. It is a tool for the modern era – one in which people are respected and institutions coproduce services with citizens. It could also save you a lot of time and heartache." - Merron Simpson, CEO, New NHS Alliance "Public institutions usually operate in a complex context that involve many stakeholders. We have all seen several programs and organisations working towards very similar goals, seemingly with little coordination between them. Open Strategies breaks strategy down to its essence and offers a common language for doing so: your organisation does projects, that lead to results and (only!) when these results are put to use you achieve the intended benefits. The world may is complex enough, so we really need a simple method so we can work towards a mutual understanding of what we are working towards. And more importantly: what we are actually doing to achieve our goals." - Edo Plantinga, independent program manager for the Dutch digital government"This is a book that delivers valuable insight into the "what", "how" and "why" of an actionable strategy system within a complex environment. The author helpfully develops a nine-stage process, which equips you with a common language to successfully implement open strategies which ultimately create sustainable benefits. It also addresses the importance of accountability in a meaningful and democratic way, shifting the emphasis from "who" you are accountable to, to "what" you are accountable for. I have no hesitation in recommending this book to practitioners, students and academics seeking an alternative and more nuanced understanding of strategy to the orthodoxy." - Dr Rebecca Casey, Newcastle University, UKTable of ContentsForeword, Preface and Acknowledgements, 1. Introduction, 2. A brief primer on the OpenStrategies system, 3. Who is accountable for Effectiveness and Efficiency? 4. Stage 1: Understand Uses and Benefits, 5. Stage 2: Understand Projects and Results, 6. Stage 3: Develop Evidence-based strategies, 7. Stage 4: Validate SubStrategies by determining their Worth, 8. Stage 5: Make investment decisions, 9. Stage 6: Create performance-based contracts, 10. Stage 7: Implement strategies, 11. Stage 8: Performance-manage strategies, 12. Stage 9: Review and update strategies, 13. Summary including check lists for each Stage, Glossary, Index
£31.99
Taylor & Francis Ltd 10 Perspectives on Innovation in Education
Book SynopsisHow do great educators bring about real change to make a difference in students' lives? In this first volume of the Routledge Great Educators Series, 10 of education's most inspiring thought-leaders come together to share their top suggestions you need right now to innovate in your school or classroom. You will gain fresh insights and practical strategies on these essential topics: Personalizing professional learning (Jeffrey Zoul) Promoting a positive school culture (Todd Whitaker) Improving our hiring practices (Jimmy Casas) Designing spaces that maximize learning (Thomas C. Murray) Empowering students in their learning and assessments (Starr Sackstein) Flipping the classroom to reach each student (Kirk Humphreys) Positioning libraries as learning huTrade Review"Imagine you have the opportunity to learn from the most exciting, innovative and inspiring educators today…..all in one book! 10 Perspectives on Innovation in Education is an exciting project that brings today’s brightest educators together to share ideas, resources, and practices that can be tried tomorrow. Be ready to be engaged and inspired, and to innovative your practices tomorrow." — Jessica Cabeen, Principal, 2017 Minnesota Nationally Distinguished Principal, Author and Speaker "Imagine having a resource at your fingertips of wisdom and insight from an eclectic band of leaders in education. One need not imagine further than this highly engaging book. Whether you have attended one of the What the Great Educators Do Differently Conferences or you have yearned to participate, there is now a rich reservoir of voices united in leadership for you to visit, share, and apply. Each author paints a portrait in empowering the reader to take innovation to the next level in a classroom, schoolhouse, or district. This book is more than a series of next steps. It is an inspiring call to action for all educators to heed and carry forward in service of our kids and colleagues." — Sean Gaillard, Principal at Lexington Middle School, KY "10 Perspectives on Innovation in Education is a valuable resource for educational leaders in various roles, as it not only identifies critical areas in our field, but also provides actionable solutions. The book is timely, relevant, and practical." — Sarah-Jane Thomas, Chief Operating Officer, EduMatch® "The book is geared for educators at all levels. Inspirational, aspirational and practical are apt descriptors of the thoughts shared by the education innovators in this first volume."—Marilyn King, deputy superintendent instruction, Bozeman, Mont., in AASA's School Administrator, May 2021, https://my.aasa.org/AASA/Resources/SAMag/2021/May21/Reviews.aspx "Imagine you have the opportunity to learn from the most exciting, innovative and inspiring educators today…..all in one book! 10 Perspectives on Innovation in Education is an exciting project that brings today’s brightest educators together to share ideas, resources, and practices that can be tried tomorrow. Be ready to be engaged and inspired, and to innovative your practices tomorrow." — Jessica Cabeen, Principal, 2017 Minnesota Nationally Distinguished Principal, Author and Speaker "Imagine having a resource at your fingertips of wisdom and insight from an eclectic band of leaders in education. One need not imagine further than this highly engaging book. Whether you have attended one of the What the Great Educators Do Differently Conferences or you have yearned to participate, there is now a rich reservoir of voices united in leadership for you to visit, share, and apply. Each author paints a portrait in empowering the reader to take innovation to the next level in a classroom, schoolhouse, or district. This book is more than a series of next steps. It is an inspiring call to action for all educators to heed and carry forward in service of our kids and colleagues." — Sean Gaillard, Principal at Lexington Middle School, KY "10 Perspectives on Innovation in Education is a valuable resource for educational leaders in various roles, as it not only identifies critical areas in our field, but also provides actionable solutions. The book is timely, relevant, and practical." — Sarah-Jane Thomas, Chief Operating Officer, EduMatch® Table of Contents1: Innovative Professional Learning 2. Innovative Ways to Impact School Culture 3. Innovating Our Hiring Practices 4. Innovative Learning Spaces 5. Innovative Assessment that Amplifies Student Voice 6. Innovating the Math Classroom 7. Librarians...True Champions and Leaders of Innovation! 8. Sparking Innovation from Failure 9. Innovating Personal Skill Development 10. Taking Risks and Pushing Boundaries
£24.99
Taylor & Francis Ltd The Art of Listening in Coaching and Mentoring
