Products

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.

Helping others is one of the most universal things that people do every day in their work and lives. Yet often this help is not helpful or is resented or refused. In this seminal book, a preeminent author and scholar analyzes the dynamics of helping relationships and shows how to provide help that is really helpful.

American democracy, argues Charles Derber, is being subverted in the name of democracy itself. Derber shows how the current regime has maintained power by intensifying the red/blue culture wars—supporting religious extremists, exploiting terrorism fears, and manipulating the electoral process. And he reveals our best hope for positive change: an alliance between the Democratic Party and another source of hidden power—the grass roots progressive movements that have always been catalysts for change. Thoughtful, eloquent, and compelling, Hidden Power offers real hope for restoring genuine democracy to America.

Political parties and elections are increasingly political theatre, with real power hidden behind a smokescreen of propaganda, carefully manipulated cultural and religious wars, and voting rituals. But there is another kind of hidden power in America: the grassroots social movements working for progressive change. If the Democratic Party can ally with these movements, America can be returned to its people. Derber sees American history as a succession of regimes, each spanning several administrations. Since the end of the Civil War, regimes of hidden power, in which corporate interests control both parties behind the scenes, have alternated with more open, inclusive and democratic regimes. Derber details how and why these hidden power systems finally collapsed and what determined the types of regimes that succeeded them. Hidden Power reveals how the current regime, possibly the most corporate in history, has maintained power by intensifying the red/blue culture wars, supporting religious extremists, exploiting terrorism fears, and manipulating the electoral process. Will this latest corporate regime be replaced by one that is more progressive? Or it could turn even further right and yield to something even worse, a uniquely American form of fascism? The best hope for positive change lies in an alliance between the Democratic Party and the grass roots progressive movements that, Derber shows, have always been the catalysts for change. Hidden Power concludes with an impassioned argument for why this would be in the Democrats' best interests, as well as the country's, and a detailed program for exactly how to go about it. Thoughtful, eloquent, and compelling, Hidden Power offers real hope for restoring genuine democracy to America.

Political parties and elections are increasingly political theatre, with real power hidden behind a smokescreen of propaganda, carefully manipulated cultural and religious wars, and voting rituals. But there is another kind of hidden power in America: the grassroots social movements working for progressive change. If the Democratic Party can ally with these movements, America can be returned to its people.

Derber sees American history as a succession of regimes, each spanning several administrations. Since the end of the Civil War, regimes of hidden power, in which corporate interests control both parties behind the scenes, have alternated with more open, inclusive and democratic regimes. Derber details how and why these hidden power systems finally collapsed and what determined the types of regimes that succeeded them.

Hidden Power reveals how the current regime, possibly the most corporate in history, has maintained power by intensifying the red/blue culture wars, supporting religious extremists, exploiting terrorism fears, and manipulating the electoral process. Will this latest corporate regime be replaced by one that is more progressive? Or it could turn even further right and yield to something even worse, a uniquely American form of fascism?

The best hope for positive change lies in an alliance between the Democratic Party and the grass roots progressive movements that, Derber shows, have always been the catalysts for change. Hidden Power concludes with an impassioned argument for why this would be in the Democrats' best interests, as well as the country's, and a detailed program for exactly how to go about it. Thoughtful, eloquent, and compelling, Hidden Power offers real hope for restoring genuine democracy to America.

Build a Foundation for Continual Growth

In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.

Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.

Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.

In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.

Build a Foundation for Continual Growth

In today's turbulent world you need to continually develop new skills to remain agile and adaptive—otherwise, your strengths will become crutches. But contrary to what many people believe, the best way to develop new skills isn't working on your weaknesses—it's identifying and elevating the underdeveloped abilities that lie between your weaknesses and your strengths.

Books like StrengthsFinder 2.0 have helped leaders build on what they're best at—but they stop there. If you only go that far you're missing a huge opportunity for professional growth. Leading Silicon Valley consultants Thuy and Milo Sindell argue that relying exclusively on your top abilities can actually hold you back—it's critical that you expand your repertoire of skills. The most effective way to do that is find your hidden strengths—midlevel skills that can quickly be elevated into learned strengths with attention and focus. This book shows you how.

Too many people waste their time working on their weaknesses, say the Sindells. Although focusing on shoring up weaknesses on the surface makes sense, they've found that it takes too much time and effort—the ROI just isn't there. The neglected skills in the middle, neither strengths nor weaknesses, are where the most potent development opportunities lie. They're close enough to being strengths that putting your energy there can offer a fast and powerful payoff. Us the Sindells' free online Hidden Strengths Assessment, along with the exercises and case studies in the book, you'll be able to identify your most promising hidden strengths and create a plan to turn them into major assets.

In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. You can't keep leaning on the things you're naturally good at or your strengths will become training wheels. But with the Sindells' help, you'll continually develop new skills that will keep you riding at the front of the pack.

Books like StrengthsFinder 2.0 have helped leaders discover their strengths-but tend to stop there. Thuy and Milo Sindell argue that focusing only on our best abilities neglects a vital development opportunity. Inside every leader are “middle skills,” hidden strengths that can be turned into full strengths with attention and focus.

Discover Your Strengths and the StrengthsFinder titles-has resulted in a very one-dimensional model for leadership growth, say Thuy and Milo Sindell. Their research and work have shown that, like everyone, you have hidden, undeveloped strengths that, if identified and worked on, can expand your repertoire of skills, make you a better-balanced leader, and significantly improve performance.

Everyone has what the Sindells call Default Skills, or obvious strengths; Deficient Skills, or weaknesses; and Hidden Strengths, or skills in the middle. Focusing only on Default Skills can lead to resting on your laurels. But trying to develop Deficient Skills isn't worth it. It takes too much time and effort to bring these skills up to speed-the ROI just isn't there. It's in the neglected middle skills that the most potent development opportunities lie. They're close enough to being strengths that working on them can offer a powerful payoff-they are Hidden Strengths.

Using assessments, exercises, and case studies, the Sindells help you identify your most promising middle skills-your Hidden Strengths-and create a plan to turn them into full strengths. In today's work environment, not growing and stretching yourself translates into lack of innovation, stagnation, and obsolescence. Relying upon strengths is like relying upon training wheels-at a certain point you need to take them off improve and grow.