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Ginger Levin DPA
Interpersonal Skills for Portfolio, Program, and Project Managers
5599
$55.99
Unit price perGinger Levin DPA
Interpersonal Skills for Portfolio, Program, and Project Managers
5599
$55.99
Unit price per
The only government contract law textbook to outline both practice and theory in simple, clear English for beginners.
An introduction to the procurement field that spares the reader from the necessity of trudging through dense and complex texts written in hard-to-follow “legalese." Here you will find clear and concise explanations of the legal principles involved in government contract law, written by an authority on the subject. This is a text that instructors have used and enjoyed for ten years, and now it is being updated to include the latest case studies and regulations.
An introduction to the procurement field that spares the reader from the necessity of trudging through dense and complex texts written in hard-to-follow “legalese." Here you will find clear and concise explanations of the legal principles involved in government contract law, written by an authority on the subject. This is a text that instructors have used and enjoyed for ten years, and now it is being updated to include the latest case studies and regulations.
A powerful pocket guide for practitioners that distills all of the research and materials found in Otto Scharmer's seminal texts Theory U and Leading from the Emerging Future.
Theory U has evolved into a movement in both academic and organizational development programs on a global scale, yet all of the available literature on the subject can only be found in pricier and lengthier (400+ pages) works - putting it beyond the reach of many. Here, for the first time, the movement's key founder presents the core premise and application of Theory U in a competitively priced paperback that runs just 168 pages. The new developments into a short handbook that focuses on three essential components; the core principles of Theory U, the give movements that makes the process of Theory U, and social applications. The work presents the basic principles of Theory U and its usage in a compact format to be used as a simple introductory work to the field of presencing.
Theory U has evolved into a movement in both academic and organizational development programs on a global scale, yet all of the available literature on the subject can only be found in pricier and lengthier (400+ pages) works - putting it beyond the reach of many. Here, for the first time, the movement's key founder presents the core premise and application of Theory U in a competitively priced paperback that runs just 168 pages. The new developments into a short handbook that focuses on three essential components; the core principles of Theory U, the give movements that makes the process of Theory U, and social applications. The work presents the basic principles of Theory U and its usage in a compact format to be used as a simple introductory work to the field of presencing.
Business communication expert and bestselling author Dianna Booher shares practical wisdom on how to write effective emails that get results and how to organize documents to gain control and increase your productivity.
The majority of business writing is email writing. Yet many of us still struggle to write effective emails that get results. And we feel overwhelmed by the volume of email we receive to the point where we feel like we are in email jail! In this book, you will learn how to:
•Compose actionable emails quickly by following Booher's philosophy of Think First, Draft Fast, and Edit Last
•Write brief emails so they get read and get a quick response
•Organize a common-sense file storage system that helps you find documents and emails quickly to attach and send
•Present a professional image when you email prospects, customers, and coworkers
•Be aware of legal liabilities and security risks as you send and receive email
The majority of business writing is email writing. Yet many of us still struggle to write effective emails that get results. And we feel overwhelmed by the volume of email we receive to the point where we feel like we are in email jail! In this book, you will learn how to:
•Compose actionable emails quickly by following Booher's philosophy of Think First, Draft Fast, and Edit Last
•Write brief emails so they get read and get a quick response
•Organize a common-sense file storage system that helps you find documents and emails quickly to attach and send
•Present a professional image when you email prospects, customers, and coworkers
•Be aware of legal liabilities and security risks as you send and receive email
Jonathan Weinstein PMP
Achieving Project Management Success in the Federal Government
5295
$52.95
Unit price perJonathan Weinstein PMP
Achieving Project Management Success in the Federal Government
5295
$52.95
Unit price per
Ursula Kuehn PMP
Integrated Cost and Schedule Control in Project Management
4995
$49.95
Unit price perUrsula Kuehn PMP
Integrated Cost and Schedule Control in Project Management
4995
$49.95
Unit price per
The Lean Startup concept has revolutionized the way businesses are developed. Now Michel Gelobter applies this powerful concept to the social sector.
In business, the lean start-up movement is turning the traditional approach to innovation on its head. Rather than developing an elaborate plan, raising money to fund it, and then following it to its uncertain conclusion-a process that can take years-entrepreneurs in companies new and old are launching small inexpensive initiatives to test ideas, quickly learning from failures and successes, and using that data to further refine the ideas and test them again. Social entrepreneur Michel Gelobter says there's no reason the social sector can't do the same.