Book SynopsisThis book answers a number of fundamental questions about listening in coaching and mentoring. What difference does being heard make to the speaker? How does it have that effect? What are the necessary components of good listening? How do you evaluate your practice as a listener and how do you improve? The process of writing this book led the author to look closely at his own practice, test, experiment, and push his listening to a higher level. He invites the reader to do the same. This book identifies what it takes to listen well the skills, mind-set, presence, self-awareness and self-management and why it can be hard. It demonstrates how four modes of listening attention, inquiry, observation and use of self all contribute to the listener's understanding and to the speaker's awareness. It argues that we all have a learning edge' as listeners and provides a framework that helps each of us find it. The book is intended as a companion for anyone who commits to Trade Review"This is an important guide to both the skills involved in listening and the art of being a good listener, ad full of wisdom and reflections for both new and second coaches." - Coaching at Work, November 2019"It is strange that sometimes the very foundation of our practice is taken for granted. We become fascinated with things as complex as the processes in the brain but tend to overlook the obvious – the role of listening in our work. Stephen Burt does not. His book is a systematic exploration of the various elements of, and conditions for, good listening with a useful structure to guide understanding. Not just an opinion-based text, it is supported by a wide range of relevant conceptual and research-evidenced sources. It will be an important asset for a serious beginner in the coaching field but can also challenge some of the unquestioned assumptions held by seasoned practitioners." - Professor Tatiana Bachkirova, Director of the International Centre for Coaching and Mentoring Studies at Oxford Brookes University"A pioneering book which provides the reader with a comprehensive tour of the art of listening. Stimulating from a conceptual point of view and highly practical for those wishing to deepen their way of being with another person. It provides real added-value to the coaching and mentoring world - a book to read and return to many times." - Mary Devine, leadership trainer and coach"Stephen Burt provides a comprehensive exploration of the skill of listening; why we should do it, how we should do it and the impact it can make on our conversation practice. This is an essential read for coaches, consultants, managers, and anyone who wants to communicate effectively with others, on a topic which is too often neglected". - Dr Jonathan Passmore, Director of Henley Centre for Coaching, Henley Business School, University of Reading "Stephen Burt has looked and listened deeply to himself and many others to uncover the power of listening in helping people find their unique voice. Grounded in his understanding that good listening requires an inner stillness and calmness that can often elude us in our busy lives, this book gets to the heart of why listening matters, in all relationships, and offers useful models and tools to help us all do it better." - Sally-Anne Airey, leadership coach and retreat leader"We often take for granted that we know what listening is and how to do it. Stephen’s book is an important reminder of both the science and art of listening, and of the inner work coaches must do to develop their listening capacity. This engaging and well-written book is full of wisdom and reflections - for both new and seasoned coaches." - Aboodi Shabi – Lecturer in Coaching and Behavioural Change – Henley Business SchoolTable of Contents1. The Power of Great Listening2. Getting Ready to Listen3. The Four Modes of Great Listening4. The Four Modes in Operation5. Three Paths to Listening Mastery6. Learning to Attend7. Learning to Inquire8. Learning to Observe9. Learning to Resonate10. Becoming and Being a Great Listener
£37.99
Taylor & Francis Ltd Educational Leadership and Pierre Bourdieu
Book SynopsisPierre Bourdieu was one of the most important thinkers of the twentieth century. He argued for, and practiced, rigorous and reflexive scholarship, interrogating the inequities and injustices of modern societies. Through a lifetime's explication of the ways in which schooling both produces and reproduces the status quo, Bourdieu offered a powerful critique and method of analysis of the history of schooling, and of contemporary educational polices and trends. Though frequently used in educational research, Bourdieu's work has had much less take up in Educational Leadership, Management and Administration. Educational Leadership and Pierre Bourdieu argues that ELMA scholars have much to gain by engaging more thoroughly with his work. The book explains each of the key terms in Bourdieu's thinking tool kit, showing how the tripartite concepts of field, habitus and capitals offer a way through which to understand the interaction of structure and agency, and the limits on theTable of Contents1. Introduction 2. Introducing Pierre Bourdieu 3. Why Bring Bourdieu to the Study of Educational Leadership? 4. Applying Bourdieu to ELMA 5. Applying Bourdieu to ELMA 6. Applying Bourdieu to ELMA 7. Thinking with and against Bourdieu
£42.99
Taylor & Francis Ltd ECoaching
Book SynopsisIn a rapidly moving world where so much of our day-to-day activities are now online, it has become essential to adapt our coaching processes in order to better suit our clients’ circumstances and needs. E-Coaching presents a unique combined approach of method and technique, supplemented with a sample e-coaching programme. It is must read for coaching practitioners and students alike.Trade Review'This is a terrific book. It is an extremely comprehensive guide to all aspects of every type of E-coaching. It is a must for anyone interested in e-Coaching and indeed has a lot to teach all coaches in any field.' - Graham Alexander, Founder and Chairman of The Alexander Partnership, originator of the GROW model, and author of SuperCoaching and Tales from the Top ‘This comprehensive book defines and documents e-coaching such that coaches and clients can understand the multitude modes for interaction. The ABC model stages of analyze, internalize and sustain are practical and useful for all coaches.’ - Dr. Vikki G. Brock, Master Certified Coach (ICF), international speaker, and author of Sourcebook of Coaching History‘E-coaching is becoming an increasingly important performance and developmental tool for both individuals and organizations. This well-grounded book addresses a timely issue - how to coach using a range of distance e-technologies. Insightful, informative and highly practical – this is a great addition to every coach’s bookshelf.’ - Anthony Grant (PhD), Associate Professor, Director Coaching Psychology Unit, University of Sydney, and co-author of Evidence Based Coaching Handbook: Putting Best Practices to Work for Your Clients. ‘E-coaching breaks new ground in offering coaches a detailed coverage of phone and internet based coaching. The authors provide a rich collection of research, personal insights and tips to help the experienced practitioner, as well as the new coach reflect on their practice.’ - Prof Jonathan Passmore, University of Evora, Portugal & Managing Director Embrion: developing high performance cultures‘E-Coaching is an innovative approach for making coaching more accessible to a wider audience through the use of online text based media. The emphasis is on how to use language effectively in online communication and is therefore an invaluable resource for both coaches and clients… This is a recommended read for those wishing to take advantage of the opportunities emerging from globalization and who want to offer a valuable addition to face-to-face coaching practice.’ - Dr Lise Lewis, EMCC Master Practitioner, EMCC international President, Managing Director of Bluesky International, provider of EMCC accredited training for Coaches, Mentors and Coach SupervisorsTable of ContentsPart I: Introduction to the World of E-coaching 1.E-coaching: The New World of Online Coaching 2.Different Types of E-coaching 3.E-communication: The New World of Communication 4.The power of E-coaching 5.The ABC Model for Actual Change 6.The eCoachPro Method Part II: Working as an E-coach 7.Experiences of E-coaches 8.The ABC Model in Practice 9.The eCoachPro Method in Practice 10.E-coaching Technology 11.Facilitating the E-coaching Process Part III: Detailed E-coaching Program
£51.29
Taylor & Francis Ltd Management Consultancy
