Management: leadership and motivation Books

Book SynopsisDisruption by digital technologies? That's not a new story. But what is new is the "wise pivot," a replicable strategy for harnessing disruption to survive, grow, and be relevant to the future. It's a strategy for perpetual reinvention across the old, now, and new elements of any business.Rapid recent advances in technology are forcing leaders in every business to rethink long-held beliefs about how to adapt to emerging technologies and new markets. What has become abundantly clear: in the digital age, conventional wisdom about business transformation no longer works, if it ever did.Based on Accenture's own experience of reinventing itself in the face of disruption, the company's real world client work, and a rigorous two-year study of thousands of businesses across 30 industries, Pivot to the Future reveals methodical and bold moves for finding and releasing new sources of trapped value-unlocked by bridging the gap between what is technologically possible and how technologies are being used. The freed value enables companies to simultaneously reinvent their legacy, and current and new businesses.Pivot to the Future is for leaders who seek to turn the existential threats of today and tomorrow into sustainable growth, with the courage to understand that a wise pivot strategy is not a one-time event, but a commitment to a future of perpetual reinvention, where one pivot is followed by the next and the next.Trade ReviewOmar and the team have written a wonderful book that outlines what it takes to succeed in a world changed-and super-charged-by technology-based disruption. -- Satya Nadella, CEO, MicrosoftOmar and his colleagues provide practical information and real-world examples that will be useful to companies looking to embrace change and adopt strategies and technologies to keep reinventing and iterating their customer experiences. -- Andy Jassy, CEO, Amazon Web Services (AWS)Abbosh and his coauthors make a powerful case that successful innovation is a long-term game that requires constant pivots to evolve and change. -- Michael Dell, CEO, DellProvides powerful and stimulating concepts, ideas, and examples. . . . A must-read for anyone who is looking for help on the journey!! -- Hubert Joly, chairman and CEO, Best BuyAn invaluable testimony on how Accenture very successfully transformed and adapted. . . . A well-structured guide on how to 'wisely' pivot a business towards new opportunities in the digital age, and definitely a must read. -- Jean-Pascal Tricoire, chairman & CEO, Schneider ElectricA powerful framework that can shape top leadership teams' decisions around digital strategies and new operating models. -- Giovanni Caforio, CEO, Bristol-Myers SquibbI like the strategies I'm seeing here for unlocking trapped value and simultaneously reinventing legacy, current, and new areas of a business. I think they could go a long way in helping us-and other companies-get there. -- John Pettigrew, CEO, National GridA much needed perspective that reinvents tired and outdated concepts of strategy . . . Instead of theorizing, it draws on a real-world journey to figure all this out. -- Rita McGrath, bestselling author of 'The End of Competitive Advantage' and professor at Columbia Business SchoolHelps decision makers break free from traditional, linear thinking and immediate concerns . . . by leveraging disruption rather than fearing it. -- Klaus Schwab, founder and executive chairman, World Economic Forum

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Book SynopsisFollowing the success of the international bestseller, 100 THINGS SUCCESSFUL PEOPLE DO, Nigel Cumberland turns his attention to leadership.100 THINGS SUCCESSFUL LEADERS DO distills all the wisdom and knowledge of a lifetime of coaching great leaders into 100 short chapters showing you how to build your own leadership skills quickly and confidently. 100 THINGS SUCCESSFUL LEADERS DO is packed with great ideas for creating long-term success for yourself and those you lead. Explore the habits, tools, techniques and mentality of smart leaders and develop your own leadership style. Every chapter features a new idea that will help you get closer to your goals. Mixing simple explanations with activities and exercises, you'll learn the optimal mindset and habits you need to succeed.Praise for 100 THINGS SUCCESSFUL PEOPLE DO'Inside these pages you'll find a powerful reminder of the many ways you can make your life - and other people's lives - more successful. It will help you identify what success means to you and give you the building blocks for making that success a reality. This is your chance to overcome whatever obstacles are stopping you. Read it, act on it and experience the difference' Marshall Goldsmith Ph.D., bestselling author of TRIGGERS

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Book SynopsisThe former CEO of General Electric, one of the most influential CEO's, shares the ideas and values of leadership he learned through times of crises.Jeff Immelt has always been one of my leadership role models. He leads with head and heart. This book shows howleadership is a full contact sport and Jeff leaves everything on the field. - John Donahoe, CEO, NikeRead this book. You'll be a better leader for it. - David Rogier, Founder and CEO, MasterClass__________In September 2001, Jeff Immelt replaced the most famous CEO in history, Jack Welch, at the helm of General Electric. Less than a week into his tenure, the 9/11 terrorist attacks shook the nation, and the company, to its core. GE was connected to nearly every part of the tragedy-GE-financed planes powered by GE-manufactured engines had just destroyed real estate that was insured by GE-issued policies. Facing an unprecedented situation, Immelt knew his response would set the tone for businesses everywhere that looked to GE-one of America's biggest and most-heralded corporations-for direction. No pressure.Over the next sixteen years, Immelt would lead GE through many more dire moments, from the 2008-09 Global Financial Crisis to the 2011 meltdown of Fukushima's nuclear reactors, which were designed by GE. But Immelt's biggest challenge was inherited: Welch had handed over a company that had great people, but was short on innovation. Immelt set out to change GE's focus by making it more global, more rooted in technology, and more diverse. But the stock market rarely rewarded his efforts, and GE struggled.In Hot Seat, Immelt offers a rigorous, candid interrogation of himself and his tenure, detailing for the first time his proudest moments and his biggest mistakes. The most crucial component of leadership, he writes, is the willingness to make decisions. But knowing what to do is a thousand times easier than knowing when to do it. Perseverance, combined with clear communication, can ensure progress, if not perfection, he says. That won't protect any CEO from second-guessing, but Immelt explains how he's pushed through even the most withering criticism: by staying focused on his team and the goals they tried to achieve. As the business world continues to be rocked by stunning economic upheaval, Hot Seat is an urgently needed, and unusually raw, source of authoritative guidance for decisive leadership in uncertain times.__________A memoir of successful leadership in times of crisis: the former CEO of General Electric, named one of the "World's Best CEOs" three times by Barron's, shares the hard-won lessons he learned from his experience leading GE immediately after 9/11, through the economic devastation of the 2008-09 financial crisis, and into an increasingly globalized world.

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Book Synopsis**Discover the power of coaching through an entertaining and lively story that will develop the skills and understanding of how to coach effectively.** In this groundbreaking new approach to learning how to coach, join Alice on an adventure as she learns the fundamental principles of personal and business coaching. Meet a host of fanciful characters who will help you understand how to listen, how to ask questions effectively and how to have a coaching conversation from start to finish.Adventures in Coaching introduces Coaching as an approach for managing people, improving performance and solving problems. Research shows that learning is often better retained when made fun and stimulating. This book delivers the most rigorous and advanced textbook coaching theory, including the GROW model, in a uniquely engaging and mesmerising manner. The structure and sequence of the material is based on a tried and tested progression that the author has refined through his training and workshops with hundreds of people.The book is brought to life through relevant coaching conversations and practical examples as Alice faces some tough coaching conversations and applies her new learning to the clients she works with. Both new and existing coaches, as well as managers and leaders, will improve their skills of listening, asking questions and exploring ideas.Trade ReviewThat unique blend of being informative and entertaining, current and forward thinking. * Dr Ron Lawson, Executive coach, Consultant and Senior Lecturer, University of Cumbria *One of the most creative and engaging coaching books that I have read. Conveying the key principles of coaching, through wonderful creative characters and gripping adventurous story telling. A must read for anyone searching for the key to unlock the power and rewards of effective coaching. * Simon Horsley, Vice President Sales, Bentley Systems UK Ltd *A truly innovative approach to the world of coaching that is creative, informative and memorable, ideal if you are looking to acquire or refresh your knowledge and coaching skills. Through a series of engaging stories with a dose of 'DRINK ME' humour, Ben has crafted clear and thoughtful systems which will stimulate curious minds and can easily be adapted and applied in real life situations. * Penny Huggard, Head of Governance & Compliance, Futures Housing Group *A creative and accessible guide to a complex skill. An excellent guide and exemplar which I highly recommend to new and experienced coaches alike. * Professor Kaz Stuart, Executive Coach *Whether you are an established coach, wanting to find out what it's all about or looking for personal development, Adventures in Coaching has something for you. * Lisa Griffin, Quality Improvement Specialist, NHS Improvement *