Gelobter goes through the lean startup process step by step, showing exactly how nonprofits and advocacy organizations can adapt it to increase their impact. He uses dozens of real-world examples: a homelessness group that discovered the one metric they needed to improve to get more people off the streets; a technology-based literacy startup that was able to reach two million children in two years, when it took a more traditionally-oriented program fifteen; and many others. From the glimmer of an idea to make the world a better place to deep reform in the heart of the world's largest government and non-profit bureaucracies, Michel Gelobter shows how the lean start-up can drive a revolution in policy and social change.
In business, the lean start-up movement is turning the traditional approach to innovation on its head. Rather than developing an elaborate plan, raising money to fund it, and then following it to its uncertain conclusion-a process that can take years-entrepreneurs in companies new and old are launching small inexpensive initiatives to test ideas, quickly learning from failures and successes, and using that data to further refine the ideas and test them again. Social entrepreneur Michel Gelobter says there's no reason the social sector can't do the same.
Gelobter goes through the lean startup process step by step, showing exactly how nonprofits and advocacy organizations can adapt it to increase their impact. He uses dozens of real-world examples: a homelessness group that discovered the one metric they needed to improve to get more people off the streets; a technology-based literacy startup that was able to reach two million children in two years, when it took a more traditionally-oriented program fifteen; and many others. From the glimmer of an idea to make the world a better place to deep reform in the heart of the world's largest government and non-profit bureaucracies, Michel Gelobter shows how the lean start-up can drive a revolution in policy and social change.
Hire and Keep the Best People is filled with proven, practical knowledge and offers effective steps you can take today to find, select, hire, orient, train, and retain the best people for your business.
If your people know you care about them, they will move mountains. Employee engagement and loyalty expert Heather Younger outlines nine ways to manifest the radical power of caring support in the workplace.
Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first.
Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.
Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first.
Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.
Thom Hartmann
The Hidden History of the Supreme Court and the Betrayal of America
1995
$19.95
Unit price perThom Hartmann
The Hidden History of the Supreme Court and the Betrayal of America
1995
$19.95
Unit price per
“Hartmann delivers a full-throated indictment of the U.S. Supreme Court in this punchy polemic." -Publishers Weekly
Taking his typically in-depth, historically informed view, Thom Hartmann asks, What if the Supreme Court didn't have the power to strike down laws? According to the Constitution, it doesn't. From the founding of the republic until 1803, the Supreme Court was the final court of appeals, as it was always meant to be. So where did the concept of judicial review start? As so much of modern American history, it began with the battle between the Federalists and Anti-Federalists, and with Marbury v. Madison.
Hartmann argues it is not the role of the Supreme Court to decide what the law is but rather the duty of the people themselves. He lays out the history of the Supreme Court of the United States, since Alexander Hamilton's defense to modern-day debates, with key examples of cases where the Supreme Court overstepped its constitutional powers. The ultimate remedy to the Supreme Court's abuse of power is with the people-the ultimate arbiter of the law-using the ballot box. America does not belong to the kings and queens; it belongs to the people.
Taking his typically in-depth, historically informed view, Thom Hartmann asks, What if the Supreme Court didn't have the power to strike down laws? According to the Constitution, it doesn't. From the founding of the republic until 1803, the Supreme Court was the final court of appeals, as it was always meant to be. So where did the concept of judicial review start? As so much of modern American history, it began with the battle between the Federalists and Anti-Federalists, and with Marbury v. Madison.
Hartmann argues it is not the role of the Supreme Court to decide what the law is but rather the duty of the people themselves. He lays out the history of the Supreme Court of the United States, since Alexander Hamilton's defense to modern-day debates, with key examples of cases where the Supreme Court overstepped its constitutional powers. The ultimate remedy to the Supreme Court's abuse of power is with the people-the ultimate arbiter of the law-using the ballot box. America does not belong to the kings and queens; it belongs to the people.