Book SynopsisWhat is management consultancy? How has it developed? How does it affect businesses? This book answers these questions and introduces the field for those looking to develop a career as a management consultant.Providing a thorough introduction to management consultancy, Morgen Witzel covers the topic from a range of perspectives including the field''s historical development, the client''s perspective, business analysis, return on investment, consulting failures, ethics and accountability and the growing importance of sustainability.With exercises and case studies throughout, this practical textbook provides students with a rounded and critical understanding of what it means to be a management consultant and in so doing, will help readers emerge as employable management consultants of the future.Trade Review'Morgen Witzel’s book on 'Management Consultancy' sets out new ground in a field which is insufficiently explored in the academic literature. It deals with both the conceptual and practical dimensions of consultancy in a readable and interesting manner. His coverage of this very interesting topic is most thorough and his analysis is indeed robust, setting the coverage in a truly global business setting. The book is clearly written and accessible to not only undergraduates and MBAs in the subject but also interested practitioners.' - Malcolm Warner, Professor and Emeritus Fellow, Wolfson College and Judge Business School, University of Cambridge, UK'This book brings the landscape of management consultancy to life. You’ll discover how management consultants engage clients, work with problems, add value, and make a difference. For anyone thinking about management consultancy as a career, making their way in the field, or wondering whether to hire a firm, this provides invaluable guidance.' - Nigel Guy Linacre, Co-Founder of LeadNow'Witzel acknowledges that management consultancy is a vast and changing subject and so it is no mean feat to have written such a well-structured and engaging book. Students of business will find a rigorous analysis of what it is to be a management consultant, supported with practical exercises and a range of global case studies. However, the relevance and value of the content extends much further. With its detailed overview of subjects from client engagement to ethics and professional standards, Management Consultancy earns its place on the bookshelves of management consultants, both generalists and specialists as well as their clients.' - Alison Hogan, Managing Partner, Anchor Partners Ltd, UKTable of Contents1. Introduction Part I: What Consultancy Is 2. What is Management Consultancy? 3. From Company Doctors to Strategic Partners 4. The Roles of the Consultant 5. The Client Part II: What Consultants Do 6. Analysis 7. Problem Solving and Capacity Building 8. Impact 9. Failure and Recovery Part III: Issues in Management Consultancy 10. Ethics in Management Consultancy 11. Consultancy and Sustainability 12. A Career in Consultancy
£58.99
Taylor & Francis Ltd The Leaders Guide to Working with Underperforming
Book SynopsisUnder increasing pressure in the face of teacher evaluation systems and accountability measures, schools must focus on those teachers that exhibit marginal to incompetent teaching behaviors in their classrooms. This book is a vital resource for educational leaders who are responsible for instructional programs and teacher evaluation. Zepeda's tried-and-true strategies will help you take the necessary steps to support and mentor struggling teachers by detecting underperformance, developing strategies to help teachers, engaging in difficult conversations to enact plans of improvement, and following legal requirements. The practical tools found in this book will help teachers improve their instruction, assessment, classroom management, and teamwork.Trade Review"This book is a must-read for building and system leaders. Zepeda offers a framework for leaders to improve instructional practices for underperforming teachers, and she provides clarity in assembling cues, approaches, and tools to support leaders. This book is a great read for busy school leaders who want to increase student performance by better understanding how to improve instruction across your school and district. Zepeda gets to the point in a clear and easy to follow manner. This book is of such quality that it will easily become the go-to book for school leaders and those who work with underperforming teachers in their schools and systems." --Philip D. Lanoue, Superintendent, Clarke County School District, GA"In this book, one of the most prolific authors in the field makes a clarion call to school leaders to embrace their moral responsibility regarding underperforming teachers. Zepeda not only calls for leaders of learning to display the courage to address issues of underperformance, but also provides myriad strategies for assisting struggling teachers, and when all else fails, for removing teachers who have no commitment or potential to improve."--Stephen P. Gordon, Professor of Education and Community Leadership, Texas State University, USATable of ContentsChapter 1 Framing the Issues about Underperforming Teachers Chapter 2: Teacher Evaluation in a Nutshell Chapter 3: Making the Commitment to Effective Teaching Chapter 4: Underperforming Teachers In and Out of the Classroom Chapter 5: Conversations Needed to Work with Underperforming Teachers Chapter 6: Improvement Planning with Underperforming Teachers … 135-156Chapter 7: The Complexities Leaders Face Working with Underperforming TeachersChapter 8: Keeping Issues in the Classroom Out of the Courtroom: Legal Principles for Confronting Underperforming Teachers Ann BlankenshipChapter 9: The Consequences of Doing Nothing and Making Tough Decisions When All Else Fails Chapter 10: Final Perspectives
£26.99
Taylor & Francis Ltd Lead Like the Legends
Book SynopsisBased on the popular presentation of the same name, Lead Like the Legends uses the inspiring words of musical legends to help teachers and administrators learn the principles of effective leadership.The book is organized around 14 musical greats, including Ray Charles, Duke Ellington, Marian Anderson, Carlos Santana, The Beatles, Bob Dylan, and Louis Armstrong. As you examine the words of wisdom from these artists, you'll learn the keys to strong leadership, such as being sincere; accepting no limits; leading with imagination; leading by participating; being daring and high energy; using teamwork; and being yourself. Each chapter includes motivational stories and examples from school leaders across the country, as well as reflection activities, self-assessments, and planning tools to help you implement the ideas. Whether you're aTrade Review"David Steinberg has written a unique and imaginative reflection on the concepts of effective leadership. As an experienced educator in the classroom, in the school office, and at the central office level, he connects the realities of our day-to-day work in schools to the extensive research in educational leadership. Using familiar tunes and the life experiences of the composers, David guides us through the important characteristics of truly effective leaders, far beyond the nuts and bolts of good management. This is a refreshing and inspirational book for anyone who hopes to lead others." --Jerry Perlet, Former Principal and Washington Post Distinguished Leader"Poignant. The way that David Steinberg introduces leadership concepts through the lens of musical greats and elaborates on them with real examples of leadership in action is elucidating. A must read for educators who need inspiration and practical advice on how to unleash their leadership potential." --Kevin M. Maxwell, Ph.D., Chief Executive Officer, Prince George's County Public Schools, Maryland"In this book, David Steinberg masterfully uses heartfelt, authentic stories and musical analogies, offering lessons to support the growth of teachers and leaders. His inspirational storytelling and reflection tools encourage educators to be bold, supportive, and visionary in their work." --Kim Oliver Burnim, Teacher Leader and 2006 National Teacher of the Year, Silver Spring, MarylandTable of ContentsAbout the AuthorAcknowledgmentsPreludeHow to Read Lead Like the LegendsCh. 1 Judy Garland – Be SincereCh. 2 Rogers and Hammerstein, Joe Raposo – Be OptimisticCh. 3 Ray Charles – Accept No LimitsCh. 4 George Gershwin – Be EclecticCh. 5 Duke Ellington – Lead by Participating Ch. 6 Leonard Bernstein – Lead with ImaginationCh. 7 Marian Anderson – Be Strong by Being PrincipledCh. 8 Frank Sinatra – Train to GrowCh. 9 Bob Dylan – Put the Message AcrossCh. 10 Elvis Presley – Be Daring and High EnergyCh. 11 Carlos Santana – UnifyCh. 12 The Beatles – Use Teamwork Ch. 13 The Temptations – Move TogetherCh. 14 Louis Armstrong – Be YourselfCodaShare Your StoryTestimonials