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Book SynopsisMichael Ventura, entrepreneur and CEO of award-winning strategy and design practice Sub Rosa, shares how empathy - the ability to see the world through someone else's eyes - could be what your business needs to innovate, connect, and grow.Having built his career working with iconic brands and institutions such as Google and Nike, and also The United Nations and the Obama Administration, Michael Ventura offers entrepreneurs and executives a radical new business book and way forward.Empathy is not about being nice. It's not about pity or sympathy either. It's about understanding - your consumers, your colleagues, and yourself - and it's a direct path to powerful leadership. As such, Applied Empathy presents real strategies on how to make lasting connections and evolve your business internally as well as externally.This ground-breaking guide lays the foundation to establish a diverse, inventive, and driven team that can meet the challenges of today's ever-evolving marketplace. If you want to connect to the people you work with and for, you first have to understand them.Trade ReviewWith Applied Empathy, Michael Ventura shows us how to unlock our ability to design solutions, spark innovation, and solve tough challenges with empathy at the center. -- Arianna HuffingtonI believe that empathy has been the most underrated characteristic of the biggest winners in society. Michael has demonstrated an understanding and an execution around this incredible skill that I admire tremendously. Everybody should read this book. -- Gary Vaynerchuk, New York Times bestselling author of #AskGaryVeeThe most neglected fact in business is we're all human. Michael Ventura makes a powerful argument that empathy is the secret sauce of 21st century business. The more digital we get, the more empathy we need. Loved this book. -- Chip Conley, Hospitality entrepreneur and New York Times bestselling author of Emotional EquationMeaningful change happens when people come together with open arms, minds and hearts. Honed through his experience working with a range of companies, Michael Ventura provides great insights and tools for how you too can make meaningful change happen. -- Beth Comstock, author of Imagine It Forward and former Vice Chair GE

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Book SynopsisNow revised and updated throughout, with special emphasis on online customer service and retail websites.Social psychologists and law enforcement officials agree: If a window in a building is broken and left in its ruined state, the rest of the windows will soon be shattered, and the neighborhood will subsequently go downhill. According to business author Michael Levine, this same notion can be applied to the world of business.In BROKEN WINDOWS, BROKEN BUSINESS Levine guides readers through his premise that all big dilemmas in business stem from lack of attention to small details. Using dozens of corporate "broken window" case studies, including McDonald's, K-Mart, Google, JetBlue, and more, he argues that by integrating the solutions to small problems into a much larger plan,the resulting combined solution can stimulate overall business growth-and keep customers coming back for more.

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Book SynopsisAs business struggles to adapt to a rapidly changing world, managers are bombarded with a bewildering array of schemes for how to be a boss and make an organization tick. It's tempting to be seduced by futurist fantasies where every company has the culture of a startup, and where employees in wacky, whimsical office settings, liberated from hierarchies and bosses that oppress them, are the foundation for breakthrough performance."Get real," warn Nicolai J. Foss and Peter G. Klein. These fads ironically lead to micromanaging and, often, to disaster. Companies and societies, they show, need authority and hierarchy to coordinate work, including creative work. And, counterintuitively, Foss and Klein illustrate how the creative use of authority and hierarchy helps companies to be more agile and flexible, enabling educated, motivated people and teams to thrive.And not a moment too soon: Foss and Klein provide evidence that global challenges such as the proliferation of artificial intelligence, economic disruption, empowered knowledge workers, and black swan events such as the pandemic actually make hierarchy and the job of the manager more important than ever.

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Book SynopsisFormed in 2003 on the request of the federal government, the National Preparedness Leadership Initiative at Harvard's Kennedy School of Government has trained political leaders, government officials, members of the armed forces and senior leaders all over the world on how to handle crisis situations. Managing crisis well is at the very heart of good leadership. Here, the NPLI team draws on a deep well of research as well as their experience working with leaders to respond to crisis events of all kinds, from the COVID-19 pandemic and the Boston Marathon bombings, to more everyday crises like a product recall or media controversy that can hit corporate operations, risking terrible PR and outrage from customers. You're It distills the wisdom the NPLI have gained from observing the way the most effective leaders take charge of situations with real authority, marshal and connect different networks together, and bring their organizations, cities and countries out through the other side of crisis into recovery. It outlines their theories of crisis leadership-as well as lessons on how to apply them every day so you're prepared when the unexpected happens. Filled with true life stories of danger and risk, You're It is an essential book for anyone potentially facing a crisis or a wrenching change.

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Book SynopsisHow Full Is Your Bucket? shows how even the smallest interactions we have with others every day profoundly affect our relationships, productivity, health and longevity. Coauthor Donald O. Clifton studied the effects of positive and negative emotions for half a century, and he and his colleagues interviewed millions of people around the world. Their discoveries contributed to the emergence of an entirely new field: Positive Psychology. Written in an engaging, conversational style, their book includes colorful stories and five strategies for increasing positive emotions, and it features an online test that measures readers’ Positive Impact. How Full Is Your Bucket? is a quick, breezy read. It will immediately help readers boost the amount of positive emotions in their lives and in the lives of everyone around them. The book is sure to inspire lasting changes in all who read it, and it has all the makings of a timeless classic.

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Book SynopsisThe COVID-19 pandemic caused an awakening that shocked the world—a structural change in how and where people work and live. One thing we now know for certain: Nothing is going back to normal. How organizations adapt to this culture shock will determine whether they thrive or even survive and whether U.S. and global productivity will go up or down. The immediate danger is that most employees will now operate more like independent contractors or gig workers than employees who are loyal and committed to your organization. The risk grows as your workforce’s mentality continues to shift from my life at work to my life at home. It may become nearly impossible to create a culture of committed team members and powerful relationships at work. Leaders continue to wrestle with the issue of how to bring employees back to the office. But the far greater issue is deteriorating customer relationships, which is already happening. Simply put, your employees and your customers know each other. Many are best friends. How will you maintain your customers’ commitment when you’re struggling to create a culture of dedicated employees who build and strengthen relationships with those customers? It’s clear now that an unstoppable force has changed how we work and live. Culture Shock offers a solution that outlines a better world of work and life—one with far higher productivity, greater customer retention and better wellbeing. It’s Gallup’s solution to the biggest leadership issue of our time.

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Book SynopsisEvery company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation.He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches--a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.

