Management: leadership and motivation Books

Book SynopsisTrade Review“In the last few years, [Zeynep] Ton has become a revolutionary force in a field that would seem unlikely to generate many—the Kafkaesque-titled Operations Management. Her central thesis is that many of [the] big-box retailers have been making a strategic error…but she believes her core findings are relevant in nearly every industry. After re-evaluating the relationship between worker management and profit, she argues that many corporate leaders will realize that paying their workers more and treating them better will actually make everyone better off. And this, indeed, would foment a small revolution.” —The New York Times Magazine “…At a time when the complexity of workers’ jobs is increasing and labour force investment declining, [The Good Jobs Strategy] is a methodically researched riposte to cutting staff and wages.” —Financial Times “In this brilliantly conceived and written book, Zeynep Ton shows that companies that view their workforce as an asset to be maximized rather than a cost to be minimized, have both happier workers and better business results. This book is a “must read” for anyone that wants to think creatively about how they manage their workforce.” —Marshall Fisher, professor at The Wharton School and co-author of The New Science of Retailing “Using years of research and analysis, Zeynep Ton has proven what great leaders know instinctively—an engaged, well-paid workforce that is treated with dignity and respect creates outsized returns for investors. She demonstrates that the race to the bottom in retail employment doesn’t have to be the only game being played. In fact, The Good Jobs Strategy shows that smart business leaders can create great shareholder value while creating good jobs.” —José Alvarez, senior lecturer at Harvard Business School and former president and CEO of Stop & Shop “Stop the presses. Tear out the front page. Employers can increase profits by paying their employees more and treating them better. Raising wages and improving working conditions is not just a matter of public policy. The private sector itself can make a huge difference. Everyone who cares about good jobs—and especially every CEO—needs to read this highly informative and thoroughly readable book.” —Peter Edelman, professor of law at Georgetown Law Center and author of So Rich, So Poor: Why It’s So Hard to End Poverty in America “In The Good Jobs Strategy, Zeynep Ton offers insights into how successful companies utilize operational excellence to thrive, and she reminds us that the spirit and culture of an organization—that sparkle in the eye—comes only from fully engaged employees.” —Michael Eskew, former CEO of UPS

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Book Synopsis**Shortlisted as a finalist in the Business Book Awards 2023** Can a small business really compete with the biggest business giants? The typical argument is that they wouldn’t have the budget, skills or experience. But Catching Giants demonstrates that this simply isn’t true and shows how, even in the toughest of circumstances and competitive environments, it is possible for the small player to win big. When Kevin Gaskell and his small, inexperienced crew took on the ‘World’s Toughest Row’ and set out to cross the Atlantic Ocean in a tiny rowing boat, they knew it would take a single-minded determination, focus, some innovative approaches and smart thinking to beat their Olympic level competition and become world champions. But that’s exactly what they did! Through this thrilling, motivating and inspiring story of triumph over seemingly impossible odds, Kevin shares the 80 world-beating lessons that he and his team used to beat the best at their own game. Whatever the challenge and whether it’s clarity, strategy, finances or team alignment that appear to stand in your way, these game-changing lessons have the power to help any team leader, manager or business owner overcome barriers and drive their team to reach for, catch and pass their own giants.Trade Review“To be a winner you need a better combination of skills, passion, and culture than your opposition. The approaches and experiences in Catching Giants can be applied in any situation to deliver success.” – Lewis Moody MBE, Rugby Player – England, British and Irish Lions, World Cup winner 2003“Extraordinary! A book to inspire any leader and convince any team that passion, determination and ruthless application can make the impossible doable.” - Pete Goss MBE, Légion d'Honneur Vendée Globe racer, World Sailor of the Year“An extraordinary feat! The maintenance of passion and structure under immense pressure are lessons that can be used by leaders and teams to deliver exceptional results in business” - Charlie Pitcher, Americas Cup and Admirals Cup sailor, world record breaking rower and entrepreneur “Thoroughly recommended! Achieving the extraordinary requires clarity, determination and perseverance. This story is a rich source of the principles, examples and lessons that any reader can apply to building their own success.” - Adrian Hallmark, Chairman & CEO Bentley Motors Ltd

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Book SynopsisThis comprehensive book offers a fascinating set of over 40 evidence-based case studies derived from international research on work, employment and human resource management (HRM). Written in an accessible style, this book comprises contributions from leading experts in the field, covering contemporary applications of complex issues related to the future of work, employment regulations, leadership cultures and human resource strategy. Key features include: Research-based case studies for HRM, employment relations and leadership teaching purposes An online companion for tutors featuring points for discussion and guided assessments for students Critical questions to stimulate classroom conversation. Providing important insights into real-world scenarios, this book is a useful supplement to any business and management class focusing on HRM, employment relations and leadership. Contributors include: A. Athelstan, C. Atkinson, W. Been, C. Bischoff, P. Boselie, J. Brooks, G. Caillard, J. Chan, H. Cook, N. Cullinane, R. Deakin, W. Despotovic, T. Dobbins, J. Donaghey, T. Dundon, R. Fells, R.B. Gould, I. Grugulis, P. Gunnigle, K. Hardy, B. Harney, G. Harve, E. Hickland, H. Hoel, S.A. Hurrell, J. Jenkins, M. Johnson, S. Johnstone, S. Jooss, P.J. Jordan, A. Kellner, L. Kemp, E. Knies, A. Kynighou, D.H. Langerud, J. Lavelle, F. Lee Cooke, P. Leisink, M. Martinez Lucio, L. McCann, A. McDonnell, G. Mazzoni, S. Monaghan, P. Mowbray, C. Murphy, S. Mustchin, R. O'Donnell, W. O'Donohue, M. O'Sullivan, N. Payton, S. Procter, P. Prowse, A. Rafferty, S. Ressia, R. Robinson, A. Roe, L. Ryan, T.F.H. Said, F.R. Sánchez, D. Scholarios, H. Scullion, V. Telljohann, A.R. Timming, P. Turnbull, M. Walker, C. Warhurst, M. Whittall, S. Wiblen, S. Wild, A. Wilkinson, J. Winterton, J. Wolfram Cox, G. Wood, C. Woodhams, S. Wright, R. ZeffaneTrade Review'This superb collection of research based cases illuminates cutting-edge and contemporary themes in work, employment and organisational studies within and beyond the bounds of organisations. In a context of unprecedented challenge and change to traditional employment relationships the cases provide an invaluable multi-perspective resource for educators and learners seeking to come to terms with emergent and established employment issues.' --Aoife McDermott, University of Cardiff, UK'This book, by two of the world's leading HR Professors, is a must read by HR professionals, students and academics because these case studies show the impact of HR in the world of work and employment. The individual chapters are written by distinguished senior HR academics to highlight the role that HR in the modern workplace.' --Sir Cary Cooper, CBE, University of Manchester, UK'This is a timely collection of critically-oriented and research-based cases, written by an impressive array of scholars from across the globe. Covering a plethora of themes and issues, locations, industry sectors and occupations, it provides an invaluable set of resources for teaching in human resources and employment relations subjects.' --Bill Harley, University of Melbourne, AustraliaTable of ContentsContents: 1 Work, employment and human resource management: Case study applications 1 Tony Dundon and Adrian Wilkinson SECTION I PEOPLE RESOURCING 2 Fishing for diversity in legal talent pools: Recruiting early talent at Pinsent Masons 7 Dora Scholarios and Scott A. Hurrell 3 Rethinking the selection process in Saltire Brokers 14 Scott A. Hurrell, Giuliana Mazzoni and Dora Scholarios 4 Defending wellbeing at work: A case study on autism 20 Alan Roe and Alexandra Athelstan-Price 5 Flexibility in recession and recovery 25 Stewart Johnstone and Stephen Procter SECTION II HR STRATEGY, REWARDS AND PERFORMANCE 6 Determinants of human resource management strategy in a franchise 32 Ashlea Kellner 7 Contribution based pay in local government 39 Mathew Johnson 8 A high performance work system in a multi-stakeholder context 45 Eva Knies, Peter Leisink and Paul Boselie 9 Performance management: Rewarding for performance at Sprooker Inc. 52 Ryan B. Gould and Wayne O’Donohue 10 Gender pay gaps at Southside University Hospital Trust 59 Carol Woodhams, Sheila Wild and Carol Atkinson 11 The campaign for a ‘real Living Wage’ 67 Peter Prowse, Tony Dobbins and Ray Fells SECTION III WORKPLACE RELATIONS AND VOICE 12 Employee voice and transnational regulation: Double-breasting at BritCo 76 Niall Cullinane, Tony Dundon, Jimmy Donaghey, Eugene Hickland and Tony Dobbins 13 Is Ryanair the Southwest Airlines of Europe? 80 Geraint Harvey and Peter Turnbull 14 Uber and the problem of regulatory arbitrage 90 Michael Walker 15 Public sector employee engagement initiatives and employee voice results 95 Russell Robinson 16 Resistance, mischief and misbehavior @ The Jad-Gin Co. (JGC) 100 Caroline Murphy, Lorraine Ryan and Tony Dundon 17 The divided workforce: Zero hours work at Sports Direct 105 Michelle O’Sullivan SECTION IV HUMAN RESOURCE DEVELOPMENT, DIVERSITY, SKILLS AND TRAINING 18 Learning from doing and telling at work 112 James Brooks, Irena Grugulis and Hugh Cook 19 For some or all? Debating the value of inclusive and exclusive approaches to talent management 118 Sharna Wiblen 20 What is competence? Theory, policy and practice 123 Jonathan Winterton and Travis Turnbow 21 Gender at Victoria Police: A long way travelled 129 Georgina Caillard and Julie Wolfram Cox 22 Workplace bullying at Neptune Plc 137 Ria Deakin and Helge Hoel 23 New forms of worker organising: Sex work in Argentina 142 Kate Hardy SECTION V CULTURE AND JOB QUALITY 24 System error, restart? Allegations of sex discrimination at Microsoft Corp. 148 Anthony Rafferty 25 Changing organisational hierarchies: KnowledgeLtd 156 Rory Donnelly 26 Worker wellbeing at Jacaranda House 161 Susan Ressia, Adrian Wilkinson and Paula K. Mowbray 27 What makes a good job for low-waged workers? 166 Chris Warhurst and Sally Wright 28 Organizing project-based work in the games industry: Two contrasting cases 172 Wike Been and Noëlle Payton 29 Human resource management and relationship marketing: How two organizations leveraged tattoos to build their brand 178 Andrew R. Timming SECTION VI LEADERSHIP AND CHANGE 30 Meaningless leadership 184 Leo McCann 31 Amazon: HRM and change in the house of neo-liberalism 191 Brian Harney and Tony Dundon 32 Leadership and change at Ford Motor Company 201 Dan H. Langerud and Peter J. Jordan 33 Implementing performance management in a public sector organisation in a developing country 207 Thuraya Farhana Haji Said SECTION VII INTERNATIONAL HRM 34 HR function at MNC subsidiary level: Mediating challenges and tensions 216 Jonathan Lavelle, Patrick Gunnigle and Sinead Monaghan 35 Implementing HRM within multinational corporations: Localisation or global standardisation? 222 Anastasia Kynighou 36 Global talent and mobility in a decentralised multinational enterprise 230 Anthony McDonnell, Stefan Jooss and Hugh Scullion 37 Strategy and people management in China – Haier as an example 239 Fang Lee Cooke 38 Emiratization: Benefits and challenges of strategic and radical change in the United Arab Emirates 245 Rachid Zeffane and Linzi Kemp 39 Survival and outsourcing in the South African clothing and textiles industry: The changing fortunes of ClothTran 254 Christine Bischoff and Geoffrey Wood 40 Cultural and logistical preparation of expatriates 261 William Despotovic SECTION VIII GLOBAL LABOUR RIGHTS 41 Labor practices in Apple’s supply chains in China 266 Jenny Chan 42 Framing workers’ rights internationally: The case of Volkswagen and transnational collective agreements 272 Stephen Mustchin, Miguel Martínez Lucio, Michael Whittall, Fernando Rocha and Volker Telljohann 43 Labour rights and global standards: What the Ali Enterprises fire tells us about social accountability and labour conditions in an international supply chain 277 Jean Jenkins Index 285

