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Award-winning entrepreneur and crowdfunding expert Jamey Stegmaier shares his inspiring lessons and practical guidance for building the business of your dreams by engaging with customers and investors online.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.
John Perkins' controversial and bestselling exposé, Confessions of an Economic Hit Man, revealed for the first time the secret world of economic hit men (EHMs). But Perkins' Confessions contained only a small piece of this sinister puzzle. The full story is far bigger, deeper, and darker than Perkins' personal account revealed. Here other EHMs, journalists, and investigators join Perkins to tell their own stories, providing the first probing and expansive look into this pervasive web of systematic corruption.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana's education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world's first truly global empire.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana's education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world's first truly global empire.
Builds on the shocking picture of worldwide economic corruption first presented in John Perkins' Confessions of an Economic Hit Man
• Features a dozen chapters detailing contemporary examples of how the economic hit man game is played around the globe
John Perkins’ controversial and bestselling exposé, Confessions of an Economic Hit Man, revealed for the first time the secret world of economic hit men (EHMs). But Perkins’ Confessions contained only a small piece of this sinister puzzle. The full story is far bigger, deeper, and darker than Perkins’ personal account revealed. Here other EHMs, journalists, and investigators join Perkins to tell their own stories, providing the first probing and expansive look into this pervasive web of systematic corruption.
With chapters spotlighting how specific countries around the globe have been subverted, A Game As Old As Empire uncovers the inner workings of the institutions behind these economic manipulations. The contributors detail concrete examples of how the “economic hit man game” is still being played: an officer of an offshore bank hiding hundreds of millions of dollars in stolen money, IMF advisers slashing Ghana’s education and health programs, a mercenary defending a European oil company in Nigeria, a consultant rewriting Iraqi oil law, and executives financing warlords to secure supplies of coltan ore in Congo. Together they show how this system of corruption and plunder operates in real life, and reveal the price that the rest of the world must pay as a result.
Most important, A Game As Old As Empire connects the dots, showing how the various pieces of this system come together to create the world’s first truly global empire.
John Perkins's sensational New York Times bestseller Confessions of an Economic Hit Man (more than 300,000 sold) revealed just the tip of the iceberg of the secret world of economic hit men and the web of global corruption. Now more economic hit men and investigators tell the whole shocking story.
Greatness Redefined for the 21st Century
Today's business climate is defined by speed, social technologies, and people's expectations of “values” besides value. As a result, leaders have to create an outstanding culture for all, no matter who they are or what they do for the organization. This groundbreaking book, from the creators of the gold-standard Fortune 100 Best Companies to Work For list, shows how it's done. Through inspiring stories and compelling research, the authors demonstrate that great places to work for all benefit the individuals working there and contribute to a better global society—even as they outperform in the stock market and grow revenue three times faster than less-inclusive rivals. This is a call to lead so that organizations develop every ounce of human potential.
Today's business climate is defined by speed, social technologies, and people's expectations of “values” besides value. As a result, leaders have to create an outstanding culture for all, no matter who they are or what they do for the organization. This groundbreaking book, from the creators of the gold-standard Fortune 100 Best Companies to Work For list, shows how it's done. Through inspiring stories and compelling research, the authors demonstrate that great places to work for all benefit the individuals working there and contribute to a better global society—even as they outperform in the stock market and grow revenue three times faster than less-inclusive rivals. This is a call to lead so that organizations develop every ounce of human potential.
Greatness Redefined for the 21st Century
Today's business climate is defined by speed, social technologies, and people's expectations of “values” besides value. As a result, leaders have to create an outstanding culture for all, no matter who they are or what they do for the organization. This groundbreaking book, from the creators of the gold-standard Fortune 100 Best Companies to Work For list, shows how it's done. Through inspiring stories and compelling research, the authors demonstrate that great places to work for all benefit the individuals working there and contribute to a better global society—even as they outperform in the stock market and grow revenue three times faster than less-inclusive rivals. This is a call to lead so that organizations develop every ounce of human potential.
Today's business climate is defined by speed, social technologies, and people's expectations of “values” besides value. As a result, leaders have to create an outstanding culture for all, no matter who they are or what they do for the organization. This groundbreaking book, from the creators of the gold-standard Fortune 100 Best Companies to Work For list, shows how it's done. Through inspiring stories and compelling research, the authors demonstrate that great places to work for all benefit the individuals working there and contribute to a better global society—even as they outperform in the stock market and grow revenue three times faster than less-inclusive rivals. This is a call to lead so that organizations develop every ounce of human potential.
From Great Place to Work, which produces the popular FORTUNE 100 Best Companies to Work For ranking, comes a new definition of what it takes to make an organization great FOR ALL--for the business, for people and for the world.
For 20 years Great Place to Work has published their gold-standard list of the 100 Best Companies to Work For. But their latest research shows that what was good enough to be a "great" workplace 10 or 20 years ago is not good enough now. Even at the best workplaces, leaders can--and must--do better. CEO Michael C. Bush and his team connect the dots to show how the emerging economy is about developing every ounce of human potential. Today's business climate is defined by speed, social technologies and people expecting "values" besides value. As a result, leaders have to create an outstanding culture for everyone, no matter who they are or what they do for the organization. They have to build a Great Place to Work For All.
The authors share new research on how Great Places to Work For All outperform in the stock market and grow revenue 3x faster than less-inclusive rivals. Bush and his team tell surprising, inspiring stories about how closing gaps in the work experience between groups of employees pays off for everyone. They document the ways Great Places to Work For All benefit the individuals working there and contribute to a better global society. And they introduce a new leadership framework, showing the advantages of what the authors define as Level 5 "For All" leaders. In effect, the times demand executives who not only are business-savvy but also are devoted to fairness, have deep faith in people, and empower all individuals to reach their full human potential. This is a call to lead so that organizations bring out the best in everyone.