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Book SynopsisThis book is a handbook for people who want to assure the use of reliable and valid questionnaires for collecting information about organisations. It significantly reduces the time and effort required for obtaining validated multi-question measures of aspects of organisational `health’ such as employee job satisfaction, organisational commitment, organisational justice, and workplace behaviours. It helps users in measuring some factors underlying employee perceptions of work such as job characteristics, role ambiguity or conflict, job stress, and the extent to which employees believe their values and those of the organisation are congruent. All the measures in the book have been used and tested in research studies published in the 1990s. In addition, all the measures describe the extent and types of reliability and validity tests that have been completed, a feature that organisational researchers should find particularly useful. All in all, this book is a handy tool to increase the efficiency of researchers, consultants, managers, or organisational development specialists in obtaining reliable and valid information about how employees view their jobs and organisations.

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Book SynopsisDoes the character of our leaders matter? You may think this question was answered long ago. Countless business authors and analysts have assured us that great leadership demands great character. Time and again, we've seen that truth play out, as once-thriving organizations falter and fail under the guidance of leaders behaving badly. Why, then, do so many executives remain skeptical about the true value of leadership character? A winning strategy and a sound business model are what really matter, they argue; character is just the icing on the cake. What's been missing from this debate is hard evidence: data that shows not only that leadership character matters for organizational success, but how it matters; and concrete evidence that it leads to better business results. Now, in this groundbreaking book, respected leadership researcher, adviser, and author Fred Kiel offers that evidence--solid data that demonstrates the connection between character, leadership excellence, and organizational results. After seven years of rigorous research based on a landmark study of more than 100 CEOs and over 8,000 of their employees' observations, Kiel's findings show that leaders of strong character achieved up to five times the ROA for their organizations as did leaders of weak character. Return on Character goes on to reveal: * How leadership character is formed, how it creates value, and how that value spreads throughout the organization * How low-character leaders undermine the success of even the best business plans * How leaders at any level can develop the habits of strong character and "unlearn" the habits of poor character The book also provides a character-building methodology--step-by-step advice and techniques for assessing your own character habits and improving your performance and that of your organization. Return on Character provides the blueprint for building your own leadership character and creating a character-driven organization that achieves superior business results.Trade Review2016 Axiom Business Book Gold Award in LEADERSHIP "A great sales book ... With thoughtful, clear, and engaging examples, Cespedes provides a framework for diagnosing and managing the core levers for effective selling in any organization." -- Sales Pro Insider "It's rare to find a business book, let alone one on leadership, that is well researched, well documented, well written, convincing, credible, and imbued with a voice that one grows to both trust and admire" -- strategy+business magazine "The book is filled with compelling case studies ... You'll walk away with new ideas for improving employee morale, engaging customers and earning their loyalty, and gaining respect for your organization from your community." -- TD magazine (Association for Talent Development) "In business, nice guys finish first. Yes, really" -- Fortune "Every entrepreneur needs to understand the importance of character and leadership is to their growth and success, as well as their ability to attract investors. The return on character in business is well worth the investment." -- Forbes "Does having excellent character contribute positively and sustainably to the bottom line? Unsurprisingly, the answer is in the affirmative but Kiel also presents a wide body of hard evidence for this proposition...The work involved in exploring your own nature and ways to overcome problems can be difficult and painful but is ultimately worth it." -- Irish Times ADVANCE PRAISE for Return on Character: Irvine Hockaday, former President and CEO, Hallmark Cards-- "This book breaks new ground. Its central finding: organizations led by a CEO and executive team of high character will, on average, produce a materially higher ROA than other organizations. Readers will find the results convincing and the suggestions for how to attain that kind of leadership quite valuable." Shane S. Dikolli, Associate Dean for Faculty Engagement, Fuqua School of Business, Duke University-- "This book is an extraordinary source of insight about how the personal characteristics of leaders translate into significant economic consequences for the organizations they lead. The examples are concrete, the chapter takeaways are penetrating, and the guidance for becoming a 'Virtuoso leader' is essential reading for anyone with leadership aspirations or responsibilities." Yvonne K. Franzese, Chief Human Resources Officer, Allianz of America-- "Fred Kiel's breakthrough research demonstrates that character is a leadership differentiator that resonates with employees and has a positive impact on business results. His findings clearly illustrate that greatness need not be achieved at the expense of virtuosity, and that the self-focused CEO will always be part of our history but does not need to be part of our future." David Kenny, Chairman and CEO, The Weather Company-- "Fred Kiel provides inspiration for both current and future leaders to live and act on their values and to empower their organizations to do the same. A great contribution to the study of leadership." David G. Bradley, owner and Chairman, Atlantic Media-- "Fred Kiel, the global dean of CEO coaches--in the masterpiece of his career--argues two truths gleaned from his practice and scholarship: 1) High personal character in corporate leadership yields far higher ROI and ROA for the company; and 2) Growth in character is a matter of choice and discipline and, as such, available to us all. Thirty years of clinical practice built into a playbook for leaders and their teams."

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Book SynopsisImagine designing the best company on earth to work for ...What would that company be like? How would you build and sustain it? As a leader, you need to know. In the past, businesses made people conform to the organization's needs. But the old paradigm has shifted. Now leaders must transform their organizations so that they attract the right people, keep them, and inspire them to do their best work. How do you create a culture people want to belong to? In this powerful and necessary follow-up to the classic Why Should Anyone Be Led by You?, leadership and organizational sages Rob Goffee and Gareth Jones identify and illuminate the six key organizational attributes to do just that. In separate chapters, they delve deeply into each one: 1. Let people be themselves 2. Practice radical honesty 3. Magnify people's strengths 4. Stand for authenticity (more than shareholder value) 5. Make work meaningful 6. Make simple rules With vivid stories and examples from global companies, the authors illustrate the kind of strong, attractive workplace culture that leads to sustained high performance. They also provide ways of assessing how your company is doing and describe the tensions and trade-offs that leaders must manage as they transform their organizations. Why Should Anyone Work Here? is the question all contemporary organizational leaders must constantly ask themselves if they want to survive and thrive in the new world. This book will help them answer that question.Trade Review"Some of the best material addresses employee development, the most concrete way to help workers become their best selves." -- Inc. "... an essential guide for creative leaders wanting to transform their workplace and enable people's best selves, including their own, to emerge." -- Forbes, Top 10 Creative Leadership Books Of 2015 "[this book] finally gives us a deeper look into what people look for in their workplaces in order to thrive and feel they are bringing the best and highest selves to the work they do each day." -- Forbes "5 management books you wish you could give your boss for the holidays. Number 1: Why Should Anyone Work Here?" -- Inc. "I hope people embarking on their careers, middle managers and frustrated staff will read this book as readily as directors. It gives everyone a 'voice' diagnostics and a rationale to make companies the systematised forces they need to be, by recognising the motivation of human beings to want to work rather than having to work. Five-star recommendation from me." -- Management Today "Why Should Anyone Work Here? is the eagerly anticipated follow-up to the pair's 2006 business bestseller, Why Should Anyone Be Led By You? It shifts the focus from individual leadership to broader organisational failings." -- People Management Magazine "When Rob Goffee and Gareth Jones wrote Why Should Anyone Be Led By You?, it became a bestseller... This new book, Why Should Anyone Work Here...builds on that previous work." -- The Financial Times "...six research-based and action-oriented keys for practicing authenticity, nurturing people and succeeding with the fundamentally social challenges of leadership." -- David Slocum, FORBES "... a practical and pragmatic book..." -- Developing Leaders ADVANCE PRAISE for Why Should Anyone Work Here?: Herminia Ibarra, professor, INSEAD; author, Act Like a Leader, Think Like a Leader-- "Goffee and Jones have a knack for asking the right questions at the right time. The workplace as we know it is broken, and no amount of personal, 'authentic' leadership is going to fix it. A primer on what it will take to build organizations where people can truly be their best, this book is a must-read for anyone concerned with attracting the best talent and fostering their creativity." Franz Humer, Chairman, Diageo; former Chairman, F. Hoffmann-LaRoche-- "A great sequel to Why Should Anyone Be Led by You? This book lifts the discussions about authentic leadership and what makes for the best possible organization to a new level. A must-read for all CEOs." Costas Markides, professor, London Business School-- "If you were to design the best workplace on earth, what would it look like? You can find the answers to this question in this wonderful book. Why Should Anyone Work Here? is full of inspiring examples, intellectual wisdom, and practical advice on how to design an organization that brings out the best in its people. It is bound to become required reading for any senior executive." Chantal Gaemperle, LVMH Group Executive Vice President, Human Resources and Synergies-- "The combination of the right products with the right people drives a brand's success. After showing that leadership is not given but earned in Why Should Anyone Be Led by You?, Goffee and Jones now demonstrate that to complete the equation, a leader must build and shape the right organizational culture to stimulate creativity and ensure long-term success." Belmiro de Azevedo, former Chairman and CEO, Sonae-- "Goffee and Jones have taught us much in the last two decades about how to be outstanding leaders. And it is our job as leaders to create the distinctive cultures that will attract and foster talent and leadership. In this book, they show us how to do this, clearly demonstrating, as no one has before, the key importance of a few simple cultural traits in order for companies to be great."