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Book Synopsis*NEW YORK TIMES BESTSELLER*A captivating and inspiring guide to building an untouchable empire from mud to marble, no matter what obstacles stand in the wayRick Ross is a hip-hop icon and a towering figure in the business world, but his path to success was not always easy. Despite adversity and setbacks, Ross held tight to his vision and never settled for anything less than greatness. Now, for the first time, he shares his secrets to success, offering his own life as a road map to readers looking to build their own empire. Along the way he reveals:How to turn your ambition into actionTips for managing and investing your moneyInside stories from his business and music venturesWhy failure is central to successSecrets to handling stressful situationsHow to build the perfect teamAs Ross explains, It doesn't matter what's going on. Even the most dire situation is just another opportunity to boss up.Intimate, insightful and brimming with no-nonsense advice,The Perfect Time to Boss Upis the iTrade Review"Filled with colorful anecdotes...combines [Ross's] experiences as a business owner...with legit guidance."—USA Today

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Book SynopsisHow to Manage Student Consulting Projects describes the key principles and tools needed by project advisors to manage student consulting projects in an academic setting. The authors highlight different approaches for managing student consulting teams, including an innovative model in which graduate students manage undergraduates. This model of experiential learning suggests that project advisors should include reflection of learning as a key outcome for any student consulting project. The book also emphasizes the importance of evaluating both team and individual performance in a project's overall success, and data are shown on the positive impact that student teams have had on clients. In addition to offering strategies that project advisors can use to improve project performance, the book provides information for program administrators and deans, as well as project managers in non-academic settings, to help in the development and running of project-based learning.Trade Review‘When designed and managed well, students consulting projects can lay and reify some of the strongest knowledge and professional foundations for our students. This book shows us how.’ -- Christina Kyprianou, Academy of Management Learning & Education'I've seen firsthand how effectively managing student consulting projects can provide a valuable experience for students and a high impact service for clients. As a former dean and provost at Babson, I witnessed the authors of this book take the student consulting program to new heights and transform it into one of the most meaningful experiential learning opportunities you will find anywhere. You will want to learn from them and adopt their principles in your own program.' --Dennis Hanno, President, Wheaton College, US>'The Boston Red Sox organization has benefited greatly from the work of the student consulting teams from Babson College for over 6 years. It is clear that the program at Babson provides the students with the ability to work closely with our organization while also making relevant, actionable recommendations. --Jason Lumsden, Director of IT, Boston Red Sox'The Babson student consulting teams were a valuable resource to me when I was Governor of New Hampshire. The teams brought an independent and innovative perspective to a number of state agencies. Prof. Joe Weintraub, George Lee and Arline MacCormack have written an important book that I highly recommend to faculty and institutions in higher education who want to give real-world experiences to students while providing meaningful advice to organizations from all sectors of the economy.' --The Honorable Craig R. Benson, CEO of Soft Draw Investments; former Chairman and CEO at Cabletron Systems Inc.; and former Governor of the State of New HampshireTable of ContentsContents: Introduction How to Manage Student Consulting Projects 1. Experiential Learning at Babson College 2. The Realities of Running Student Consulting Teams and Best Practices 3. Recruiting and Selecting Clients/Projects, Students, Project Advisors and Program Administrators 4. First Steps to Take in Managing Student Project Teams 5. Managing Student Project Teams Throughout the Semester 6. Evaluation, Learning, Virtual Teams and Recommendations Index

