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In the fourth book in Miller's High Performance Series, CEO Blake Brown sets out to discover how to create the kind of workplace where everyone feels excited to come to work, passionate about what he or she brings to the company, and energized at the end of the day. It's a journey that takes him literally all over the world—from Italy to Greece to Green Bay and more. What he discovers from the pages of history is as relevant as the evening news.
Engagement unleashes untapped potential buried deep within the hearts of your people. An engaged workforce is more creative, more driven, and more enthusiastic about reaching company goals. If you put the lessons in this book to work, your people will never look at work, or their leaders, the same way again.
According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.
In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.
In the battle for government contracts, seize the competitive advantage with Winning Government Business: Gaining the Competitive Advantage with Effective Proposals, Second Edition.
Includes complimentary access to the Winning Government Business website.
In the battle for government contracts, seize the competitive advantage with Winning Government Business: Gaining the Competitive Advantage with Effective Proposals, Second Edition.
Includes complimentary access to the Winning Government Business website.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
In the next few years the world will be facing a huge talent shortage. Demographic trends in America, Europe, Russia, and Japan are reducing the pool of new workers. As the need for talent grows, China’s and India’s educational systems won’t be able to produce enough qualified graduates for themselves, let alone the rest of the world. But the heart of the problem is that the education-to-employment system worldwide is badly outmoded. We’re not producing graduates with the kinds of technical, communications, and thinking skills needed in the 21st century.
In Winning the Global Talent Showdown, Ed Gordon surveys the sorry state of the world talent pipeline, with separate chapters on the Americas, Asia, and Europe. Each region faces its own challenges, yet the result is the same: a dramatic shortage of workers who can function in what Gordon calls our “cyber-mental” age.
But this is fundamentally a book about solutions. Gordon argues that we need to completely reinvent our talent-creation system—and some pioneering efforts are already underway. He describes dozens of “gateways to the future,” innovative partnerships in which local governments, schools, businesses, labor unions, parents, training organizations, community activists, and others are collaborating to develop completely new approaches to education. Based on personal experience, Gordon outlines how concerned citizens can establish these partnerships in their own communities. And he looks down the road to 2020, explaining how we can build on the best of these new ideas so that the jobs pipeline flows freely again.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
In the next few years the world will be facing a huge talent shortage. Demographic trends in America, Europe, Russia, and Japan are reducing the pool of new workers. As the need for talent grows, China’s and India’s educational systems won’t be able to produce enough qualified graduates for themselves, let alone the rest of the world. But the heart of the problem is that the education-to-employment system worldwide is badly outmoded. We’re not producing graduates with the kinds of technical, communications, and thinking skills needed in the 21st century.
In Winning the Global Talent Showdown, Ed Gordon surveys the sorry state of the world talent pipeline, with separate chapters on the Americas, Asia, and Europe. Each region faces its own challenges, yet the result is the same: a dramatic shortage of workers who can function in what Gordon calls our “cyber-mental” age.
But this is fundamentally a book about solutions. Gordon argues that we need to completely reinvent our talent-creation system—and some pioneering efforts are already underway. He describes dozens of “gateways to the future,” innovative partnerships in which local governments, schools, businesses, labor unions, parents, training organizations, community activists, and others are collaborating to develop completely new approaches to education. Based on personal experience, Gordon outlines how concerned citizens can establish these partnerships in their own communities. And he looks down the road to 2020, explaining how we can build on the best of these new ideas so that the jobs pipeline flows freely again.
The federal government has focused on past performance to rank bidders for almost two decades, yet both the collection and use of past performance information remain disjointed, siloed, and not fully understood in government or industry. Nonetheless, contractors' livelihoods depend on how the government collects and uses their past performance information.
Winning with Past Performance: Strategies for Industry and Government aims to enhance awareness and understanding of past performance processes as well as to promote smart business practices on both the buyer and seller sides of the equation. The authors examine all aspects of past performance, including using feedback to improve performance, the government's evolving use of past performance, and the future of past performance as an evaluation tool.
Winning with Past Performance brings it all together on the subject of past performance and is a ready reference for buyers, sellers, policymakers, contracting professionals, and service providers.
The federal government has focused on past performance to rank bidders for almost two decades, yet both the collection and use of past performance information remain disjointed, siloed, and not fully understood in government or industry. Nonetheless, contractors' livelihoods depend on how the government collects and uses their past performance information.
Winning with Past Performance: Strategies for Industry and Government aims to enhance awareness and understanding of past performance processes as well as to promote smart business practices on both the buyer and seller sides of the equation. The authors examine all aspects of past performance, including using feedback to improve performance, the government's evolving use of past performance, and the future of past performance as an evaluation tool.
Winning with Past Performance brings it all together on the subject of past performance and is a ready reference for buyers, sellers, policymakers, contracting professionals, and service providers.
To meet this need, Barnes proposes to give every American a share of the wealth we own together— starting with our air and financial infrastructure. These shares would pay dividends of several thousand dollars per year—money that wouldn't be welfare or wealth redistribution but legitimate property income.