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Book SynopsisTODAY'S LEADERS KNOW THAT SPEED and agility are the keys to any company's success, and yet many are frustrated that their organizations can't move fast enough to stay competitive. The typical chain of command is too slow; internal resources are too limited; people are already executing beyond normal expectations. As the pace accelerates, how do you inspire people's energy and creativity? How do you collaborate with customers, vendors, and partners to keep your organization on the cutting edge? What kind of organization matches the speed and complexity that businesses must master--and how do you build that organization? Jim Whitehurst, CEO of Red Hat, one of the world's most revolutionary companies, shows how open principles of management--based on transparency, participation, and community--reinvent the organization for the fast-paced connected era. Whitehurst gives readers an insider's look into how an open and innovative organizational model works. He shows how to leverage it to build community, respond quickly to opportunities, harness resources and talent both inside and outside the organization, and inspire, motivate, and empower people at all levels to act with accountability. The Open Organization is a must-read for leaders struggling to adapt their management practices to the values of the digital and social age. Brimming with Whitehurst's personal stories and candid advice for leading an open organization, as well as with instructive examples from employees and managers at Red Hat and companies such as Google, The Body Shop, and Whole Foods, this book provides the blueprint for reinventing your organization.Trade Review"If you're looking for a good business book to dive into, add this to your list." -- The Huffington Post "CEO Jim Whitehurst's The Open Organization is the best business book of the year." -- Seeking Alpha (seekingalpha.com) ADVANCE PRAISE for The Open Organization: MICHAEL DELL, Chairman and CEO, Dell-- "In The Open Organization, Jim Whitehurst clearly demonstrates how building avidly engaged communities of employees, partners, and customers can ignite the kind of passion and innovation that drive outsized results for businesses and for society as a whole. This is a great read for anyone hoping to lead and succeed in a society being redefined by expectations of transparency, authenticity, access--and yes, openness." CHRIS ANDERSON, Cofounder and CEO, 3D Robotics; former Editor in Chief, Wired magazine-- "In a wired world, everyone knows that management needs to change from 'command and control' to leadership based on transparency, collaboration, and participation. But the question is, how do you actually lead that way? Jim Whitehurst's interesting tale of his own reinvention as a leader, with lessons from other leaders in companies such as Whole Foods, Pixar, and Zappos, finally provides the blueprint that leaders have been seeking." JEANIE DANIEL DUCK, Former Senior Partner and Managing Director, The Boston Consulting Group; author, The Change Monster-- "Many people are wary of change. For executives who worry about Millennial employees and the power of the internet, it is scary indeed. Yet those same employees could offer valuable new perspectives, ideas, and passion. The question is, how do today's managers capture those desirable attributes without setting off the perfect storm? The answers are in Jim Whitehurst's book." CHARLENE LI, Founder and CEO, Altimeter Group; author, The Engaged Leader and Open Leadership-- "In today's disruptive economy, only the leaders--and their organizations--who are open and learn to adapt to the fast-changing needs of customers and employees will survive. Whitehurst speaks from personal experience about what works--and what doesn't--to foster openness and speed. If you have even an inkling of a desire to lead an innovative, fast-moving, and engaged organization, this book is for you." JOHN CHAMBERS, Chairman and CEO, Cisco-- "With The Open Organization, Whitehurst takes us where all leaders need to be if we want to succeed in the future--outside of our traditional comfort zones."

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Book SynopsisA New York Times Bestseller Introducing the new, realistic loyalty pact between employer and employee. The employer-employee relationship is broken, and managers face a seemingly impossible dilemma: the old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts like a free agent. The solution? Stop thinking of employees as either family or as free agents. Think of them instead as allies. As a manager you want your employees to help transform the company for the future. And your employees want the company to help transform their careers for the long term. But this win-win scenario will happen only if both sides trust each other enough to commit to mutual investment and mutual benefit. Sadly, trust in the business world is hovering at an all-time low. We can rebuild that lost trust with straight talk that recognizes the realities of the modern economy. So, paradoxically, the alliance begins with managers acknowledging that great employees might leave the company, and with employees being honest about their own career aspirations. By putting this new alliance at the heart of your talent management strategy, you'll not only bring back trust, you'll be able to recruit and retain the entrepreneurial individuals you need to adapt to a fast-changing world. These individuals, flexible, creative, and with a bias toward action, thrive when they're on a specific "tour of duty"--when they have a mission that's mutually beneficial to employee and company that can be completed in a realistic period of time. Coauthored by the founder of LinkedIn, this bold but practical guide for managers and executives will give you the tools you need to recruit, manage, and retain the kind of employees who will make your company thrive in today's world of constant innovation and fast-paced change.Trade Review"Recommended Reading: 10 Books on Creative Leadership" -- Forbes Business Insider's list of business books every professional should read before turning 30 "The Alliance shaped career conversations in a way that was way more visible and healthy than I'd ever seen done." -- Pat Wadors, Head of HR for LinkedIn; as seen in Business Insider "... an insightful look at the new employer-employee relationship (especially for those of us on-boarding Gen Y and soon Millennials). -- Ken Tencer, CEO of Spyder Works Inc., Globe and Mail "This book will force you to see the future, it will show you new models of work, and it has the eminence and perspective to make your entire team think... an important new book which is well worth a read." -- Forbes "an essential handbook for dealing with the challenges of managing an ever more connected, ever more mobile workforce." -- Barnes & Noble "In a provocative new book, the father of social networks reveals a startling new way to reframe the relationship between employers and employees." -- Fortune magazine "Readers will discover in this engaging book that the relationship between employee and employer doesn't have to be branded as 'It's complicated.'" -- TD magazine (Association for Talent Development) "For those of you who haven't read The Alliance, Reid, Casnocha and Yeh make a compelling case for a third model that treats employees as 'allies.'" -- Human Resource Executive ADVANCE PRAISE for The Alliance: Jeffrey R. Immelt, Chairman and CEO, General Electric-- "GE is competing in its third century. The key to sustained performance is developing competitive leaders in every era. The Alliance captures the essence of modern talent development: trust and mutual value creation helps both employer and employee compete in the marketplace. The authors lay out a framework that helps big companies as well as start-ups develop their people more effectively, while creating a competitive team." Kenneth I. Chenault, Chairman and CEO, American Express-- "Engaged employees are the key to success in any business. The Alliance is a terrific book that offers real-world insights on how to build loyalty, inspire creativity, and manage winning teams for the long term."

