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Thousands if not millions of people have heard the term “servant leadership,” introduced by Robert K. Greenleaf in his landmark essay The Servant as Leader, published in 1970. There are now Centers for Servant Leadership in ten countries and counting. His work is regularly cited by some of the most prominent business writers and leaders in the world, such as Ken Blanchard, Stephen Covey, Peter Senge, Margaret Wheatley, and Peter Block. And yet until now there has been no biography of the man who first developed this revolutionary idea.
Don Frick was given unfettered access to all of Greenleaf's papers and correspondence. The result is a fascinating book that details the sources of Greenleaf's thought, describes his friendships with dozens of well-known people, and shows how he influenced business history well before his first book was published at the age of 73, and lived his own life as a servant leader.
As Director of Management Research at AT&T for 38 years, Greenleaf was known as “AT&T's Kept Revolutionary.” Among other unusual initiatives, he oversaw a novel program which taught executive decision making through great literature, established the first corporate assessment center using knowledge gleaned from the OSS's approach to training civilian spies during World War II, and invited leading philosophers and theologians to have conversations with AT&T executives.
After a period of soul searching and some surprising experiments in consciousness, Greenleaf retired from AT&T and began to develop the concept of servant leadership, the then-heretical notion that leaders lead best by serving their followers rather than “commanding” them. He continued to promote the idea through teaching, writing, and consulting until his last years, and was instrumental in creating a score of important organizations such as The Center for Creative Leadership and Yokefellow Institute.
Always, Greenleaf was a seeker opening himself up to novel experiences and astonishing people. He was a complex person-an introvert who served in public roles, a wise person who refused to give others “The Answer,” a brilliant thinker who often declared, “I am not a scholar.” His grave carries the epitaph he wrote for himself: “Potentially a good plumber; ruined by a sophisticated education.”
Don Frick was given unfettered access to all of Greenleaf's papers and correspondence. The result is a fascinating book that details the sources of Greenleaf's thought, describes his friendships with dozens of well-known people, and shows how he influenced business history well before his first book was published at the age of 73, and lived his own life as a servant leader.
As Director of Management Research at AT&T for 38 years, Greenleaf was known as “AT&T's Kept Revolutionary.” Among other unusual initiatives, he oversaw a novel program which taught executive decision making through great literature, established the first corporate assessment center using knowledge gleaned from the OSS's approach to training civilian spies during World War II, and invited leading philosophers and theologians to have conversations with AT&T executives.
After a period of soul searching and some surprising experiments in consciousness, Greenleaf retired from AT&T and began to develop the concept of servant leadership, the then-heretical notion that leaders lead best by serving their followers rather than “commanding” them. He continued to promote the idea through teaching, writing, and consulting until his last years, and was instrumental in creating a score of important organizations such as The Center for Creative Leadership and Yokefellow Institute.
Always, Greenleaf was a seeker opening himself up to novel experiences and astonishing people. He was a complex person-an introvert who served in public roles, a wise person who refused to give others “The Answer,” a brilliant thinker who often declared, “I am not a scholar.” His grave carries the epitaph he wrote for himself: “Potentially a good plumber; ruined by a sophisticated education.”
Here is the truth that the powerful Dirty Energy public relations machine doesn't want you to know: the ascent of solar energy is upon us. Solar-generated electricity has risen exponentially in the last few years and employment in the solar industry has doubled since 2009. Meanwhile, electricity from coal has declined to pre-World War II levels as the fossil fuel industry continues to shed jobs.
Danny Kennedy systematically refutes the lies spread by solar's opponents—that it is expensive, inefficient, and unreliable; that it is kept alive only by subsidies; that it can't be scaled; and many other untruths. He shows that we need a rooftop revolution to break the entrenched power of the coal, oil, nuclear, and gas industries Solar energy can create more jobs, return our nation to prosperity, and ensure the sustainability and safety of our planet. Now is the time to move away from the dangerous energy sources of the past and unleash the amazing potential of the sun.
Danny Kennedy systematically refutes the lies spread by solar's opponents—that it is expensive, inefficient, and unreliable; that it is kept alive only by subsidies; that it can't be scaled; and many other untruths. He shows that we need a rooftop revolution to break the entrenched power of the coal, oil, nuclear, and gas industries Solar energy can create more jobs, return our nation to prosperity, and ensure the sustainability and safety of our planet. Now is the time to move away from the dangerous energy sources of the past and unleash the amazing potential of the sun.
