Sort by:
Traditional business analysis jobs are going away and are not coming back. BA tools are growing up, and typical BA tasks are being automated and commoditized. Instead of being regarded as documenters, BAs are being sought out to focus on strategy, innovation, and leadership.
Breakthrough Business Analysis: Implementing and Sustaining a Value-Based Practice provides a framework for implementing a BA practice that is strategically positioned and value-based. Realizing the positive impacts of a value-based BA practice could very well mean the difference between success and failure for businesses negotiating 21st century challenges.
Value-based business analysis centers on strategy execution, world-class enterprise capabilities, and delivery of innovative products and services. The framework for implementing and sustaining a value-based BA practice involves three phases:
1. Readiness: “Is our organization ready?”
2. Implementation: “How do we build the BA practice?”
3. Sustainability: “How do we institutionalize and continue to improve BA practices?”
Take the lead and be your organization's champion of a value-based, breakthrough BA practice that is focused on value to the customer and wealth to the bottom line.
Breakthrough Business Analysis: Implementing and Sustaining a Value-Based Practice provides a framework for implementing a BA practice that is strategically positioned and value-based. Realizing the positive impacts of a value-based BA practice could very well mean the difference between success and failure for businesses negotiating 21st century challenges.
Value-based business analysis centers on strategy execution, world-class enterprise capabilities, and delivery of innovative products and services. The framework for implementing and sustaining a value-based BA practice involves three phases:
1. Readiness: “Is our organization ready?”
2. Implementation: “How do we build the BA practice?”
3. Sustainability: “How do we institutionalize and continue to improve BA practices?”
Take the lead and be your organization's champion of a value-based, breakthrough BA practice that is focused on value to the customer and wealth to the bottom line.
Traditional business analysis jobs are going away and are not coming back. BA tools are growing up, and typical BA tasks are being automated and commoditized. Instead of being regarded as documenters, BAs are being sought out to focus on strategy, innovation, and leadership.
Breakthrough Business Analysis: Implementing and Sustaining a Value-Based Practice provides a framework for implementing a BA practice that is strategically positioned and value-based. Realizing the positive impacts of a value-based BA practice could very well mean the difference between success and failure for businesses negotiating 21st century challenges.
Value-based business analysis centers on strategy execution, world-class enterprise capabilities, and delivery of innovative products and services. The framework for implementing and sustaining a value-based BA practice involves three phases:
1. Readiness: “Is our organization ready?”
2. Implementation: “How do we build the BA practice?”
3. Sustainability: “How do we institutionalize and continue to improve BA practices?”
Take the lead and be your organization's champion of a value-based, breakthrough BA practice that is focused on value to the customer and wealth to the bottom line.
Breakthrough Business Analysis: Implementing and Sustaining a Value-Based Practice provides a framework for implementing a BA practice that is strategically positioned and value-based. Realizing the positive impacts of a value-based BA practice could very well mean the difference between success and failure for businesses negotiating 21st century challenges.
Value-based business analysis centers on strategy execution, world-class enterprise capabilities, and delivery of innovative products and services. The framework for implementing and sustaining a value-based BA practice involves three phases:
1. Readiness: “Is our organization ready?”
2. Implementation: “How do we build the BA practice?”
3. Sustainability: “How do we institutionalize and continue to improve BA practices?”
Take the lead and be your organization's champion of a value-based, breakthrough BA practice that is focused on value to the customer and wealth to the bottom line.
Light bulb moments in coaching are the creative insights that change minds and lives.
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
- 5 Modules of learning and discovery
- 19 Resource Tools and 5 Practice Exercises
- Coaching case studies and examples
- And so much more
Light bulb moments in coaching are the creative insights that change minds and lives.
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
- 5 Modules of learning and discovery
- 19 Resource Tools and 5 Practice Exercises
- Coaching case studies and examples
- And so much more
Light bulb moments in coaching are the creative insights that change minds and lives.
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
•5 Modules of learning and discovery
•19 Resource Tools and 5 Practice Exercises
•Coaching case studies and examples
•And so much more
No longer will you worry “can I really say that?” or “should I have said more?” Instead, you'll be able to reveal deep desires and dreams, shine a light on blind spots and mental blocks, and open your client's minds to new perspectives that change their stories ripe with new possibilities-in less than an hour of your time together.