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Book SynopsisGreat teams don’t just happen. How often have you sat in team meetings complaining to yourself, “Why does it take forever for this group to make a simple decision? What are we even trying to achieve?” As a team leader, you have the power to improve things. It’s up to you to get people to work well together and produce results. Written by team expert Mary Shapiro, the HBR Guide to Leading Teams will help you avoid the pitfalls you’ve experienced in the past by focusing on the often-neglected people side of teams. With practical exercises, guidelines for structured team conversations, and step-by-step advice, this guide will help you: Pick the right team membersSet clear, smart goalsFoster camaraderie and cooperationHold people accountableAddress and correct bad behaviorKeep your team focused and motivated

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Book SynopsisAre you an authentic leader? Too many companies are managed not by leaders but by mere role players and faceless bureaucrats. What would it take to replace these empty suits with real leaders--men and women who are confident in who they are and what they stand for and who truly inspire people to achieve extraordinary results? Rob Goffee and Gareth Jones argue that leaders don't become great by aspiring to a list of universal character traits. Rather, effective leaders are authentic: they deploy individual strengths to engage followers' hearts, minds, and souls. Authentic leaders are skillful at consistently being themselves, even as they alter their behavior to respond effectively to changing contexts. In short, the authors present a powerful case: that it takes "being yourself, in context, with skill" to be a successful, authentic leader--and they show you how to do exactly that. In this lively and practical book, Goffee and Jones draw from extensive research to reveal how to hone and deploy your unique leadership assets while managing the inherent tensions at the heart of successful leadership: when to show emotion and when to withhold it, how to get close to followers while maintaining an appropriate role distance, and maintaining your individuality while "conforming enough" to gain traction and lead change. Underscoring the inherently social nature of leadership, the book also explores how leaders can stay attuned to the needs and expectations of followers. Why Should Anyone Be Led by You? will forever change how we view, develop, and practice the art of leadership, wherever we live and work.Trade Review"Why Should Anyone Be Led by You by Rob Goffee & Gareth Jones is by far the best book written on leadership." -- Vinay Kalantri, Mobile Wallet, as seen in the Economic Times "The authors of one of the all-time best books for creative leaders, Why Should Anyone Be Led by You?, are also simultaneously re-releasing that volume with a new preface." -- David Slocum, FORBES Over 150,000 copies sold worldwide "A rewarding read if you want to lead." -- Financial Times

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Book SynopsisRadical Advice for Reinventing Talent--and HRMost executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.Trade ReviewAdvance Praise for Talent Wins:Alain Bejjani, CEO, Majid Al Futtaim Group--"Turning human 'resources' into human 'capital'--a prerequisite to win in this era of talentism. An inspiring read for those who are trying to make a difference!"Ed Breen, CEO, DowDuPont; Lead Director, Comcast--"If you believe you've read all there is about the role of human capital in propelling value creation, think again. Charan, Barton, and Carey have crafted their many experiences into a compelling and concise book that frames a 'people before strategy' argument that is refreshingly new and different."Kenneth I. Chenault, Chairman and CEO, American Express; Director, IBM and Procter & Gamble--"Engaged employees are the key to success in any business, and Talent Wins offers real-world insights on how to foster talent, inspire creativity, and lead winning teams for the long term."Alex Gorsky, Chairman and CEO, Johnson & Johnson; Director, IBM--"Talent is the difference between a good company and great company. And nurturing talent--helping people flourish--requires continuous action, effort, and work. It is critical to the mission and the aspirations of an organization that leaders be inventing, and then reinventing, the talent development playbook. Talent Wins helps you do just that."Hein Knaapen, Chief HR Officer, ING Bank NV--"This book gives compelling arguments for treating talent management as a crucial competency for any company that wants to succeed. The authors' proposed approach is a real departure from many accepted practices in talent management. Taking their recommendations to heart will significantly change the role of CEOs as well as the requirements for HR professionals in the future."William McNabb, Chairman, The Vanguard Group--"Business leaders have talked about the importance of people for years but often were vague about how to turn talent into a competitive advantage. In this new book, Charan, Barton, and Carey turn conventional views about human resources on their head and create the ultimate playbook for making human capital the ultimate edge for organizations of all types."Alan Mulally, retired President and CEO, Ford Motor Company; former CEO, Boeing Commercial Airplanes; and Director, Google and Carbon3D--"Talented people working together is the catalyst to deliver profitable growth for the benefit of all stakeholders. Talent Wins provides compelling strategies and tools to continuously develop the talent in your organization!"Satya Nadella, CEO, Microsoft--"Millennials will soon account for over half of all workers. They want to be not only more creative, productive, and collaborative than ever before, but they also seek a greater sense of purpose and a deeper connection to their company’s mission. Talent Wins implores senior leaders to know their employees as well as they know their finances and the capital they deploy."Susan Peters, Senior Vice President, Human Resources, General Electric--"With real-world experiences from broad industries, Charan, Barton, and Carey bring to life a game plan to identify and develop talent--and leverage that talent for winning outcomes."Denise L. Ramos, CEO and President, ITT Inc.; Director, Phillips 66--"A groundbreaking book for the next twenty years that focuses CEOs' attention on the strategic value of employees and the necessity of bringing HR into the leadership circle. A must-read!"Sheryl Sandberg, COO, Facebook; founder, LeanIn.Org and OptionB.Org; and Director, Walt Disney Company--"In a competitive global economy, no business can afford to leave talent on the sidelines. Talent Wins provides an innovative framework for cultivating talent--and shows that diverse teams are critical to unlocking an organization's full potential."Ivan Seidenberg, former Chairman and CEO, Verizon; Director, BlackRock--"Talent Wins exquisitely captures the essence of creating a modern digital platform and management practices to reinvent the HR role in your company with the goal to develop, manage, and nurture the talent in today's demanding marketplace. The book includes excellent case studies and practical examples that provide guidance and insights for every executive to consider in building a successful company."Masahiko Uotani, President and Group CEO, Shiseido Company--"Talent Wins can be a key to unlocking the full potential of Japanese global corporations."

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Book SynopsisThe one primer you need to develop your managerial and leadership skills. Whether you're a new manager or looking to have more influence in your current management role, the challenges you face come in all shapes and sizes--a direct report's anxious questions, your boss's last-minute assignment of an important presentation, or a blank business case staring you in the face. To reach your full potential in these situations, you need to master a new set of business and personal skills. Packed with step-by-step advice and wisdom from Harvard Business Review's management archive, the HBR Manager's Handbook provides best practices on topics from understanding key financial statements and the fundamentals of strategy to emotional intelligence and building your employees' trust. The book's brief sections allow you to home in quickly on the solutions you need right away--or take a deeper dive if you need more context. Keep this comprehensive guide with you throughout your career and be a more impactful leader in your organization. In the HBR Manager's Handbook you'll find: - Step-by-step guidance through common managerial tasks - Short sections and chapters that you can turn to quickly as a need arises - Self-assessments throughout - Exercises and templates to help you practice and apply the concepts in the book - Concise explanations of the latest research and thinking on important management skills from Harvard Business Review experts such as Dan Goleman, Clayton Christensen, John Kotter, and Michael Porter - Real-life stories from working managers - Recaps and action items at the end of each chapter that allow you to reinforce or review the ideas quickly The skills covered in the book include: - Transitioning into a leadership role - Building trust and credibility - Developing emotional intelligence - Becoming a person of influence - Developing yourself as a leader - Giving effective feedback - Leading teams - Fostering creativity - Mastering the basics of strategy - Learning to use financial tools - Developing a business case

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Book SynopsisWhen asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.