The Biggest Untold Economic Story of Our Time
Here is the truth that the powerful Dirty Energy public relations machine doesn’t want you to know: the ascent of solar energy is upon us. Solar-generated electricity has risen exponentially in the last few years and employment in the solar industry has doubled since 2009. Meanwhile, electricity from coal has declined to pre-World War II levels as the fossil fuel industry continues to shed jobs.
Danny Kennedy systematically refutes the lies spread by solar’s opponents—that it is expensive, inefficient, and unreliable; that it is kept alive only by subsidies; that it can’t be scaled; and many other untruths. He shows that we need a rooftop revolution to break the entrenched power of the coal, oil, nuclear, and gas industries Solar energy can create more jobs, return our nation to prosperity, and ensure the sustainability and safety of our planet. Now is the time to move away from the dangerous energy sources of the past and unleash the amazing potential of the sun.
We're at a tipping point in our global movement from dirty, big-industry electricity-- countries like Germany have 25% of their power grid on clean, local energy, yet the U.S is still under 1%. Solar pioneer Danny Kennedy has written this rallying cry for the solar industry and policy makers--the only obstacle to solar power is our ignorance.
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Bestselling authors and renowned diversity consultants Fred Miller and Judith Katz bring their long-awaited new book that shows any manager or member of a team how to create safe environments for everyone in their company.
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Bestselling authors and renowned diversity consultants Fred Miller and Judith Katz bring their long-awaited new book that shows any manager or member of a team how to create safe environments for everyone in their company.
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Bestselling authors and renowned diversity consultants Fred Miller and Judith Katz bring their long-awaited new book that shows any manager or member of a team how to create safe environments for everyone in their company.
Do you feel safe enough at work to share your ideas, thoughts, and experiences? Raise tough issues? Deal with conflicts? Do your best work?
Many people feel unsafe in work interactions. They hold back, hesitate, and make themselves smaller out of fear of ridicule or retribution. The lack of safety is why new ideas and new people often have such a hard time succeeding in today's organizations, and directly contribute to why stress levels are so high. Many people have the skills they need to do their best work and the ideas to solve problems but lack the safety to apply them. This book describes what constitutes a safe environment and the actions-by both leaders and team members-necessary to create collaborative, inclusive workplaces in which people feel safe enough to be their best selves. Written in plain, everyday language, Safe Enough to Soar identifies the default mindsets and behaviors that create hostile work environments and block collaboration, engagement, partnership, and the acceptance of new ideas and new people. Expert authors Fred Miller and Judith Katz chart a simple, step-by-step process that will enable organization's individuals, work-groups, and teams to skip past the dysfunctional mire of defensiveness, micro-aggressions, cover-your-ass compromises, and judging, and launch them into the innovation-inspiring, collaboration-fostering zone of organizational bravery. When people feel safe enough to act and interact, they step up, speak up, and fully engage…and they and their organizations spread their wings and soar.
Do you feel safe enough at work to share your ideas, thoughts, and experiences? Raise tough issues? Deal with conflicts? Do your best work?
Many people feel unsafe in work interactions. They hold back, hesitate, and make themselves smaller out of fear of ridicule or retribution. The lack of safety is why new ideas and new people often have such a hard time succeeding in today's organizations, and directly contribute to why stress levels are so high. Many people have the skills they need to do their best work and the ideas to solve problems but lack the safety to apply them. This book describes what constitutes a safe environment and the actions-by both leaders and team members-necessary to create collaborative, inclusive workplaces in which people feel safe enough to be their best selves. Written in plain, everyday language, Safe Enough to Soar identifies the default mindsets and behaviors that create hostile work environments and block collaboration, engagement, partnership, and the acceptance of new ideas and new people. Expert authors Fred Miller and Judith Katz chart a simple, step-by-step process that will enable organization's individuals, work-groups, and teams to skip past the dysfunctional mire of defensiveness, micro-aggressions, cover-your-ass compromises, and judging, and launch them into the innovation-inspiring, collaboration-fostering zone of organizational bravery. When people feel safe enough to act and interact, they step up, speak up, and fully engage…and they and their organizations spread their wings and soar.