£29.60
Taylor & Francis Ltd Choosing Leaders and Choosing to Lead
Book SynopsisSome of the worst selection practices to be found anywhere can be found at the top of organisations. Even when senior selection is not egregiously bad, rarely is it as good as it could be. Front-line staff and middle managers are selected with much more rigour today than 30 years ago - but not the chairmen, chief executives and chief officers who lead them. So says Douglas Board in Choosing Leaders and Choosing to Lead. Dr Board draws on his extensive experience in executive search and in leadership, coupled with his own academic research embracing the sociology and psychology of scholars such as Pierre Bourdieu and Karl Weick to offer ground-breaking insight into the value and limitations of established selection practice. This book illuminates ways in which senior roles differ from other positions and will help those charged with selecting individuals for senior positions, as well as potential candidates, those concerned with regulating selection policy, and researchers. Examining Trade Review'If you think all the right people get appointed to the top jobs, you might want to skip this book. Otherwise read it. It asks how the advances in recruitment practice of the last 50 years can be extended upwards to the recruitment of top leaders. Thought out without being dried out, practical without being puerile, it is full of good stories and deep thoughts, a good read, and at the same time it takes us forward on one of the most important questions for the twenty-first century.' David Sims, Emeritus Professor of Organizational Behaviour, Cass Business School 'Douglas Board bridges from practical experience to modern philosophy and social thought to address one of the major (unrecognized) issues of society today - how do we best choose the leaders of our major institutions? He builds a rich theory and practice around expertise and intuition, of both the leader and the selector.' David Newkirk, CEO of Executive Education, Darden School of Business and formerly senior vice president at Booz & Co 'This book provides a rare and at times uncomfortable insight into the world of executive selection. Thought provoking and challenging in equal measure - it should be essential reading for all practitioners and researchers working in personnel selection.' Jo Silvester PhD CPsychol, Professor of Organisational Psychology, City University London, UK 'Douglas Board takes us far beyond the lab. Travelling from the playground to the boardroom, he blends first-hand executive search experience with contemporary social science thinking to highlight where executive selection decision-making is stuck and how it could be unstuck. Bravo!' Ralph A Mortensen PhD ABPP, Chief Psychologist HR/OD, IPAT Inc ’...Anyone who wants a senior role, or who has the responsibility for appointing someone else to one, should make it their business to read this engaging but challenging, readable but unsettling, philosophical but thoroughly practical book.’ Cass Business SchoolTable of ContentsContents: Foreword; Preface; Part I From Bad to Good to Stuck: From bad...; ...to good; ...to stuck. Part II What's Different About Senior Roles?: Complexity, humility and responsibility; Power and politics; A deeper crisis. Part III Re-Thinking Fundamentals: Skill and intuition; Games, skill and belonging; Re-thinking science and leader selection. Part IV So What?: The candidate's perspective; The selector's and society's perspective. Part V Notes: Field notes for candidates; Field notes for selectors. Academic notes; Works cited; Index.
£137.75
Taylor & Francis Ltd Understanding Defining and Eliminating Workplace
Book SynopsisWorkplace bullying is a severe and pervasive problem around the globe and in particular in the United States where no meaningful steps have been taken to address this problem. This book will help readers to understand and to define workplace bullying to be able to prevent, detect, remedy and eliminate workplace bullying. Readers will gain an understanding of the forms, causes and effects of workplace bullying. Readers will also be able to understand the current gaps in U.S. law and become familiar with more effective international laws to address workplace bullying. Finally, the reader will be presented with the potential paths to put an end to workplace bullying in their own workplace and in workplaces across the globe. Table of ContentsPreface: Protecting Employees’ Human Rights Part 1. Understanding Workplace Bullying Chapter 1. An Introduction to Bullying and its Impact on Workers and Workplaces Chapter 2. What Does Workplace Bullying Look Like? Chapter 3. Workplace Bullying is a Terrible Problem: Why it is so important to address workplace bullying? Chapter 4. Why Does Bullying Occur and Endure Part 2. Workplace Bullying can be addressed but is not in the United States Chapter 5. Gaps in the US Employment Law: Workplace Bullying can be, but is not Being Addressed Chapter 6. Evidence from Abroad – Steps can Be Taken to Eliminate Workplace Bullying Part 3. Ending Workplace Bullying Chapter 7. Defining the Problem - A Transformative Definition of Workplace Bullying Chapter 8. The Potential For Micro Level Solutions Chapter 9. Employer Based Solutions Chapter 10. Concerted Activity as a Solution Chapter 11. The Need for a Strong Law and Strong Enforcement Chapter 12. Conclusion
£128.25
Cambridge University Press Building Respected Companies
a huge range and FREE tracked UK delivery on ALL orders.
£55.09
Cambridge University Press Thinking Through Crisis
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£28.99
Cambridge University Press Thinking Through Crisis
a huge range and FREE tracked UK delivery on ALL orders.
£89.30
Cambridge University Press Leading in the Top Team The CXO Challenge
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£54.14
Cambridge University Press Leadership Standpoints
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£17.00
Cambridge University Press Cultural Dynamics and Leadership
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£17.00
Cambridge University Press Connecting Creativity and Motivation Research with End Users
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£85.50
Cambridge University Press Connecting Creativity and Motivation Research with End Users
a huge range and FREE tracked UK delivery on ALL orders.
£28.49
Cambridge University Press Transforming our Critical Systems
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£17.00
Cambridge University Press Transforming our Critical Systems
a huge range and FREE tracked UK delivery on ALL orders.
£47.49
Cambridge University Press Global South Leadership Style
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£47.49
Cambridge University Press Learning to Negotiate