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Book SynopsisChanging hearts is an important part of changing minds.Research shows that appealing to human emotion can help you make your case and build your authority as a leader.This book highlights that research and shows you how to act on it, presenting both comprehensive frameworks for developing influence and small, simple tactics you can use to convince others every day.This volume includes the work of: Nick Morgan Robert Cialdini Linda A. Hill Nancy Duarte This collection of articles includes "Understand the Four Components of Influence," by Nick Morgan; "Harnessing the Science of Persuasion," by Robert Cialdini; "Three Things Managers Should Be Doing Every Day," by Linda A. Hill and Kent Lineback; "Learning Charisma," by John Antonakis, Marika Fenley, and Sue Liechti; "To Win People Over, Speak to Their Wants and Needs," by Nancy Duarte; "Storytelling That Moves People," an interview with Robert McKee by Bronwyn Fryer; "The Surprising Persuasiveness of a Sticky Note," by Kevin Hogan; and "When to Sell with Facts and Figures, and When to Appeal to Emotions," by Michael D. Harris.How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

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Book SynopsisForget what you know about the world of workYou crave feedback. Your organization's culture is the key to its success. Strategic planning is essential. Your competencies should be measured and your weaknesses shored up. Leadership is a thing.These may sound like basic truths of our work lives today. But actually, they're lies. As strengths guru and bestselling author Marcus Buckingham and Cisco Leadership and Team Intelligence head Ashley Goodall show in this provocative, inspiring book, there are some big lies--distortions, faulty assumptions, wrong thinking--that we encounter every time we show up for work. Nine lies, to be exact. They cause dysfunction and frustration, ultimately resulting in workplaces that are a pale shadow of what they could be.But there are those who can get past the lies and discover what's real. These freethinking leaders recognize the power and beauty of our individual uniqueness. They know that emergent patterns are more valuable than received wisdom and that evidence is more powerful than dogma.With engaging stories and incisive analysis, the authors reveal the essential truths that such freethinking leaders will recognize immediately: that it is the strength and cohesiveness of your team, not your company's culture, that matter most; that we should focus less on top-down planning and more on giving our people reliable, real-time intelligence; that rather than trying to align people's goals we should strive to align people's sense of purpose and meaning; that people don't want constant feedback, they want helpful attention.This is the real world of work, as it is and as it should be. Nine Lies About Work reveals the few core truths that will help you show just how good you are to those who truly rely on you.Trade Review"Nine Lies About Work, by Marcus Buckingham and Ashley Goodall, the year's best management book, challenges the assumptions that underlie contemporary managerial practices, many of which date back to Drucker's day. In doing so, the book offers a glimpse of a new management paradigm that may prove to be better suited to the times." -- strategy+business magazineNamed one of "Our 10 favorite new books for people managers" by SHRM (Society for Human Resource Managers)One of the Financial Times "Business Books of the Month"Named a Bloomberg Businessweek pickNamed one of "14 business books everyone will be reading in 2019" by Business InsiderNamed one of "10 Leadership Books to Watch for in 2019" by the Washington PostNamed one of "10 Business Books You Need to Read in 2019" by Inc. magazineNamed one of "The 19 New Leadership Books to Read in 2019" by Adam Grant on LinkedIn"Nine Lies is utterly readable, often entertaining, and not just polite, but carefully reasoned and argued using some unusual real-world examples and even some from literature." - Human Resource Executive (hrexecutive.com)"leads to some free thinking about the way we do our jobs and how we can approach what we do in a different way." -- Financial Times"If a business book teaches me something new--and offers a fresh perspective on leadership--then I know it's a rare find in the category. Nine Lies About Work is just such a book. It's so thought provoking, I contacted the authors to speak with them directly." -- Forbes"…should be on every boss's bookshelf." -- Management Today"a stimulating, no-nonsense, research-based look at things you likely believe that aren't true – and how to apply the new findings." -- The Globe and Mail"The act of work is human. Leading and following and working together is about human interaction and human relationships. The workplace, and the marketplace beyond it, is about emotions and attention and the desire to be seen. It is about trust and, yes, it is about love. I am always grateful to be reminded of that, to see it again clearly, to have it acknowledged. Nine Lies About Work is a great reminder, and a great guide." -- 800 CEO READ"Give a copy of this book to everyone in your organization who's leading a team and make it essential reading." -- The Hamilton Spectator"If you're looking for a refreshing read that challenges the conventional wisdom of the business world, this is a book for your shelf." -- TD magazine (Association for Talent Development)"There is much we can learn about managing and leading our schools from its pages." -- Inside Higher EdAdvance Praise for Nine Lies About Work:In today's complex world, we instinctively seek simplicity. But in many cases, it's easier to lie to ourselves than it is to face the harsh reality--to see more of what want to see than how things really are. In Nine Lies About Work, Marcus Buckingham and Ashley Goodall shine a light on just how dangerous those lies can be, especially in the context of our careers. Combining engaging stories about the modern workplace with nuanced quantitative analysis, Nine Lies About Work debunks the myths that surround leadership, planning, and balance in the corporate world. Everyone who reads this book is sure to be a better employee, but more importantly, a better leader. -- Gen. Stan McChrystal (Ret’d), United States Army

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Book SynopsisSet your company up for long-term success.Every company needs a strategy. A focused strategy aligns decision making throughout the organization and helps establish a competitive edge in the marketplace. But with so many options to consider, how do you define a unique strategy that will ensure growth?Whether you're starting a business from scratch or leading an existing company facing new threats, this book offers the direction you need. The HBR Guide to Setting Your Strategy provides practical tips and advice that break down the process of crafting strategy so you can identify the areas your company should build on to help it thrive long into the future.You'll learn to: Understand what strategy is—and what it isn't Define where you'll play and how you'll win Conduct more-effective strategic discussions with your team Test your strategy before you implement it Communicate your strategy to key stakeholders Ensure your strategy is flexible and adaptable Arm yourself with the advice you need to succeed on the job, with the most trusted brand in business. Packed with how-to essentials from leading experts, the HBR Guides provide smart answers to your most pressing work challenges.