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Book SynopsisTrade Review"You don't have to spend years on stage to be good at the art of improvisation. In his new book, Getting to 'Yes, And', improv veteran Bob Kulhan shows you how improvisation techniques can positively impact almost any business situation. Read this intriguing book and get ready to take communication at work to a whole new level."—Ken Blanchard, coauthor of The New One Minute Manager and Collaboration Begins with You"Prescriptive, educational, and funny, this book is filled with disarmingly easy improv techniques to up our game at work. Getting to "Yes and" has earned its place on the bookshelves, desks, and nightstands of savvy business readers. It's Dale Carnegie Training for the 21st century."—Jack Canfield, CEO, The Canfield Training Group and bestselling author of The Success Principles "For years, the business world has echoed 'yes and,' but we were light on details—until now. In a fun romp from Chicago's Second City to Duke University's Fuqua School of Business and beyond, this book threads together improv and such business essentials as negotiation, sales, goal setting, and conflict resolution. Read it, follow it, and you'll get better results, maybe even a few laughs along the way."—Dave Logan, USC Marshall School of Business and bestselling co-author, Tribal Leadership"Improvisation is the key to collaboration and innovation, and Bob Kuhlan is an improv star! This book shows you how to use improvisation for business success. It's filled with specific, practical, actionable advice, and it's lots of fun to read."—Keith Sawyer, author of Group Genius and Zig Zag: The Surprising Path to Greater Creativity"Kulhan is an experienced improviser with a deep understanding of the art form. And, he is a talented teacher with years of experience translating the essence of improv into valuable business lessons. His no nonsense (yet entertaining) style is perfect for anyone in either business or improv who wants to bring the two worlds together."—Daniel Klein, Stanford Graduate School of Business, Department of Theater, and d.school"Kulhan was early to the realization that we are constantly innovating in business and in life, and that there is a method to doing it better. He brings very sharp tools to promote collective success, through motivating, making decisions, energizing, building ideas, and managing status differences. Although a key insight in the book is that improvisation isn't synonymous with comedy, nobody will mind that Bob presents these important ideas with a lively and fun way."—Paul Ingram, Columbia Business School"Getting To 'Yes And' is a transformative book. With focus, care, professionalism, and good humor, Kulhan delivers a how-to guide for implementing improvisation in business. At the center, we will definitely be incorporating his techniques into our future programs."—Rick Barrera, COO The Center for Heart Led Leadership and author of Overpromise and Overdeliver"I don't know anyone who likes this more or commits harder than Bob. Bob is an improviser's improviser. Buy this book!"—TJ Jagodowski, Improviser and author of Improvisation at the Speed of Life"When it comes to the application of improv tenets in the business world, there is no one better than Bob Kulhan. Any university, business, and (now) reader is fortunate to have him as their lead facilitator. If I ran the business world, I would insist this book be a part of every curriculum, in every company."—Susan Messing, Instructor and Performer, iO, The Annoyance, and The Second City and Adjunct Professor, DePaul University, The University of Chicago, The School at Steppenwolf, and The World"I have known Bob Kulhan for a damn 20 years. He's a great improviser, a great teacher, and an o.k. guy. His commitment to improvisation is spring loaded and fuel injected. He's super positive (too positive) and rather smart! Read this book because why not?"—Mick Napier, Founder, The Annoyance Theatre and author of Behind the Scenes and Improvise"Bob Kulhan's skills as an improvisational teacher and player offer an insightful and energetic point of view to any group.I have thoroughly enjoyed playing with this dummy for almost twenty years now. And I look forward to many more."—Jack McBrayer, Actor, 30 Rock, The Middle, Wreck-It Ralph"Bob is a thoughtful and caring teacher of improvisation. He's a tireless champion of the art form and he'd stop me from singing his praises if that didn't directly contradict improv's first rule: Acceptance. Deal with it, Bob."—Jordan Klepper, anchor of Comedy Central's The Opposition with Jordan Klepper and former correspondent on The Daily Show with Trevor Noah"Getting to "Yes And" is an eye-opening and innovative business book written by a business person and professor for business people."—Soundview Executive Summaries"It's impossible not to smile when you read this book. Whether it is the 'Eights' exercise or celebrating ridiculous ideas, "Yes And"will remind you how to have fun at work – and as a result I'm convinced your business will be more effective...Can't recommend this book highly enough. It will be a GREAT addition to your bookshelf."—MyBusinessBookClub"Teaching momentary situational analysis, snap decision making and workplace camaraderie makes this book an excellent read for any manager looking to build a great team."— Kelly Gibbons, ForbesTable of ContentsIntroduction: More than One Way to Hit a Piñata 1. Thinking Outside of Thinking Outside of the Box 2. Just Say "Yes, and . . ." 3. I'm with the Brand 4. Energy Independence 5. Teaming Up 6. Must Be Something Ideate 7. Busted 8. Take Me to Your Leadership 9. How to Eat an Elephant 10. And Wait . . . There's More!

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Book SynopsisIn a world adapting to continuous change and disruption, delivering a great employee experience is vital. How can organizations create an experience that enables their people to thrive; an experience that unlocks productivity and creates competitive advantage? Employee Experience by Design is a practical guide for HR professionals, business leaders and anyone needing to create an employee experience that empowers people to perform at their best. By setting out simple steps that any team or organization can follow, it demystifies EX, and shows how to design an exceptional experience for employees. Drawing on positive psychology, the book demonstrates what a good workplace experience means for people. A world away from perks and benefits, the authors show how to discover what really drives an excellent EX. They then walk through a user-friendly framework covering all levels of EX, from organizational culture to people processes and everyday behaviours. Employee Experience by Design shows how to build a robust business case for employee experience and align EX activity with organizational strategy to demonstrate impact. Readers will also learn how to measure EX and demonstrate return on investment. Packed with clear and practical tips, tools, and examples from organizations including ING, Expedia Group and ADEO, this book is essential reading for anyone looking to develop a happy, productive, high-performing environment in which people can excel.Trade Review"For many people work is a cause of stress and anxiety - this book is here to solve that. Using the latest research and evidence - while being fantastically readable - the book gives a positive, people-first approach to making work better!" * Bruce Daisley, author of The Joy of Work *"This is a must-read book for anyone working in the field of employee experience. It offers simple, practical tools and advice to help you make a positive difference to your employee experience. Bringing together the latest research and thinking from positive psychology and human-centred design, Emma Bridger and Belinda Gannaway demystify EX and provide everything you need to start making a difference today." * Mark Levy, EX adviser and former pioneer of employee experience at Airbnb *"Employee experience is now rightly starting to be viewed as being as important as customer experience. This book is therefore a timely and vital read for leaders wanting to have high-performing businesses powered by great people. The insights and tools included are highly practical and you can start using them straight away to make a real difference in the life of your team and your business." * Pete Markey, CMO, Boots *"As the global pandemic has accelerated our transformation to a fully digital economy and society, dubbed the fourth industrial revolution, too many focus on the technology tools. This is a mirage because tools need humans. What we are really entering is the human capital era where human talent is the most valuable resource. Our ability to adapt through leading our teams on learning tours will be the hallmark of the most successful and resilient organizations. Engaging talent in continuous learning and adaptation requires designing the ultimate employee experience. Drawing on their deep expertise in leading transformational change, talent engagement, employee experience and the psychology underpinning human motivation, Emma Bridger and Belinda Gannaway have crafted an approachable handbook to do just that. My advice: read it with your teams so you can rethink your organization to unleash maximum human potential." * Heather E McGowan, future-of-work strategist and co-author of The Adaptation Advantage *"Successful companies understand that employee experience must be intentionally designed and delivered to both drive impactful business outcomes and meet the needs of their people. Employee Experience by Design takes you on a guided tour of employee experience from the foundational basics to the future of what's next. More importantly, packed within is a comprehensive reference of practical guidance and techniques for building an EX mindset and elevating your organization's EX practice today." * Damon Deaner, Director, Employee Experience & Design, IBM Talent & Transformation *"This book provides an extensive insight into creating a successful employee experience. A step-by-step approach in how to implement a user-friendly job-worker experience is put forward. The book also provides the reader with methodological advice on how to measure the employee experience." * Dr Julian Edwards, Research Fellow, The Open University *"A must-read for anyone with an interest in employee experience. Employee Experience by Design is a practical guide for both beginners and more practised EX professionals, providing a valuable methodology for approaching EX design at a strategic and solution level." * Ann-Marie Blake, Board Member, International Association of Business Communicators (IABC) *"A great introduction to what employee experience is and how it can be developed using design thinking. Anyone taking an employee-centric approach to internal communication will find this useful in terms of connecting communications to experience." * Dr Kevin Ruck, co-founder, PR Academy, and editor of Exploring Internal Communication: Towards informed employee voice *"Finally, a practical and accessible guide that is a must-read for designing better employee experiences. Filled with easy-to-execute activities to bring EX to life anywhere and real-life examples from organizations, this book will be your go-to resource. The blend of research, context and lived experiences comes together seamlessly to show the way." * Lindsay Bousman PhD, former Senior Director of Talent Programs, Expedia Group *"It's brave to talk of employee experience in the current guise of work. Often one of those overly used phrases, it could be construed as the latest tactic in convincing people they have it good when in reality they don't. With Employee Experience by Design there's no longer a hiding place for falsehoods and platitudes regarding EX. If you're NOT following what's in this book, then you're not designing, developing and delivering a considered, optimized and fulfilling employee experience. This book is that useful: it should be the touchstone for all who aspire to really show they care about their people and their experience of work. Leaders, ignore this at your peril." * Perry Timms MCIPD and FRSA, founder and Chief Energy Officer at PTHR, TEDx speaker, and Adjunct Professor/Visiting Fellow at four UK business schools *Table of Contents Chapter - 01: Introducing employee experience design – Definitions and approaches; Chapter - 02: Making the case for EX; Chapter - 03: Busting myths – What’s really driving your EX?; Chapter - 04: Culture, leadership and EX; Chapter - 05: EX design in action; Chapter - 06: Scoping the employee experience; Chapter - 07: Empathy and the opportunity space; Chapter - 08: Ideate; Chapter - 09: Prototype, test and iterate; Chapter - 10: Measuring employee experience; Chapter - 11: What next in EX?; Chapter - 12: Index

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Book SynopsisFeaturing fresh insights on fostering collaboration, developing credibility, and building trust, the bestselling author of HR on Purpose!! Steve Browne shows us what a powerful global force the HR profession can be for bringing about meaningful change in the workplace, and challenges practitioners to examine what HR is really doing to improve our organizations, our people, and ourselves.

