In a world where businesses often create more harm than healing, this transformative guide shows leaders how to heal themselves first—because only whole leaders can build truly healthy organizations.

Leadership shouldn’t cost us our souls, yet too many leaders find themselves spiritually and emotionally exhausted, leading organizations that drain rather than nurture human potential. This book offers a different path—one where personal transformation becomes the foundation for positive organizational change.

Written by conscious business pioneer Raj Sisodia and personal transformation expert Nilima Bhat, this book guides readers through seven essential steps of inner healing that ripple out to create healthier organizations:

• Know Yourself—Strip away the masks you wear as a leader to discover who you truly are.
• Love Yourself—Learn to embrace all parts of yourself, even the shadows you try to hide.
• Be Yourself—Find the courage to lead authentically, not just effectively.
• Choose Yourself—Take back authorship of your leadership story.
• Express Yourself—Channel your unique gifts into meaningful impact.
• Complete Yourself—Bring together all parts of yourself into wholeness.
• Heal Yourself—Transform your wounds into wisdom that serves others.

Through vulnerable personal stories, practical exercises, and real-world applications, this book provides a road map for leaders who are ready to begin their healing journey—not just for their own sake but also for the healing of the organizations and communities they serve.

In a world where businesses often create more harm than healing, this transformative guide shows leaders how to heal themselves first—because only whole leaders can build truly healthy organizations.

Leadership shouldn’t cost us our souls, yet too many leaders find themselves spiritually and emotionally exhausted, leading organizations that drain rather than nurture human potential. This book offers a different path—one where personal transformation becomes the foundation for positive organizational change.

Written by conscious business pioneer Raj Sisodia and personal transformation expert Nilima Bhat, this book guides readers through seven essential steps of inner healing that ripple out to create healthier organizations:

• Know Yourself—Strip away the masks you wear as a leader to discover who you truly are.
• Love Yourself—Learn to embrace all parts of yourself, even the shadows you try to hide.
• Be Yourself—Find the courage to lead authentically, not just effectively.
• Choose Yourself—Take back authorship of your leadership story.
• Express Yourself—Channel your unique gifts into meaningful impact.
• Complete Yourself—Bring together all parts of yourself into wholeness.
• Heal Yourself—Transform your wounds into wisdom that serves others.

Through vulnerable personal stories, practical exercises, and real-world applications, this book provides a road map for leaders who are ready to begin their healing journey—not just for their own sake but also for the healing of the organizations and communities they serve.

In a world where businesses often create more harm than healing, this transformative guide shows leaders how to heal themselves first—because only whole leaders can build truly healthy organizations.

Leadership shouldn’t cost us our souls, yet too many leaders find themselves spiritually and emotionally exhausted, leading organizations that drain rather than nurture human potential. This book offers a different path—one where personal transformation becomes the foundation for positive organizational change.

Written by conscious business pioneer Raj Sisodia and personal transformation expert Nilima Bhat, this book guides readers through seven essential steps of inner healing that ripple out to create healthier organizations:

• Know Yourself—Strip away the masks you wear as a leader to discover who you truly are.
• Love Yourself—Learn to embrace all parts of yourself, even the shadows you try to hide.
• Be Yourself—Find the courage to lead authentically, not just effectively.
• Choose Yourself—Take back authorship of your leadership story.
• Express Yourself—Channel your unique gifts into meaningful impact.
• Complete Yourself—Bring together all parts of yourself into wholeness.
• Heal Yourself—Transform your wounds into wisdom that serves others.

Through vulnerable personal stories, practical exercises, and real-world applications, this book provides a road map for leaders who are ready to begin their healing journey—not just for their own sake but also for the healing of the organizations and communities they serve.

This book is a practical, evidence-based guide to seven key leadership disciplines that will help anyone working in healthcare to pursue brighter futures.

In this book, Andrew Garman looks at the major changes facing healthcare organizations and the leadership competencies required to successfully meet those challenges. He explains how people become more effective leaders over time and what science tells us works best in making this happen.