For 20 years Great Place to Work has published their gold-standard list of the 100 Best Companies to Work For. But their latest research shows that what was good enough to be a "great" workplace 10 or 20 years ago is not good enough now. Even at the best workplaces, leaders can--and must--do better. CEO Michael C. Bush and his team connect the dots to show how the emerging economy is about developing every ounce of human potential. Today's business climate is defined by speed, social technologies and people expecting "values" besides value. As a result, leaders have to create an outstanding culture for everyone, no matter who they are or what they do for the organization. They have to build a Great Place to Work For All.
The authors share new research on how Great Places to Work For All outperform in the stock market and grow revenue 3x faster than less-inclusive rivals. Bush and his team tell surprising, inspiring stories about how closing gaps in the work experience between groups of employees pays off for everyone. They document the ways Great Places to Work For All benefit the individuals working there and contribute to a better global society. And they introduce a new leadership framework, showing the advantages of what the authors define as Level 5 "For All" leaders. In effect, the times demand executives who not only are business-savvy but also are devoted to fairness, have deep faith in people, and empower all individuals to reach their full human potential. This is a call to lead so that organizations bring out the best in everyone.
An Entirely New Way to Look at Human Resources in the Public Sector
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
An Entirely New Way to Look at Human Resources in the Public Sector
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
What makes a good worker? Why do some people naturally do well at their jobs while others struggle? These questions are at the heart of the human resource (HR) profession. And while there is no shortage of theories about how people achieve success, no one has explained the entire body of HR theories. Until now.
In A Human Resources Framework for the Public Sector, Dixon Southworth offers a fresh, new perspective on HR management with the first comprehensive theoretical framework for work performance, tying human resource theories, concepts, and concerns to public administration. With the introduction of the Work Performance Framework (WPF), Southworth offers a roadmap for work performance in the nonprofit and public sectors that focuses on three fundamental objectives of HR programs and services: build human resource capacity, build performance, and build community.
“This is one of the most unique and valuable books you will read all year, and I highly recommend it.”
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
“This is one of the most unique and valuable books you will read all year, and I highly recommend it.”
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
Bill Treasurer's book starts with an immovable truth: sooner or later, everyone fails at leading, especially when new at it. When it happens, Treasurer calls it “a leadership kick in the ass.” But fear not, by mastering the skill of “confident humility” you can move from rejected to respected.
It's a sad fact. You have to be bad at leading others before you can learn to be good at it. Sooner or later, every leader runs into a wall of incompetence, weakness, or hubris that Treasurer calls “the leadership kick in the ass.” Do you derail from being a leader or learn from scraping your knees?
Treasurer finds that the most difficult problem leaders face is finding the right midpoint between overconfidence and indecisiveness or weakness. Just about all leaders land on the wrong side of this tough balance at some point-and that's when they get their asses kicked. Although most leaders say it can be a very valuable experience, Steve Jobs, who definitely favored one side, famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help the reader master the art of “confident humility.” If you succeed, the next place you get kicked might be upstairs.
It's a sad fact. You have to be bad at leading others before you can learn to be good at it. Sooner or later, every leader runs into a wall of incompetence, weakness, or hubris that Treasurer calls “the leadership kick in the ass.” Do you derail from being a leader or learn from scraping your knees?
Treasurer finds that the most difficult problem leaders face is finding the right midpoint between overconfidence and indecisiveness or weakness. Just about all leaders land on the wrong side of this tough balance at some point-and that's when they get their asses kicked. Although most leaders say it can be a very valuable experience, Steve Jobs, who definitely favored one side, famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help the reader master the art of “confident humility.” If you succeed, the next place you get kicked might be upstairs.
This classic pioneering book provides keen insight into workplace diversity. With new tips, tools, and strategies for peacocks and penguins alike, your organization will flourish and take flight!
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.
This classic pioneering book provides keen insight into workplace diversity. With new tips, tools, and strategies for peacocks and penguins alike, your organization will flourish and take flight!
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.
This classic pioneering book provides keen insight into workplace diversity. With new tips, tools, and strategies for peacocks and penguins alike, your organization will flourish and take flight!
The Best Resource on Earned Value Management Just Got Better!
This completely revised and updated guide to earned value (EV) project management is the go-to choice for both corporate and government professionals. A Practical Guide to Earned Value Project Management, Second Edition, first offers a general overview of basic project management best practices and then delves into detailed information on EV metrics and criteria, EV reporting mechanisms, and the 32 criteria of earned value management systems (EVMS) promulgated by the American National Standards Institute and the Electronic Industries Alliance and adopted by the Department of Defense.
This second edition includes new material on:
• EV metrics
• Implementing EVMS
• Government contracts
• Time-based earned schedule metrics
• Critical chain methodologies
This completely revised and updated guide to earned value (EV) project management is the go-to choice for both corporate and government professionals. A Practical Guide to Earned Value Project Management, Second Edition, first offers a general overview of basic project management best practices and then delves into detailed information on EV metrics and criteria, EV reporting mechanisms, and the 32 criteria of earned value management systems (EVMS) promulgated by the American National Standards Institute and the Electronic Industries Alliance and adopted by the Department of Defense.
This second edition includes new material on:
• EV metrics
• Implementing EVMS
• Government contracts
• Time-based earned schedule metrics
• Critical chain methodologies