Occupational and industrial psychology Books

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Book SynopsisWritten in a practical and engaging style, The Daily Trading Coach highlights specific actions that readers can take to meaningfully improve their trading performance. The book consists of 101 lessons designed as coaching interventions, featuring techniques and homework assignments that traders can put to work immediately.Table of ContentsPreface xiii Acknowledgments xvii Introduction 1 Chapter 1 Change: The Process and the Practice 3 Lesson 1: Draw on Emotion to Become a Change Agent 4 Lesson 2: Psychological Visibility and Your Relationship with Your Trading Coach 7 Lesson 3: Make Friends with Your Weakness 9 Lesson 4: Change Your Environment, Change Yourself 11 Lesson 5: Transform Emotion by Trace-Formation 14 Lesson 6: Find the Right Mirrors 17 Lesson 7: Change Our Focus 20 Lesson 8: Create Scripts for Life Change 23 Lesson 9: How to Build Your Self-Confidence 25 Lesson 10: Five Best Practices for Effecting and Sustaining Change 29 Resources 32 Chapter 2 Stress and Distress: Creative Coping for Traders 33 Lesson 11: Understanding Stress 33 Lesson 12: Antidotes for Toxic Trading Assumptions 37 Lesson 13: What Causes the Distress That Interferes with Trading Decisions? 40 Lesson 14: Keep a Psychological Journal 43 Lesson 15: Pressing: When You Try Too Hard to Make Money 45 Lesson 16: When You’re Ready to Hang It Up 48 Lesson 17: What to Do When Fear Takes Over 51 Lesson 18: Performance Anxiety: The Most Common Trading Problem 54 Lesson 19: Square Pegs and Round Holes 58 Lesson 20: Volatility of Markets and Volatility of Mood 61 Resources 64 Chapter 3 Psychological Well-Being: Enhancing Trading Experience 67 Lesson 21: The Importance of Feeling Good 67 Lesson 22: Build Your Happiness 71 Lesson 23: Get into the Zone 73 Lesson 24: Trade with Energy 77 Lesson 25: Intention and Greatness: Exercise the Brain through Play 79 Lesson 26: Cultivate the Quiet Mind 83 Lesson 27: Build Emotional Resilience 86 Lesson 28: Integrity and Doing the Right Thing 89 Lesson 29: Maximize Confidence and Stay with Your Trades 91 Lesson 30: Coping—Turn Stress into Well-Being 95 Resources 97 Chapter 4 Steps toward Self-Improvement: The Coaching Process 99 Lesson 31: Self-Monitor by Keeping a Trading Journal 99 Lesson 32: Recognize Your Patterns 103 Lesson 33: Establish Costs and Benefits to Patterns 106 Lesson 34: Set Effective Goals 109 Lesson 35: Build on Your Best: Maintain a Solution Focus 111 Lesson 36: Disrupt Old Problem Patterns 114 Lesson 37: Build Your Consistency by Becoming Rule-Governed 118 Lesson 38: Relapse and Repetition 121 Lesson 39: Create a Safe Environment for Change 123 Lesson 40: Use Imagery to Advance the Change Process 126 Resources 130 Chapter 5 Breaking Old Patterns: Psychodynamic Frameworks for Self-Coaching 131 Lesson 41: Psychodynamics: Escape the Gravity of Past Relationships 132 Lesson 42: Crystallize Our Repetitive Patterns 135 Lesson 43: Challenge Our Defenses 138 Lesson 44: Once Again, with Feeling: Get Distance from Your Problem Patterns 141 Lesson 45: Make the Most Out of Your Coaching Relationship 144 Lesson 46: Find Positive Trading Relationships 147 Lesson 47: Tolerate Discomfort 150 Lesson 48: Master Transference 153 Lesson 49: The Power of Discrepancy 156 Lesson 50: Working Through 158 Resources 161 Chapter 6 Remapping the Mind: Cognitive Approaches to Self-Coaching 163 Lesson 51: Schemas of the Mind 164 Lesson 52: Use Feeling to Understand Your Thinking 167 Lesson 53: Learn from Your Worst Trades 170 Lesson 54: Use a Journal to Restructure Our Thinking 172 Lesson 55: Disrupt Negative Thought Patterns 176 Lesson 56: Reframe Negative Thought Patterns 179 Lesson 57: Use Intensive Guided Imagery to Change Thought Patterns 182 Lesson 58: Challenge Negative Thought Patterns with the Cognitive Journal 185 Lesson 59: Conduct Cognitive Experiments to Create Change 188 Lesson 60: Build Positive Thinking 190 Resources 193 Chapter 7 Learning New Action Patterns: Behavioral Approaches to Self-Coaching 195 Lesson 61: Understand Your Contingencies 196 Lesson 62: Identify Subtle Contingencies 199 Lesson 63: Harness the Power of Social Learning 201 Lesson 64: Shape Your Trading Behaviors 204 Lesson 65: The Conditioning of Markets 207 Lesson 66: The Power of Incompatibility 211 Lesson 67: Build on Positive Associations 214 Lesson 68: Exposure: A Powerful and Flexible Behavioral Method 217 Lesson 69: Extend Exposure Work to Build Skills 220 Lesson 70: A Behavioral Framework for Dealing with Worry 223 Resources 226 Chapter 8 Coaching Your Trading Business 227 Lesson 71: The Importance of Startup Capital 227 Lesson 72: Plan Your Trading Business 231 Lesson 73: Diversify Your Trading Business 233 Lesson 74: Track Your Trading Results 236 Lesson 75: Advanced Scorekeeping for Your Trading Business 240 Lesson 76: Track the Correlations of Your Returns 244 Lesson 77: Calibrate Your Risk and Reward 248 Lesson 78: The Importance of Execution in Trading 250 Lesson 79: Think in Themes—Generating Good Trading Ideas 254 Lesson 80: Manage the Trade 257 Resources 259 Chapter 9 Lessons from Trading Professionals: Resources and Perspectives on Self-Coaching 261 Lesson 81: Leverage Core Competencies and Cultivate Creativity 261 Lesson 82: I Alone Am Responsible 264 Lesson 83: Cultivate Self-Awareness 271 Lesson 84: Mentor Yourself for Success 275 Lesson 85: Keep Detailed Records 279 Lesson 86: Learn to Be Fallible 283 Lesson 87: The Power of Research 286 Lesson 88: Attitudes and Goals, the Building Blocks of Success 290 Lesson 89: A View from the Trading Firms 295 Lesson 90: Use Data to Improve Trading Performance 300 Resources 305 Chapter 10 Looking for the Edge: Finding Historical Patterns in Markets 307 Lesson 91: Use Historical Patterns in Trading 308 Lesson 92: Frame Good Hypotheses with the Right Data 310 Lesson 93: Excel Basics 313 Lesson 94: Visualize Your Data 317 Lesson 95: Create Your Independent and Dependent Variables 320 Lesson 96: Conduct Your Historical Investigations 324 Lesson 97: Code the Data 327 Lesson 98: Examine Context 329 Lesson 99: Filter Data 332 Lesson 100: Make Use of Your Findings 334 Resources 336 Conclusion 339 Lesson 101: Find Your Path 339 For More on Self-Coaching 341 About the Author 343 Index 345

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Book SynopsisTrade Review“With engaging intelligence, Hicks makes a lucid case for the importance of acknowledging a person’s worth within organizations and businesses. It’s a useful book, not only for managers and CEOs, but for anyone wanting to better understand how to bring about the best in themselves and those around them.”—Nina MacLaughlin, Boston GlobeWinner of the 2019 PROSE awards, Business, Management and Finance category“Leading with Dignity conveys a simple, but powerful message: people want to be treated well, and when they are, it brings out the best in them.”—Jon Gordon, author of The Energy Bus and The Power of Positive Leadership“This ‘how-to’ sparks the scaling of dignity within and across us to strengthen human and social capacity. A gift to give and get.”—Dana Born, co-director of the Center for Public Leadership, Harvard University“Nothing short of a landmark publication that will change and influence the public conversation on how we organize and manage.”—Michael Pirson, Fordham University“Donna Hicks articulates for business leaders not only a grand concept but also a practical framework for strengthening corporate culture by recognizing and promoting the inherent value in each employee.”—Kenneth C. Frazier, Chairman and CEO, Merck & Co., Inc.“There has never been a more important time for dignity to be recognized as the key to outstanding institutional, organizational, and community leadership. This book offers a practical and empowering roadmap showing leaders how to build, strengthen, and energize their organizations by cultivating the dignity of all people.”—Linda M. Hartling, Ph.D., Human Dignity and Humiliation Studies “Corporate codes of ethics list treating people with dignity as a core value. Hicks’s book Leading with Dignity brilliantly explains its meaning through practical steps resulting in an ethical culture.”—W. Michael Hoffman, executive director, Center for Business Ethics, Bentley University “This important book speaks directly to leadership and reminds all of us in organizational leadership roles how vital it is to create cultures where the concept of dignity is both understood and embraced. Dignity in practice truly begins at the top!”—Jeanette Clough, president and CEO, Mount Auburn Hospital