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Book SynopsisSome years ago, Frank Hauser, then a retired freelance director, and writer Russell Reich, his former student, self-published Notes on Directing in hardcover. It was immediately acclaimed as “a gem-witty and full of insight;” “so sensible, so complete, and so right;” and “amazingly illuminating” by the likes of Judi Dench, Edward Albee, and Terry Teachout. Gathered over Frank Hauser's long career, and polished to a sharp edge by Russell Reich, the 130 "Notes" address a wide range of topics, from understanding the script and defining the director's role, to casting, how to handle a first read-through of a script, rules for rehearsal, how to talk to actors, how to get a laugh, and the key elements of staging. Filled with enduring good advice expressed in assertive, no-nonsense language, and supported with explanatory commentary, insightful quotes and examples, and six valuable appendices, this deceptively slim book has the impact of a privileged apprenticeship, providing deep insight into the hidden process of creating a live, shared experience. For the student or professional engaged in a directing or acting career, the executive or manager looking for inspiring new ideas on leadership, or the arts lover wanting insight into the creative process, this book will be an invaluable experience. This new edition includes an interview with the co-author.Trade Review"This book is a gem witty and full of insight. It should be compulsory reading for every aspiring director." Dame Judi Dench"This book is so sensible, so straightforward, so complete, and so 'right' that somebody might think it was not serious. They would be wrong." Playwright Edward Albee, 3X Pulitzer Prize Winner"The next best thing to working with Frank Hauser is to read his book. His wise and pithy observations on acting and rehearsing don't age, reminding me how much I have learned from him." Sir Ian McKellen"Excellent bookI've dipped everywhere, always with profit and pleasure. Very attractive book, too." Sir Tom Stoppard"This book is filled with smart, useful, thoughtful advice, born of years of service to an elusive craft. How rare it is for two of our own to talk so shrewdly, candidly and succinctly about the process of making a production. I learned a lot from this remarkably straightforward book, and I debated with it. It is invaluable." Director Mark Lamos"It's a testament to the value of these modestly titled Notes that they go far beyond their wonderful applicability to the staging of a play or the creation of a film. This book will be a delightful read for nearly anybody, filled as it is with humor and life lessons, and the priceless insight of two keen observers of human behavior." Scenic Designer Robin Wagner, Multiple Tony Award Winner"Blunt, funny, utterly relevant, amazingly illuminating. I've never read anything that taught me more about the theater in so short a space . . . deserves to earn at least a million dollars, if not a Nobel Peace Prize." Terry Teachout, Drama Critic, The Wall Street Journal

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Book SynopsisOver a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard's Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to "think outside the building" to overcome establishment paralysis and produce significant innovation for a better world.Kanter provides extraordinary accounts of the successes and near-stumbles of purpose-driven men and women from diverse backgrounds united in their conviction that positive change is possible.A former Trader Joe's executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving fifty million social media users access to free local education and culture.When traditional approaches are inadequate or resisted, advanced leadership skills are essential. In this book, Kanter shows how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners across challenging cultural, social, and political situations and innovate for a brighter future.

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Book Synopsis"Leadership loves daily, not in a day."Use 102 of John Maxwell's best quotes on leadership to inspire your own inner leader. Whether you want to increase your influence, prepare yourself for that big promotion, or get a handle on leadership for the first time, you can trust John Maxwell to help you in the journey.Maxwell gives you clear leadership philosophies, prompts you to examine yourself, and encourages you to become the leader you've always wanted to be.

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Book SynopsisJack Leblanc arrived in China in 1989 intending to teach for just two years. He was to spend the next two decades on a very different learning curve as he became involved in a series of business ventures in almost every part of the Middle Kingdom. From farmyard to factory, boardroom to banquet, Leblanc witnessed (and occasionally assisted) the transformation of China from a socialist economy into the world''s greatest experiment in capitalism. Over time it dawned upon him that the key to success is to manage the differences in Chinese and Western business behaviour. To do well in China you must carefully adapt your strategies or face ruin faster than you can learn how to use chopsticks.

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Book SynopsisLeadership and Management Development provides the perfect blend of critical and practice-based approaches, encouraging learning through examples to support academic, practical and personal development. The organizationally-based cases and questions will allow students to use relevant skills and learn through reflection on their own experience.Trade ReviewStudents will like this book, because it offers a highly processed analysis which introduces important contextual influences and deals explicitly with the Management Development 'things' their organisations do. * Dr Michael Clark, Senior Lecturer, University of the West of England *The authors use international case studies as well as UK ones, which is of paramount importance today. * Dr David Bright, Senior Lecturer in HRM and Director of Postgraduate Programmes, Hull University Business School *The text is well-written and accessible, yet also highly developed, demonstrating familiarity with contemporary MD practices and issues. The chapters cover a broad range and diversity of theory which is well summarised with clarity and appropriate brevity. * Kate Black, University of Chester *Table of ContentsPART 1: LEADERSHIP AND MANAGEMENT DEVELOPMENT CONTEXT AND STRATEGY; PART 2: UNDERSTANDING LEARNING OF LEADERS AND MANAGERS; PART 3: LEARNING PROCESSES, INTERVENTIONS AND EVALUATION; PART 4: CONTEMPORARY ISSUES IN LEADERSHIP AND MANAGEMENT DEVELOPMENT

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Book SynopsisNEW YORK TIMES BESTSELLERThe New York Times-bestselling author of Start With Why, Leaders Eat Last, and Together Is Better offers a bold new approach to business strategy by asking one question: are you playing the finite game or the infinite game? In The Infinite Game, Sinek applies game theory to explore how great businesses achieve long-lasting success. He finds that building long-term value and healthy, enduring growth - that playing the infinite game - is the only thing that matters to your business.

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Book SynopsisJulia Gillard (Author) Julia Gillard was the first woman to serve as Prime Minster of Australia. She received worldwide attention for her October 2012 speech in Parliament on the treatment of women in professional and public life. She is Chair of the Global Institute for Women's Leadership at King's College, London. In April 2021 she became Chair of the Wellcome Institute.Ngozi Okonjo-Iweala (Author) Dr Ngozi Okonjo-Iweala is an economist and international development expert with over thirty years of experience. She served twice as Nigeria's Finance Minister, and briefly as Foreign Minister, the first woman to hold both positions. From 2015-2020 she was the Chair of GAVI, the Vaccine Alliance which improves access to new and underused vaccines for children living in the world's poorest countries. In 2021 she became the Director-General of the World Trade Organization. She is the first woman and the first African to hold the office.Trade ReviewWho better qualified to delve into this topic? * Business Life *