Book SynopsisWe negotiate every day, as managers or lawyers, parents, friends, and citizens. Decades of research have generated an abundance of knowledge about how to negotiate but this research also tells us that we still fall far short of our abilities. Much less has been written about how to learn to negotiate. Comprehensively addressing both of these questions, this new textbook combines practitioner guidance with empirical research to teach negotiation as a skill that can be learned and mastered. Leaving behind the typical quick-fix solutions of the rulebook approach to negotiation, Berkel backs up his practical advice with a wealth of examples, case studies, and graphic illustrations. This is an invaluable book for MBA, law and other professional students, as well as executives seeking to develop and improve their skills in negotiation.Trade Review'Georg Berkel has set a high bar for himself - to provide a simple and pragmatic way of understanding the complicated topic of learning to negotiate - and has succeeded admirably. He takes us on a journey that explores the broad fields in which negotiation is practiced, and the equally broad fields of negotiation and learning theory. He does so, moreover, in a clear and conversational style that retains our attention and increases our knowledge, even as the subject matter becomes more and more complex. I could not recommend this book more highly.' Stephen B. Goldberg, Dispute Resolution Services, and Professor of Law Emeritus, Northwestern University'Learning about negotiation is easy. Learning to negotiate effectively is hard. Georg Berkel's new book offers valuable assistance. He selects and explains the most important concepts from forty years of published research. Then, he presents them from the learner's perspective rather than the teacher's perspective, using dozens and dozens of examples. I've reviewed hundreds of books and articles on negotiation. This one's a keeper.' Larry Susskind, Vice-Chair, Program on Negotiation, Harvard Law School, and Founder of the Consensus Building Institute'Of the negotiation textbooks I'm familiar with, this is by far the most compelling and entertaining! Even those who might think they know it all will benefit from reading it - Georg Berkel's illustrations and examples are just perfect for moving the important stuff from the passive part of the brain to the active part. What a fine piece of work!' Manfred Schwaiger, Dean of Studies, Institute for Market-based Management (IMM), Ludwig-Maximilians-Universität München'Berkel brings a fresh voice and a fresh perspective to the classic strategic challenges fundamental to any successful negotiation. The book offers insightful analysis, memorable stories, and useful practical guidance that will benefit both novice and experienced negotiators alike.' Don A. Moore, Lorraine Tyson Mitchell Professor of Leadership and Communication, Haas School of Business, University of California, Berkeley'Learning to Negotiate focuses on paradoxes inherent in negotiations, which give rise to tensions negotiators must wrestle with when deciding on strategies and tactics. How much should I focus on value creation versus value distribution? How cooperative versus competitive should I be? I have taught negotiations courses to business leaders and aspiring business leaders for more than a decade and these questions are at the heart of my teaching. How wonderful that this book addresses them head on and provides insights into how to think about and manage paradoxes and tensions throughout the negotiation process! The evidence Dr. Berkel presents is cutting edge, from leading scholars in the field, and the personal examples he provides about his experiences negotiating contracts and teaching negotiations are as engaging as they are informative.' Taya R. Cohen, Associate Professor of Organizational Behavior and Theory, Tepper School of Business, Carnegie Mellon University, and President, International Association for Conflict Management'Learning to Negotiate offers a useful guide to the steps of negotiation learning that builds on Berkel's research and practical experience as a negotiator and as a negotiation teacher. A must-read for anyone willing to improve negotiation behavior and decisions.' Africa Ariño, Professor of Strategic Management, IESE Business School, University of Navarra'In Learning to Negotiate, Berkel accomplishes something entirely new and refreshing: rather than just reviewing key findings from the negotiation literature, he provides aspiring negotiators with a practical toolkit for learning and applying these findings to their real-world deal-making. A great addition to our collective knowledge of negotiation - and an invaluable resource for anyone who wants to truly learn it.' Brian Gunia, Associate Professor, Carey Business School, Johns Hopkins University, and author of The Bartering Mindset'In Learning to Negotiate, Georg Berkel's whimsical, thoughtful drawings illustrate the concepts of negotiation and encourage learning and remembering.' Jeanne M. Brett, DeWitt W. Buchanan Jr. Professor Emerita of Dispute Resolution and Organizations, Kellogg School of Management, Northwestern University'This book not only provides a useful set of skills, but goes beyond to focus on how to use these skills to become a great negotiator. It provides readers an understanding of how to learn to negotiate, and is filled both with practical advice and memorable examples that illustrate how to practice and grow while overcoming biases that prevent learning. An important book for all negotiators.' Cynthia Wang, Clinical Professor of Management and Organizations Executive Director of Kellogg's Dispute Resolution and Research Center'It provides a wealth of insights and practical examples. Current international negotiation research is comprehensively presented, and the focus on practical learning method makes the book unique.' Dr Hans-Uwe Neuenhahn, Lawyer Mediator, Chairman of the Board European Institute for Conflict Management (EUCON)'Georg Berkel´s book is unmatched in explaining both how to negotiate better and how to learn it. It is concise, scientifically thorough, and underpinned with numerous practical examples and illustrations … a remarkable book with all ingredients to earn a place among the classics of negotiation literature.' Jürgen Klowait, Zeitschrift für KonfliktmanagementTable of ContentsPreface; Introduction; Part I. Ambivalence: 1. The tactical paradox; 2. The strategic dilemma; 3. The cognitive ambiguity; Part II. Blocking: 4. The illusion of coherence; 5. The illusion of competence; 6. The illusion of acumen; Part III. Ambitious Humility: 7. Understanding; 8. Know how; 9. Thinking; Outlook; Bibliography; Index.
£23.99
HarperCollins Publishers Inc The Customer Comes Second Put Your People First
Book Synopsis
£17.99
HarperCollins Publishers Inc Crazy Bosses
Book SynopsisJam-packed with new anecdotes, updated references, and modernized jokes, Stanley Bing’s seminal investigation of what makes bosses crazy is now revised for a new generation. Fans of television’s The Office and the cult film Office Space will love this classic guide to the universal workplace phenomenon of crazy bosses, now updated for a new century’s worth of insane supervisors. Bestselling author and business guru Stanley Bing’s Crazy Bosses identifies the various types of crazy bosses—the boss with the five brains, the bully, the paranoid boss, the narcissist, the “bureaucrazy,” and the disaster hunter—and offers readers concrete strategies on how to cope, and, most importantly, how not to become crazy bosses themselves.
£18.66
HarperCollins Publishers Inc The Daily Drucker
Book SynopsisWith his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.These 366 daily readings have been harvested from Drucker's lifetime of work.Trade Review"Drucker...is the original management guru. Many still consider him the best...The short, snappy format will be appreciated by today's time-challenged business readers: one page with an idea for every day of the year...Overall, it is accomplished admirably." -- USA Today
£19.18
HarperCollins Publishers Inc Good to Great
Book Synopsis
£29.99
HarperCollins Publishers Inc The Effective Executive in Action A Journal for
Book SynopsisOffers executives, managers, and knowledge workers with a guide to effective action. This journal teaches leaders how to become effective and how to lead according to the five main pillars of Drucker's philosophy on effective leaders.
