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Uncover the six blind spots that derail women's career paths and learn strategies to effectively overcome them for an impactful, sustainable career.
Professional women are subject to blind spots-obstacles that can minimize career potential, impact, or advancement. Some women end up drifting instead of driving through their careers, going it alone instead of building a posse, and leaving their reputationality (that special something we are known for) to chance.
Authors and executive coaches Brenda Wensil and Kathryn Heath have spent decades coaching more than 800 women and working with women executives, middle managers, and professionals across industries and age groups. In this book, they outline six challenges women commonly face on their professional journeys and map a way to accelerate through them for higher-impact careers. Readers will learn how to
Set a vision, strategy, and plan for their careers
Learn who they are, what they offer, and how to tell their stories
Seek and act on feedback to guide their paths
Prepare and practice for the best outcomes
Enlist help and support from others
Effective women leaders inspire innovation, sustain profitability, manage risk, and create environments for inclusion and diversity to increase. Chock full of strategies, stories, and practical skills, this book will hasten a woman's progress and impact as a professional woman and liberate her to excel in her career on her own terms.
Professional women are subject to blind spots-obstacles that can minimize career potential, impact, or advancement. Some women end up drifting instead of driving through their careers, going it alone instead of building a posse, and leaving their reputationality (that special something we are known for) to chance.
Authors and executive coaches Brenda Wensil and Kathryn Heath have spent decades coaching more than 800 women and working with women executives, middle managers, and professionals across industries and age groups. In this book, they outline six challenges women commonly face on their professional journeys and map a way to accelerate through them for higher-impact careers. Readers will learn how to
Set a vision, strategy, and plan for their careers
Learn who they are, what they offer, and how to tell their stories
Seek and act on feedback to guide their paths
Prepare and practice for the best outcomes
Enlist help and support from others
Effective women leaders inspire innovation, sustain profitability, manage risk, and create environments for inclusion and diversity to increase. Chock full of strategies, stories, and practical skills, this book will hasten a woman's progress and impact as a professional woman and liberate her to excel in her career on her own terms.
Uncover the six blind spots that derail women's career paths and learn strategies to effectively overcome them for an impactful, sustainable career.
Professional women are subject to blind spots-obstacles that can minimize career potential, impact, or advancement. Some women end up drifting instead of driving through their careers, going it alone instead of building a posse, and leaving their “reputationality” (that special something we are known for) to chance.
Authors and executive coaches Brenda Wensil and Kathryn Heath have spent decades coaching more than 800 women and working with women executives, middle managers, and professionals across industries and age groups. In this book, they outline six challenges women commonly face on their professional journeys and map a way to accelerate through them for higher-impact careers. Readers will learn how to
· Set a vision, strategy, and plan for their careers
· Learn who they are, what they offer, and how to tell their stories
· Seek and act on feedback to guide their paths
· Prepare and practice for the best outcomes
· Enlist help and support from others
Effective women leaders inspire innovation, sustain profitability, manage risk, and create environments for inclusion and diversity to increase. Chock full of strategies, stories, and practical skills, this book will hasten a woman's progress and impact as a professional woman and liberate her to excel in her career on her own terms.
Professional women are subject to blind spots-obstacles that can minimize career potential, impact, or advancement. Some women end up drifting instead of driving through their careers, going it alone instead of building a posse, and leaving their “reputationality” (that special something we are known for) to chance.
Authors and executive coaches Brenda Wensil and Kathryn Heath have spent decades coaching more than 800 women and working with women executives, middle managers, and professionals across industries and age groups. In this book, they outline six challenges women commonly face on their professional journeys and map a way to accelerate through them for higher-impact careers. Readers will learn how to
· Set a vision, strategy, and plan for their careers
· Learn who they are, what they offer, and how to tell their stories
· Seek and act on feedback to guide their paths
· Prepare and practice for the best outcomes
· Enlist help and support from others
Effective women leaders inspire innovation, sustain profitability, manage risk, and create environments for inclusion and diversity to increase. Chock full of strategies, stories, and practical skills, this book will hasten a woman's progress and impact as a professional woman and liberate her to excel in her career on her own terms.
It’s the People, Stupid!
Karen Phelan is sorry. She really is. She tried to do business by the numbers—the management consultant way—developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can’t be plugged into formulas or summed up in scorecards.
Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they’re essentially fad diets: superficial would-be fixes that don’t result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she’s eager to make amends.
“Finally, an author challenging our broken management models who has credibility—she has been there. Karen Phelan not only explains why the emperor—our sacred ways of managing—has no clothes but provides us with insightful alternatives that promise to add real value to our organizations and the people that make them function.”
—Dean Schroeder, award-winning coauthor of Ideas Are Free
“Funny, irreverent, and outrageous, this book is making a deeply serious point: talking to actual people and figuring out how to help them work together better is what’s going to make organizations stronger, not another PowerPoint presentation.”
—Rosina L. Racioppi, President and CEO, Women Unlimited, Inc.
Karen Phelan is sorry. She really is. She tried to do business by the numbers—the management consultant way—developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can't be plugged into formulas or summed up in scorecards.
Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they're essentially fad diets: superficial would-be fixes that don't result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she's eager to make amends.
Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they're essentially fad diets: superficial would-be fixes that don't result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she's eager to make amends.
If management theories and systems (think: "Management by Objectives" and "Process Optimization") are the religion, consultants are the high-priests. With years as a top Fortune 100 executive and, yes, management consultant, Karen Phelan exposes the whole game. Takeaway: consultants have forgotten that business are made up of real people, not numbers. Empathy, not MBA's, is the real future of management.
Ben & Jerry’s has always been committed to an insanely ambitious three-part mission: making the world’s best ice cream, supporting progressive causes, and sharing the company’s success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn’t been easy.
This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry’s to pursue its mission on a much larger stage.
Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It’s a funny, sad, surprising, and ultimately hopeful story.
The Riveting True Story of One Of the World's Most Iconic Mission-Driven Companies
Ben & Jerry's has always been committed to an insanely ambitious three-part mission: making the world's best ice cream, supporting progressive causes, and sharing the company's success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn't been easy.
This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry's to pursue its mission on a much larger stage.
Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It's a funny, sad, surprising, and ultimately hopeful story.
Ben & Jerry's has always been committed to an insanely ambitious three-part mission: making the world's best ice cream, supporting progressive causes, and sharing the company's success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn't been easy.
This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry's to pursue its mission on a much larger stage.
Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It's a funny, sad, surprising, and ultimately hopeful story.
This is the first book to tell the full inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and renewed social contribution and success of one of the most iconic mission-driven companies in the world: Ben & Jerry's.
The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
A worker in one of Europe's largest wireless communication companies stumbled across an error in his company's billing software, fixed it, and saved the company some $26 million per year. A secretary at Grapevine Canyon Ranch proposed a simple change to the company's website that brought the site to the top of search engine listings. A guard at the Massachusetts Department of Correction saved the prison system $56,000 a year by suggesting the use of digital cameras instead of film to process new inmates.
From simple ideas for saving time, effort, and money, to entirely new ways of doing business, front-line employees see a great many opportunities in their day-to-day work that their managers don't. Drawing on extensive research and experience in more than 300 organizations around the world—and including numerous illustrative examples—Alan Robinson and Dean Schroeder show precisely how to take advantage of the virtually free, perpetually renewable resource of employee ideas. Ideas Are Free shows managers how to tap all the ideas their employees have and gain significant advantage over their competitors.
From simple ideas for saving time, effort, and money, to entirely new ways of doing business, front-line employees see a great many opportunities in their day-to-day work that their managers don't. Drawing on extensive research and experience in more than 300 organizations around the world—and including numerous illustrative examples—Alan Robinson and Dean Schroeder show precisely how to take advantage of the virtually free, perpetually renewable resource of employee ideas. Ideas Are Free shows managers how to tap all the ideas their employees have and gain significant advantage over their competitors.
The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
Innovative, original ideas are a company's most powerful competitive advantage. Nathan Mhyrvold, former chief technology officer at Microsoft, has said that a great employee is worth 1,000 times more than an average one simply because of his or her ideas. In Ideaship, the sequel to his bestselling book, How to Get Ideas, Jack Foster shifts from how individuals spark their new ideas to how to unleash the creative genius of an entire organization.
To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work.
With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader."
Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.
To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work.
With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader."
Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.