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Book SynopsisAn international business expert helps you understand and navigate cultural differences in this insightful and practical guide, perfect for both your work and personal life.Americans precede anything negative with three nice comments; French, Dutch, Israelis, and Germans get straight to the point; Latin Americans and Asians are steeped in hierarchy; Scandinavians think the best boss is just one of the crowd. It's no surprise that when they try and talk to each other, chaos breaks out.In The Culture Map, INSEAD professor Erin Meyer is your guide through this subtle, sometimes treacherous terrain in which people from starkly different backgrounds are expected to work harmoniously together. She provides a field-tested model for decoding how cultural differences impact international business, and combines a smart analytical framework with practical, actionable advice.Trade Review"The book abounds with well-chosen anecdotes to illustrate the misunderstandings that can arise from clashing cultural assumptions, making this enlightening book a pleasure to read." --Foreign Affairs "Whether you're a corporate or traditional diplomat, global traveler, government official, or passionate world citizen, this is the one book you should not miss. Chock-full of real-world examples and a simple framework that can be utilized in any cross-cultural context, Meyer's work is characterized by a fresh and relevant voice, distilling down the essentials of communicating, persuading and working effectively around the globe. It is rare that I pick up a cross-cultural book and can't put it down."--Cari Guittard, Huffington Post "This readable book explains how to dramatically increase organisational success by improving our ability to understand the behaviour of colleagues, clients, and suppliers from different countries." --Professional Manager (UK) "A helpful guide to working effectively with people from other cultures...Meyer delivers important reading for those engaged in international business." --Kirkus Reviews "With business becoming ever global, there are a raft of books available on dealing with cultural differences. If you only read one, make it INSEAD professor Erin Meyer's...Skillfully blend[s] real-life examples. with an analytical framework... What brings this book to life are the numerous examples Meyer has encountered, both in her own life as an American living in Paris, and in her experience as running the Managing Virtual Teams module at INSEAD."--HR Magazine, 5 star review "Amusing"--Financial Times "In a relaxed, entertaining, but always knowledgeable style, Meyer draws on numerous examples from her experiences to explain how to detect the invisible barriers in the global business world -- and how to get past them."--Siemens Industry Journal, issue 2

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Book SynopsisHow does it feel to be a police officer? Jessica Miller uses the most recent neuroscience and real-life examples to explore risks to individual resilience. A compulsory read for anyone with an interest in policing, the book offers practical resilience techniques and policy recommendations for police officers facing crime in a post-COVID world.Table of Contents1. Why the Need to Be Resilient? How It Feels to Be a Police Officer in the UK and Why 2. Risks to Resilience in Operational Policing: From Trauma to Compassion Fatigue 3. What Might Be Happening in the Brain? Introducing Simple Neuroscience for Policing 4. Turning Science into Action: Resilience Practices for Policing 5. What Now? The Big Step Change

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Book SynopsisAn in-depth exploration of what really lies behind our problematic behavioural patterns in the workplace, and a blueprint for the emotional skills we need to overcome them.

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Book SynopsisShows how, in the new global economy, trust - and the speed at which it is established - is the essential ingredient for successful business.

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Book Synopsis

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Book Synopsis

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Book SynopsisManagement experts Frank Dobbin and Alexandra Kalev sift through decades of data to show why workplace diversity training fails and what works. Arguing that it’s time to focus on changing systems rather than individuals, the authors make data-driven recommendations for diversifying management and creating workplaces where everyone can thrive.Trade ReviewToo many companies don’t know how to walk the walk of diversity, equity, and inclusion. Getting to Diversity shows them how. It relies on hard data and real-life examples about what works and what doesn’t, laying out a case for making real change in a thorough, well-written, no-fluff account. Figures showing effects of diversity programs are absolutely riveting. Bravo. -- Lori George Billingsley, former Global Chief DEI Officer, Coca-Cola CompanyFrank Dobbin and Alexandra Kalev upended the conventional wisdom of diversity and inclusion practitioners with their seminal article ‘Why Diversity Programs Fail.’ Now they’re back with a data-driven book about one of corporate America’s most pressing contemporary issues, offering up required reading that is certain to shift the paradigm once again. -- Ben-Saba Hasan, Global Chief Culture, Diversity, Equity & Inclusion Officer, Walmart Inc.Most companies say they want to advance diversity and equity, but they resort to using the same old unsuccessful strategies. In many cases, this is undoubtedly because leaders are uncertain about which approaches really work. Fortunately, Dobbin and Kalev have written an accessible, engaging book that documents which initiatives actually help organizations better reflect the diverse society in which we live—so if you don’t know, now you know! This is the book all leaders need to read to achieve results. -- Adia Wingfield, author of Flatlining: Race, Work, and Health Care in the New EconomyGetting to Diversity makes good on the promise of its title. Years of research by Dobbin and Kalev have yielded concrete answers to questions about what is needed to achieve diverse, equitable, and inclusive workforces. Among the critical solutions they offer are ways to end sexual harassment and to democratize leadership opportunities—both keys to systemic, lasting, positive reform. At last a book that shows leaders how they can realize change. -- Anita Hill, University Professor, Brandeis University, and author of Believing: Our Thirty-Year Journey to End Gender ViolenceGetting to Diversity is a compelling, evidence-based book grounded in well-crafted multi-organizational research and the reality of people’s experiences at work. This book has the potential to change CEO mindsets, human resource practices, manager behavior, and employee well-being—if only enough people grab it and heed its powerful messages. -- Rosabeth Moss Kanter, author of Think Outside the BuildingThese influential sociologists have spent their careers studying why diversity initiatives fail and what it takes to fix them. Their data-driven book doesn’t just spotlight the problems—it’s packed with solutions. -- Adam Grant * Adam Grant Thinks Again newsletter *This book is essential reading for anyone who wants to learn which practices can actually improve managerial diversity in organizations. * Science *A book that is tailored for anyone who is craving actionable, evidence-based advice about how to create effective programs. -- Elizabeth Weingarten * Behavioral Scientist *Drawing on more than 30 years of data from 800 companies as well as in-depth interviews with managers, two leading management experts set out to explain why, despite increasing diversity in American society, change in makeup of the management rank has stalled, and how to do things better. * Human Givens Journal *The great strength of the book is its consequentialist orientation: diversity programs are evaluated solely on the basis of their impact on gender and racial inequalities in organizations, looking away from intentions and discourses…Rich and stimulating. -- Laure Bereni * La Vie des Idées *

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Book SynopsisSusan M. Weinschenk has a Ph.D. in Psychology and is the Chief Behavioral Scientist and the CEO at The Team W, Inc. She is a consultant to Fortune 1000 companies, start-ups, governments and non-profits. Dr. Weinschenk is also an Adjunct Professor at the University of Wisconsin.Table of Contents How People See 1. What You See Isn't What Your Brain Gets 2. Peripheral Vision Is Used More Than Central Vision to Get the Gist of What You See 3. People Identify Objects by Recognizing Patterns 4. There's a Special Part of the Brain Just for Recognizing Faces 5. There Is a Special Part of the Brain for Processing Simple Visual Features 6. People Scan Screens Based on Past Experience and Expectations 7. People See Cues That Tell Them What to Do with An Object 8. People Can Miss Changes in Their Visual Fields 9. People Believe That Things That Are Close Together Belong Together 10. Red and Blue Together Are Hard on the Eyes 11. Nine Percent of Men and One-Half Percent of Women Are Color-Blind 12. The Meanings of Colors Vary by Culture How People Read How People Read 13. It's a Myth That Uppercase Letters Are Inherently Hard to Read 14. Reading and Comprehending Are Two Different Things 15. Pattern Recognition Helps People Identify Letters in Different Fonts 16. Font Size Matters 17. Reading a Screen Is Harder Than Reading Paper 18. People Read Faster with a Longer Line Length, But They Prefer a Shorter Line Length How People Remember 19. Short-Term Memory Is Limited 20. People Remember Only Four Items at Once 21. People Have to Use Information to Make It Stick 22. It's Easier to Recognize Information Than Recall It 23. Memory Takes a Lot of Mental Resources 24. People Reconstruct Memories Each Time They Remember Them 25. It's a Good Thing That People Forget 26. The Most Vivid Memories Are Wrong How People Think 27. People Process Information Better in Bite-Sized Chunks 28. Some Types of Mental Processing Are More Challenging Than Others 29. Minds Wander 30 Percent of the Time 30. The More Uncertain People Are, the More They Defend Their Ideas 31. People Create Mental Models 32. People Interact with Conceptual Models 33. People Process Information Best in Story Form 34. People Learn Best from Examples 35. People Are Driven to Create Categories 36. Time Is Relative 37. People Screen Out Information That Doesn't Fit Their Beliefs 38. People Can Be in a Flow State 39. Culture Affects How People Think How People Focus Their Attention 40. Attention Is Selective 41. People Habituate Information 42. Well-Practiced Skills Don't Require Conscious Attention 43. Expectations of Frequency Affect Attention 44. Sustained Attention Lasts About Ten Minutes 45. People Pay Attention Only to Salient Cues 46. People Are Worse at Multitasking Than They Think 47. Danger, Food, Sex, Movement, Faces, and Stories Get the Most Attention 48. Loud Noises Startle and Get Attention 49. For People to Pay Attention to Something, They Must First Perceive It What Motivates People 50. People Are More Motivated as They Get Closer to a Goal 51. Variable Rewards Are Powerful 52. Dopamine Stimulates the Seeking of Information 53. Unpredictability Keeps People Searching 54. People Are More Motivated by Intrinsic Rewards Than Extrinsic Rewards 55. People Are Motivated by Progress, Mastery, and Control 56. People Are Motivated by Social Norms 57. People Are Inherently Lazy 58. People Will Look for Shortcuts Only If the Shortcuts Are Easy 59. People Assume It's You, Not the Situation 60. Forming or Changing a Habit Is Easier Than You Think 61. People Are More Motivated to Compete When There Are Fewer Competitors 62. People Are Motivated by Autonomy People Are Social Animals 63. The “Strong Tie” Group Size Limit Is 150 People 64. People Are Hard Wired for Imitation and Empathy 65. Doing Things Together Bonds People Together 66. People Expect Online Interactions to Follow Social Rules 67. People Lie to Differing Degrees Depending on the Medium 68. Speakers' Brains and Listeners' Brains Sync Up During Communication 69. The Brain Responds Uniquely to People You Know Personally 70. Laughter Bonds People Together 71. People Can Tell When a Smile Is Real or Fake More Accurately with Video How People Feel 72. Some Emotions May Be Universal 73. Positive Feelings about a Group Can Lead to Groupthink 74. Stories and Anecdotes Persuade More Than Data Alone 75. If People Can't Feel, Then They Can't Decide 76. People Are Programmed to Enjoy Surprises 77. People Are Happier When They're Busy 78. Pastoral Scenes Make People Happy 79. People Use "Look and Feel" as Their First Indicator of Trust 80. Listening to Music Releases Dopamine in the Brain 81. The More Difficult Something Is to Achieve, the More People Like It 82. People Overestimate Reactions to Future Events 83. People Feel More Positive Before and After an Event Than During It 84. People Want What Is Familiar When They Are Sad or Scared People Make Mistakes 85. People Will Always Make Mistakes; There Is No Fail-Safe Product 86. People Make Errors When They Are Under Stress 87. Not All Mistakes Are Bad 88. People Make Predictable Types of Errors 89. People Use Different Error Strategies How People Decide 90. People Make Most Decisions Unconsciously 91. The Unconscious Knows First 92. People Want More Choices and Information Than They Can Process 93. People Think Choice Equals Control 94. People May Care About Time More Than They Care About Money 95. Mood Influences the Decision- Making Process 96. You Can Engineer Better Group Decisions 97. People Make Habit-Based Decisions or Value-Based Decisions, but Not Both at the Same Time 98. When People Are Uncertain, They Let Others Decide What to Do 99. People Think Others Are More Easily Influenced Than They Are Themselves 100. People Value a Product More Highly When It's Physically in Front of Them