£16.99
HarperCollins Publishers Inc Monday Morning Mentoring
Book Synopsis
£18.69
HarperCollins Publishers Inc Tribal Leadership Revised Edition Leveraging
Book SynopsisEver since there have been people, there have been tribes. Within each corporation exist anywhere from a few to hundreds of separate tribes, and Dave Logan, PhD and John King show how these tribes develop, how to assess them, and how to lead them to maximize productivity and growth.Trade ReviewThe most thorough and unique book to come along pertaining to organizational dynamics in quite some time...Whether you're trying to move an organization forward or trying to move forward yourself, Tribal Leadership is a great place to begin your efforts. -- Business Lexington
£23.99
HarperCollins Publishers Inc The 4th Secret of the One Minute Manager
Book SynopsisWith The One Minute Manager Ken Blanchard and coauthor Spencer Johnson forever changed the way we approach management by introducing their Three Secrets: One Minute Goals, One Minute Praisings and One Minute Reprimands. The book became an international bestseller and remains a timeless classic. Blanchard, along with coauthor Margret McBride, presents the 4th Secret, a concept that, when implemented properly, is one of the most powerful actions for improving company and employee morale. This is a book that can extend well beyond the business realm and repair relationships that we thought were broken forever. Using Blanchard''s signature breezy style, The 4th Secret of the One Minute Manager tells the story of a bright young man, Matt Hawkins, who wants to help his mentor, the company president, face and deal with some crucial mistakes. For advice, Matt turns to family friend Jack Peterson, known by everyone as the One Minute Manager. What begins as a beautifu
£19.19
HarperCollins Publishers Inc The 2020 Workplace How Innovative Companies
Book SynopsisBased on key findings from two surveys of global professionals, and case studies from organisations like Deloitte, Cisco, Bell Canada, Nokia, and NASA, this book shows how the same social technologies that are used outside the company in marketing to connect with customers can be adapted for use inside the company to connect with employees.Trade Review"Provocative" -- -Inc. "Anyone interested in building a workplace comfortable to the upcoming connected and techie generation should find ideas worth exploring here. Highly recommended." -- -Library Journal (starred review) "This book includes key information that all learning professionals need to create a successful talent management strategy and leverage the benefits of social media in the workplace...[C]omprehensive and forward-thinking." -- -Training and Development "Meister and Willyerd offer thoughtful tips, the latest in corporate training, and advice for negotiating this new workforce." -- -Publishers Weekly "Provocative and entertaining." -- -Miami Herald "In their visionary and pragmatic book, Jeanne C. Meister and Karie Willyerd equip you with the tools you need to attract the best people and help them do their best work. The battle for talent is more intense than ever; Meister and Willyerd show you how to win." -- -William C. Taylor; Founding Editor, Fast Company; Coauthor, Mavericks at Work "How you behave will matter more than what you sell in the future, and your reputation will drive your success. If you expect to maximize employee productivity and have a strong enterprise in 2020, Jeanne C. Meister and Karie Willyerd's book is a must read." -- -Rob Quish, CEO JWT INSIDE and COO JWT North America Jeanne C. Meister and Karie Willyerd are on their game in The 2020 Workplace. With their workforce and talent insights, as well as their pragmatic approach to getting started, they've created a North Star for organizations to use on their journey to winning better talent today. -- -David Smith, managing director. Accenture; coauthor, Workforce of One "Finally the imperatives for change are laid out in one spot, and a pragmatic roadmap for success is outlined. If you are dedicated to building healthy, productive next-generation organizations, you must read this amazing book." -- -Susan Burnett, Senior Vice President, Talent and Organization Development, Yahoo! In The 2020 Workplace, Jeanne C. Meister and Karie Willyerd share impressive research findings, tell compelling stories, and offer thought-provoking ideas that will become the basis for preparing to live in a global, technological, changing, and connected future. -- -Dave Ulrich; Professor, Ross School of Business, University of Michigan; Partner, The RBL Group "Meister and Willyerd have blazed a trail with The 2020 Workplace. With key insights on how to manage tomorrow's workforce-one that is beginning to show up to work today-this book is a must read for all in our profession!" -- -Matthew Peters, Chief Learning Officer, Defense Intelligence Agency "The workplace is evolving faster than ever before, reinventing everything from how employees connect with an organization to how they learn, leverage information, and lead. Managers, don't miss this opportunity to get a jumpstart the 2020 workforce before it's too late. " -- -Lynne C. Lancaster, co-author of The M-Factor: How the Millennial Generation is Rocking the Workplace "The 2020 Workplace is a thought-provoking guide to the emerging workplace trends and how they will shape business in the future." -- -Peter Cappelli, George W. Taylor Professor of Management and Professor of Education, The Wharton School of the University of Pennsylvania "The 2020 Workplace provides tremendous insights, not only into the emerging workforce, but also into the changes that enterprises will have to make to effectively recruit, develop, and retain what will become increasingly scarce human resources." -- -Dr. Stanton D. Sloane, President and CEO, SRA International What a fresh and forward-looking read. Jeanne C. Meister and Karie Willyerd have tackled recruitment, motivation, learning, and leadership in the new and evolving 'connected world,' and they have offered best practices and their own thoughtful approaches for companies and leaders to consider. -- -John W. Gill, Vice President, Human Resources, Rolls-Royce Energy Systems
£19.00
HarperCollins Publishers Inc Ninja Innovation
Book SynopsisThe ninja are legendary for their strength, survival, cunning, intensity, and adaptability. When a ninja undertakes a dangerous assignment, he must have a strategy that can guide him through to completion. In this book, the author reveals how everyone can use the ninja way to create a killer strategy that can help them achieve their own goals.Trade Review"Gary Shapiro's 'ninja' approach to business success is exactly what the American spirit is all about-impatient, bold, and agile. It's what propels the most innovative companies, keeping us around for the long haul, as we continue to transform and make meaningful progress in the world." -- URSULA BURNS, Chairman and CEO of Xerox Corporation "Ninja Innovation is a must read for anyone who wants to understand the secrets to successful entrepreneurship in a world of rapid innovation. Pandora is popular because we are agile, and have always remained intensely focused on what's best for listeners, and artists." -- TIM WESTERGREN, Co-Founder of Pandora radio "With Ninja Innovation, Gary Shapiro has boiled down the mystery of business success to its foundational precepts: Risk, passion, failure, and, above all, innovation. Having spent 30 years at the Consumer Electronics Association, Gary knows what it takes to create a successful business and change the world." -- NOEL LEE, Founder and CEO, Monster Cable Products, Inc. "Top-notch. ... Shapiro argues that companies should demonstrate the same agility, laser-like focus, and strength as ninjas." -- Publishers Weekly
£15.99
HarperCollins Publishers Inc Gender Intelligence Breakthrough Strategies for
Book SynopsisTrade Review"The book appropriately focuses on the economic benefits of adopting gender intelligence and shows how to get started, as well as illustrating how and why gender intelligence benefits us all." -- Publishers Weekly
£18.04
HarperCollins Publishers Inc Rookie Smarts Why Learning Beats Knowing in the