Innovative, original ideas are a company's most powerful competitive advantage. Nathan Mhyrvold, former chief technology officer at Microsoft, has said that a great employee is worth 1,000 times more than an average one simply because of his or her ideas. In Ideaship, the sequel to his bestselling book, How to Get Ideas, Jack Foster shifts from how individuals spark their new ideas to how to unleash the creative genius of an entire organization.
To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work.
With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader."
Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.
Innovative, original ideas are a company's most powerful competitive advantage. Nathan Mhyrvold, former chief technology officer at Microsoft, has said that a great employee is worth 1,000 times more than an average one simply because of his or her ideas. In Ideaship, the sequel to his bestselling book, How to Get Ideas, Jack Foster shifts from how individuals spark their new ideas to how to unleash the creative genius of an entire organization.
To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work.
With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader."
Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.
To create an idea-prone workforce, Foster proposes a totally new concept of leadership: "ideaship." Leaders shouldn't be spending their time obsessing over profits or sales or quality or service. Instead, they should devote most of their energies to making the office a place where creative ideas flow, where the workforce truly believes in its ability to brilliantly solve any problem put before it. Above all, where it's fun to work.
With energy and humor, Foster draws on over thirty-five years as creative director of major advertising agencies-organizations whose only purpose is to constantly generate ideas-to offer dozens of fun, fast, often surprising nuggets of practical advice on how to create an environment where innovation and fresh thinking thrive. He reveals why you should only hire people you like, insist employees take vacations whether they want to or not, why efficiency is sometimes inefficient, and how sometimes you can accomplish more by playing the fool instead of the capital L "Leader."
Ideaship spells out proven ways to encourage creativity, simply and clearly and cogently, without a lot of charts and graphs and formulas and acronyms and statistics and fillers. It flips traditional leadership on its head and shows how simple acts of compassion, trust, and generosity of spirit, as well as some seemingly zany actions, can unleash unexpected, vital bursts of creativity.
In this time when "change is everything," leaders and people at all levels of organizations need guideposts to live, work and grow by - unshakable principles that can be relied upon implicitly, irrespective of how much technology and globalization drive people to change. Today, organizations and individuals alike need a compass with which to set a course that is true and that they can believe in no matter what.
In this groundbreaking book, Laurence Ackerman reveals that identity - the unique characteristics that define who we are-is such a compass. Surprisingly, Identity Is Destiny shows that organizations who are best able to adapt to change are those whose leaders understand and "invest in"-rather than change-their companies' unique identities. It is when leaders align strategic development and day-to-day operations with their company's unique, value-creating capacities that identity truly becomes destiny.
The author illustrates how identity gives rise to culture, that identity precedes strategy, and that, most important, companies like individuals, can never be other than who they are.
Ackerman describes three features that mark organizations who are led according to their true identities: grand efficiency - having all parts of the enterprise working in sync; integrity - in the sense of unity, or "wholeness;" and endurance-the possibility of the company living in perpetuity. The author goes on to provide a comprehensive blueprint for "identity-based management"-everyday decision-making and action-that reveals a path to authentic leadership.
When it is clear who a company is, Ackerman explains, everything else follows naturally: making acquisitions that fulfill their promise; hiring and retaining people who "fit in;" developing marketing and product strategies that make sense for customers and the company alike; establishing partnerships that work.
In this groundbreaking book, Laurence Ackerman reveals that identity - the unique characteristics that define who we are-is such a compass. Surprisingly, Identity Is Destiny shows that organizations who are best able to adapt to change are those whose leaders understand and "invest in"-rather than change-their companies' unique identities. It is when leaders align strategic development and day-to-day operations with their company's unique, value-creating capacities that identity truly becomes destiny.
The author illustrates how identity gives rise to culture, that identity precedes strategy, and that, most important, companies like individuals, can never be other than who they are.
Ackerman describes three features that mark organizations who are led according to their true identities: grand efficiency - having all parts of the enterprise working in sync; integrity - in the sense of unity, or "wholeness;" and endurance-the possibility of the company living in perpetuity. The author goes on to provide a comprehensive blueprint for "identity-based management"-everyday decision-making and action-that reveals a path to authentic leadership.
When it is clear who a company is, Ackerman explains, everything else follows naturally: making acquisitions that fulfill their promise; hiring and retaining people who "fit in;" developing marketing and product strategies that make sense for customers and the company alike; establishing partnerships that work.