At the heart of this book are seven universal disciplines—values, health system literacy, self-development, relations, execution, boundary-spanning, and transformation—which Garman divides into “enabling” and “action” disciplines. The enabling disciplines encompass the foundational work that makes leadership efforts more effective: learning more about ourselves, deepening our understanding of the world around us, and taking care of ourselves. The action disciplines describe leadership in the context of getting the work done: setting and resetting direction, collaborating inside and outside our organizations, anticipating what's coming, and helping people prepare for it. Collectively, they form an evidence-based common language of leadership that readers can easily map to any model that their organization or profession may already be using.

Each chapter provides a description of the discipline, illustrates why it is important, and offers specific advice on how to raise proficiency. Appendixes offer step-by-step guidance on recruiting and engaging good mentors, along with input on developing long-term and foresight skills.

This book is a practical, evidence-based guide to seven key leadership disciplines that will help anyone working in healthcare to pursue brighter futures.

In this book, Andrew Garman looks at the major changes facing healthcare organizations and the leadership competencies required to successfully meet those challenges. He explains how people become more effective leaders over time and what science tells us works best in making this happen.

At the heart of this book are seven universal disciplines—values, health system literacy, self-development, relations, execution, boundary-spanning, and transformation—which Garman divides into “enabling” and “action” disciplines. The enabling disciplines encompass the foundational work that makes leadership efforts more effective: learning more about ourselves, deepening our understanding of the world around us, and taking care of ourselves. The action disciplines describe leadership in the context of getting the work done: setting and resetting direction, collaborating inside and outside our organizations, anticipating what's coming, and helping people prepare for it. Collectively, they form an evidence-based common language of leadership that readers can easily map to any model that their organization or profession may already be using.

Each chapter provides a description of the discipline, illustrates why it is important, and offers specific advice on how to raise proficiency. Appendixes offer step-by-step guidance on recruiting and engaging good mentors, along with input on developing long-term and foresight skills.

This book is a practical, evidence-based guide to seven key leadership disciplines that will help anyone working in healthcare to pursue brighter futures.


Andrew Garman looks at both the major changes facing healthcare organizations and the leadership competencies required to successfully meet those challenges. He offers a glimpse into our more distant future and how our health systems-and the demands of leaders-could evolve. He also explains how people become more effective leaders over time and what the research has to say about what works best in making this happen.

Garman introduces the seven primary disciplines associated with effective leadership: values, health system literacy, self-development, relations, execution, boundary-spanning, and transformation. Each discipline is rooted in research on leadership effectiveness, including studies conducted with the National Center for Healthcare Leadership. He also provides additional tools and resources to help people on their leadership journey.

Stay interviews prevent exit interviews!

You can't afford to lose them. They're your stars and your solid citizens. You wonder if they're happy in your organization—and what might keep them there. To find out, you could:
A. Conduct a survey—then try to guess who said what.
B. Take note of their latest tattoos. Is your company logo among them?
C. Ask, “What will keep you here?”

The correct answer is C. It's the opening line of a great stay interview, and it could make the difference between keeping and losing your best people.

Worried that your talented people will want things you can't deliver, like more money or a big promotion? Beverly Kaye and Sharon Jordan-Evans have a simple four-step process for dealing with that. Not sure how to get started? They provide dozens of suggested questions and icebreakers. Think you don't have time? They offer all kinds of creative time-saving options for where, when, and how you can do stay interviews.

Stay interviews prevent exit interviews!

You can't afford to lose them. They're your stars and your solid citizens. You wonder if they're happy in your organization—and what might keep them there. To find out, you could:
A. Conduct a survey—then try to guess who said what.
B. Take note of their latest tattoos. Is your company logo among them?
C. Ask, “What will keep you here?”

The correct answer is C. It's the opening line of a great stay interview, and it could make the difference between keeping and losing your best people.

Worried that your talented people will want things you can't deliver, like more money or a big promotion? Beverly Kaye and Sharon Jordan-Evans have a simple four-step process for dealing with that. Not sure how to get started? They provide dozens of suggested questions and icebreakers. Think you don't have time? They offer all kinds of creative time-saving options for where, when, and how you can do stay interviews.

The latest offering from the bestselling duo of Bev Kaye and Sharon Jordan-Evans-who have sold over 800,000 copies of their previous titles in twenty-two languages-offers a radically simple idea: you can avoid having “exit” interviews when employees are leaving if you have “stay" interviews that will keep them.