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Book SynopsisCome back from every setback a stronger and better leader.If you read nothing else on mental toughness, read these ten articles by experts in the field. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you build your emotional strength and resilience--and to achieve high performance.This book will inspire you to: Thrive on pressure like an Olympic athlete Manage and overcome negative emotions by acknowledging them Plan short-term goals to achieve long-term aspirations Surround yourself with the people who will push you the hardest Use challenges to become a better leader Use creativity to move past trauma Understand the tools your mind uses to recover from setbacks This collection of articles includes "How the Best of the Best Get Better and Better," by Graham Jones; "Crucibles of Leadership," by Warren G. Bennis and Robert J. Thomas; "Building Resilience," by Martin E.P. Seligman; "Cognitive Fitness," by Roderick Gilkey and Clint Kilts; "The Making of a Corporate Athlete," by Jim Loehr and Tony Schwartz; "Stress Can Be a Good Thing If You Know How to Use It," by Alla Crum and Thomas Crum; "How to Bounce Back from Adversity," by Joshua D. Margolis and Paul G. Stoltz; "Rebounding from Career Setbacks," by Mitchell Lee Marks, Philip Mirvis, and Ron Ashkenas; "Realizing What You're Made Of," by Glenn E. Mangurian; "Extreme Negotiations," by Jeff Weiss, Aram Donigian, and Jonathan Hughes; and "Post-Traumatic Growth and Building Resilience," by Martin Seligman and Sarah Green Carmichael.HBR's 10 Must Reads paperback series is the definitive collection of books for new and experienced leaders alike. Leaders looking for the inspiration that big ideas provide, both to accelerate their own growth and that of their companies, should look no further. HBR's 10 Must Reads series focuses on the core topics that every ambitious manager needs to know: leadership, strategy, change, managing people, and managing yourself. Harvard Business Review has sorted through hundreds of articles and selected only the most essential reading on each topic. Each title includes timeless advice that will be relevant regardless of an ever‐changing business environment.

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Book SynopsisTable of Contents1. Introduction to I/O Psychology. 2. Job Analysis and Evaluation. 3. Legal Issues in Employee Selection. 4. Employee Selection: Recruiting and Interviewing. 5. Employee Selection: References and Testing. 6. Evaluating Selection Techniques and Decisions. 7. Evaluating Employee Performance. 8. Designing and Evaluating Training Systems. 9. Employee Motivation. 10. Employee Satisfaction and Commitment. 11. Organizational Communication. 12. Leadership. 13. Group Behavior, Teams and Conflict. 14. Organization Development. 15. Stress Management: Dealing with the Demands of Life and Work.

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Book SynopsisTable of ContentsIntroduction xiii What It Takes to Thrive in a Complex, Uncertain World xiii Discovery by Mistake xvi Overview of the Book xviii Endnotes xxi PART I The Power of Psychological Safety 1 Chapter 1 The Underpinning 3 Unconscious Calculators 4 Envisioning the Psychologically Safe Workplace 6 An Accidental Discovery 8 Standing on Giants’ Shoulders 12 Why Fear Is Not an Effective Motivator 13 What Psychological Safety Is Not 15 Measuring Psychological Safety 19 Psychological Safety Is Not Enough 21 Endnotes 22 Chapter 2 The Paper Trail 25 Not a Perk 26 The Research 29 An Epidemic of Silence 30 A Work Environment that Supports Learning 35 Why Psychological Safety Matters for Performance 39 Psychologically Safe Employees Are Engaged Employees 41 Psychological Safety as the Extra Ingredient 43 Bringing Research to Practice 45 Endnotes 46 PART II Psychological Safety at Work 51 Chapter 3 Avoidable Failure 53 Exacting Standards 54 Stretching the Stretch Goal 60 Fearing the Truth 63 Who Regulates the Regulators? 66 Avoiding Avoidable Failure 68 Adopting an Agile Approach to Strategy 70 Endnotes 72 Chapter 4 Dangerous Silence 77 Failing to Speak Up 78 What Was Not Said 79 Excessive Confidence in Authority 83 A Culture of Silence 86 Silence in the Noisy Age of Social Media 92 Endnotes 97 Chapter 5 The Fearless Workplace 103 Making Candor Real 104 Extreme Candor 109 Be a Don’t Knower 113 When Failure Works 116 Caring for Employees 119 Learning from Psychologically Safe Work Environments 123 Endnotes 124 Chapter 6 Safe and Sound 129 Use Your Words 130 One for All and All for One 135 Speaking Up for Worker Safety 138 Transparency by Whiteboard 142 Unleashing Talent 146 Endnotes 147 PART III Creating a Fearless Organization 151 Chapter 7 Making it Happen 153 The Leader’s Tool Kit 154 How to Set the Stage for Psychological Safety 158 How to Invite Participation So People Respond 167 How to Respond Productively to Voice – No Matter Its Quality 173 Leadership Self-Assessment 181 Endnotes 183 Chapter 8 What’s Next? 187 Continuous Renewal 187 Deliberative Decision-Making 189 Hearing the Sounds of Silence 191 When Humor Isn’t Funny 193 Psychological Safety FAQs 195 Tacking Upwind 208 Endnotes 209 Appendix: Variations in survey measures to Illustrate Robustness of Psychological Safety 213 Acknowledgments 217 About the Author 219 Index 221

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Book SynopsisDo you want to be more successful at work? Do you want to improve your chances of promotion? Do you want to get on better with your colleagues? This work demonstrates that emotional intelligence at work matters twice as much as cognitive abilities such as IQ or technical expertise.Trade Review'Goleman explores how to develop raw emotional intelligence into emotional competency, which in turn can be used to turn difficult situations into rewarding ones' Independent

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Book SynopsisFundamentally, coaching is about enabling someone to feel heard and to access new insights into their own life. But how can you facilitate someone elseâs thinking when you donât know what they already know? It is almost impossible to remember models and questions whilst giving your companion your full attention at the same time. Coaching simply means that you can listen and notice more, getting quickly to the heart of the conversation. Whether you are brand new to coaching, are a trained coach who has lost confidence, or have many yearsâ experience coaching at a senior level, this deeply practical book will teach you how to:â             Do less so that your companion can do moreâ             Understand why saying what you see is more useful than listening to any particular storyâ             Put boundaries around a conversation, making it more efTable of ContentsChapter 1: It’s a journeyChapter 2: Simple listening: Notice don’t diagnoseChapter 3: Simple BeginningsChapter 4: Simple questionsChapter 5: Simple ExploringChapter 6: Simple endingsChapter 7: Presence, Partnership and PowerChapter 8: Simple Conversations in Real LifeChapter 9: The Journey Continues

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Book SynopsisA succinct and easy to read description of bullying behaviour in the workplace, this book provides focused background information about the challenging ''interpersonal'' and intrapersonal'' relationships of the bullying drama. The text is presented in three parts: Part I: The bullying phenomenon, Part II: Narratives of those affected by workplace bullying, and Part III: Bullying and the law. Part I focuses on the complex and multifaceted dynamics of workplace bullying. The environment in which bullying can take place with emphasis on the bully, the target/victim, and the bystander. The different types of bullying, the effects on employees, and the consequences on the organisation are discussed. In Part II, the real narratives of six individuals who have experienced workplace bullying are presented. Their account is followed with a reflection and commentary by each participant. Since the voices of the bullied are seldom heard, it is important to appreciate and understand the impact of bullying behaviour at work through the narratives of the six participants who all give a meticulous account of their own experiences. These full and often painstaking accounts shed light on the impact of seemingly insignificant behaviours and the difficulty therein to raise concerns. The hidden complexities of workplace bullying behaviour are laid bare. As the legal aspect in relation to workplace bullying may not initially enter a therapy session or a discussion by others surrounding a bullying episode, it may at some point arise when an adverse situation is taken further and ends in an industrial tribunal. Therefore, in Part III, employment laws with respect to discrimination and harassment, are discussed across comparable jurisdictions. The book ends with some useful websites and recommended reading. This work is highly recommended for managers, supervisors and leaders, be it in the public sector (e.g. healthcare and education) or the corporate world, and also therapists and management consultants. It is also a must-read for those who have experienced or are experiencing bullying at work to show them they are not alone and give them tools to deal with the repercussions of such behaviour.