A new, highly actionable guide for disrupting the narratives holding clients back from resolving problems and making the changes they want in themselves, Breakthrough Coaching provides methods, resources, and exercises to help you activate immediate and sustainable shifts in perspective and behavior, moving you forward on your path of coaching mastery.
Stop being haunted by doubt and discomfort. Discover how to quickly create safety and connection so your clients accept when you challenge their thinking. Then know what to say that evokes the creative flashes of insight that change their minds and lives forever.
Read Breakthrough Coaching to unlock access to:
•5 Modules of learning and discovery
•19 Resource Tools and 5 Practice Exercises
•Coaching case studies and examples
•And so much more
No longer will you worry “can I really say that?” or “should I have said more?” Instead, you'll be able to reveal deep desires and dreams, shine a light on blind spots and mental blocks, and open your client's minds to new perspectives that change their stories ripe with new possibilities-in less than an hour of your time together.
Discover a powerful methodology for bringing communities together to uncover hidden assets and transform deep-rooted challenges.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
Discover a powerful methodology for bringing communities together to uncover hidden assets and transform deep-rooted challenges.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
Discover a powerful methodology for bringing communities together to uncover hidden assets and transform deep-rooted challenges.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
Veteran community organizer Paul Born's work has contributed to lowering cancer rates in Maine, improving mental health for young people in Florida, and reducing poverty rates in Canada by 20 percent. In this much-needed new book, he shares stories of how he was able to catalyze local communities and guide them to make significant progress on seemingly intractable community problems.
Born has found that the secret to success is to organize and unite around a common agenda. This is not a list of topics, like a meeting agenda, nor a strategic plan. He offers a process for bringing leaders from businesses, human service organizations, and governments together with people who have a lived experience of a specific community problem. A common agenda is a statement of shared aspirations, a map of the assets in the community, and a road map for how to work together to make those aspirations a reality.
Part I of this book describes how to identify your community's readiness for change; form leadership, action, and strategy teams; create a common agenda; and establish plans for community engagement. Part II presents the approaches and skill sets needed to do the work described in part I.
Remarkably, enormous systemic problems such as climate change, poverty, disease, racism, housing, and many more issues can be best addressed at the local level. Communities can develop solutions tailored to their unique circumstances and can collaborate at a magnitude that can result in a truly transformative impact. This book shows how to make change happen.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures—a growing issue in today's diverse workplace—is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures—a growing issue in today's diverse workplace—is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures-a growing issue in today's diverse workplace-is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key-the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key-the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
Bridging the Values Gap
Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged—resulting in lower productivity, less innovation, and sometimes outright corruption.
The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that all too often values are handed down from on high, with little employee input, discussion, or connection to the challenges and opportunities facing the organization. Although the words may be well-intentioned, they aren't reflected in the everyday practices, policies, and processes of the organization. This practically invites disconnects between intention and reality.
To bridge this gap between the “talk” and the “walk”, Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective (reflecting on ourselves and how we do things in the organization), historical (exploring our understanding of our past and how it impacts us), connectedness (creating a strong community where we work well together), and aspirational (sharing our hopes and dreams).
By developing values through discussions—casual or formal, one-on-one or in groups—VTC ensures that values are dynamic and evolving, not static words on a wall or a website. Freeman and Auster offer advice, real-world examples, and sample questions to help you create values that are authentic and embraced because they are rooted in the lived experience of the organization.
Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged—resulting in lower productivity, less innovation, and sometimes outright corruption.
The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that all too often values are handed down from on high, with little employee input, discussion, or connection to the challenges and opportunities facing the organization. Although the words may be well-intentioned, they aren't reflected in the everyday practices, policies, and processes of the organization. This practically invites disconnects between intention and reality.
To bridge this gap between the “talk” and the “walk”, Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective (reflecting on ourselves and how we do things in the organization), historical (exploring our understanding of our past and how it impacts us), connectedness (creating a strong community where we work well together), and aspirational (sharing our hopes and dreams).