Since 1999 Bev Kaye and Sharon Jordan-Evans have been teaching managers how to conduct stay interviews, a concept they originated. It seems so simple-just ask what would make your key employees stay. Yet most managers will admit they are not conducting stay interviews (and their bosses are not conducting them either!). Why? Because they're afraid of opening Pandora's box. They ask, “What if I ask my talented people what will keep them and they all say money or a promotion or a Tesla?” Good point. So the fear of being unable to deliver on someone's request gets in the way of having the most crucial dialogue of all.

This book highlights why stay interviews are important; it underscores the real costs of talent lost, both tangible and intangible. Kaye and Jordan-Evans teach managers to hold these conversations and to do so with joy-not dread. They equip them with an easy four-step process they can use when an employee tosses them a tough-to-deliver-on request. It works like magic. There is to date no stay interview guide designed for and written directly to managers; this will be the first.

The ultimate guide to naming your product or business has been updated throughout with twice as many resources as before, new stories (of both hits and flops), and an entirely new chapter on the power of names in the workplace.

Too many new companies and products have names that look like the results of a drunken Scrabble game (Xobni, Svbtle, Doostang). In this entertaining and engaging book, ace-naming consultant Alexandra Watkins explains how anyone—even noncreative types—can create memorable and effective brand names. No degree in linguistics required.

The heart of the book is Watkins's proven SMILE and SCRATCH Test. A great name makes you SMILE because it is Suggestive—evokes something about your brand; is Memorable—makes an association with the familiar; uses Imagery—aids memory through evocative visuals; has Legs—lends itself to a theme for extended mileage; and is Emotional—moves people.

A bad name, on the other hand, makes you SCRATCH your head because it is Spelling challenged—looks like a typo; is a Copycat—similar to competitors' names; is Restrictive—limits future growth; is Annoying—seems forced and frustrates customers; is Tame—feels flat, merely descriptive, and uninspired; suffers from the Curse of Knowledge—speaks only to insiders; and is Hard to pronounce—confuses and distances customers.

This 50 percent–new second edition has double the number of brainstorming tools and techniques, even more secrets and strategies to nab an available domain name, a brand-new chapter on how companies are using creative names around the office to add personality to everything from cafeterias to conference rooms, and much more.

The ultimate guide to naming your product or business has been updated throughout with twice as many resources as before, new stories (of both hits and flops), and an entirely new chapter on the power of names in the workplace.

Too many new companies and products have names that look like the results of a drunken Scrabble game (Xobni, Svbtle, Doostang). In this entertaining and engaging book, ace-naming consultant Alexandra Watkins explains how anyone—even noncreative types—can create memorable and effective brand names. No degree in linguistics required.

The heart of the book is Watkins's proven SMILE and SCRATCH Test. A great name makes you SMILE because it is Suggestive—evokes something about your brand; is Memorable—makes an association with the familiar; uses Imagery—aids memory through evocative visuals; has Legs—lends itself to a theme for extended mileage; and is Emotional—moves people.

A bad name, on the other hand, makes you SCRATCH your head because it is Spelling challenged—looks like a typo; is a Copycat—similar to competitors' names; is Restrictive—limits future growth; is Annoying—seems forced and frustrates customers; is Tame—feels flat, merely descriptive, and uninspired; suffers from the Curse of Knowledge—speaks only to insiders; and is Hard to pronounce—confuses and distances customers.

This 50 percent–new second edition has double the number of brainstorming tools and techniques, even more secrets and strategies to nab an available domain name, a brand-new chapter on how companies are using creative names around the office to add personality to everything from cafeterias to conference rooms, and much more.

The ultimate guide to naming your product or business has been updated throughout with twice as many resources as before, new stories (of both hits and flops), and an entirely new chapter on the power of names in the workplace.

Every year, 6 million companies and more than 100,000 products are launched, but too many have names that look like the results of a drunken Scrabble game-Xobni, Svbtle, and Doostang, anyone? Ace naming consultant Alexandra Watkins explains how anyone-even noncreative types-can create memorable and buzz-worthy brand names. This 50% new second edition has double the number of brainstorming tools and techniques, even more secrets and strategies to nab an available domain name, a brand-new chapter on how companies are using creative names around the office to add personality to everything from cafeterias to conference rooms, and much more! But the heart of the book remains Watkins's proven SMILE and SCRATCH Test-two acronyms for what makes or breaks a name. And you'll see dozens of examples-the good, the bad, and the “so bad she gave them an award.” Alexandra Watkins is not afraid to name names.