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Book SynopsisBo Burlingham, the bestselling author of Small Giants, returns with Finish Big, an original guide to exiting your company successfully and gracefully.Finish Big is for all those founder/leaders who want to do more than take...it is for the ones who want to leave something behind. Simon Sinek, author of Start with Why and Leaders Eat LastPractical and profound, fast-moving and thought-provoking, masterful in its clear prose and compelling stories- Bo Burlingham has once again done a tremendous service in deploying his craft. Jim Collins, author of Good to Great and co-author of Built to Last and Great by ChoiceNo two exit experiences are exactly alike. Some people wind up happy with the process and satisfied with the way it turned out, while others look back on it as a nightmare. The question I hope to answer in this book is why. What did the people with ''good'' exits do differently froTrade ReviewFinish Big is for all those founder/leaders who want to do more than take...it is for the ones who want to leave something behind. -- Simon Sinek, author of Start with Why and Leaders Eat LastI love Burlingham's quest to understand why some entrepreneurs create a meaningful life after exiting their businesses, while others suffer and wander without purpose. Practical and profound, fast-moving and thought-provoking, masterful in its clear prose and compelling stories - Bo Burlingham has once again done a tremendous service in deploying his craft. -- Jim Collins, author of Good to Great and co-author of Built to Last and Great by ChoiceGiven the plethora of management books, the idea of something truly new is nutty. But Finish Big sprouts from untilled soil, offering invaluable tales of business owners wrestling with life's thorniest issues. Remarkable research, remarkable prose, remarkable book. -- Tom Peters, coauthor of In Search of ExcellenceThis book is a gift, a must read for anyone who has even an inkling that it might be helpful. It will reward you with both peace of mind and a significant ROI. -- Seth Godin, entrepreneur and author

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Book SynopsisLeadership: Limits and Possibilities offers a critical discussion of leadership that draws upon a wide range of approaches, material and examples to demonstrate the complex and challenging role of leadership and through this debate suggests possible ways to improve as a leader. It is structured around 5 key aspects of leadership: person, product, position, process and purpose, providing a useful organizing framework. It combines theoretical discussions with lively examples to bring the subject alive.Table of ContentsIntroduction What is leadership: person, result, position or process? Leadership as person: putting the "ship" back into "leader-ship" Leadership as results: putting the subjunctive back where it belongs Leadership as process: leadership as a reflection of community Leadership as position: hydras and elephants in space Leadership as purpose: what is the point?

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Book SynopsisWant to get those difficult colleagues off your back and restore your sanity? NYU psychology professor Tessa West shows you how.Have you ever watched a colleague charm the pants off management while showing a competitive, Machiavellian side to the lower ranks? They don't hesitate to throw peers under the bus, but their boss is oblivious to their bad behaviour. What about a constantly interrupting colleague? Or an over-bearing manager? While these jerks stress us out in small ways throughout the day, they aren't technically breaking any rules, so we're expected just to put up with them....Until now. Tessa West has already helped thousands of people resolve their most pressing workplace issues. And here she draws on a decade of original research to profile classic workplace archetypes, including the Gaslighter, the Bulldozer, the Credit-Stealer, the Neglecter, and the Micromanager, giving advice to anyone who's ever hidden in the bathroom to cry at work. She digs deep into the inner workings of each bad apple, exploring their motivations and insecurities, and offers clever strategies for stopping each type of jerk in their tracks.Know a Jerk at Work? This proactive approach reveals the single, most effective way to achieve emotional wellbeing at work.Trade ReviewTessa West's strategies can help anyone reduce the impact of [a work jerk's] behaviour * The Financial Times *Who doesn't want to know how to manage the other idiots better? Or at least not murder them. This is the office survival guide I wish I'd read when I first started work. It's never too late to be a jerk whisperer. Essential reading. * Viv Groskop, author of How to Own the Room *This book provides the key to working smarter, better and happier, no matter who you're working with. * Nir Eyal, author of Hooked and Indistractable *Most of your happiness at work is based on personal relationships. Being able to manage those relationships when things get difficult is key to your success at work - and in life. Jerks at Work is a practical and engaging set of tools. Buy it. * Scott Galloway, author of The Four *Reading Jerks at Work is like listening to a real person who is smart, warm, and funny, and who I'd like to have a glass of wine with. That's unusual for any business or self-help author to achieve-from a scientist it's practically a miracle. This book basically has it all. I'm going to make it mandatory reading for everyone on my team. We all need this book. * Heidi Grant, PhD, author of Nine Things Successful People Do Differently *

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Book SynopsisImprove the way you work—and feel—by forming better habits.We all have habits. Some of them we've carefully established; others we may have simply fallen into. Some help us get our work done; others hold us back.This book explores how to change your behavior to break counterproductive tendencies, combat everyday stressors, and ultimately reach your goals at work and in life.This volume includes the work of: James Clear Rasmus Hougaard Jacqueline Carter Whitney Johnson 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 SynopsisElder Women's Wisdom: A Reclaimed Paradigm of Leadership examines seven leadership signatures' and weaves an iterative, layered model of women's ways of wisdom that honours the voices of elders.

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Book Synopsis_________________________________By the bestselling author of What Got You Here Won’t Get You ThereDo you hesitate about putting forward ideas? Are you reluctant to claim credit for your achievements? Do you find it difficult to get the support you need from your boss or the recognition you deserve from your colleagues?If your answer to any of these is ‘Yes’, How Women Rise will help get you back on track. Inspiring and practical by turns, it identifies 12 common habits that can prove an obstacle to future success and tells you how to overcome them. In the process, it points the way to a career that will satisfy your ambitions and help you make the difference you want to make in the world._________________________________‘Guidance on the habits you fall into that aren’t helping you achieve the success you deserve. It’s fascinating.’ Sunday Times‘How Women Rise is a great read.’ Lois P. Frankel, author of Nice Girls Don’t Get the Corner Office‘A great resource to discover the 12 habits that hold women back and how to overcome them.’ ForbesTrade ReviewReally practical . . . guidance on the habits you fall into that aren’t helping you achieve the success you deserve. It’s fascinating. -- Lorraine Candy * Sunday Times *Sally Helgesen, the world’s premier expert on women’s leadership, wants women to get out of their own way . . . How Women Rise, co-authored with leadership expert Marshall Goldsmith, examines the behaviours most likely to get in the way of women rising in their careers. * Forbes *How Women Rise is a great read for any woman who wants to identify self-defeating behaviors that are holding her back, gain insight into why she engages in those behaviors, and develop skills to confidently achieve her goals. -- Lois P. Frankel, author of Nice Girls Don’t Get the Corner OfficeSally and Marshall give new meaning to the term ‘dream team’. Together they have produced a masterpiece, an over-the-moon but magnificently down-to-earth leadership book for the ages. -- Tom Peters, author of In Search of ExcellenceDr Marshall Goldsmith is considered as one of the best leadership thinkers and executive coaches in the world. * Entrepreneur *

