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When most people think of Mother Teresa, they think of a saint—a spiritual hero of extraordinary humanitarian accomplishments, a Nobel Peace Prize winner. But Mother Teresa was also the leader of one of the world’s largest and most successful organizations: the Missionaries of Charity. Since founding it in 1948 she has raised millions of dollars and, with over a million volunteers in more than 100 countries, it remains one of the most recognized brands in the world. How did one nun who never received any formal education in business build such an impressive global organization?
Frank, realistic, and firmly grounded in practicality, Mother Teresa’s leadership style helped to inspire and organize people across the world. This book shares ten essential leadership principles drawn from Mother Teresa’s example and applies them to today’s business world. Authors Ruma Bose, an entrepreneur who volun- teered with Mother Teresa, and Lou Faust, a leading business expert, are the first to examine her in this light—as a leader whose management style and dedication to a singular vision led to one of the world’s most unlikely success stories.
Mother Teresa may have been a saint, but her spectacular success was not a product of divine providence. Her genius was the simplicity of her vision and her dedication to its implementation. It was in the way she treated her people, refusing to distance herself from the everyday work of a typical sister of the Missionaries of Charity. It was in how she handled tough choices—like accepting donations from brutal Haitian dictator François “Papa Doc” Duvalier. These were the principles that made her the great leader of a global organization, and they can be applied by anyone in any organization—no sainthood required.
Mother Teresa's distinctive leadership style- based in absolute simplicity and practicality-helped her to build one of the word's largest and most successful global organizations. This book- the first to examine Mother Teresa in this context- shows readers how to apply her leadership principles and practices.
Micromanagement is one of the most widely condemned managerial sins, and one of the most common employee complaints. It contributes to low morale, high turnover, inefficiency, instability, and lack of continuity in an organization. Being perceived as a micromanager can also have significant negative ramifications on your career.
But Harry Chambers proves that micromanagement can be identified and resisted—both by those who (often unknowingly) inflict it and by those who are its victims.
Chambers details the defining traits of micromanagers, and provides a Micromanagement Potential Indicator (MPI) test to help you evaluate whether (and to what extent) you might be a micromanager. He provides real-world examples of micromanagement in action, analysis of the damage it does, and advice on what to do about it—whether you're the victim or the perpetrator. He offers detailed, field-tested strategies that will eliminate the damage that over-controlling behavior causes and increase creativity, risk-taking, productivity, and initiative in any organization.
But Harry Chambers proves that micromanagement can be identified and resisted—both by those who (often unknowingly) inflict it and by those who are its victims.
Chambers details the defining traits of micromanagers, and provides a Micromanagement Potential Indicator (MPI) test to help you evaluate whether (and to what extent) you might be a micromanager. He provides real-world examples of micromanagement in action, analysis of the damage it does, and advice on what to do about it—whether you're the victim or the perpetrator. He offers detailed, field-tested strategies that will eliminate the damage that over-controlling behavior causes and increase creativity, risk-taking, productivity, and initiative in any organization.
By the author of the bestselling Bad Attitude Survival Guide (more than 40,000 copies sold), named one of the top business books of 1998 by Executive Book Summaries
Everyone thinks they know what micromanagement is, but this book presents a specific, detailed definition illustrated with concrete examples
Offers successful strategies for overcoming your own micromanaging behavior and for responding when you are being micromanaged
Micromanagement is one of the most widely condemned managerial sins, and one of the most common employee complaints. It results in significant direct, indirect, and hidden costs to organizations, contributing to low morale, high turnover, inefficiency, instability, and lack of continuity. And being perceived as a micromanager can have a significant negative impact on your career. But what, precisely, is micromanagement? More importantly, what can be done about it?
In My Way or the Highway, Harry Chambers proves that micromanagement can be objectively identified and successfully resisted, both by those who (often unknowingly) inflict it and by those who are its victims.
In an informal, entertaining style Chambers describes five specific defining traits of micromanagers: placing their own self interest above everything else; controlling and manipulating time; attempting to determine exactly how everything must be done; requiring elaborate approval processes; and establishing dysfunctional monitoring and reporting requirements. He even provides a Micromanagement Potential Indicator test so you can see whether (and to what extent) you might be a micromanager. He then devotes a chapter to each trait, providing real-world examples of the trait in action and an analysis of the damage it does.