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Book SynopsisExamines the contemporary discourse on happiness through the lens of governmentality theory.Recent decades have seen an explosion of interest in the phenomenon of happiness, as evidenced by self-help books, talk shows, spiritual mentoring, business management, and relationship counseling. At the center of this development is the expanding influence of "positive psychology," which places the concern with happiness in a new position of professional respectability, while opening it to institutional applications. In settings as diverse as college education, business, military training, family, and financial planning, happiness has appeared as the object of a new technology of emotional self-optimization. As such, happiness has come to define a new mentality of self-government-or a "governmentality" as the concept is developed in the work of Michel Foucault-one that Sam Binkley demonstrates is aligned closely with economic neoliberalism. Happiness as Enterprise blends theoretical argumentation and empirical description in an engaging and accessible analysis that brings governmentality theory into contact with sociological theories of practice and temporality, particularly in the work of Pierre Bourdieu. This book invites readers not only to consider the new discourse on happiness for its relation to contemporary formations of power, but to rethink many of the assumptions of governmentality theory in a manner sensitive to the mundane practices and everyday agencies of government, and the unique and specific temporalities these practices imply.

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Book Synopsis'Outstanding...This book is superb.' Robert B Cialdini, bestselling author of InfluenceTo be successful at work you also need to be influential at work. And to be influential requires an understanding of how the rules of influence work. Not just those mandated by logic, economics and company policy. But the unspoken rules too. The rules people rarely talk about, but that frequently have an out-sized impact on who and what gets listened to and done, and who and what gets ignored. Recognising and navigating these rules of influence is crucial to your persuasive success.Influence at Work shows you what these rules are and how to effectively deploy them to command attention; connect with others; win over the sceptics; sway the undecided and motivate people to act.The result is a new guide to an age-old subject: what influence is, why it matters, and how to use it wisely and ethically.

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Book SynopsisIn his groundbreaking #1 bestseller Emotional Intelligence, Daniel Goleman revolutionized how we think about intelligence. Now, he reveals practical methods for using these inner resources to more readily enter an optimal state of high performance and satisfaction while avoiding burnout.   There are moments when we achieve peak performance: An athlete plays a perfect game; a business has a quarter with once-in-a-lifetime profits. But these moments are often elusive, and for every amazing day, we may have a hundred ordinary and even unsatisfying days. Fulfillment doesn’t come from isolated peak experiences, but rather from many consistent good days. So how do we sustain performance, while avoiding burnout and maintaining balance? In Optimal, Daniel Goleman and Cary Cherniss reveal how emotional intelligence can help us have a great day, any day. They explain how to set a realistic, attainable goal of feeling satisf

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Book SynopsisRevamp your workplace culture with these 100 accessible strategies for creating a supportive, flexible, productive, and happy work environment, perfect for managers, human resource representatives, and other workplace leaders.It’s time to update your workplace culture! One of the most important reasons people today choose to stay—or leave—a job is the culture of the company. As people become more socially conscious; focus more on wellness, self-care, and work-life balance; and seek jobs where they feel a real connection, it’s more important than ever to think about the elements of a job between the work itself. But how do you create a culture that people enjoy while staying productive and successful? In Happy at Work, you’ll first learn a bit more about why a happy workplace is so important and how it can benefit both the individual employees and the company as a whole. Then, it’s time to take action. Considering new trends in the workplace and the ever-changing workplace, this book provides 100 strategies for improving your work environment. You’ll learn to tackle big topics that are important to people today, such as: -Providing fair compensation and benefits -Giving your employees real recognition and rewards -Respecting diverse needs -Cultivating a healthy work-life balance -And much more! This book not only provides great ideas for changing your workplace for the better, but also provides clear guidance on how to make those changes happen. Whether you’re a new manager, a long-time HR representative, or another leader ready to make a change, Happy at Work gives you everything you need to know to revitalize your workplace and make you (and your employees) happy to come to work every single day.Trade Review“My favorite is Chapter 7, which is all about how to achieve work-life balance. My daily battle! I got great tactical advice, with examples laid out nicely for me. Garrett’s tone made me feel ready and accepted. On the go? Each chapter lays out what to expect, and you won’t be disappointed. She gets right to the point and makes me feel confident about facing my challenges head-on. Don’t walk to get this book—run!” —Elainy Mata, Harvard Business Review“Digestible, actionable, and honest are how I describe this book. Happy at Work is what leaders who want to improve themselves need when they aren’t sure where to start. A wonderful reminder that there’s always something we should be willing to improve upon—because people depend on us.” —Franky “Tank” Rhodes, aPHR, @hrsagentofchaos on TikTok“If you are responsible for managing people in the corporate world, I highly recommend! Garrett brings tangible advice for leaders of an intergenerational workforce and offers sound guidance on how to create a workplace culture that is not only positive but authentic. I was inspired by how she made the concepts so approachable and easy to apply. You’ll want to keep this book in your office for reference—and it won’t get a chance to collect dust.” —Sequoia Owen, leadership coach, workplace culture consultant“Adapting to challenges in the workplace requires understanding leadership’s role in integrating changes into the culture. Happy at Work isn’t just a great read—its strategies are necessary to reach success. Garrett addresses how to maintain collective value in the workplace, describes the three tenets of workplace culture, and provides systematic changes to learn and grow.” —Bella Rushi, author of The Innovative Executive: Leading Intelligently in the Age of Disruption“Creating a thriving workplace culture is crucial in today’s rapidly changing workplace. Robyn L. Garrett’s groundbreaking book, Happy at Work, gives you one hundred strategies to transform your work environment into a supportive, flexible, productive, and happy one. It’s an essential read for leaders who want to cultivate a culture in which employees feel valued and motivated. Happy at Work isn’t just a collection of ideas; it’s a road map to a better workplace, and it deserves to be on the reading list of every leader who wants to create a productive, successful, and welcoming workplace.” —Jha’nee Carter, founder and CEO of The HRQUEEN“Robyn L. Garrett’s book, Happy at Work, is a timely road map to workplace effectiveness. Given the rise of recent and unique employer challenges, Garrett offers a refreshing, holistic, and practical take on organizational trends, while giving tangible tips that leaders can directly apply. Backed by cutting-edge research, this is a must-read for leaders at any and all levels.” —Allison Barr, MBA, MAP, global Leadership Solutions consultant and faculty“What I particularly love about Garrett’s premise is that we are all accountable for our own happiness. As leaders, it’s our job to role-model this accountability and create a culture that allows our team the space to create their own happiness. I love that Garrett is creating this ‘how-to’ book that today’s—and tomorrow’s—leaders can use to reshape the corporate environment.” —Mel Savage, executive coach, host of The Career Reset podcast“Happy at Work is a clarion call for modern executives to stop talking about culture and start building it with passion and intention. Robyn L. Garrett highlights the economic benefits of being happy at work and offers a practical path forward that’s accessible to anyone with the courage to take the first step.” —Gregory Offner Jr., author of Tip Jar Culture“Happy at Work is a modern guide to being a great leader in today’s working world. The work environment is going through a massive paradigm shift, and Garrett’s book is full of reasonable, actionable tips to help leaders navigate this new normal. If you manage a team, this is the guide you’ve been waiting for!” —Colin Rocker, TikTok career influencer“Creating truly human workplaces requires courageous and empathetic leaders. Happy at Work is a practical, approachable playbook that offers a blueprint for leaders at any level to create empowered, effective and, most importantly, happy teams. If you want to be a leader people love to work for, consider this required reading.” —Naveed Siddiqui, executive coach, future of Work Advisor

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Book SynopsisAt this critical junction in the history of humankind, leaders that are proficient in magical thinking aren’t going to solve our problems. Creating alternative realities is not the answer. We need a very different kind of leadership—leaders who can resist the calls of regression and whose outlook is firmly based in reality. We need leaders who analyze and draw conclusions from, or use their own experiences as a development tool, face their strengths and weaknesses, and critique their own experiences in order to build new understandings. In this very personal and entertaining book, Manfred Kets de Vries, one of the “gurus” in the field of leadership studies offers his thoughts on leadership and life, reflections written for executives and the people who deal with them. As a psychoanalyst and leadership professor let loose in the world of renowned global organizations—as a passionate educator and scholar, or just a human being at the receiving end of heart-rending emails—he examines the pitfalls of leadership and the challenges for the professionals who work with senior executives in today’s AI-focused world. He points out why leaders can derail, and what steps they can take to prevent this from happening. Ultimately, this book encourages you to “Know yourself,” but makes no bones about the challenge it represents. Understanding our “inner theatre” will always be an uphill struggle. Kets de Vries points out why deep dives into our inner world are always fraught with many anxieties. Included in the many subjects covered by the author are the loneliness of command, the management of disappointment, the destructive role of greed, the impact of stubbornness, the role of storytelling, the importance of wellness, and the role of corporate culture. In addition, the book addresses the important topic of how to create great teams and best places to work. Furthermore, the book touches on endings– the ending of our career and the growing realization of the inevitable ending of our life. As time grows short, Kets de Vries emphasizes that we have no time to lose in dealing with our anxieties, regrets, and the things we spend much of our life determined not to see. Taking a deep dive into self-knowledge requires courage and support, and he is here to guide you through it. Table of Contents​1 The Rot at the Top2 A Leadership Laboratory3 The Clinical Paradigm4 An Existential Dive5 The Self-Actualizing Equation6 The Power of Storytelling7 “Rewriting” Stories8 Our Inner Theater9 Caveat Emptor10 The “Freudian” Trajectory11 The Rollercoaster Ride of Change12 The Whisperer’s Dance13 Creating “Aha!” Experiences14 Are You a Prisoner of Optical Illusions?15 The Loneliness of Command16 The Icarus Syndrome17 How Greedy Are You?18 Don’t Regret Regrets19 Managing Disappointment20 A-Players or B-Players?21 How Close-Minded Are You?22 Whatever It Is, I’m Against It23 Living in the “I” world24 Are You Attracted to a Cult?25 Do You Have a Corporate Culture—or a Corporate Cult?26 Creating Best Places to Work27 Can Organizations Provide Wellness?28 Old Age Is Not for Sissies