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Book SynopsisNamed one of the best strategy books of 2021 by strategy+businessGet to better, more effective strategy.In nearly every business segment and corner of the world economy, the most successful companies dramatically outperform their rivals. What is their secret? In Better, Simpler Strategy, Harvard Business School professor Felix Oberholzer-Gee shows how these companies achieve more by doing less. At a time when rapid technological change and global competition conspire to upend traditional ways of doing business, these companies pursue radically simplified strategies. At a time when many managers struggle not to drown in vast seas of projects and initiatives, these businesses follow simple rules that help them select the few ideas that truly make a difference.Better, Simpler Strategy provides readers with a simple tool, the value stick, which every organization can use to make its strategy more effective and easier to execute. Based on proven financial mechanics, the value stick helps executives decide where to focus their attention and how to deepen the competitive advantage of their business.How does the value stick work? It provides a way of measuring the two fundamental forces that lead to value creation and increased financial success—the customer's willingness-to-pay and the employee's willingness-to-sell their services to the business. Companies that win, Oberholzer-Gee shows, create value for customers by raising their willingness-to-pay, and they provide value for talent by lowering their willingness-to-sell. The approach, proven in practice, is entirely data driven and uniquely suited to be cascaded throughout the organization.With many useful visuals and examples across industries and geographies, Better, Simpler Strategy explains how these two key measures enable firms to gauge and improve their strategies and operations. Based on the author's sought-after strategy course, this book is your must-have guide for making better strategic decisions.Trade ReviewNamed one of "The 10 Best Business Books of 2021" by Forbes"This book lives up to the promise of its title by distilling strategy into a beautifully simple premise…" — strategy+businessAdvance Praise for Better, Simpler Strategy:"In our fast-evolving and complex world, it's crucial to mobilize our teams with a clear and compelling strategy. In this enlightening and practical book, Oberholzer-Gee leads you to design a simple strategy statement and helps you understand how to maximize the gap between willingness-to-pay and willingness-to-sell." — Florent Menegaux, CEO, Michelin"Simplicity is a virtue, and Better, Simpler Strategy cuts through the jargon of business to provide an invaluable first-principles strategic guide. Illustrated by a wealth of in-depth examples, this book puts forward a new value-based framework for coming up with breakthrough strategies." — Adam Brandenburger, J.P. Valles Professor, NYU Stern School of Business; coauthor, Co-opetition"The value stick is an incredible tool based on Oberholzer-Gee's twenty years of research and practice in the field of strategy. It reveals the essence of strategic issues in a simple and intuitive manner, making formerly complex and difficult strategic decisions easy and effective." — Liu Xiaoyan, CEO, E Fund Management, China’s largest fund manager"Strategy is an art and a science, and often a mystery. Better, Simpler Strategy demystifies value creation, making strategy accessible and exceptional performance achievable to all levels of leaders." — Aman Bhutani, CEO, GoDaddy"Oberholzer-Gee expertly distills the complex topic of strategy down to the simplicity of the value stick, using hard data and real-life examples that bring the pitfalls and opportunities of a bad or good strategy to life. This book will change the way you think about strategy and competition." — Helen Riley, CFO, Google X

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Book SynopsisRemarkable! is an entertaining and enlightening business parable that has the power to turn around any team.When it comes to qualities such as passion, enthusiasm, energy, and creativity, a majority of the workforce could be described as “severely lacking.” Too many people go through the motions, viewing work as something they have to do rather than something they love to do. This translates into lackluster performance, lost opportunities, and a staggering loss of profits. So how does a team leader turn a business-as-usual team into a remarkable one? Discover the secret in Remarkable!Through the humorous and eye-opening story of Dusty Harts, you’ll discover how to build a workplace culture that inspires your team members to bring their best to the table every day, creating an environment that maximizes value creation in every endeavor.Addressing the three dimensions of workplace culture - values, thinking, and behaviors - Remarkable! shows managers and CEOs alike the keys to building a strong team and avoiding the common workplace problems that sap energy and break down teamwork. By seeking to bring creativity, positivity, sustainability, and responsibility to every endeavor, you can craft a corporate culture in which people thrive and do their best work.

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A holistic approach to leadership and innovation. In Everything Connects, serial entrepreneur and thought leader Faisal Hoque teams up with journalist Drake Baer to provide a framework that shows readers how to: • Holistically connect the ""when"" and ""what"" with who they are • Inspire and lead inside and outside of their organization • Generate ideas, grounded decisions, and long-term value Part philosophy, part business, and part history, this book is a kaleidoscopic view of the way humans by being able to think out of the box have been able to achieve greatness for themselves, their organizations, and the world at large. This updated version includes new content that is inextricably connected to leveraging and thriving in this environment of change. Through the lens of the COVID-19 pandemic and the explosion of remote and alternative work arrangements, we can see just how much the landscape has shifted and how it's essential to reframe the ways we approach how we work, play, and live. The new content adds further substance to the seminal focus of the first version of Everything Connects and furthers the core message of the original edition-that everything, in fact, does have a relationship to everything else resulting in a powerful synergy.

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Book SynopsisCulture is a mountain effective leaders must climb, and this definitive guide will take leaders to the top. For over a decade, Jaime Taets, chief vision officer and founder of Keystone Group International, has been the go-to consultant for executive teams hoping to untangle their issues and improve their businesses—profits, strategies, and services—along the way. And throughout that time, Jaime has learned that most business problems are actually people problems. To get at the root cause, leaders must go deeper than the business layer with questions that are rooted in culture and people. Jaime developed “The Impact Model” for this reason; to help you as a leader understand all the factors woven together that create a strong culture. The Culture Climb will help leaders • understand and examine their work culture in a simple yet comprehensive way, • discover how to use culture to grow a healthy and sustainable business, and • push past all the theories about culture to help leaders make real change. If you want to get your business unstuck—if you want to take it to the next level—you are going to have to address culture. The Culture Climb can show you how.

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

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Book SynopsisIn an era of constant connection, it can be challenging to prioritize time for reflection. Taking time to think can feel like a luxury or even a waste time. People facilitating complex leadership processes may feel the least able to pause and reflect. However, it is through intentional reflection that we make meaning of experiences, connect ideas, question assumptions, and generate innovative possibilities. By taking time to reflect, individually and with others, learners can see the full picture of an experience, understand their thought processes, and enhance their capacity for leadership. Beyond individual reflection, by engaging in reflection on social issues with others, leaders can be empowered and enabled to create positive changes. This book is a clarion call for educators and learners to make reflection a central priority.Reflection, the process of making meaning of experience, and leadership, a relational process for affecting change, are enhanced by one another. Together, they strengthen the potential for leadership learning through experience. This book addresses challenges for reflection in leadership learning while also connecting it to timely topics. It begins with connections between reflection and leadership and then introduces a framework for reflection in leadership learning. Reflection is a powerful strategy curricular and co -curricular learning; for instruction and assessment, reflection in leadership learning can benefit from both intentional framing and feedback. As socially constructed concepts, both reflection and leadership have historically lacked clarity; to add to the confusion, critical reflection is often interchanged with reflection. This book introduces a continuum of critical reflection in leadership learning. In order to facilitate reflection in leadership learning, educators must engage in the inner work of becoming reflective educators. Finally, in the face of complex social challenges, reflection, leadership, mindfulness, and resilience are juxtaposed in order to highlight how these concepts are reliant upon one another.Reflection in leadership learning is essential for anyone who wants to develop their capacity for leadership. When faced with complex social issues and challenges at a global scale, the only way to make progress is through collective action that results from critical reflection. To develop more resilient and mindful learners who can adapt to changing circumstances, educators must center reflection in leadership learning as a philosophy, pedagogy, outcome, and strategy. This book provides a balance of theory and practice to empower and enable educators to engage in reflective leadership learning.