Book SynopsisTrade Review"Given the author's experience it's no shock that she offers an exceptional guide to staying vital in the changing marketplace... For readers who are struggling to catch up with changing business needs, this book is a must read." -- Publishers Weekly "Wiseman masterfully shows why novices can outdo veterans, expertise blinds us to fresh ideas, and the brilliance of newbies remains untapped. With sage insights and fascinating examples, Rookie Smarts is a must-read." -- Adam Grant, Wharton professor and bestselling author of Give and Take Rookie Smarts gives you a practical roadmap to rediscovering the open, curious, creative mind inside you. If you want to be a learning machine, improving and growing every year, this is the book for you. -- Laszlo Bock, SVP of People Operations, Google, Inc. and author of Work Rules! Agility, resilience, grit, and a growth mindset--these are the skills effective leaders need in a changing world. In Rookie Smarts, Wiseman shows leaders at every age and at every stage of their careers how to master these skills -- Dave Ulrich, Rensis Likert Professor of Business, University of Michigan & Partner, the RBL Group Wiseman's brilliant and unusually imaginative gem shows you how to keep learning and questioning even your most prized beliefs, how to avoid becoming a boring clone condemned to marching in lock-step with your equally dull colleagues, and how to build vibrant workplaces -- Robert Sutton, Stanford Professor and co-author of Scaling Up Excellence "...both a rich and rewarding read and a practical guide for individual leaders and for those responsible for developing talent in their organization." -- Developing Leaders
£18.99
HarperCollins Publishers Inc Persuadable How Great Leaders Change Their Minds
Book SynopsisTrade Review"Al Pittampalli is leading a new generation of big thinkers. He's willing to show us what works, and he does it with flair and generosity. Read this book and share it. Hurry." -- Seth Godin, Author of Your Turn "The benefits of persuadability have long been underappreciated. No more, not after this compelling and well-informed account of when and how to change our minds most productively." -- Robert B. Cialdini, author of INFLUENCE "In a complex decision-making environment, staying the course can often mean marching toward oblivion. That's why PERSUADABLE is so refreshing. This terrific book is full of captivating stories and convincing research about the value of changing your mind, along with lessons that help you become a more effective leader." -- Daniel H. Pink, author of TO SELL IS HUMAN and DRIVE "Pittampalli offers a crucial but counter-intuitive insight -- that being persuadable makes you more powerful -- and lays out why this is so and how to get there. In a different mood, I would tell you that it's the best business book you'll ever read." -- Douglas Stone, coauthor of Difficult Conversations and Thanks for the Feedback
£19.00
HarperCollins Publishers Inc 13 Things Mentally Strong People Dont Do
Book Synopsis
£21.59
HarperCollins Publishers Inc Do Cool Sht
Book SynopsisTrade Review"Offering a combination of vivid stories with action-able advice, Agrawal helps readers define and achieve their personalized versions of success...Simple yet powerful, Agrawal's process liberates readers from conventional thinking and restrictions, freeing them to pursue their passions and make a living at the same time." -- Publishers Weekly (starred review) "Miki Agrawal is a real piece of work. It turns out that so are you. Once you read her high-energy book, you might be able to embrace the gifts you already have and go take advantage of them." -- Seth Godin, author of The Icarus Deception "This book is your official permission slip to quit yappin' and make it happen. Miki's book is smart, straightforward and a ton of fun-a must read for any aspiring entrepreneur." -- Marie Forleo, marieforleo.com "Miki is an unstoppable force in successful pursuit of a rich and fulfilled life, and a source of practical wisdom for how you can be the same. The more people that follow her advice, the better the world will be." -- Ben Rattray, founder of Change.org "If MacGyver were a woman she would look a lot like Miki Agrawal-she might even BE Miki. But this book makes it clear just how to tap into your inner MacGyver and transform your life!" -- Lee Zlotoff, creator of MacGyver
£13.20
HarperCollins Publishers Inc The New One Minute Manager CD
Book SynopsisA new edition based on the timeless business classic—updated to help today’s readers succeed more quickly in a rapidly changing world.For decades, The One Minute Manager® has helped millions achieve more successful professional and personal lives. While the principles it lays out are timeless, our world has changed drastically since the book’s publication. The exponential rise of technology, global flattening of markets, instant communication, and pressures on corporate workforces to do more with less—including resources, funding, and staff—have all revolutionized the world in which we live and work.Now, Ken Blanchard and Spencer Johnson have written The New One Minute Manager to introduce the book’s powerful, important lessons to a new generation. In their concise, easy-to-read story, they teach readers three very practical secrets about leading others—and explain why these techniques continue to work so
£15.99
HarperCollins Publishers Inc Leadership BS Fixing Workplaces and Careers One
Book SynopsisTrade Review"Sensible advice..." -- The Economist "Jeff Pfeffer stands as one of the great management thinkers of our time. Here in this important work, he challenges us to embrace a hippocratic oath of leadership: first do no harm. Diagnostic and prescriptive, passionate and incisive, provocative and inspired-Pfeffer yet again makes a noble contribution." -- -Jim Collins, author Good to Great, co-author Built to Last and Great by Choice "As bracing as a splash of cold water, Leadership BS is at once a scathing indictment of the 'leadership industry' and a roadmap to success. Pfeffer dismantles the jargon-filled aphorisms of conventional leadership, replacing them with fact-based prescriptions for how to succeed." -- -Laszlo Bock, SVP of People Operations, Google and author of New York Times bestseller, Work Rules! "A provocative case that most leadership advice is baloney and the entire industry is broken. Pfeffer convincingly argues that we consistently give the wrong people power-and even when we get it right, authenticity is a recipe for disaster." -- -Adam Grant, Wharton professor and New York Times bestselling author of Give and Take "In this must-read book, Pfeffer exposes the gap between what we're told we should do to be leaders and what successful leaders actually do to climb the career ladder. Pfeffer's take-no-prisoners approach to management research and practice always reveals insightful and shocking results." -- -Keith Ferrazzi, author of ,New York Times bestsellers Never Eat Lunch Alone and Who's Got Your Back? "I wish I had read Leadership BS years go. It's not only honest but helpful, putting words to the disconnect I've seen between what works and what we're all "supposed to be" doing. This inconsistency has so much to say about the current state of professional women's progress." -- -Gina Bianchini, CEO, Mighty Bell and co-founder, Lean In "Leadership BS goes directly to the soul of leadership practices, exposing both the rewards and penalties of contemporary notions. You'll be challenged to look at qualities such as narcissism, vulnerability, immodesty and ego and consider why these too are important traits of effective leaders." -- -Curt Coffman, co-author of First, Break all the Rules "A fascinating inquiry into why the "leadership industry" has failed to develop better leaders. Pfeffer turns conventional wisdom about leadership upside down, and challenges us to rethink why and how leaders behave. It's an indispensable book for every leader, executive coach, and others who seek to help leaders." -- -Morten T. Hansen, professor, University of California, Berkeley, co-author, Great by Choice "Pfeffer offers no nostrums, no feel-good solutions; instead, he offers unvarnished insights and dry-eyed suggestions. Anyone who is seriously interested in leadership should read this book." -- -Stephen Kosslyn, founding dean, the Minerva Schools of Arts and Sciences at the Keck Graduate Institute "Jeff Pfeffer has done it again. He forces us to confront uncomfortable questions about ourselves and our cultures. This book reminds us of the dangers of pursuing comforting messages instead of practical truths." -- -Kent Thiry, CEO, Davita Healthcare Partners "Pfeffer persuasively attacks the simplistic generalities that masquerade as leadership advice. Offering examples of when such advice can hurt leaders. Turning some of our assumptions concerning authenticity, trust, and humility on their head. Essential reading for anyone who would rather rely on scientific evidence than merely on cool stories." -- -Sim B Sitkin, Duke University, Faculty Director, Fuqua/Coach K Center on Leadership and Ethics "Challenges conventional thinking and traditional bromides, underscoring the importance of being evidence-based if you want to make an impact in developing leadership." -- -Barry Z. Posner, PhD, Accolti Endowed Professor of Leadership, Santa Clara University, co-author, The Leadership Challenge "[Power] will help you get comfortable with challenging assumptions and lingering on the pause...[Pfeffer] draws on a wealth of social-science and psychology research." -- Inc magazine "This is an entertaining and inspiring read for anyone looking to shake things up at work." -- Publishers Weekly
£20.00
HarperCollins Publishers Inc Killing It An Entrepreneurs Guide to Keeping Your