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Book SynopsisFunctioning successfully within different cultures can be a struggle for many professionals and, as the world changes, it's become clear that working within other cultures, both domestic and international, requires competence in both identifying and transcending cultural boundaries. In this highly approachable volume, the authors provide a robust framework for addressing cultural conflicts within organizations not just for practitioners in the field of consulting and organizational psychology, but for a broad spectrum of professionals, executives, and community leaders. Drawing on case studies that illustrate commonly encountered cultural dilemmas in a variety of practice areas, the authors present applications, assessments, and intervention approaches that are prerequisites for gaining transcultural competence, whether as a consultant, organizational leader, or professional in any number of fields dealing with diversity and globalization. Four steps for identifying and manaTable of ContentsSeries Editor's ForewordRodney L. Lowman ForewordFons Trompenaars Preface The Need for Transcultural Competence An Approach to Understanding and Applying Culture Recognizing Cultural Differences Respecting Cultural Differences Reconciling Cultural Differences Realizing Cultural Differences The Cultures of Those Who Study Culture Applications of Transcultural Competence Avoiding Cultural Traps Catch the Pigeon but Look out for the Wave References Index About the Authors

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Book SynopsisIn private life, we try to induce or suppress love, envy, and anger through deep acting or emotion work, just as we manage our outer expressions of feeling through surface acting. This title examines two groups of public-contact workers: flight attendants and bill collectors.Trade Review"'The Managed Heart' is written so accessibly that it appeals to both the academic and the general reader. It is best when it delineates how and why we manage our emotions according to our gender or social class." * New York Times *"[The] book is topically informative, critical of capitalism in a fresh way, and illuminating on the gender issue in emotions." * American Journal of Sociology *"This is a finely crafted study of the work and inner lives of airline flight attendants. . . . strongly recommend[ed] to everyone, not just to specialists on emotions." * Contemporary Sociology *"This is an important work. It is an interesting and provocative introduction to a crucial topi that deserves further research and thought." * Academy of Management Review *"Hochschild's work is significant for its illumination of new, disturbing, and everyday alienations of consciousness and feeling. Among other things, her line of inquiry suggests a new understanding of the social construction of gender and its relation to capitalism and power." * Signs *"On the whole, this is a superb book. Hochschild has tackled a heretofore largely ignored dimension of human social existence." * Social Forces *"The Managed Heart 's impact was—and still is—profound. It has probably done more than any other single publication to ignite and shape the exponential growth of the sociology of emotions—especially emotion is organisations." * Culture and Organization *"Hochschild [has] developed a language to identify how both feeling and time are transformed into commodities to be used in the service of capital." * Theory & Event *Table of ContentsPreface to the 2012 Edition Preface to the First Edition Acknowledgments Part One/Private Life 1. Exploring the Managed Heart 2. Feeling as Clue 3. Managing Feeling 4. Feeling Rules 5. Paying Respects with Feeling: The Gift Exchange Part Two/Public Life 6. Feeling Management: From Private to Commercial Uses 7. Between the Toe and the Heel: Jobs and Emotional Labor 8. Gender, Status, and Feeling 9. The Search for Authenticity Afterword to the Twentieth Anniversary Edition Appendixes A. Models of Emotion: From Darwin to Goffman B. Naming Feeling C. Jobs and Emotional Labor D. Positional and Personal Control Systems Notes Bibliography to the Twentieth Anniversary Edition Bibliography Index

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Book SynopsisWith workplace stress and burnout at record levels, everyone needs to understand the mental health challenges we face at work. But these challenges can be hard to anticipate and manage, whether we're tackling our own sense of overwhelm or trying to help a colleague.That matters, not just for individuals, but for organisational wellbeing too. Poor mental health is miserable for the people affected; it's also bad news for success more widely. That's why we need to work on our Wellbeing Intelligence (WBQ), a first-aid kit of tried and tested tools to help us assess and manage mental wellbeing as individuals, in teams and as part of wider organisational cultures.From self-care and self-assessment to how to help others and the right kinds of policies and support, Wellbeing Intelligence offers a practical guide to better mental wellbeing for everyone.

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Book SynopsisIn Learn or Die, Edward D. Hess combines recent advances in neuroscience, psychology, behavioral economics, and education with key research on high-performance businesses to create an actionable blueprint for becoming a leading-edge learning organization.Trade ReviewAs digital technologies race ahead there is a growing need for creativity and innovation. But how can we build organizations that foster the highest levels of creativity and innovation? Learn or Die is a blueprint for creating such organizations. -- Erik Brynjolffson, Co-author, The Second Machine AgeIn Learn or Die Ed Hess knits an impressive fabric of insights from widely disparate strands of thought, experience, research, and real cases. Hess harnesses new evidence to challenge old nostrums. Practical and provocative, this book ranges across vital issues such as learning, innovation, team-building, and leadership. Read this book and prosper; read it before your competitor gets to it. -- Robert Bruner, Dean, Darden School of BusinessThis book does a beautiful job bringing together the most important ideas in organizational learning, established by academics and practitioners over the past thirty years or more, into one place. -- Amy C. Edmondson, Novartis Professor of Leadership and Management, Harvard Business SchoolAn excellent book. In Learn or Die, Edward D. Hess captures a central element to enhancing and sustaining success as a business organization or as one of its leaders—being a high-performance learning organization. This book is a thought-provoking study of the technological advances making this need ever more relevant and provides a comprehensive roadmap of the culture, leadership, employee learning behaviors, HR policies and other organizational processes necessary to build and lead such an organization. -- Roger Carlile, Executive Vice President and CFO, FTI ConsultingLearn or Die is a thoughtful and easy-to-read synthesis of the leading thinking on organizational and individual learning. Not only does Hess neatly summarizes what a savvy business person needs to know, but he also provides practical suggestions that will allow the reader to take action. This book contains essential lessons on an important topic—I highly recommend it. -- Joe Timko, chief strategy officer, ADPLearn or Die is a tremendous look into the requirements of high performance individual and team learning. Ed Hess does a masterful job of conveying that learning happens best in a humanistic work environment, enabled by leaders who in reality are great coaches striving to serve others. Learn or Die will help anyone who wants to improve themselves—it changes the game. -- Sam Presti, executive vice president and general manager of Oklahoma City ThunderThe smart money is on innovation, which depends on personal and group learning. Ed Hess combines a tour d'horizon of what is known about individual learning and about conducive environments for organizational learning with fascinating case studies of companies who use learning to win. Any leader who needs to encourage innovation will find information and reflections that will be both humbling and inspiring. -- Michael Balay, head of global strategy, Cargill, Inc.Learn or Die in a masterful manner makes it clear that consistent business growth can only be achieved through learning—there is no other way—and that the pace of business change today requires a scientific approach to building a high performance learning organization. For those responsible for leading, Learn or Die should be mandatory reading. -- Terry S. Brown, chairman and chief executive officer, Edens Investment TrustLearn or Die allows the reader to not only to visualize the future, but also, and more importantly, to create the future by unleashing the power and potential of building a learning organization. It has been demonstrated that strategies, systems and processes can be copied by others, yet a company's people, and the way they learn, are true differentiators. Ed Hess captures the essence of a high performing organization and shares his "secret sauce" through an actionable blueprint for becoming a leading-edge learner and creating a high performing organization. -- Jeffrey S. Shuman, senior vice president and chief human resources officer, Quest DiagnosticsEd Hess is doing some of the most interesting and important work in management today and his newest book, Learn or Die, is already my personal favorite. This book is characteristic of all of Ed's work—providing wise but straight-forward and pragmatic advice on finding the right people, creating the right environment and installing the right processes to embed learning. In a globalizing world, where adapting to and learning from difference is likely to be the most critical source of competitive advantage, Learn or Die is a must read for any manager interested in solid, research-based advice on how to survive the increasingly unpredictable, chaotic world we live in. -- Jeanne Liedtka, coauthor of Solving Problems with Design ThinkingTo achieve and sustain real business success in the 21st century—individual and organizational—you need to understand and leverage the new science of learning. Fortunately, there's "Learn or Die" by Ed Hess, who explains the "why" and "how" better than anybody. This deeply informed, yet practical book provides the new road map for a better "you" and a better company. Read or miss out. -- Andy Fleming, CEO, Way to Grow, Inc.Learn or Die makes a compelling case for the need to create high-performance, human-oriented learning organizations—and for the remarkable degree to which we are all capable of succeeding as leaders by following a path of ongoing, integrative learning. Combining fascinating behavioral research, actionable advice, and superb analysis of real-world business examples, Ed Hess has crafted essential reading for those seeking to prepare their organizations—and themselves—to thrive in a global marketplace characterized by rapid change, fierce competition, and a desperate need for leadership based on principles that are smart, sustainable, and, above all, humane. -- Ming-Jer Chen, former president, Academy of ManagementI read Learn or Die and found myself intrigued and frankly, a little uncomfortable. So I read it a second time and found that it made me rethink many aspects of my own management style and the guidance I provide our portfolio companies.What hit me like a ton of bricks from Ed's research was the realization that the current approach based on traditional management techniques and performance metrics was unlikely to be both effective and sustainable in the rapidly changing, Darwinian world of venture capital investing and technology innovation. His vision of the learning systems and cultural commitments that define a truly high performance organization is a must read for any business that wants to prepare itself to meet the challenges and succeed in todays business environment—before its too late. -- Frank H. Foster, managing partner, Draper Fisher Jurvetson Frontier and the Gideon Hixon FundThis is by far the best book I've read on the subject of learning. -- Shane Parrish * Farnam Street Weekly *Learn or Die is a book everyone who is serious about learning and growth - personally or organizationally - should read. If you thought you were serious about it, Learn or Die will take you to a whole new level with tools, case studies, and insights that will challenge your commitment to learning. * Leadership Now *A must-read for learning professionals. * TD: Talent Development Magazine *Hess does the great service of examining the processes of both organizational and individual learning.... [He] conducts a dialogue with readers that is refreshingly unobscured by jargon and cant.... How refreshing it is to have a serious discussion of these important issues. Bravo! * Choice *Table of ContentsAcknowledgmentsPart I: The Science of Learning1. Learn or Die: Building a High-Performance Learning Organization2. Learning: How Our Mind Works3. Emotions: The Myth of Rationality4. Learning: The Right People5. Creating a Learning Environment6. Learning Conversations7. Critical Thinking Tools8. A Conversation with Dr. Gary KleinPart II: Building a Learning Organization9. Bridgewater Associates, LP: Building a Learning "Machine"10. Intuit, Inc.: "It's Time to Bury Caesar"11. United Parcel Services, Inc.: Being "Constructively Dissatisfied"EpilogueNotesBibliographyIndex