But this is not just a book of diagnosis-Chambers provides treatment as well. He devotes several chapters how to respond if you are the micromanagee (a victim of micromanagement), how to eliminate your own micromanaging behaviors, and what to do if you have to manage a micromanager.
Avoiding micromanagement should be a major goal of every manager, would-be manager, team member, or collaborative peer. My Way or the Highway offers detailed, actionable, field-tested strategies that will eliminate the damage that overcontrolling behavior causes and increase creativity, risk-taking, productivity, and initiative in any organization.
Get the right directions for federal travel!
Don't get lost in the tangled web of rules and regulations governing federal travel. Make sure you have the one guide that will put you on the road to being a knowledgeable and compliant government traveler— Navigating Federal Travel: A Q & A Roadmap.
This essential reference is geared not only to government travelers and those authorizing and approving travel, but also to those who provide travel management services to government agencies. The guide is organized in question-and-answer format, similar to the Federal Travel Regulation (FTR), and is presented to be readily accessible and informative.
The information is based on the author's years of experience as a federal travel manager as well as the FTR, Government Accountability Office and Civilian Board of Contract Appeals decisions, and pertinent legislation and mandates. As a supplement to the FTR, the guide includes examples of actual and potential situations the traveler may encounter before, during, and after approval of authorized travel.
The book offers clear and concise information on:
• How to determine the need for travel
• How travel is authorized and by whom
• How the employee pays for expenses incurred in performing official travel
• How the employee is reimbursed for authorized travel and travel-related expenses.
Navigating Federal Travel also includes coverage of best practices for the Agency/Organization Program Coordinator (A/OPC), who is responsible for managing the government travel charge card program. Appendices offer helpful websites and resources as well as special information for relocation.
Get the right directions and follow the rules with Navigating Federal Travel: A Q & A Roadmap.
Don't get lost in the tangled web of rules and regulations governing federal travel. Make sure you have the one guide that will put you on the road to being a knowledgeable and compliant government traveler— Navigating Federal Travel: A Q & A Roadmap.
This essential reference is geared not only to government travelers and those authorizing and approving travel, but also to those who provide travel management services to government agencies. The guide is organized in question-and-answer format, similar to the Federal Travel Regulation (FTR), and is presented to be readily accessible and informative.
The information is based on the author's years of experience as a federal travel manager as well as the FTR, Government Accountability Office and Civilian Board of Contract Appeals decisions, and pertinent legislation and mandates. As a supplement to the FTR, the guide includes examples of actual and potential situations the traveler may encounter before, during, and after approval of authorized travel.
The book offers clear and concise information on:
• How to determine the need for travel
• How travel is authorized and by whom
• How the employee pays for expenses incurred in performing official travel
• How the employee is reimbursed for authorized travel and travel-related expenses.
Navigating Federal Travel also includes coverage of best practices for the Agency/Organization Program Coordinator (A/OPC), who is responsible for managing the government travel charge card program. Appendices offer helpful websites and resources as well as special information for relocation.
Get the right directions and follow the rules with Navigating Federal Travel: A Q & A Roadmap.
Get the right directions for federal travel!
Don't get lost in the tangled web of rules and regulations governing federal travel. Make sure you have the one guide that will put you on the road to being a knowledgeable and compliant government traveler— Navigating Federal Travel: A Q & A Roadmap.
This essential reference is geared not only to government travelers and those authorizing and approving travel, but also to those who provide travel management services to government agencies. The guide is organized in question-and-answer format, similar to the Federal Travel Regulation (FTR), and is presented to be readily accessible and informative.
The information is based on the author's years of experience as a federal travel manager as well as the FTR, Government Accountability Office and Civilian Board of Contract Appeals decisions, and pertinent legislation and mandates. As a supplement to the FTR, the guide includes examples of actual and potential situations the traveler may encounter before, during, and after approval of authorized travel.
The book offers clear and concise information on:
• How to determine the need for travel
• How travel is authorized and by whom
• How the employee pays for expenses incurred in performing official travel
• How the employee is reimbursed for authorized travel and travel-related expenses.