By developing values through discussions—casual or formal, one-on-one or in groups—VTC ensures that values are dynamic and evolving, not static words on a wall or a website. Freeman and Auster offer advice, real-world examples, and sample questions to help you create values that are authentic and embraced because they are rooted in the lived experience of the organization.
Bridging the Values Gap
Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged—resulting in lower productivity, less innovation, and sometimes outright corruption.
The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that all too often values are handed down from on high, with little employee input, discussion, or connection to the challenges and opportunities facing the organization. Although the words may be well-intentioned, they aren't reflected in the everyday practices, policies, and processes of the organization. This practically invites disconnects between intention and reality.
To bridge this gap between the “talk” and the “walk”, Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective (reflecting on ourselves and how we do things in the organization), historical (exploring our understanding of our past and how it impacts us), connectedness (creating a strong community where we work well together), and aspirational (sharing our hopes and dreams).
By developing values through discussions—casual or formal, one-on-one or in groups—VTC ensures that values are dynamic and evolving, not static words on a wall or a website. Freeman and Auster offer advice, real-world examples, and sample questions to help you create values that are authentic and embraced because they are rooted in the lived experience of the organization.
Business has a values problem. It's not just spectacular public scandals like Enron (which, incidentally, had a great corporate values statement). Many companies fail to live up to the standards they set for themselves, alienating the public and leaving employees cynical and disengaged—resulting in lower productivity, less innovation, and sometimes outright corruption.
The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that all too often values are handed down from on high, with little employee input, discussion, or connection to the challenges and opportunities facing the organization. Although the words may be well-intentioned, they aren't reflected in the everyday practices, policies, and processes of the organization. This practically invites disconnects between intention and reality.
To bridge this gap between the “talk” and the “walk”, Freeman and Auster provide a process through which organizations can collectively surface deeply held values that truly resonate with everyone, from top to bottom. Their Values Through Conversation (VTC) process focuses on four key types of values conversations: introspective (reflecting on ourselves and how we do things in the organization), historical (exploring our understanding of our past and how it impacts us), connectedness (creating a strong community where we work well together), and aspirational (sharing our hopes and dreams).
By developing values through discussions—casual or formal, one-on-one or in groups—VTC ensures that values are dynamic and evolving, not static words on a wall or a website. Freeman and Auster offer advice, real-world examples, and sample questions to help you create values that are authentic and embraced because they are rooted in the lived experience of the organization.
Most companies put values statements on their websites and in their annual reports, but as recent scandals and financial crises have shown, the practice of values is dying in organizations. Edward Freeman and Ellen Auster argue that the problem is values are imposed from the top down and offer a process for involving employees in values creation through ruthlessly honest organization-wide conversations.
Studies have consistently shown that employees are deeply cynical about corporate values statements. (Enron had a great one.) The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that most companies' values are handed down from on high with no employee input. This practically invites disconnects between intention and reality-and the results are disengagement, lower productivity, less innovation, and even outright corruption.
Freeman and Auster here offer a process, Values through Conversation, that makes values living, dynamic, and evolving, not just static words nobody really believes in. Based on scrupulous research and experience, VTC gives employees a safe space to speak honestly and freely about what's happening in the organization, what is important to them, and what values would have real meaning and impact. The book focuses on four core values areas: introspective (who we are), historical (what we've stood for), connectedness (how we lead and work together), and aspirational (why we do what we do), offering questions, exercises, and examples for developing values in each area. VTC allows companies to explore and create values authentically, not impose them from without.
Studies have consistently shown that employees are deeply cynical about corporate values statements. (Enron had a great one.) The reason, argue top scholars and consultants Edward Freeman and Ellen Auster, is that most companies' values are handed down from on high with no employee input. This practically invites disconnects between intention and reality-and the results are disengagement, lower productivity, less innovation, and even outright corruption.
Freeman and Auster here offer a process, Values through Conversation, that makes values living, dynamic, and evolving, not just static words nobody really believes in. Based on scrupulous research and experience, VTC gives employees a safe space to speak honestly and freely about what's happening in the organization, what is important to them, and what values would have real meaning and impact. The book focuses on four core values areas: introspective (who we are), historical (what we've stood for), connectedness (how we lead and work together), and aspirational (why we do what we do), offering questions, exercises, and examples for developing values in each area. VTC allows companies to explore and create values authentically, not impose them from without.