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Book SynopsisMost people spend at least 40 hours a week in the office, and constant deadlines, heavy workloads, and daily dilemmas can make working a stressful experience. In his new book, Richard Carlson shows readers how to interact more peaceably and joyfully with colleagues, clients and bosses. He reveals tips such as planning what you''re going to say in a meeting or presentation, taking a deep breath before reacting to a co-worker''s criticism, and asking for a raise in the most effective way possible. Transforming your outlook at the office will not only ease stress in the workplace, it will also lead to a happier life at home. Written in Carlson''s warm, appealing style, Don''t Sweat the Small Stuff at Work is certain to be an inspirational bestseller to the thousands who loved his previous books.

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Book SynopsisTransform the way your business works. Neuro-Linguistic Programming (NLP) techniques can be applied to all business challenges. As a leader or manager in either the public or private sectors, whatever your industry or size of organisation, you can use NLP to improve your business by changing the mindsets of everyone you work with. When tailored for practical business application, NLP can help you to identify and deliver efficiencies, hold onto clients in the midst of increasing competition, improve morale and increase organisational performance and results. Change Your Business With NLP is the first genuinely practical guide for managers, showing how to use NLP techniques to overcome specific business problems. You will learn how to: Improve your results as a leader Build an exceptional team Manage change more effectively Change your organisation’s culture Create more effective client and customer relationships Transform your presentation skills Increase the overall performance of your business Bestselling author Lindsey Agness, an international change management consultant and certified trainer of NLP, uses step-by-step techniques and a broad range of case studies to show you that NLP can deliver measurable results in business.Table of ContentsAbout the author. Acknowledgements. Introduction: Why is NLP important for business? Part I Transforming Leaders with NLP. Chapter 1 Building strategies for success. Chapter 2 Winning state of mind. Chapter 3 Modelling world-class performance. Part II Transforming Teams with NLP. Chapter 4 Constructing high-performing teams. Chapter 5 Encouraging creativity. Chapter 6 Having courageous conversations. Part III Transforming Organisations with NLP. Chapter 7 Managing change effectively. Chapter 8 Changing the rules of the game. Chapter 9 Developing global organizations. Part IV Transforming Customer Service with NLP. Chapter 10 Influencing with integrity. Chapter 11 Powerful presentations. Chapter 12 Exceeding expectations. Are you ready? What next? Appendix 1 NLP Grid. Appendix 2 Language used by different representational systems. Appendix 3 What have you learned about NLP? Bibliography. Index.

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Book SynopsisTraining is both a teaching and a learning experience, and just about everyone has had that experience. Training involves acquiring knowledge and skills. This newly acquired training information is meant to be applicable to specific activities, tasks, and jobs. In modern times, where jobs are increasingly more complex, training workers to perform successfully is of more importance than ever. The range of contexts in which training is required includes industrial, corporate, military, artistic, and sporting, at all levels from assembly line to executive function. The required training can take place in a variety of ways and settings, including the classroom, the laboratory, the studio, the playing field, and the work environment itself.The general goal of this book is to describe the current state of research on training using cognitive psychology to build a complete empirical and theoretical picture of the training process. The book focuses on training cognition, as opposed tTrade Review"The book provides a useful and compelling intersection of theoretical laboratory-based cognitive psychology and real-world education, training, and performance dynamics. It will be of interest to cognitive psychologists, industrial-organizational psychologists, and managers involved in training and performance issues. Summing Up: Highly recommended." - G.C. Gamst, University of La Verne, USA in CHOICE"Training Cognition offers a compelling example of how to apply the science of learning to the design of training for job-related tasks. If you are interested in principles of training that are based on empirical research evidence and grounded in cognitive theory, then this book belongs on your bookshelf." - Richard E. Mayer, Ph.D., University of California, Santa Barbara, USATable of ContentsA.F. Healy, L.E. Bourne, Jr., Introduction: Training and its Cognitive Underpinnings. A.F. Healy, V.I. Schneider, L.E. Bourne, Jr., Empirically Valid Principles of Training. A.F. Healy, L.E. Bourne, Jr., Basic Research on Training Principles. C.D. Wickens, Hutchins, Carolan, Cumming, Attention and Cognitive Resource Load in Training Strategies. R.W. Proctor, M. Yamaguchi, J. Miles, Acquisition and Transfer of Basic Skill Components. E. Heggestad, B. Clegg, Goh, Gutzwiller, How Cognitive Ability and Automation Influence Training Performance and Transfer. S. Goldberg, P. Durlach, Conducting Technology-Based Applied Training Research. W.D. Raymond, A.F. Healy, L.E. Bourne, Jr., A New Taxonomy for Training. C. Gonzalez, Cognitive Models of Training Principles and the Instance-Based Learning Tool. C.J. Buck-Gengler, W.D. Raymond, A.F. Healy, L.E. Bourne, Jr., Modeling Cognitive Tasks in IMPRINT. B. Fornberg, W.D. Raymond, C.J. Buck-Gengler, A.F. Healy, Best, L.E. Bourne, Jr., Evaluation and Comparison of Models of Human Performance During Training. M. Jones, L.E. Bourne, Jr., A.F. Healy, A Compact Mathematical Model for Predicting the Effectiveness of Training. M.A. McDaniel, Put the SPRINT in Knowledge Training: Training with SPacing, Retrieval, and INTerleaving I. Barshi, L. Loukopoulos, Training for Real-World Job Performance. Lohse, L.E. Bourne, Jr., Cognitive Retraining Following Acquired Brain Injury. L.E. Bourne, Jr., A.F. Healy, Conclusions.

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Book SynopsisAny organization's success depends upon the voluntary cooperation of its members. But what motivates people to cooperate? In Why People Cooperate, Tom Tyler challenges the decades-old notion that individuals within groups are primarily motivated by their self-interest. Instead, he demonstrates that human behaviors are influenced by shared attitudesTrade ReviewOne of Choice's Outstanding Academic Titles for 2011: Top 25 Books "I am a fan of Tyler's approach... [H]e supports his theoretical approach by clear and rigorous research rather than the polemic that all too often substitutes for thought in criminology... [H]e demonstrates the paucity of the view that human action is pushed and pulled by the lures of rewards and threats of penalties... [H]e focuses not on the supposed outcomes of policing (such as crime rates), but upon how policing is conducted."--P.A.J. Waddington, Policing "One of the clear strengths of Why People Cooperate is its applicability to a variety of disciplines. Certainly, social psychologists and some political scientists with an empirical bent will want to read this book because it offers new ways to explore interactions and exchanges within groups. Industrial/organizational psychologists and researchers in management science, too, will readily see the applicability of Tyler's persuasive evidence... Researchers interested in social policies... are also likely to find grist for their respective mills in this brief but rich book."--Dana S. Dunn, PsycCRITIQUES: Contemporary Psychology: APA Review Of Books "[T]he book is well written, the ideas are presented clearly and the arguments are empirically grounded. Professor Tyler not only captures the reader's attention, but also manages to change his/her mind about the topic. The book is highly recommended to researchers, academics, professionals and even laypeople interested in the topic."--Francesc S. Beltran, Journal of Artificial Societies Social Simulation "With innovative analyses throughout Why People Cooperate: The Role of Social Motivations, Tom Tyler offers the foundation for participation based in social relationships. Numerous recent studies are cited that build his assertions and provide documented results for motivating cooperation within a variety of group settings."--Paula Tripp, Journal of Family and Consumer Sciences "Summing up, Tom Tyler's book provides a very useful framework for defining and describing various types of cooperation, provides a compelling empirical analysis of instrumental and social motivations that underlie cooperative behavior, and draws out the implications of these findings for organizational design."--Timothy R. Wojan, Journal of Regional ScienceTable of ContentsList of Illustrations vii Acknowledgments ix Overview 1 Section One: Introduction 9 CHAPTER ONE: Why Do People Cooperate? 11 CHAPTER TWO: Motivational Models 27 Section Two: Empirical Findings 49 CHAPTER THREE: Cooperation with Managerial Authorities in Work Settings 51 CHAPTER FOUR: Cooperation with Legal Authorities in Local Communities 66 CHAPTER FIVE: Cooperation with Political Authorities 81 Section Three: Implications 91 CHAPTER SIX: The Psychology of Cooperation 93 CHAPTER SEVEN: Implications 108 CHAPTER EIGHT: Self-regulation as a General Model 146 Conclusion 167 Notes 169 References 187 Index 209