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Book SynopsisIn this practical “how to” guide, Bjarne P Tellmann, General Counsel draws upon more than 20 years of leading top legal organisations to provide a structured plan for upgrading your legal team in an age of disruption. The challenge: In an era of exponential change, the role of the general counsel (GC) has become one of the most complex, intense and challenging in the corporate world. GCs, must lead, unify and inspire diverse groups of people across the globe with subtlety and diplomacy. The stakes have never been higher and the consequences of getting it wrong can be existential. GCs must react to these challenges with ever-fewer resources and at a time when the legal profession itself is undergoing disruption. The response: To succeed in this “new normal”, GCs must become their own chief executives. They must lead, communicate, inspire, build cultures, manage talent, formulate and execute strategies, ensure efficacy, anticipate and manage risk and manage quality control – all in addition to being top-notch lawyers. This book gives GCs the battle plan they need to get there in three parts.Trade ReviewBjarne Tellmann’s book is brimming with important ideas about skills and techniques needed to be an outstanding general counsel -- Ben W Heineman, JrAs a General Counsel who has led legal department transformations in three public companies, I can assure you that Bjarne Tellmann’s practical yet sophisticated battle plan has been designed to help General Counsels achieve superior performance in almost any situation. The book is articulate, easy to follow and highly instructive and a road map for new and established General Counsels to create world class premier performing legal departments. -- Bobby KatzBjarne Tellmann has written a deeply practical book about the challenges facing the modern general counsel. Based on his own extensive experience, the book is filled with insights that both experienced and novice GCs can immediately use to build a world-class legal department. -- David B WilkinsTellmann’s book will help outside counsel understand the multifaceted roles the GC serves and the types of support needed from their outside counsel. It underscores the critical need for law firms to serve as strategic partners, providing a deep and concentrated level of specialised legal expertise that is tailored to and aligned with business needs. -- Jami Wintz-McKeonThe insights and enduring principles contained in this book are applicable to law firm and general counsel leadership. It is a guide to navigating both types of organisation and maximising the outputs from the firm or the company. -- Mark RigottiTable of ContentsIntroduction 1. The Changing Context 1.1 Macro-economic changes 1.1.1 Regulatory expansion 1.1.2 Globalization 1.1.3 Risk convergence 1.2 Cost pressures 1.3 The twin revolutions 1.3.1 The Innovation Revolution 1.3.2 The Professional Convergence Revolution 1.3.3 The GC as chief executive Part I: The Hardware 2. Talent and Risk Assessments 2.1 The continuous process 2.2 Start by thinking 2.2.1 Why is it so important to spend time thinking? 2.2.2 When is it best to do your initial focused thinking? 2.2.3 Weekly and annual focused thinking 2.3 Develop your foundation 2.3.1 Build your foundation – assess the company and your team 2.4 Stop, look, listen: evaluate your talent 2.4.1 On-boarding process 2.5 Assess your core legal risks 2.5.1 Secure alignment 2.5.2 Time frame 2.5.3 Steps 2.5.4 Lessons 2.5.5 How to assess risk materiality 2.5.6 Mapping your risks 2.5.7 Remember to communicate and align 2.5.8 The three “golden rules” of risk 3. Designing an Integrated Team Structure 3.1 Appoint specialists and generalists 3.1.1 Specialists 3.1.2 Generalists 3.1.3 Enabling function lawyers: specialists or generalists? 3.1.4 Who decides: specialists or generalists? 3.1.5 The optimal ration of specialists to generalists 3.2 The rise of the legal operations officer 3.2.1 Do you need a legal operations team? 3.2.2 Who should the legal COO report to? 3.3 Appoint your legal leadership 3.3.1 How large should the leadership team be? 3.3.2 Insiders vs. outsiders 3.3.3 Mistakes will be made 3.3.4 Hire the right type of leaders 3.4 Map over the rest of your organization 3.4.1 The matrix 3.4.2 Reporting lines into Legal or the Business – or both? 3.4.3 Who reports to whom? 3.4.4 Flat vs. layered hierarchies 3.5 Budget 3.5.1 The importance of having a unitary budget 4. Law Firms 4.1 Disruption in the legal profession 4.1.1 The Innovation Revolution 4.1.2 Cost pressures 4.1.3 Regulatory reforms 4.1.4 New competitors 4.1.5 The law firm competitive response 4.2 Unbundle your work 4.2.1 Classify your workflow 4.2.2 Identify solutions for different categories of work 4.2.3 Optimize your mix of internal to external resources 4.3 Put the right policies in place 4.3.1 Gatekeeper policy 4.3.2 Billing guidelines policy 4.3.3 Engagement letters 4.3.4 Internal legal department controls 5. Alternative Legal Services Providers 5.1 What are ALS providers? 5.1.1 The origins of ALS 5.1.2 Alternative staffing providers 5.1.3 Legal process outsourcing providers 6. Selecting the Right Partners 6.1 Leverage legal procurement professionals 6.1.1 The benefits of involving procurement 6.2 Strategic partnerships 6.2.1 What it means to be “strategic” 6.3 Key performance indicators (KPIs) 6.4 Law firm “panels” 6.4.1 Are panels the right choice for all legal departments? 6.5 How to establish panels 6.5.1 Select the right work for the RFP 6.5.2 Panel scope 6.5.3 Decide on the right levels of support that you need 6.5.4 Research and identify candidates; gather market intelligence 6.5.5 Diversity 6.5.6 Generate and issue RFPs 6.5.7 Evaluate responses and select finalists 6.5.8 Establish finalist interviews 6.5.9 Set agenda for meetings with the finalists; interview them 6.5.10 Select and announce your panel 6.6 Are panels forever? 6.7 Panels for Alternative Legal Services Providers 7. Technology 7.1 Processes before technology 7.2 The evolving technology landscape 7.2.1 The Second Machine Age 7.2.2 Moore’s Law and the second half of the chessboard 7.2.3 The Internet of Things and Big Data 7.2.4 Cloud computing 7.2.5 Artificial Intelligence (AI) 7.2.6 Autonomy and replacement 7.3 In-house technology applications 7.3.1 Communication and collaboration tools 7.3.2 Self help tools 7.3.3 Efficiency tools 7.3.4 Transparency tools 7.3.5 Artificial Intelligence and machine learning 7.4 Procurement of technology 7.4.1 Build or buy? 7.4.2 Off-the-shelf or custom? 7.5 Process, technology and risk reduction Part II: The Software 8. Culture 8.1 What is culture? 8.1.1 Culture as behaviour 8.1.2 Culture as values and beliefs 8.1.3 Cultures and subcultures 8.1.4 Your subculture must be aligned with your company’s culture 8.1.5 Actual culture vs. stated values and beliefs 8.2 Why is culture important? 8.2.1 Culture as a baseline 8.2.2 Culture as an attractant 8.3 Can you build a culture from scratch? 8.3.1 Legacy cultures – evolution not revolution 8.3.2 Influencing in new cultures 8.3.3 Write your culture down 8.3.4 Beware of the unwritten rules 8.4 Hack your culture 8.4.1 Large-scale hacks 8.4.2 Small, iterative hacks 8.5 Making it “sticky” 8.5.1 Screening 8.5.2 Induction 8.5.3 Rituals and reinforcement ceremonies 8.5.4 Stories 8.5.5 Influencers 8.5.6 Sanctions 9. The Generational Context and the Rise of the Millennials 9.1 Millennials, Gen-Xers and Baby Boomers 9.1.1 The Baby Boomers 9.1.2 The Gen-Xers 9.1.3 The Millennials 9.1.4 How have these traits shaped the Millennials? 9.1.5 What is the problem? 9.1.6 How to approach Millennials 9.1.7 How to balance interests across the generational divide 10. Leadership Skills 10.1 Professional excellence 10.2 Innate curiosity 10.2.1 Constant learners 10.2.2 Formal vs. organic learning 10.2.3 The Internet vs. books 10.2.4 Future literacy 10.2.5 Importing and exporting good ideas 10.3 Excellent communicators 10.3.1 Storytelling 10.3.2 Focus on “why” 10.3.3 Clear written communication 10.4 Excellent business judgement 10.4.1 Market visits 10.4.2 The business of the law 10.5 Results driven 10.6 Autonomy 10.6.1 The pros and cons of law firm training 10.6.2 The pros and cons of government training 10.7 Courage 10.7.1 Manipulative business partners 10.8 Flexible leadership style 10.9 Cultural intelligence 10.9.1 Leadership savvy 10.9.2 Disagreement and “face” 10.9.3 High vs. low context cultures 10.9.4 Trust 10.9.5 Reasoning 10.10 Grit Part III: Critical Threads 11. Change Management 11.1 Ten lessons about change 11.1.1 Change is the natural state of being 11.1.2 Start with “why” 11.1.3 Change is an inherently emotional process 11.1.4 Regularly track and discuss your team’s emotional state 11.1.5 Do not let your team freeze up 11.1.6 Never look back! 11.1.7 Change can give you the best work of your career 11.1.8 Focus on what you can control; do not worry about the rest 11.1.9 You are in charge of you! 11.1.10 This is the “new normal” – so get used to it! 12. Strategic Direction 12.1 Roadmap principles 12.1.1 Vision 12.1.2 Mission 12.1.3 Strategies and tactics 12.2 Example of strategic priorities 12.2.1 Strategy 1 – Develop our people 12.2.2 Strategy 2 – Provide the right advice at the right time 12.2.3 Strategy 3 – Leverage our global strength 12.3 When and how to execute your strategic direction 12.3.1 When? 12.3.2 How? Conclusion Acknowledgements Index Bibliography Footnotes

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Book SynopsisWhether you are a Head or Deputy Head, a Head of Department or Year 3 Teacher, this book is an invaluable read. It is full of practical ways to help you, when facing one of `those' conversations with a colleague or parent, you know in your heart you need to have, but would rather avoid having, because you don't really know what to say or how to say it.Trade Review"Successful Difficult Conversations in School is an invaluable resource for any school leader who wants to improve the culture of their organisation in order to create truly outstanding teaching and learning. It provides a clear, practical, easy-to-follow guide to tackling tricky conversations in a kind and structured way, ensuring that issues are dealt with in a timely manner rather than being allowed to fester. By following Sonia's tried and tested methods, school leaders at all levels can ensure that they maintain their own integrity, reduce HR distractions and enable staff to focus on the children's learning." Paul Murphy, Head Teacher Lancasterian Primary School

