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Laura Stack, aka The Productivity Pro®, offers an up-to-date guide packed with advice to help busy executives make sure they are both efficient and effective

Inspired by Peter Drucker's classic The Effective Executive, Laura Stack offers a productivity bible for the 21st century. She focuses on time management strategies today's executives can use to quickly obtain profitable, productive results by managing the intersection between two critical values: effectiveness and efficiency.

Effectiveness, Stack says, is identifying and achieving the best objectives for your organization-doing the right things. Efficiency is accomplishing them with the least time, effort, and cost possible-doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.”

Stack identifies twelve practices that will enable executives to be effective and efficient, grouped in three broad areas: strategy, teamwork, and tactics. For each practice she offers tips, techniques, and advice based on her work with individuals and organizations all over the world. There are dozens and dozens of great ideas here for making your organization, your team, and yourself vastly more productive.

This practical guide details ten key principles that will profoundly change the way you think about, organize, and lead the meetings that matter most. Rather than trying to change anyone's behavior, Weisbord and Janoff show you how to change the conditions under which people interact. By doing less, you help others do more. With examples from around the world, and practical tips and exercises in every chapter, Don't Just Do Something, Stand There! gives you many new techniques for helping people discover common ground, make productive use of dissension, and take responsibility for action.

Presents often contrarian insights into how to design meetings that actually accomplish something Filled with case examples and exercises Draws on the authors' decades of experience working with businesses, nonprofits, and government agencies worldwide This practical guide details ten key principles that will profoundly change the way you think about, organize, and lead the meetings that matter most. Rather than trying to change anyone's behavior, Weisbord and Janoff show you how to change the conditions under which people interact. By doing less, you help others do more. With examples from around the world, and practical tips and exercises in every chapter, Don't Just Do Something, Stand There! gives you many new techniques for helping people discover common ground, make productive use of dissension, and take responsibility for action.

Everybody hates meetings. And why shouldn't they? Most meetings are poorly led, counter-productive, and time-wasting. Based on decades of practice and research, bestselling authors Weisbord and Janoff have come to the conclusion that most people lead meetings incorrectly. They, instead, propose ten contrarian principles that actually get things done.

The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.

Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.

Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

For millions of people, technology is making their lives harder, not easier. They're bombarded with so much information they can barely read it, let alone process it. They're tied to the office-through email, cell phones, pagers, voice mail and fax machines-24 hours a day, 7 days a week. Their sense of balance is under assault from the relentless onslaught of data and the feeling that they must be constantly "connected."
For everyone who yearns to simplify life, slow down, and get centered, all without compromising their career, Dot Calm offers more than hope-it offers answers. Based on the authors' in-depth interviews and survey results, Dot Calm outlines a wide variety of proven tactics that real people in all walks of life are using to cope with the ubiquitous problems of information, access, and work overload. This book provides an unprecedented chance to leverage the success strategies of people who have managed to sever the "electronic tether" that kept them constantly bound to their jobs.
Dinnocenzo and Swegan show that you don't have to sacrifice productivity or efficiency to have a sane, balanced life. On the contrary-technology can so overwhelm people with data that they have a hard time focusing on those activities that truly matter. Unplugging will actually make you more effective.

For millions of people, technology is making their lives harder, not easier. They're bombarded with so much information they can barely read it, let alone process it. They're tied to the office-through email, cell phones, pagers, voice mail and fax machines-24 hours a day, 7 days a week. Their sense of balance is under assault from the relentless onslaught of data and the feeling that they must be constantly "connected." For everyone who yearns to simplify life, slow down, and get centered, all without compromising their career, Dot Calm offers more than hope-it offers answers. Based on the authors' in-depth interviews and survey results, Dot Calm outlines a wide variety of proven tactics that real people in all walks of life are using to cope with the ubiquitous problems of information, access, and work overload. This book provides an unprecedented chance to leverage the success strategies of people who have managed to sever the "electronic tether" that kept them constantly bound to their jobs. Dinnocenzo and Swegan show that you don't have to sacrifice productivity or efficiency to have a sane, balanced life. On the contrary-technology can so overwhelm people with data that they have a hard time focusing on those activities that truly matter. Unplugging will actually make you more effective.