NEW EDITION, REVISED AND UPDATED
One of America’s historic strengths is the ability to incorporate aspects from many different cultures to create a stronger whole. Our music, literature, sports, architecture, food, and fashion have all benefitted. But current leadership approaches are overwhelmingly written by White males and remain distressingly Eurocentric. Juana Bordas has set out to change this. In this influential book, she shows how incorporating Latino, Black, and American Indian approaches can enrich leadership and offers a more viable model for our expanding multicultural society.
NEW EDITION, REVISED AND UPDATED
One of America's historic strengths is the ability to incorporate aspects from many different cultures to create a stronger whole. Our music, literature, sports, architecture, food, and fashion have all benefitted. But current leadership approaches are overwhelmingly written by White males and remain distressingly Eurocentric. Juana Bordas has set out to change this. In this influential book, she shows how incorporating Latino, Black, and American Indian approaches can enrich leadership and offers a more viable model for our expanding multicultural society.
One of America's historic strengths is the ability to incorporate aspects from many different cultures to create a stronger whole. Our music, literature, sports, architecture, food, and fashion have all benefitted. But current leadership approaches are overwhelmingly written by White males and remain distressingly Eurocentric. Juana Bordas has set out to change this. In this influential book, she shows how incorporating Latino, Black, and American Indian approaches can enrich leadership and offers a more viable model for our expanding multicultural society.
A much-needed revised edition of the only book that presents a multicultural leadership model integrating eight practices from African-American, American Indian, and Latino communities-an alternative to the heavily or exclusively Anglo-American based concepts of leadership presented by most leadership books. The first edition has sold 20,000 copies, was the winner of the International Latino Book Award, Best Business Book, and was on the Rocky Mountain News Bestseller list.
“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.”
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.”
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.”
-Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
-Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
With scenario planning, leaders, executives, and decision makers can develop strategies for multiple futures, making their organizations resilient, agile, and capable of adapting to new circumstances at the speed of change. Here Thomas Chermack addresses the method's complexities and, unlike other books, deals not just with developing different scenarios but also with applying those scenarios and assessing their impact.
This is the most comprehensive guide available to the scenario planning process, offering a thorough discussion of the method's theoretical foundations and detailing a five-phase scenario planning system. Chermack uses a real-world case study to illuminate the entire process—from project preparation to scenario exploration, development, implementation, and project assessment. He provides specific techniques and tools for gathering and analyzing relevant data, structuring and managing projects, and avoiding common pitfalls.
This is the most comprehensive guide available to the scenario planning process, offering a thorough discussion of the method's theoretical foundations and detailing a five-phase scenario planning system. Chermack uses a real-world case study to illuminate the entire process—from project preparation to scenario exploration, development, implementation, and project assessment. He provides specific techniques and tools for gathering and analyzing relevant data, structuring and managing projects, and avoiding common pitfalls.
Scenario planning helps organization leaders, executives and decision-makers envision and develop strategies for multiple possible futures instead of just one. It enables organizations to become resilient and agile, carefully calibrating their responses and adapting quickly to new circumstances in a fast-changing environment.
This book is the most comprehensive treatment to date of the scenario planning process. Unlike existing books it offers a thorough discussion of the evolution and theoretical foundations of scenario planning, examining its connections to learning theory, decision-making theory, mental model theory and more. Chermack emphasizes that scenario planning is far more than a simple set of steps to follow, as so many other practice-focused books do—he addresses the subtleties and complexities of planning. And, unique among scenario planning books, he deals not just with developing different scenarios but also with applying scenarios once they have been constructed, and assessing the impact of the scenario project.
Using a case study based on a real scenario project Chermack lays out a comprehensive five phase scenario planning system—project preparation, scenario exploration, scenario development, scenario implementation and project assessment. Each chapter describes specific techniques for gathering and analyzing relevant data with a particular emphasis on the use of workshops to encourage dialogue. He offers a scenario project worksheet to help readers structure and manage scenario projects as well as avoid common pitfalls, and a discussion, based in recent neurological findings, of how scenario planning helps people to overcome barriers to creative thinking.
“This book is about action and performance. Compelling and thoroughly researched, it offers every business executive a playbook for including uncertainty in the organizational change process and driving competitive advantage”.
-- Tim Reynolds, Vice President, Talent and Organization Effectiveness, Whirlpool Corporation