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Book Synopsis

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Book SynopsisDiscover the Ancient Secrets to Wealth and Financial FreedomThe Richest Man in Babylon by George S. Clason remains the time-tested guide to moneymaking that teaches you—whatever your income or financial state—how to maximize your finances to prosper and break free of debt, limitation, and fear.This new edition features an introduction by popular voice of esoteric ideas Mitch Horowitz along with Mitch’s notes and appendices that update this classic guide to encompass current issues of health insurance, revolving debt, and the “13 Rules of Good Luck” in boosting your career and money.Clason’s “Seven Cures for a Lean Purse” and “Five Laws of Gold” will work a revolution in your finances and make you a disciple of the money secrets of the ancient world.Discover: The remarkable power of saving just 10 percent of all you earn. Why you must dedicate twice as much to paying down debts as to savings. How to gain a psychological edge in budgeting. Worry-free ways to invest. How every sum you save, however small, works for you. “In an age of books that extol power and wealth,” Mitch writes in his introduction, “The Richest Man In Babylon stands out as a volume that promises financial freedom according to laying solid and simple plans, and following a few basic rules. The book’s lessons are as healthful and dynamic today as when the author first began writing his steps to wealth in 1926.”Forget all gimmicks and inflated claims—here is the classic guidebook that uses simple, timeless principles to build your prosperity.

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Book SynopsisTEAM BUILDING Now in its fifth edition, Team Building is a classic in the field of organization development. In this new edition, the authors strengthen the Four Cs framework that was introduced in the fourth edition and add a wealth of new illustrative examples, a chapter on the challenges of managing cross-functional teams, and a chapter on leading innovative teams in a competitive environment. To complement the text, the authors have developed two online assessments: one designed for use in the classroom with student teams and one designed for teams within organizations. For more information, please visit www.josseybass.com/go/dyerteamassessments. The fifth edition of Team Building provides the next generation of team leaders,team members, and team consultants with the knowledge and skills they need to create effective and high-functioning teams. PRAISE FOR TEAM BUILDING First rate. It is a treasure trove of ideas, tools, and exaTable of ContentsAbout the Online Assessments v Introduction 1 Part One: The Four Cs of Team Development 9 1 The Search for the High-Performing Team 11 2 Context: Laying the Foundation for Team Success 21 3 Composition: Getting the Right People on the Bus 37 4 Competencies: Developing Team Skills for High Performance 57 5 Change: Devising More Effective Ways of Working Together 85 6 Bringing the Four Cs Together: Designing a Team-Building Program 103 Part Two: Solving Specific Problems Through Team Building 127 7 Managing Conflict in the Team 129 8 Overcoming Unhealthy Agreement 155 9 Reducing Conflict Between Teams 169 10 Leading Innovative Teams 183 Part Three: Team Building in Different Types of Teams 205 11 Managing the Temporary Team 207 12 Creating Effective Cross-Cultural Teams 219 13 High-Performing Virtual Teams 235 14 Managing Interorganizational Alliance Teams 247 Part Four: The Challenge of Team Building for the Future 267 15 Challenges for Building Effective Teams 269 Notes 278 The Authors 287 Index 289

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Book SynopsisMost of us would recognize a star leader by their charisma, emotional intelligence and public communication prowess. What is truly impressive but often overlooked is the silent work of leadership that garners real results. Exercising influence in a complex and global organization – whilst also shaping and executing strategies across borders in a disruptive age – is the true mark of success as a leader. Backstage Leadership takes a comprehensive look at the background processes that leaders must master in order to shape the culture, direction and capability of a successful company. With an emphasis on strategy, the author provides an integrated toolkit for developing your knowledge and skills as a 'backstage leader.' You will learn how to: Mobilize people towards new strategic directions Scan your business environment for threats and disruptive forces Diagnose and help to shape the culture of your organization Develop talent and capabilities towards a specific goal. Focusing on the key and consistent underlying processes of leadership, this book is essential reading for managers who wish to bring focus and coherence to their leadership role and integrate themselves within the engine of the organization.Table of Contents(Chapter 1) Introduction: The Silent Work of Effective Leadershipo This chapter lays out the main arguments of the book and provides an overview ofthe chapters. What does it mean to do “back-stage” leadership work, and how is itdifferent from “front-stage” work?(Chapter 2) Tracking Storms: The Sense-making Work of Leadershipo Companies operate in ecosystems, but these ecosystems are less like quiet meadowsthan fast moving rivers. New technologies, new tastes, new competitors, and so on,emerge frequently. Companies need systems to track these changes, to see thestorms before they become hurricanes. The tension that must be managed is betweena broad, general scanning of the environment (which must be linked-up to seniordecision makers) and narrowly selecting a small set of issues that matter to companycompetitive advantage.o Takeaways: Readers will understand better why tracking storms can be so difficult for manyleaders and organizations (e.g., misguided notions of the level at which this occurs, plus thetime-horizon of incentives and issues of “absorptive capacity”). Readers will gain ideas forbuilding processes that overcome these filters (e.g., lowering the fear of failure must comeearly, in the “hunches” employees are encouraged to follow) and, vitally, linking-up thescanning with the strategic decision making.(Chapter 3) Building Commitment to Strategy: The Political Work of Leadershipo Leaders must be able to mobilize people towards new strategic directions, and thiswork cannot be reduced to edicts or impassioned pleas. They need to think about theprocess of herding clever and concerned individuals to some new future. They needto manage the tensions between a model that is relatively democratic and open andone that is relatively closed and requires sweeping political action.o Takeaways: Two processes must be examined here- one that is relatively more democraticand open, and so more likely to secure authentic commitment from people (e.g., one basedon Procedural Justice and fair process leadership ideas) but also one that is “realpolitik”and pragmatic, that aims to secure “enough votes” to mobilize action. Here the backstagework of leadership is clearly political, but in such a way that it does not turn toMachiavellian games and their harmful consequences. This work of leadership will beinformed by the substantial literature on power and change agency in organizations andprovide leaders some integrated ideas on managing with “soft” power.(Chapter 4) Balancing Autonomy and Integration: The Structural Work of Leadershipo Leaders understand the value of autonomy—as a powerful motivator and as a way toensure focus through transparency and accountability, and so the popularity of suchmodels today as Agile Teams and Lean Start-up. But at the same time they need toconsider the trade-offs of too much autonomy (redundancies, lost economies ofscale) and therefore build bridging structures. The main tension is betweenautonomy and integration.o Takeaways: Readers will understand a fundamental and pervasive undercurrent or force inbusiness development: moments of divergence and moments of convergence. Theseundercurrents signal two ways in which leaders need to think about architecting theorganization: one involves relatively more autonomy and space for exploring (and we canlook at this in the digitization efforts of companies today) and the other involves combiningefforts and focusing on efficiencies, as industries converge on dominant designs. We willexamine what this means for organization structures and processes (e.g., the ambidextrousorganization). For example, this will include a close look at matrix organizations and therole of the leader, a way of working that I describe as “the good referee.”(Chapter 5) Building Community: The Cultural Work of Leadershipo Perhaps no work is more important, and no type of work is more “back-stage” andarchitectural, than the work of shaping the organizational culture. This is a sort of“climax” for the book. This is a very difficult topic for leaders to cope with, and wewill need the foundations of the previous chapters to show the levers for this work.Culture is also inherently prone to tensions. This is because there are likely to betrade-offs and inconsistencies between some of the values that companies target—asanybody who has been told to seek “profitable growth” or “creativity but withefficiency” or “speed and safety” will understand. Part of what it means to shapeculture is to ensure that people understand priorities and the “real” drivers ofbehaviour.o Takeaways: Cultural work is made possible only once leaders have grasped a seeminglystraightforward but crucial insight: shaping culture is done indirectly. That is, culturecannot really be changed directly, at least not practically and within a modern organization,as opposed to a kleptocractic state (direct culture change amounts to either “preaching,”and usually heavy coercion, or firing and replacing everyone in the company). I will sharewith them a practical model for thinking about culture (especially how to “diagnosis”culture) and then ideas on how to shape culture. Repetition, consistency, and a powerfulnarrative will be important features of that work.(Chapter 6) Developing Talent and Capabilities: The Coaching Work of Leadershipo Leaders need to spend time on the talent pipeline of the company, and always inconjunction with the critical capabilities and knowledge bases that the firm requires(present and future). By “coaching work” we mean the background work of findingand developing the “best” players for the company (rather than the direct work of“coaching” in the sense of pep-talks and immediate player psychology). A keytension here is the time horizon for capability development- near-term versus longterm.o Takeaways: A key issue in this type of work is to take seriously the conjunction “and”between “talent” and “capability.” Encouraging leaders to just develop their talent is aboutas obvious (and dull) as encouraging an Olympic athlete to eat well. It is also potentiallymisunderstood. Leaders may believe it is just about asking HR to find clever people andtreat them well. Instead, I want readers to think about capabilities and talent in conjunction.Capabilities in strategy are the skills and routines that set your company apart (now or inthe future). The talent development I emphasize in this chapter is in relation to thosecapabilities (short term and long term). Take for example the remarkable success ofBarcelona football club. That success is not rooted in just “great talent” (amazing athleteswho are paid well and adored) but the development of that talent towards a specific playingstyle (capability, or in this case the “tiki-taka” style that they developed and which isembedded in their youth academy). It is this conjunction of talent and capability that isimportant. This chapter is about keeping these two things aligned, and the leaders work inguiding these processes (not just HR).(Chapter 7) Back to the Front: The Direct Work of Leadershipo Once we have gained some safe distance from the familiar harbours of more popularleadership models, it is time to come clean, or at least to emphasize again that“direct” front-stage leadership is not wrong, only that it needs to be balanced withback-stage work. In this chapter the idea is to summarize some of the powerful ideason direct leadership behaviour and its development (e.g., the coaching craze). Thenatural place to start is of course with the leader herself. The tension to be balancedat this junction of the book is between the front-stage work of leadership and all ofthe back-stage work that has been presented. If you spend too much time “frontstage,”you may become intoxicated with that presence. Similarly, if you spend toomuch time “back-stage,” you may become camera shy.o Takeaways: The starting point I envision for this chapter involves looking back at theresponses I have had from my executive students and classes over the years to a simple (andwide-open) question: “Think about some of the most impactful leaders in your life. What arethe traits and characteristics of these, most effective leaders?” I have seen many responses,but a good deal of consistency over the years, and especially in the front-stage work leaders.The idea is to thoughtfully go through some of the most common answers, unpack them, andsee what they imply for the front-stage work of leadership.(Chapter 8) The Leaders New Worko This is the concluding chapter and would, first of all, take a more philosophical viewon the topic, pulling together the implications for management development,training, research, and business schools (if not also primary and secondary schooleducation). Most importantly, this chapter will summarize the essence of “backstage”leadership, and the mindset and discipline it requires.