For millions of people, technology is making their lives harder, not easier. They're bombarded with so much information they can barely read it, let alone process it. They're tied to the office-through email, cell phones, pagers, voice mail and fax machines-24 hours a day, 7 days a week. Their sense of balance is under assault from the relentless onslaught of data and the feeling that they must be constantly "connected."
For everyone who yearns to simplify life, slow down, and get centered, all without compromising their career, Dot Calm offers more than hope-it offers answers. Based on the authors' in-depth interviews and survey results, Dot Calm outlines a wide variety of proven tactics that real people in all walks of life are using to cope with the ubiquitous problems of information, access, and work overload. This book provides an unprecedented chance to leverage the success strategies of people who have managed to sever the "electronic tether" that kept them constantly bound to their jobs.
Dinnocenzo and Swegan show that you don't have to sacrifice productivity or efficiency to have a sane, balanced life. On the contrary-technology can so overwhelm people with data that they have a hard time focusing on those activities that truly matter. Unplugging will actually make you more effective.

Who has never wished to step off the ever-accelerating treadmill of work, just to gain some kind of balance in life? Downshifting is a practical, hands-on guide that actually shows how to move from the fast track to a more satisfying, healthier, less work-focused lifestyle. John Drake, himself a former high-level executive who chose to downshift, details a wide range of realistic, doable alternatives to a work-dominated life. He guides readers through all they need to know and do to make a good living, yet find more free time for themselves and those they care most about.

Organized by level of risk-from such low-risk steps as simply changing work style to bold actions, such as flextime, lateral or downward moves, and shortened work weeks-this book is the first to really show how to put specific downshifting options into action. Using real-life stories of people who have successfully downshifted, Drake reveals how to get past the wistful dreaming and hand-wringing stages to taking decisive, thoughtful steps for implementing real change in your work-life.

Step by step, the author walks the potential downshifter through all the stages of preparation, from examining personal fears and psychological readiness for change to analyzing the impact on loved ones and personal finances. And for those ready to initiate downshifting changes, he provides practical strategies and specific guidelines for selling downshifting plans to the organization, including vital information for determining the approach, timing, and presentation of a downshift proposal. Should the organization reject your downshifting plan, Drake shows how to leave bridges unburned, regroup, and wisely assess your alternatives.

For readers just beginning to contemplate a work-life change or those eager to downshift, Downshifting provides the guidance, tools, encouragement, and proof needed to create a more balanced, relaxed, and fulfilling life.

Who has never wished to step off the ever-accelerating treadmill of work, just to gain some kind of balance in life? Downshifting is a practical, hands-on guide that actually shows how to move from the fast track to a more satisfying, healthier, less work-focused lifestyle. John Drake, himself a former high-level executive who chose to downshift, details a wide range of realistic, doable alternatives to a work-dominated life. He guides readers through all they need to know and do to make a good living, yet find more free time for themselves and those they care most about. Organized by level of risk-from such low-risk steps as simply changing work style to bold actions, such as flextime, lateral or downward moves, and shortened work weeks-this book is the first to really show how to put specific downshifting options into action. Using real-life stories of people who have successfully downshifted, Drake reveals how to get past the wistful dreaming and hand-wringing stages to taking decisive, thoughtful steps for implementing real change in your work-life. Step by step, the author walks the potential downshifter through all the stages of preparation, from examining personal fears and psychological readiness for change to analyzing the impact on loved ones and personal finances. And for those ready to initiate downshifting changes, he provides practical strategies and specific guidelines for selling downshifting plans to the organization, including vital information for determining the approach, timing, and presentation of a downshift proposal. Should the organization reject your downshifting plan, Drake shows how to leave bridges unburned, regroup, and wisely assess your alternatives. For readers just beginning to contemplate a work-life change or those eager to downshift, Downshifting provides the guidance, tools, encouragement, and proof needed to create a more balanced, relaxed, and fulfilling life.