Navigating Federal Travel also includes coverage of best practices for the Agency/Organization Program Coordinator (A/OPC), who is responsible for managing the government travel charge card program. Appendices offer helpful websites and resources as well as special information for relocation.
Get the right directions and follow the rules with Navigating Federal Travel: A Q & A Roadmap.
Don't get lost in the tangled web of rules and regulations governing federal travel. Make sure you have the one guide that will put you on the road to being a knowledgeable and compliant government traveler— Navigating Federal Travel: A Q & A Roadmap.
This essential reference is geared not only to government travelers and those authorizing and approving travel, but also to those who provide travel management services to government agencies. The guide is organized in question-and-answer format, similar to the Federal Travel Regulation (FTR), and is presented to be readily accessible and informative.
The information is based on the author's years of experience as a federal travel manager as well as the FTR, Government Accountability Office and Civilian Board of Contract Appeals decisions, and pertinent legislation and mandates. As a supplement to the FTR, the guide includes examples of actual and potential situations the traveler may encounter before, during, and after approval of authorized travel.
The book offers clear and concise information on:
• How to determine the need for travel
• How travel is authorized and by whom
• How the employee pays for expenses incurred in performing official travel
• How the employee is reimbursed for authorized travel and travel-related expenses.
Navigating Federal Travel also includes coverage of best practices for the Agency/Organization Program Coordinator (A/OPC), who is responsible for managing the government travel charge card program. Appendices offer helpful websites and resources as well as special information for relocation.
Get the right directions and follow the rules with Navigating Federal Travel: A Q & A Roadmap.
A practical leadership framework for the era beyond VUCA, built to help organizations build resilience when systems are brittle, anxiety is constant, and complexity defies explanation.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
- Brittle systems → build Bendable resilience
- Anxious environments → lead with Attentive empathy
- Nonlinear causality → develop Neuroflexible, improvisational thinking
- Incomprehensible complexity → respond with Interconnected, full-spectrum perspectives
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
A practical leadership framework for the era beyond VUCA, built to help organizations build resilience when systems are brittle, anxiety is constant, and complexity defies explanation.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
- Brittle systems → build Bendable resilience
- Anxious environments → lead with Attentive empathy
- Nonlinear causality → develop Neuroflexible, improvisational thinking
- Incomprehensible complexity → respond with Interconnected, full-spectrum perspectives
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
A practical leadership framework for the era beyond VUCA, built to help organizations build resilience when systems are brittle, anxiety is constant, and complexity defies explanation.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
- Brittle systems → build Bendable resilience
- Anxious environments → lead with Attentive empathy
- Nonlinear causality → develop Neuroflexible, improvisational thinking
- Incomprehensible complexity → respond with Interconnected, full-spectrum perspectives
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
World-record endurance athlete and professional leadership coach Jason Caldwell draws on his amazing experiences to show how anyone can build and lead teams that accomplish incredible things.
Thirty-five days, 14 hours, and 3 minutes. That's how long it took Jason Caldwell and the crew of the American Spirit to row 3,000 miles across the Atlantic Ocean during the 2016 Talisker Whiskey Atlantic Challenge—or, as it's known to those who attempt it, “The World's Toughest Row.” They not only succeeded but set a world record.
This was an extraordinary team effort. And that's what this book is about. Caldwell transfers the hard-won lessons of his transatlantic adventure out of the ocean and into your office, showing how to build and lead teams that do what others say cannot be done and sustain that level of performance.
The thrilling details of Caldwell's quest to break the world's record deliver a “just-one-more-page” experience, during which you'll also learn lessons like
• How to quit like a winner
• Why results aren't the measure of a high-performance team
• What four questions you should ask yourself before you set any goal
• How to harness the power of emotion-first leadership
• Why the best people aren't necessarily the right people for your team
This book is a distillation of Caldwell's worldwide speaking programs delivered to packed crowds at Fortune 500 companies and universities worldwide. It is the answer to a question he is constantly asked: How were you and your teams able to accomplish such seemingly impossible goals? And it's also a guidebook that can teach anyone how to do the same.