Book SynopsisTrade Review"Sheryl's personal experience as a leader, mentor, and founder gives her the ammunition to deliver more than just platitudes. Killing It is the kind of practical advice entrepreneurs need to thrive in the world of churn." -- Professor Irv Grousbeck, Consulting Professor, Stanford University Graduate School of Business "Are you ready to be an entrepreneur? Sheryl O'Loughlin's book, Killing It, is the perfect guide to help you answer that question. Jam-packed with real-life stories of what it truly takes to be successful, Killing It also provides a wealth of sage advice and critical questions to ask yourself and your team as you get your company from the idea stage to the exit." -- Denise Brosseau, serial entrepreneur and author of Ready to Be a Thought Leader? "Killing It! is a relevant and incisive look at what being an entrepreneur is really about. Sheryl's deeply personal account provides authentic insight into not only the much-lauded upsides of entrepreneurship, but also the considerable toll it can take on one's relationships and well-being. This is a must-read for female leaders in particular, who are too often expected to be all things to all people." -- Betsy Holden, Senior Advisor, McKinsey & Co., Former CEO Kraft Foods "Killing It is like the emotional handbook for entrepreneurs. Without a sustainable work life balance your business will not thrive." -- L. Hunter Lovins, President Natural Capitalism Solutions "A must-read for anyone looking to become an entrepreneur or stay in the game." -- Brian Krumrei, Partner at TSG Consumer "Killing It is a testament to the years of experience Sheryl has an entrepreneur. Her advice is savvy and hard-won. If you aspire to start a successful business, and live your life, this is necessary reading." -- Dr. William Silver, Dean , School of Business and Economics, Wine Business Institute, Sonoma State University I adore this book. Entrepreneurship is one of the most difficult-and yet most rewarding-career paths anyone can take. In Killing It Sheryl brilliantly captures the ups and downs of her own journey and distills them into a guiding principles every entrepreneur should use. -- Nancy Duarte, bestselling author and CEO of Duarte, Inc. Sheryl O'Loughlin brings a unique and deeply personal perspective to what it means to launch a successful start-up. Sheryl opens up about the true costs, as well as the joys, of entrepreneurship. This book is a trusted companion for business leaders. -- Michael Farello, managing partner at Catterton A thought-provoking and honest work by a successful entrepreneur with insights into the realities and issues of starting and running a business. Highly recommended. -- Library Journal So many aspiring entrepreneurs have no idea what they're in for when dreaming about their start-up. Sheryl O'Loughlin's Killing It! condenses decades worth of hard-earned wisdom into a compelling and personal manual for success both as an entrepreneur and a human being. -- Jon Owsley, managing partner at Catterton I adore this book. Entrepreneurship is one of the most difficult-and yet most rewarding-career paths anyone can take. In Killing It Sheryl brilliantly captures the ups and downs of her own journey and distills them into a guiding principles every entrepreneur should use. -- Nancy Duarte, bestselling author and CEO of Duarte, Inc.
£22.39
HarperCollins Publishers Inc The Remix
Book SynopsisTrade Review“In an era when five different generations now work shoulder to shoulder in open offices, it’s not just individual professionals who must cultivate adaptivity and a commitment to continuous learning. As Lindsey Pollak suggests in this instructive and highly engaging book, companies must do so as well—especially if they want to fully utilize the talents of their increasingly diverse workforces.” — Reid Hoffman, cofounder of LinkedIn and coauthor of Blitzscaling and The Start-Up of You “Today’s leaders need to get the best out of everyone, not just those who think and work like they do. The Remix, with Pollak’s fresh insights and practical tips, will help you blend the best of each generation and design a smarter, better, more inclusive work experience for everyone.” — Liz Wiseman, bestselling author of Multipliers and Rookie Smarts “The Remix is an essential guide to making the multigenerational workforce a competitive advantage. Pollak moves us past the stereotypes and toward mutual understanding, inclusion, and teamwork. Through research, strategies, and case studies, The Remix helps leaders, their teams, and organizations thrive in today’s workplace while preparing for tomorrow’s.” — Dan Schawbel, bestselling author of Back to Human and Promote Yourself “Eighty-year-old lifeguards! Seventeen-year-old brand advisers! Like much of the workplace, everything we traditionally believed about ‘who does what and when’ is changing rapidly. As one of the original generational communications experts, Lindsey Pollak has written the must-have guide for remixing your diverse workforce into the secret sauce that will guarantee your company’s competitiveness in the years to come.” — Alexandra Levit, author of They Don’t Teach Corporate in College and New Job, New You “The Remix offers perceptive analysis, pragmatic advice, and a lively read throughout. Lindsey Pollak provides a unique and smart perspective on how all generations can and must get along in order to create, and excel in, a thriving workplace together.” — Whitney Johnson, author of Build an A Team and Disrupt Yourself “In this smart book, Lindsey Pollak celebrates generational perspectives while avoiding stereotypes. A must-read for anyone trying to help diverse teams win at work and life.” — Laura Vanderkam, author of I Know How She Does It and Off the Clock “It’s nearly impossible to succeed as an entrepreneur today—or in any career for that matter—if you don’t recognize the reality of today’s multigenerational workforce. In The Remix, Lindsey Pollak provides a cutting-edge blueprint to help you adapt and lead, whether you’re just starting out or are well established.” — Dorie Clark, author of Entrepreneurial You and Stand Out, and adjunct professor, Duke University Fuqua School of Business “The Remix isn’t just another business book. It is a timely, engaging and actionable guide that should live on the bookshelves and e-readers of all business leaders who want to take an active role in designing the multigenerational future of work.” — Kate White, former editor-in-chief of Cosmopolitan and author of The Gutsy Girl handbook: Your Manifesto for Success “The Remix is for managers or aspiring managers, this provides a fresh, coherent perspective on embracing a multigenerational workplace without relying on stereotypes and inaccurate or harmful assumptions about what workers want.” — Library Journal “Readers looking for a cogent, respectful take will find a solid choice here.” — Publishers Weekly
£20.90
HarperCollins Publishers Inc Turning the Flywheel CD
Book SynopsisA companion guidebook to the number-one bestselling Good to Great, focused on implementation of the flywheel concept, one of Jim Collins’ most memorable ideas that has been used across industries and the social sectors, and with startups.The key to business success is not a single innovation or one plan. It is the act of turning the flywheel, slowly gaining momentum and eventually reaching a breakthrough. Building upon the flywheel concept introduced in his groundbreaking classic Good to Great, Jim Collins teaches readers how to create their own flywheel, how to accelerate the flywheel’s momentum, and how to stay on the flywheel in shifting markets and during times of turbulence.Combining research from his Good to Great labs and case studies from organizations like Amazon, Vanguard, and the Cleveland Clinic which have turned their flywheels with outstanding results, Collins demonstrates that successful organizations can di
£15.99
HarperCollins Publishers Inc Wise as Fuk
Book Synopsis
£18.39
HarperCollins Publishers Inc How We Change
Book SynopsisThe Coronavirus pandemic has revealed a very big secret we’ve been keeping from ourselves and each other: We can be remarkably agile in the face of change. How is it that we are able to so radically and rapidly change our daily behavior in order to follow the social distancing and stay-at-home policies during the pandemic, and yet--pandemic or not--we typically find it difficult, if not impossible, to reach smaller personal goals like dieting, getting organized or changing destructive habits? The pandemic is life-threatening, so it ignites our survival instincts, activating that part of our brains charged with speedily and efficiently getting us to safety. But cholesterol, alcohol, and physical passivity are all life-threatening, and many of us humans have done a lousy job changing in regard to these issues, even when we have reliable information that they are killing us. Why do we struggle to change what
£18.99