“Learning,” Vicki Halsey writes, “is the gateway to optimal life experiences. Learning transforms people's lives, and teaching, in any forum, is the art and science of bringing out the brilliance that drives those transformations.”
Or it should be. But what often happens is that people who teach—in classrooms, meetings, workshops, coaching sessions, or any other setting where learning happens—don't know how to transfer their great content to others effectively. They spend 70 percent of their time on what they are teaching and only 30 percent on how to teach it, when it should be the other way around.
Halsey is here to reverse that equation, laying out a comprehensive instructional design model that deeply engages and energizes learners because it focuses not on how smart they are but on how they are smart. She shows how to create content that is clear, relevant, easily absorbed, and readily retained because it is tailored to each participant's specific needs, abilities, and inclinations.
Halsey's six-step ENGAGE Model replaces the old “sit 'n' get” model with “woo 'n' do”—learners are actively drawn in and perform activities that reinforce the learning. She presents hundreds of proven ideas, strategies, and practices that will enable you to Energize learners at the beginning of any learning session; help them Navigate the new content and Generate personal meaning and relevance from it; Apply their learning to the real world; Gauge and celebrate their progress; and Extend their learning to action.
Brilliance by Design offers a systematic way to reach joyfully into the soul of learners and facilitate their brilliance so they can make a positive difference in the world.
Or it should be. But what often happens is that people who teach—in classrooms, meetings, workshops, coaching sessions, or any other setting where learning happens—don't know how to transfer their great content to others effectively. They spend 70 percent of their time on what they are teaching and only 30 percent on how to teach it, when it should be the other way around.
Halsey is here to reverse that equation, laying out a comprehensive instructional design model that deeply engages and energizes learners because it focuses not on how smart they are but on how they are smart. She shows how to create content that is clear, relevant, easily absorbed, and readily retained because it is tailored to each participant's specific needs, abilities, and inclinations.
Halsey's six-step ENGAGE Model replaces the old “sit 'n' get” model with “woo 'n' do”—learners are actively drawn in and perform activities that reinforce the learning. She presents hundreds of proven ideas, strategies, and practices that will enable you to Energize learners at the beginning of any learning session; help them Navigate the new content and Generate personal meaning and relevance from it; Apply their learning to the real world; Gauge and celebrate their progress; and Extend their learning to action.
Brilliance by Design offers a systematic way to reach joyfully into the soul of learners and facilitate their brilliance so they can make a positive difference in the world.
Many subject matter experts are just that, subject matter experts--not experts in the art of teaching, facilitating, or designing. Thousands of authors, trainers, and speakers have great content, but they lack the skills required to convey their content in a way that inspires learners to unleash their brilliance and move the learning to practice.. They often spend 70% of their time on WHAT they are going to teach, and 30% of their time on HOW, when they should be spending 30% on WHAT, and 70% on HOW. Their instructional techniques often are at odds with their message of inclusivity, eagerness for people to learn, and hopes that their content will change lives and organizations.
“Brilliance by Design” outlines how to design learning interactions (such as meetings and workshops) that enable people to do their best thinking. Using the tested, signature ENGAGE model, it helps anyone who brings people together for the purpose of learning, problem-solving, or innovating to develop a clear, high-impact training design that unleashes brilliance. It presents a model that enables teachers to analyze learner and teacher needs, create objectives that meet those needs, and incorporate interactive tools that “fire ‘em up,” ensuring all key outcomes are met.
To help readers unleash the brilliance in others, this book provides the structure, tools, language, and models needed to create optimal learning experiences from their ideas, practices, models and books. In learning these techniques, readers will achieve powerful outcomes, building communities of learners who share best practices and communicate at a deep and profound level while doing real work.
Bestselling author, trainer, and prolific Blanchard keynote speaker Vicki Halsey offers readers a tried and tested model for designing teaching experiences that bring out learners' natural brilliance and make learning stick.