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Book Synopsis This book provides a broad introduction to consulting psychology that reviews assessment and intervention at three levels of competency—individual, group, and organizational—including how these levels interact. Consulting psychology is a burgeoning yet sometimes underappreciated discipline whose goal is to empower clients and improve workplace functioning. In this book, Dr. Lowman describes this fulfilling and important work, translating theory and research into a succinct and accessible overview that will familiarize students, psychologists from multiple disciplines, and others with the field. Lowman reviews how consultation helps clients at three levels—individual, group, and organizational. Using illustrative case examples, he samples issues that can arise at each level and describes appropriate tools for assessment and intervention. The various consulting activities surveyed include: screening potentiaTrade ReviewExceptionally well organized and presented, An Introduction to Consulting Psychology is comprehensively informed and informative. * Midwest Book Review *Table of Contents Series Editor's Foreword Rodney L. Lowman The Work of Consulting Psychologists Consulting at the Individual Level Consulting at the Group and Team Level Consulting at the Organizational Level Integrating Across Domains and Levels: The Case of Leadership Multicultural and International Issues in Consulting Psychology Ethical and Professional Standards in the Practice of Consulting Psychology The Road Ahead References Index About the Author

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Book SynopsisA recent estimate suggests that employees endure a staggering 55 million meetings a day in the United States. This tremendous time investment yields only modest returns. No organization made up of human beings is immune from the all-too-common meeting gripes: those that fail to engage, those that inadvertently encourage participants to tune out, and those that blatantly disregard participants'' time. Most companies and leaders view poor meetings as an inevitable cost of doing business. But managers can take heart: researchers now have a clear understanding of the key drivers that make meetings successful. In The Surprising Science of Meetings, Steven G. Rogelberg, researcher and consultant to some of the world''s most successful companies, draws from extensive research, analytics and data mining, and survey interviews with over 5,000 employees across a range of industries to share the proven practices and techniques that help managers and employees enhance the quality of their meetings. For those who lead and participate in meetings, Rogelberg provides immediate direction, guidance, and relief, offering a how-to guide to change your working life starting today.Trade ReviewSome of the suggestions in the book are easy to implement. Playing music or offering snacks can be a simple fix to lift mood before the meeting begins. Some, on the other hand, require some more effortful reflection, like reviewing attendee feedback on meeting quality. Fortunately, Rogelberg spares readers from the grunt work by providing templates with survey questions and response scales. What the reader needs to do is dedicate time to using those tools... In short, this is a book written for anyone who needs to run a meeting. The benefits you extract from it will depend on the amount of effort you put into applying the recommendations and the amount of buy-in you get from your meeting attendees. Even if you're not surprised by the science presented, it reminds you to re-examine the habitual aspects of meetings that normally go unquestioned. * Vanessa C. T. Nguyen and S. Bartholomew Craig, Department of Psychology, NC State University, Raleigh *You know what might be more useful than sitting through an hourlong department meeting? Taking that hour to read a book about why most workplaces are doing meetings all wrong. * Business Insider *Pointless, exhausting meetings are the bane of most employees' existence. But it does not have to be this way. In The Surprising Science of Meetings, Steven G. Rogelberg, a meetings science researcher with two decades of experience, draws from studies, corporate surveys and success stories to share how you can make meetings actually useful. * The Huffington Post *If one of your New Year's resolutions is to spend less time sitting in or leading useless meetings, this book is for you. * Washington Post *In workplaces around the world, meetings are where productivity and creativity go to die. Steven Rogelberg is the world's leading expert on how to fix them, and here he shares the best evidence on how we can stop wasting time and falling victim to groupthink. * Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg *To achieve bigger impact in your work tomorrow, you can start by making simple changes today. By highlighting the ways that we waste our own and others' time without even thinking about it, and offering solutions for transforming our workdays, Steven Rogelberg shows you how. A game-changer for leaders, this book is unlike any other written about meetings. It is intriguing, highly informative, insightful, and fun to read. * Tasha Eurich, New York Times bestselling author of Insight and Bankable Leadership *Finally! Evidence-based, actionable advice about improving the quality and impact of meetings. Rogelberg has written a tour de force. If you put his sage advice into action, your teams and organizations will accomplish more. * David G. Altman, Chief Operating Officer, Center for Creative Leadership *Steven Rogelberg has done the nearly impossible: translated solid organization science into a well-organized, readable, and often humorous book filled with evidence-based actionable steps that individuals, managers and leaders alike can apply to improve their own lives, their meetings, and ultimately the effectiveness of their organizations. * Alexis Fink, Senior Director of Talent Management, Intel *This book is a must read for anyone who wants to be more effective at work, especially leaders and managers. It offers practical advice on how to harness the power of meetings while avoiding many common pitfalls. I learned some very useful tactics that I will put into practice immediately. * Janine Waclawski, SVP of Human Resources and CHRO, Global Functions and Global Category Groups, PepsiCo *Non-stop meetings can often be the bane of any corporate employee's existence. Steven Rogelberg's evidence-based book offers practical tips for turning these "necessary evils" into efficient and productive interactions that engage the hearts and minds of leaders, teams, and organizations. This book is a great resource. * Robin Cohen, Head of Human Resources, Global Finance, Johnson & Johnson *One of the ten Leadership books to watch in 2019. * The Washington Post *One of the top business books everybody will be reading in 2019. Business InsiderTable of ContentsPrefaceSECTION I: Setting the Meeting StageChapter 01: So Many Meetings and So Much FrustrationChapter 02: Get Rid of Meetings? No, Solve Meetings Through ScienceSECTION II: Evidence-Based Strategies for LeadersChapter 03: The Image in the Mirror is Likely WrongChapter 04: Meet for 48 MinutesChapter 05: Agendas Are a Hollow CrutchChapter 06: The Bigger, The BadderChapter 07: Don't Get Too Comfortable in That ChairChapter 08: Deflate Negative Energy From the StartChapter 09: No More Talking!Chapter 10: The Folly of the Remote Call-in MeetingChapter 11: Putting it All TogetherEpilogue: Trying to Get Ahead of the Science--Using ScienceTool: Meeting Quality Self-AssessmentTool: Sample Engagement Survey and 360 Feedback Questions on MeetingsTool: Good Meeting Facilitation ChecklistTool: Huddle Implementation ChecklistTool: Agenda TemplateTool: Guide to Taking Good Meeting Minutes/NotesTool: Expectations AssessmentAcknowledgmentsReferencesIndex

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Book SynopsisThe #1 mindfulness-based program combining mindfulness and character strengths * Detailed primer on combining mindfulness with character strengths * Step-by-step guidance through the 8-session program * Full of inspiring quotes and storiesTrade ReviewOutstanding...insightful...path breaking.; reviewed by James O. Pawelski, Director of Education and Senior Scholar at the Positive Psychology Center, University of Pennsylvania, Philadelphia, PA,from the Foreword of the first edition;Ryan Niemiec shows how merging the awareness of character strengths with intentional mindfulness can enhance both practices.The book is structured to facilitate a comprehensive understanding of the MBSP (mindfulness-based strengths practice) program. Meticulously outlined, complete with objectives, activities, and discussions, Niemiec explains each concept and how to use it, as well as providing research evidence for why it works. This could have been a dry text, but instead it is both engaging and accessible, with inspiring quotations and real-life stories that can help theoretical aspects of the book resonate.Practitioners will know what to do but also why it works. This balance is crucial for professionals in psychology, education, coaching, and management who seek reliable methods backed by empirical evidence.Reviewed by Sherri Fisher, MEd, MAPP, Washington, DC, in Positive Psychology News (Jan. 2024);Table of ContentsPraise for the First Edition of This Book Dedication Acknowledgments Foreword to Second Edition Preface Section I: Primers Chapter 1: A Primer on Mindfulness Chapter 2: A Primer on Character Strengths Section II: Integration Chapter 3: The Integration of Mindfulness and Character Strengths Chapter 4: Practice I: Strong Mindfulness (Bringing Strengths to Mindfulness) Chapter 5: Practice II: Mindful Strengths Use (Bringing Mindfulness to Strengths) Section III: MBSP Overview Chapter 6: Overview of MBSP: Science and Practice Section IV: MBSP Sessions Session 1: Mindfulness and Autopilot Session 2 : Your Character Strengths and Signature Strengths Session 3 : Obstacles and Struggles Are Opportunities Session 4: Strengthening Mindfulness in Everyday Life Session 5: Your Relationship With Yourself and Others Session 6: Mindfulness of the Golden Mean Session 7: Authenticity and Goodness Session 8: Your Engagement With Life Section V: MBSP Retreat, MBSP Leader Insights, Other Features, and Adaptations Chapter 7: MBSP Retreat Chapter 8: MBSP Leader Insights, Additional Features, and MBSP Adaptations References Section VI: Resources Appendix 1: Notes on Supplementary Material Appendix 2: About the VIA Institute on Character Appendix 3: MBSP Fact Sheet Appendix 4: Character Strengths Q&A Appendix 5: MBSP Certification Appendix 6: Pathways to a Full Life - The VIA Classification of Character Strengths and Virtues, and Valued Outcomes Appendix 7: MBSP Session-By-Session Summary and Centerpiece Activities Appendix 8: MBSP Learning Objectives Appendix 9: What Is New and Improved in MBSP in the 2nd Edition Appendix 10: Reading Activity 1.1: Overview of Mindfulness-Based Strengths Practice Appendix 11: Practice Worksheets for Character Strengths 360 Appendix 12: MBSP Feedback Form