The Help Them Grow or Watch Them Go card deck is an interactive tool built to accompany the bestselling book by Beverly Kaye and Julie Winkle Giulioni. These fifty-six cards share the most insightful career development questions that leaders around the world have been asked—or wish they had been asked.Questions range from "What do you predict will be the 'next big thing' in your field?" to "What one skill would help you be twice as effective?" and even, "When do you feel most alive?" Use them to assess your career development style, engage others, plan a career conversation with your own manager, and more!

This new edition of the bestselling employee development classic includes advice on engagement and retention in today's more flexible employment environment, a new chapter on remote and hybrid work, and a deeper discussion of career development in your organization.

Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. But most managers feel they just don't have time for it. This book offers a better way: frequent, short conversations with employees about themselves, their goals, and the business that can be integrated seamlessly into the normal course of business.

Beverly Kaye and Julie Winkle Giulioni identify three broad types of conversations that will increase employees' awareness of their strengths, weaknesses, and interests; and point out where their organization and their industry are headed. The authors provide new assessments, worksheets, and a discussion guide to help employees and managers pull all of that together to create forward momentum. The accompanying AI Bookbot enhances this experience by offering real-time guidance, conversation prompts, and personalized insights based on the book's proven methodologies.

This new edition of the bestselling employee development classic includes advice on engagement and retention in today's more flexible employment environment, a new chapter on remote and hybrid work, and a deeper discussion of career development in your organization.

Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. But most managers feel they just don't have time for it. This book offers a better way: frequent, short conversations with employees about themselves, their goals, and the business that can be integrated seamlessly into the normal course of business.

Beverly Kaye and Julie Winkle Giulioni identify three broad types of conversations that will increase employees' awareness of their strengths, weaknesses, and interests; and point out where their organization and their industry are headed. The authors provide new assessments, worksheets, and a discussion guide to help employees and managers pull all of that together to create forward momentum. The accompanying AI Bookbot enhances this experience by offering real-time guidance, conversation prompts, and personalized insights based on the book's proven methodologies.

This new edition of the bestselling employee development classic includes advice on engagement and retention in today's more flexible employment environment, a new chapter on remote and hybrid work, and a deeper discussion of career development in your organization.

Study after study confirms that career development is the single most powerful tool managers have for driving retention, engagement, productivity, and results. But most managers feel they just don't have time for it. This book offers a better way: frequent, short conversations with employees about themselves, their goals, and the business that can be integrated seamlessly into the normal course of business.

Beverly Kaye and Julie Winkle Giulioni identify three broad types of conversations that will increase employees' awareness of their strengths, weaknesses, and interests; and point out where their organization and their industry are headed. The authors provide new assessments, worksheets, and a discussion guide to help employees and managers pull all of that together to create forward momentum. The accompanying AI Bookbot enhances this experience by offering real-time guidance, conversation prompts, and personalized insights based on the book's proven methodologies.

Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier?

In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful.

The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the recipient on an equal footing. These dynamics not only apply to all kinds of one-on-one helping in personal and professional relationships, teaching, social work, and medicine but also can be usefully applied to teamwork and to organizational leadership.

Using examples from many types of relationships—doctors and patients, consultants and clients, husbands and wives—Ed Schein offers a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.

By the bestselling author of Career Anchors (over 431,000 copies sold) and Organizational Culture and Leadership (over 153,000 sold) • A penetrating analysis of the psychological and social dynamics of helping relationships • Named one of the best leadership books of 2009 by strategy+business magazine Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier? Many different words are used for helping: assisting, aiding, advising, caregiving, coaching, consulting, counseling, guiding, mentoring, supporting, teaching, and many more. In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful. The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the client on an equal footing, encouraging the client to open up and engage and giving the helper much better information to work with. And he shows how these techniques can be applied to teamwork and to organizational leadership. Illustrated with examples from many types of relationships—husbands and wives, doctors and patients, consultants and clients—Helping is a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.