Many people set out to achieve a dream-starting a business or learning to play the piano or publishing a book-but they don't succeed, and the dream fizzles away. In many cases, these people have lots of skills and expertise, such as deep knowledge of the business or career they are interested in, so why don't they succeed? Paul Levesque and Art McNeil have discovered that making a dream come true requires cultivating skills of a higher order-macroskills-that inevitably spell the difference between success and failure no matter what the specifics of a person's dreams are. These are the skills Dreamcrafting outlines in detail.

Many people set out to achieve a dream-starting a business or learning to play the piano or publishing a book-but they don't succeed, and the dream fizzles away. In many cases, these people have lots of skills and expertise, such as deep knowledge of the business or career they are interested in, so why don't they succeed? Paul Levesque and Art McNeil have discovered that making a dream come true requires cultivating skills of a higher order-macroskills-that inevitably spell the difference between success and failure no matter what the specifics of a person's dreams are. These are the skills Dreamcrafting outlines in detail.

Many people set out to achieve a dream-starting a business or learning to play the piano or publishing a book-but they don't succeed, and the dream fizzles away. In many cases, these people have lots of skills and expertise, such as deep knowledge of the business or career they are interested in, so why don't they succeed? Paul Levesque and Art McNeil have discovered that making a dream come true requires cultivating skills of a higher order-macroskills-that inevitably spell the difference between success and failure no matter what the specifics of a person's dreams are. These are the skills Dreamcrafting outlines in detail.

You’ve read creativity books before, but innovation, as bestselling author Robert B. Tucker explains in this groundbreaking book, is much, much more: it is bringing new ideas to life—to drive growth, profitiablity and competitive advantage. Innovation is fast becoming the critical business skill of the 21st century. Driving Growth Through Innovation will take you behind the scenes to learn the winning methods behind some of the most exciting breakthroughs of our time. You will find out how innovators at Colgate-Palmolive brainstormed a product—Colgate Total—that unseated Crest to become the world’s leading toothpaste brand. Learn how Citigroup, the world’s largest financial services company, has used its global innovation initiative to generate fifteen to twenty percent of their revenue from products that have been introduced in the previous two years. Witness a highly unconventional, even controversial, focus group that Daimler Chrysler used to design the breakthrough PT Cruiser. Get the true story of how developers at Maytag used their experiences with designing the revolutionary Neptune washer to jumpstart growth in a mature market. And how Dana Corporation consistently elicits two ideas per month per employee with a stunning eighty percent implementation rate. This second edition has been revised and updated throughout and includes a self-assessment instrument so that readers can evaluate the innovation culture and practices of their organizations, as well as a discussion of the newly emerging position of chief innovation officer.

For many companies, mastering “innovation” is a daunting challenge yet an urgent necessity. In this groundbreaking book, corporate innovation guru Robert B. Tucker offers a practical, straightforward approach you can use to design and implement a systematic, growth-generating innovation process that is right for your company or business unit. You'll enjoy the stories and gain valuable insights from Tucker's study of firms that have launched successful innovation initiatives. And you will avoid their mistakes while benefiting from their best practices.

You'll learn how to:

Cultivate a culture that makes innovation everybody's responsibility and unleashes bottled-up potential for change
“Mine” the future and seize new opportunities to deliver superior solutions to customers
Establish an “idea management” system so good ideas don't get lost—or show up in the hands of your competitors
Fortify your firm's “idea factory” to increase the speed to market of new products, services, process improvements, and business models
Lead an innovation initiative and build buy-in with senior management

This second edition has been completely revised and updated throughout. It includes a new Innovation Self-Assessment Instrument, so you can evaluate current culture and practices in an objective way, and a discussion of the newly emerging position of chief innovation officer.

Based on rigorous research of twenty-three real companies-and the unique practices they are using to encourage innovation and spur growth-DRIVING GROWTH THROUGH INNOVATION by bestselling author Robert Tucker (Managing the Future - over 75,000 copies sold) offers a practical but comprehensive approach for designing and implementing an enterprise-wide innovation strategy.