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Book SynopsisThrough courses, internships, community engagement, social organizations, and daily interactions with others, every day we accumulate experiences; however, learning does not happen through experience but from reflection on experiences. This manual provides guidance for facilitating reflection in leadership learning and features over 50 activities from 52 reflective leadership educators. Guided by a framework for reflection in leadership learning, we focus on six methods for reflection: contemplative, creative, digital, discussion, narrative, and written. Through prioritizing time, holding space, and asking questions that challenge assumptions, educators facilitate reflection in leadership learning. This intentional focus on making meaning of leadership processes enhances the capacity of learners to work collaboratively for change.

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Book SynopsisImagine a world where you can tackle the greatest, most challenging problems with a proven approach that leads to unmatched success. That is what the 3rd Paradigm offers. The 3rd Paradigm: A Radical Shift to Greater Success provides a framework for businesses and individuals alike to innovate breakthrough solutions through a process of Co-Creation. Backed by original research involving more than 4,000 business professionals, the authors present the three paradigms of business, the five types of Co-Creation, and a four part step-by-step model that allows you to make the radical shift toward the 3rd Paradigm of Co-Creation—where all stakeholders play a meaningful part in greater success. Learn how to have the Right Focus, the Right Process, the Right Communication, and the Right Execution so you can implement Co-Creation and start innovating new solutions today.  Learn from the example of Richard, an anonymized business executive and entrepreneur, who tried, failed, and kept trying to solve his business’s greatest scaling problem and only found success when he adopted the 3rd Paradigm. Discover rigorous research findings that pinpoint the top seven advantages of the 3rd Paradigm as well as the top seven drawbacks, so you know what they are—and how to proactively manage through any obstacles.  Expand your leadership capacity by learning how to gain buy-in and consensus and move projects forward despite any challenges that may arise.   Recognize the crucial importance of diversity and real, meaningful inclusion of all stakeholders, so everyone’s voice is not only heard but also valued and respected. Hear directly from the authors about their experiences with Co-Creation and the exciting future they see that rests with the emergence of 3rd Paradigm. The 3rd Paradigm is the radical shift you’ve been waiting for if you’re eager to achieve truly inclusive work cultures, increased profitability, and explosive revenue growth. 

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Book SynopsisAt this time of social flux, of changing demographics on campus and the world beyond, of recognition of intersectional identities, as well as the wide variety of aspirations and career goals of today's women undergraduates, how can colleges and universities best prepare them for the demands of modern leadership? This text speaks to the changing context of today’s women students' experiences, recognizing that their work life goals may go beyond climbing the corporate ladder to include social innovation and entrepreneurial goals, policy and politics, and social activism.This book is a product of multiple collaborations and intellectual contributions of a diverse group of undergraduate and graduate women who helped shape the course on which it is based. They provided research support, critical readings, as well as the diverse narratives that are included throughout the book, not as an ideal for readers to aspire to but as an authentic expression of how their distinct and sometimes non-conforming lived experiences shaped their understandings of leadership. It goes beyond hero/she-ro person-centered approaches to get at the complex and intrapersonal nature of leadership. It also situates intersectional identities, critical consciousness, and student development theory as important lenses throughout the text.Recognizing that there are many possible manifestations of leadership or gender, this text encourages students to embrace the contradictions rather than engaging in dualistic, black-and-white thinking, challenging them to address such questions as, Should women “lean in” and work harder to achieve their own leadership goals, or should they focus on bigger systemic issues to create equity in the workplace?Each chapter concludes with a brief chapter review, a narrative from a current college student, and critical reflection questions. Trade ReviewFrom the Foreword:"We Are The Leaders We’ve Been Waiting For is the student leadership textbook WE have been waiting for!Julie’s student-facing book is particularly accessible to college students because she features students’ voices throughout the text.The book situates intersectional identities, critical consciousness, and student development theory lenses. Centering the experiences and concerns of women from a range of backgrounds and identities makes space for intersectional considerations, creates counter-spaces within leadership literature, and provides possibility models for a world where leaders come in all genders, races, ethnicities, and other identities. It complicates the gendered notions of 'women’s leadership' by separating these two words… in what ways is the possessive 'women’s' limiting the readers broader understanding of leadership? Is there such a thing as a universal 'woman' whose leadership should be emulated? This text also delves more deeply into the concept of 'feminine' versus 'feminist' leadership, which is sorely needed.We believe this book will be useful for students interested in women’s experiences in leadership and the educators who work with them. It will be useful to leadership educators in all settings, and particularly those educators who seek to center women’s experiences. Student affairs administrators across functional areas may find it useful in their work with students and for their own professional development and exploration. Faculty teaching leadership courses will resonate with the content, as will advisors of student organizations. Activists on and off campus will find inspiration, challenge, and resonance."Heather D. Shea and Kristen A. RennMichigan State University“We are the Leaders We've Been Waiting For is the book that many of us who are gender and leadership scholars have been waiting for to use with our women-identified students for years! Julie Owen has put together a brilliant volume that highlights the ways socially constructed ideas of leadership and gender influence girls and women's practice of leadership. In particular, the narratives and counternarratives from students in Dr. Owen's courses shed powerful light on their experiences and illuminate real-life examples of the concepts discussed in this book.”Daniel Tillapaugh, Associate Professor and Chair, Counselor EducationCalifornia Lutheran University“Julie Owen’s book We are the Leaders We’ve Been Waiting For is masterful. Far more than a book about women’s leadership. Owen weaves a complex yet accessible narrative that is rooted in feminist and intersectional theory and exposes so much more than just barriers to women’s leadership, but also a range of areas of gender inequality from the pay gap to sexual violence. In each chapter, Owen features the narrative of one of her students or colleagues, a strategy that makes accessing complex ideas feel like a conversation the reader is having with a trusted friend. The active learning exercises make this book a must have not only for courses on feminist leadership, but also an ideal tool for anyone exploring their own leadership. I finished the book more confident that I can be and maybe am a leader I’ve always waited for!”Angela Hattery, Professor and Director, Women and Gender StudiesGeorge Mason University"This book covers complex topics spanning the personal and professional lives of women and the connection to leadership using a thorough explanation of relevant theories and narratives. Context matters, and Julie Owen covers concisely the social and historical developments that have defined our identities, how we think, how we feel, and how we shape our lives and actions. This book is truly a must-read and, as the author suggests, it is a 'a critical moment for women and leadership.'” Sadhana Warty Hall, Deputy DirectorThe Nelson A. Rockefeller Center at Dartmouth College"We Are the Leaders We’ve Been Waiting For is a compelling and necessary contribution to the scholarship on leadership and gender. Julie Owen integrates foundational and contemporary concepts and frameworks with powerful narrative in thoughtful and critical ways to advance our understanding of women’s leadership. The book will undoubtedly transform students, educators, and our world. I can confidently say this is the book I’ve been waiting for."Paige Haber-Curran, Associate ProfessorTexas State UniversityTable of ContentsForeword—Heather D. Shea and Kristen A. Renn Acknowledgments 1. We are the Leaders We’ve Been Waiting For 2. A Critical Moment for Women and Leadership 3. Who am I to Lead? The Role of Identity, Intersectionality, and Efficacy in Leadership Development 4. How Did We Get Here? How Gender Socialization Shapes Women in Leadership 5. Feminine or Feminist Approaches? Leading Across Campus and Communities 6. What Difference Does Difference Make? The Effects of Stereotypes, Prejudice, and Discrimination on Gender Representation and Leadership 7. Navigating Organizations and Systems. Metaphors for Women in Leadership 8. Beware of Precarious Pedestals. Degendering Leadership 9. Reimagining Women and Leadership. Strategies, Allies, and Critical Hope Glossary References About the Author Index

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