Thirty-five days, 14 hours, and 3 minutes. That's how long it took Jason Caldwell and the crew of the American Spirit to row 3,000 miles across the Atlantic Ocean during the 2016 Talisker Whiskey Atlantic Challenge—or, as it's known to those who attempt it, “The World's Toughest Row.” They not only succeeded but set a world record.
This was an extraordinary team effort. And that's what this book is about. Caldwell transfers the hard-won lessons of his transatlantic adventure out of the ocean and into your office, showing how to build and lead teams that do what others say cannot be done and sustain that level of performance.
The thrilling details of Caldwell's quest to break the world's record deliver a “just-one-more-page” experience, during which you'll also learn lessons like
• How to quit like a winner
• Why results aren't the measure of a high-performance team
• What four questions you should ask yourself before you set any goal
• How to harness the power of emotion-first leadership
• Why the best people aren't necessarily the right people for your team
This book is a distillation of Caldwell's worldwide speaking programs delivered to packed crowds at Fortune 500 companies and universities worldwide. It is the answer to a question he is constantly asked: How were you and your teams able to accomplish such seemingly impossible goals? And it's also a guidebook that can teach anyone how to do the same.
World-record endurance athlete and professional leadership coach Jason Caldwell draws on his amazing experiences to show how anyone can build and lead teams that accomplish incredible things.
Thirty-five days, 14 hours, and 3 minutes. That's how long it took Jason Caldwell and the crew of the American Spirit to row 3,000 miles across the Atlantic Ocean during the 2016 Talisker Whiskey Atlantic Challenge—or, as it's known to those who attempt it, “The World's Toughest Row.” They not only succeeded but set a world record.
This was an extraordinary team effort. And that's what this book is about. Caldwell transfers the hard-won lessons of his transatlantic adventure out of the ocean and into your office, showing how to build and lead teams that do what others say cannot be done and sustain that level of performance.
The thrilling details of Caldwell's quest to break the world's record deliver a “just-one-more-page” experience, during which you'll also learn lessons like
• How to quit like a winner
• Why results aren't the measure of a high-performance team
• What four questions you should ask yourself before you set any goal
• How to harness the power of emotion-first leadership
• Why the best people aren't necessarily the right people for your team
This book is a distillation of Caldwell's worldwide speaking programs delivered to packed crowds at Fortune 500 companies and universities worldwide. It is the answer to a question he is constantly asked: How were you and your teams able to accomplish such seemingly impossible goals? And it's also a guidebook that can teach anyone how to do the same.
Thirty-five days, 14 hours, and 3 minutes. That's how long it took Jason Caldwell and the crew of the American Spirit to row 3,000 miles across the Atlantic Ocean during the 2016 Talisker Whiskey Atlantic Challenge—or, as it's known to those who attempt it, “The World's Toughest Row.” They not only succeeded but set a world record.
This was an extraordinary team effort. And that's what this book is about. Caldwell transfers the hard-won lessons of his transatlantic adventure out of the ocean and into your office, showing how to build and lead teams that do what others say cannot be done and sustain that level of performance.
The thrilling details of Caldwell's quest to break the world's record deliver a “just-one-more-page” experience, during which you'll also learn lessons like
• How to quit like a winner
• Why results aren't the measure of a high-performance team
• What four questions you should ask yourself before you set any goal
• How to harness the power of emotion-first leadership
• Why the best people aren't necessarily the right people for your team
This book is a distillation of Caldwell's worldwide speaking programs delivered to packed crowds at Fortune 500 companies and universities worldwide. It is the answer to a question he is constantly asked: How were you and your teams able to accomplish such seemingly impossible goals? And it's also a guidebook that can teach anyone how to do the same.
World-record endurance athlete and professional leadership coach Jason Caldwell draws on his amazing experiences to show how anyone can build and lead teams that accomplish incredible things.
As an adventurer who undertakes incredible challenges, such as rowing across the Atlantic or crossing the Namib Desert on foot, Jason Caldwell noticed how much of a pivotal role mistakes made in his record-breaking pursuits. The path to an ambitious goal is never a straight line. When mistakes inevitably happen, they can open up new options and choices. This book relays the crucial questions to ask when faced with any setback:
1. Is the failure something I have control over?
2. Is my goal still possible?
3. Do I want to keep going?
4. Is there another way to my goal?
5. Am I better, tougher, or smarter for this?
Caldwell draws on his amazing experiences to illustrate how these questions have helped him in literally death-defying situations. This is the first book to build a powerful business and personal success method out of the riveting and transformative failures of a true adventurer.