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Book SynopsisThis book serves as a lifelong mentor, guiding readers to achieve balanced success and fulfillment by defining aspirational goals and becoming their best selves. It caters to individuals aged 15 and above, featuring insights from successful figures like Ratan Tata and Sadhguru who exemplify goal-driven journeys.

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

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Book SynopsisBefore founding his successful consultancy, Maynard Leigh, Andrew Leigh worked as a senior manager in both the public and the private sectors. He has spent several years as a features writer for The Observer and an established author, his previous books include: Charisma, Your and Your Job (OUP); 20 Ways to Manage Better (CIPD); Effective Change (CIPD); Perfect Decisions; The Ultimate Business Presentation book; Perfect Presentations; Perfect Communications and Perfect Leader (Random House Business Books).Trade Review“A great all rounder… it would also be useful as a refresher for a more experienced manager.” Karen McArthur, MCMI, Category Judge, CMI Management Book of the Year Award 2012 “This book delivers powerful management insight and would be a useful reference tool for any aspiring manager.” Christina Sage, MCMI, Category Judge, CMI Management Book of the Year Award 2012Table of Contents Part 1 Manage Self 1 Cultivate emotional intelligence 2 Listen actively 3 Deliver under pressure 4 Communicate with impact 5 Network 6 Build your personal brand Part 2 Manage Others 7 Show leadership 8 Generate team working 9 Manage your boss 10 Promote engagement 11 Coach for results 12 Negotiate successfully 13 Handle problem people Part 3 Manage the Organisation 14 Manage change 15 Make decisions 16 Inspire meetings 17 Encourage creativity and innovation 18 Select and recruit 19 Show Integrity 20 Encourage diversity Last Word Sources

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Book SynopsisSona Sherratt is an Ashridge faculty member since 2003, teaching tailored executive and qualification programmes. She has delivered senior leadership and general management programmes for clients around the world.   Before becoming Director of the Ashridge Masters in Management and an Associate Professor at Hult International Business School, Roger Delves was Programme Director in Cranfield's Centre for Customised Executive Education. Trade Review'A must read for busy managers who want pragmatic, easy to implement solutions to management challenges.' Samantha Rockey, Group Leadership Development Executive, SABMiller plc 'Does what it says on the tin ... clear guidance on what to do and what questions to ask' James Percival, Vice President, Operations Finance EMEA, Hilton Worldwide 'An incredible tool to have at your fingertips' Mark Eastham, Multi Channel Director, Carphone Warehouse 'At last a management book that is full of practical advice not theory!' Brian May, Chief Executive, Renew Holdings Plc 'This extremely practical and easy to read management book is aimed at the busy manager who is able to dip into the book to seek advice on particular issues.' Ed Goodwyn, Partner, Pinsent Masons LLPTable of ContentsCONTENTS About the authors Introduction 1. Challenges with individuals Low motivation Lack of confidence Constantly rejects feedback Lack of competence Unethical behaviour Unobserved but reported disrespectful behaviour High performers who are high maintenance Personal turmoil Difficult and delicate conversations Delegation and letting go Dominant people Passionate or stubborn people 2. Challenges with teams An under-performing team Lack of trust Fear of allowing conflict in a team A team that avoids accountability Preferential treatment Silo mentality Managing a virtual team Meetings that stagnate Meetings that derail 3. Challenges with externals Their unrealistic expectations Elusive or unresponsive behaviour Patronising or arrogant styles Constantly changing goalposts Company merger or acquisition 4. Challenges around conflict Individuals who avoid conflict People who don’t show emotion Emotional people Competitive behaviour Passive-aggressive behaviour 5. Challenges around change Covert resistance to change Overt resistance to change Denial People who are too comfortable Maintaining the team’s high-energy change culture 6. Challenges around power, politics and influence Limited access to stakeholders Building your personal brand Getting a decision Organisational politics Managing up or across Being micro-managed Someone who is holding you back 7. Challenges for yourself Receiving difficult feedback Situations where you don’t know the answer Dealing with your own mistakes and poor decisions Feeling under-equipped The loneliness of management Having your authority or ability questioned Asking for a raise or promotion Index

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Book Synopsis What is the place of ethics in organizational culture? What constitutes good leadership? How do different cultures define ethical leadership? Ethical Leadership is the first book to rigorously explore the value of ethics in a business climate overwhelmingly driven by the need to generate profits and cut costs. Drawing on both authors' extensive experience in teaching and research, this book provides a clear, systemic model from which practical strategies can be derived for sound and effective leadership.The authors argue convincingly for the need for ethical leadership within organizations; demonstrating its importance for creating a moral climate which is essential for organizational effectiveness. The book begins with reviews of leadership theory and research as well as an overview of ethical theories. It goes on to examine morality in terms of leadership, suggesting the principles upon which leaders should make their judgements. In order to align businessTable of ContentsPrefaceNeed for ethical leadership in organizationsTheories of ethics: A critical reviewLeadership theory and research: A brief overviewThe ethical dimensions of leadership: The leader’s motives, influence strategies and characterPreparing for ethical leadership in organizationsCultural contingencies of leadershipAppendix IAppendix IIReferencesIndex

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Book SynopsisNEW YORK TIMES BESTSELLER • Governor Andrew Cuomo tells the riveting story of how he took charge in the fight against COVID-19 as New York became the epicenter of the pandemic, offering hard-won lessons in leadership and his vision for the path forward.“An impressive road map to dealing with a crisis as serious as any we have faced.”—The Washington Post When COVID-19 besieged the United States, New York State emerged as the global “ground zero” for a deadly contagion that threatened the lives and livelihoods of millions. Quickly, Governor Andrew Cuomo provided the leadership to address the threat, becoming the standard-bearer of the organized response the country desperately needed. With infection rates spiking and more people dying every day, the systems and functions necessary to combat the pandemic in New York—and America—did not exist. So Cuomo undertook the impossible. He unified people

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