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Book SynopsisLeadership goes well beyond efficient management, and the significance of emotions on the success of organisations is often underestimated. In Leading With Depth: The Impact of Emotions and Relationships, Claudia Nagel guides us through the emotional and relational fallacies of organisational leadership from both the personal and the systemic perspective. Nagel expertly weaves theory, including attachment, neuroscientific, psychodynamic, psychosocial, and psychoanalytic, with practical advice. She looks at the leader as an individual and leadership as a context within systems such as groups, organisations, and societies. The book is divided into two parts and contains thirty-eight figures to illustrate important aspects of leadership. The first chapter in each part is purely theoretical followed by more method-oriented and practical chapters, which are complemented by pertinent case studies from well-known experts in the field (coaches, consultants, or academics). Contributors include Gilles Amado, Birgitte Bonnerup, Phil Boxterk, Halina Brunning, Annemette Hasselager, Manfred F. R. Kets de Vries, Olya Khaleelee, Fiona Martin, Ajit Menon, Rose Mersky, Mal O’Connor, Larissa Philatova, Martin Ringer, Rob Ryan, and Kalina Stamenova. Each chapter concludes with a brief overview of the key learnings for the reader to take away. In this way, Nagel encourages practical learning and application and engagement with the text. Nagel’s clear language spares the reader of academic jargon and is highly readable. The book successfully bridges the gap from theoretical concepts to real-life application and will be of value to incoming and experienced leaders alike, as well as organisational consultants and executive coaches looking to inform their practice.Trade Review‘Claudia Nagel takes you on a vivid journey into the inner world of people, companies, and how organisations really work. By exploring what drives us and examining different leadership traits, she shines a spotlight on what really happens at the heart of companies. An interesting and enlightening read that every leader should have close to hand.’ -- Stefan Behr, CEO of J.P. Morgan SE‘Claudia Nagel’s inspiring book analyses leadership from a psychological perspective: leaders’ emotions, ambivalences, doubt, uncertainty, and the pressure they feel. By introducing handy analogies – such as “the leader as container”, that is, creating a trusted, safe space in which a team can grow – she invites her readers on a journey into the age of hybrid work, Zoom fatigue, love, loneliness, and work friendship. A wise and thought-provoking book.’ -- Prof Gerd Gigerenzer, Max Planck Institute for Human Development, Berlin‘I loved reading this book. It confirms what is, of course, not something new: management and leadership are much more than technical skills. But it is thrilling the way it illustrates how personal and individual behaviour influences leadership. It is striking to learn how these factors contribute to performance. It offers insights into what might trigger patterns and, consequently, allows us to derive solutions from a team and personal perspective. It’s all about people.’ -- Dr Ulrich Hüllmann, CFO, Viessmann Group Holding‘This book presents a unique knowledge collection on leadership and leaders and their emotional set up. It offers theoretical perspectives and practical solutions enriched with varied case studies. Prof Nagel has produced a masterful piece of clear scholarship and practical insights in a very approachable way. I highly appreciate her excellent knowledge of how leaders today must deal with the demands from changing economics and societies.’ -- Issy Drori, Emeritus Professor, VU Amsterdam‘“You believe you’re leading in a purely rational way? No, that’s impossible.” Claudia Nagel had coined this term earlier. And it’s the perfect launchpad for this book. Allow yourself the benefit of doubt behind your firm belief. Start observing your own emotions, get suspicious and curious about yourself. Look deeper, emotions are your constant companion. They affect how you arrive at decisions and how you guide and motivate the humans around you. Leadership is deeply embedded in the human factor, i.e. the subtle, yet immensely powerful, emotional interaction between people. Study and understand what’s going on in you. Reflect on your impact on the people around you and what drives them: hope as much as anxiety, conflict as much as uncertainty and change. Nagel’s book delivers on the provocation. It provides an exhaustive compendium of real-life insights and great food for thought. The set-up combines conceptual and illustrative parts with great added value from case studies. Think “Leadership with Depth”.’ -- Dr. Robert Bente, entrepreneur and multiple supervisory board member‘Prof Nagel provides a crystal-clear overview of what has been learned about leadership and about what is needed to strengthen it. Complementing her framework, the succeeding chapters each explore related issues, experiences, and dilemmas that beautifully illustrate the book’s main focus. While addressing complex issues, the writing is accessible and direct. In one stunning insight after another, this book clearly shows how effective leadership helps us transform experience into meaning, and how it supports our ability to think rather than act impulsively. It is an important advance in our understanding of how emotional life and relationships affect leaders’ success. One that I highly recommend to leaders, consultants, and academics.’ -- James Krantz, Principal, WorkLabTable of ContentsAcknowledgements About the author and contributors Preface Foreword Overview Introduction: Hidden forces Part I: The personal Setting the tone Managing and holding Case study of negative capability – avoiding premature decisions Larissa Philatova Effective and dysfunctional leaders Case study of a narcissistic leader – a star or showman? Manfred F. R. Kets de Vries We are all mammals Case study of affective states – firefighters in protection mode Fiona Martin and Claudia Nagel Repeating experiences Case study of family dynamics – the hidden brother Claudia Nagel Do women lead differently, and do they want to lead? Case study of a woman in leadership – facing up to socialisation and stereotypes Rob Ryan Making leaders Case study of leadership choice – talent is not everything Olya Khaleelee Do you need leadership coaching? Case study of coaching individuals – losing how to lead Halina Brunning Part II: The systemic Not staying on task: how we take care of our fear and avoid working Facing difficult decisions: dealing with defences, moral choices, and paradoxes Case study on decision making – failure is always an option Mal O’Connor Being together in the locker room: creativity, conflict, and divergent thinking Case study on creative thinking – a winning space Gilles Amado Thinking together – and how to get there Case study on shared thinking – a joint venture between failure and hubris Martin Ringer Understanding hidden feelings and culture Case study of social dream drawing – healing generational conflict Rose Mersky Leading networks and ecosystems Case study of living systems – dealing with paradoxes and emotional tensions Claudia Nagel Taking over and then? Case study of a merger – crown jewel or poison chalice Ajit Menon Love and loneliness Case study of a working couple – love, isolation, and survival Annemette Hasselager and Birgitte Bonnerup Digitalisation of our world of work Case study of digitalisation – in pursuit of better connections Phil Boxterk Leading by the screen: how to do online and hybrid right Case study of the effects of hybrid work – leading by the screen Kalina Stamenova And now? Some final reflexions with an outlook Notes References Index

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Book SynopsisThis book aims to enrich the knowledge and toolkit of executive coaches and help them on their development path towards mastery. Edited by three leading practitioners, it brings together the expertise of an international range of Master Coaches, and provides evidence-based practical chapters across a broad range of topics, including contracting, ethical dilemmas, coaching board members and non-executive directors, and the use of psychometrics.Mastering Executive Coaching will be essential reading for executive coaches, consultants and trainers who are looking to develop their practice. It will also be highly relevant for Masters-level students of coaching and coaching psychology.Table of ContentsList of figures; List of tables; List of contributors; Section 1: Mastering themes; 1.Mastering executive coaching Jonathan Passmore, Brian Underhill and Marshall Goldsmith 2. Mastering contracting Eve Turner and Peter Hawkins; 3. Mastering ethics Eve Turner and Jonathan Passmore 4. Mastering evaluation; Rebecca Jones and Brian Underhill; Section 2: Delivering value to clients; 5. Delivering behavioral change; Rebecca Turner, Howard Morgan, and Charles Story; 6: Delivering organizational change Mary Wayne Bush and John L. Bennett; 7: Delivering value through exploring meaning, purpose, values and strengths Ole Michael Spaten and Suzy Green; 8. Delivering value to the organization Doug Riddle; 9: Delivering value through Cross Cultural team coaching Philippe Rosinski; Section 3: Contemporary challenges; 10. Internally resourced coaching; David Clutterbuck and Colm Murphy; 11. Centralizing coaching provision Brain Underhill; 12. Coaching leaders towards improved health and wellbeing Tim Anstiss and Margaret Moore; 13. Challenging Executives Manfred F. R. Kets de Vries & Caroline Rook; 14: Supervision Damian Goldvarg and Jonathan Passmore; Case Studies; 15. Case Study: Walmart Josh Rogers; 16. Case study: IKEA Anja Lindberg; 17. Case Study: Coaching Academy of the University of Birmingham (UK) Christian van Nieuwerburgh, Ryan Sharman and Andrew Ktoris; 18. Genentech Case Study Chris Pollino and Kimcee McAnally; Index

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