As an adventurer who undertakes incredible challenges, such as rowing across the Atlantic or crossing the Namib Desert on foot, Jason Caldwell noticed how much of a pivotal role mistakes made in his record-breaking pursuits. The path to an ambitious goal is never a straight line. When mistakes inevitably happen, they can open up new options and choices. This book relays the crucial questions to ask when faced with any setback:
1. Is the failure something I have control over?
2. Is my goal still possible?
3. Do I want to keep going?
4. Is there another way to my goal?
5. Am I better, tougher, or smarter for this?
Caldwell draws on his amazing experiences to illustrate how these questions have helped him in literally death-defying situations. This is the first book to build a powerful business and personal success method out of the riveting and transformative failures of a true adventurer.
Neal Whitten's Let's Talk! More No-Nonsense Advice for Project Success focuses on best project behaviors, by answering more than 700 insightful, personal, and sometimes sensitive questions on a broad range of topics from leadership, communication, and culture, to accountability, ethics, and conflict resolution. Following on the heels of Neal Whitten's No-Nonsense Advice for Successful Projects, this book offers more of the no-nonsense advice that has helped countless leaders and projects. This book is for those who aspire to become consistently effective leaders, project members, or employees and therefore become more valuable to their projects and organizations.
Neal Whitten's Let's Talk! More No-Nonsense Advice for Project Success focuses on best project behaviors, by answering more than 700 insightful, personal, and sometimes sensitive questions on a broad range of topics from leadership, communication, and culture, to accountability, ethics, and conflict resolution. Following on the heels of Neal Whitten's No-Nonsense Advice for Successful Projects, this book offers more of the no-nonsense advice that has helped countless leaders and projects. This book is for those who aspire to become consistently effective leaders, project members, or employees and therefore become more valuable to their projects and organizations.
Learn the Best Practices That Make the Difference Between Troubled Projects and Consistently Successful Projects
There's no better way to learn the nuts and bolts of a profession than by having a mentor at your side. But most project managers and leaders don't have that advantage — and that's why Neal Whitten wrote this book.
Having Neal Whitten's No-Nonsense Advice for Successful Projects on hand is like having a mentor to guide you at every turn in the road. Neal shows you how to avoid a painful learning curve with a set of best practices for leading consistently successful projects.
In this book, Neal distills his 30 years of experience into tips and strategies that are easy to learn and apply to your projects. These strategies will give you a decisive competitive edge in leading projects and working with stakeholders, clients, and team members.
Learn How to:
• Run your project like you'd run your own business
• Become a “benevolent dictator” for the most effective leadership
• Recognize and deal with professional immaturity
• Deal with difficult people
• Master behaviors that will make your team leaders' jobs easier and
benefit your own career
• Assess if you're too soft — and learn to make unpopular decisions
if they're necessary to project success
• Create a culture that fosters the success of your project
• Gain the respect of your team members
• Avoid making long-term project commitments
• Manage to your top three problems
There's no better way to learn the nuts and bolts of a profession than by having a mentor at your side. But most project managers and leaders don't have that advantage — and that's why Neal Whitten wrote this book.
Having Neal Whitten's No-Nonsense Advice for Successful Projects on hand is like having a mentor to guide you at every turn in the road. Neal shows you how to avoid a painful learning curve with a set of best practices for leading consistently successful projects.
In this book, Neal distills his 30 years of experience into tips and strategies that are easy to learn and apply to your projects. These strategies will give you a decisive competitive edge in leading projects and working with stakeholders, clients, and team members.
Learn How to:
• Run your project like you'd run your own business
• Become a “benevolent dictator” for the most effective leadership
• Recognize and deal with professional immaturity
• Deal with difficult people
• Master behaviors that will make your team leaders' jobs easier and
benefit your own career
• Assess if you're too soft — and learn to make unpopular decisions
if they're necessary to project success
• Create a culture that fosters the success of your project
• Gain the respect of your team members
• Avoid making long-term project commitments
• Manage to your top three problems