Margaret G. Rumbaugh
Understanding Government Contract Source Selection
13895
$138.95
Unit price perMargaret G. Rumbaugh
Understanding Government Contract Source Selection
13895
$138.95
Unit price per
Neal Whitten PMP
Neal Whitten's No-Nonsense Advice for Successful Projects
3495
$34.95
Unit price perNeal Whitten PMP
Neal Whitten's No-Nonsense Advice for Successful Projects
3495
$34.95
Unit price per
Without trust, people and businesses fail. Trusted Leader provides a framework for building trust so that you and your organizations can perform at your best.
“A lack of trust is your biggest expense,” says David Horsager, a message he has brought to Fortune 500 companies, nonprofits, and governments the world over. Without trust, transactions cannot occur. Without trust, influence is destroyed. Without trust, organizations lose productivity, relationships, reputation, talent, customer loyalty, creativity, morale, revenue, and results.
And there is a reliable, research-based, repeatedly proven-in-practice way to build trust. In this book, Horsager uses the popular business fable format to make his method accessible to as wide an audience as possible. Horsager tells the story of a young software executive facing a critical deadline who discovers the eight Pillars of Trust: clarity, compassion, character, competency, commitment, connection, contribution, and consistency.
In the remaining third of the book, Horsager departs from the story to go deeply into the eight Pillars of Trust, describing the research behind them and offering tools for applying them. Trust, not money, is the currency of business and life, and this is a comprehensive guide to building it.
“A lack of trust is your biggest expense,” says David Horsager, a message he has brought to Fortune 500 companies, nonprofits, and governments the world over. Without trust, transactions cannot occur. Without trust, influence is destroyed. Without trust, organizations lose productivity, relationships, reputation, talent, customer loyalty, creativity, morale, revenue, and results.
And there is a reliable, research-based, repeatedly proven-in-practice way to build trust. In this book, Horsager uses the popular business fable format to make his method accessible to as wide an audience as possible. Horsager tells the story of a young software executive facing a critical deadline who discovers the eight Pillars of Trust: clarity, compassion, character, competency, commitment, connection, contribution, and consistency.
In the remaining third of the book, Horsager departs from the story to go deeply into the eight Pillars of Trust, describing the research behind them and offering tools for applying them. Trust, not money, is the currency of business and life, and this is a comprehensive guide to building it.
Bestselling author Jennifer Kahnweiler (Quiet Influence and The Introverted Leader-over 20,000 copies sold each) offers a five-step process that will help introverts and extroverts understand and appreciate each other and work together to achieve more than they ever could on their own.
Mick and Keith. Jobs and Woz. FDR and Eleanor. Gilbert and Sullivan. History is filled with examples of successful introvert-extrovert partnerships. But how can two people who sometimes seem to be from different planets not just work together but make extraordinary products, create great works of art, and even change history?
Jennifer Kahnweiler says the key is to remember that these relationships are most successful when opposites stop emphasizing their differences and use approaches that move them towards results. She provides a five-step process that helps introverts and extroverts understand each other's “cultures,” use their inevitable conflicts to spur creativity, find the right roles within their partnership, enjoy each other's company, and adapt and adjust their roles when working with clients. These partnerships require constant maintenance-opposites don't attract, they have to work at it. But when they succeed they produce exponential results. Blending the two points of view allows both partners to see and act on things neither partner would have separately.
Mick and Keith. Jobs and Woz. FDR and Eleanor. Gilbert and Sullivan. History is filled with examples of successful introvert-extrovert partnerships. But how can two people who sometimes seem to be from different planets not just work together but make extraordinary products, create great works of art, and even change history?
Jennifer Kahnweiler says the key is to remember that these relationships are most successful when opposites stop emphasizing their differences and use approaches that move them towards results. She provides a five-step process that helps introverts and extroverts understand each other's “cultures,” use their inevitable conflicts to spur creativity, find the right roles within their partnership, enjoy each other's company, and adapt and adjust their roles when working with clients. These partnerships require constant maintenance-opposites don't attract, they have to work at it. But when they succeed they produce exponential results. Blending the two points of view allows both partners to see and act on things neither partner would have separately.
A detailed framework for leaders to move past outdated workplace blame and shame strategies to cultivate resilient teams capable of facing adversity and setbacks confidently.
Workplace finger-pointing stifles creativity, reduces productivity, and limits psychological safety. Although no one sets out to be judgmental, learning new habits is hard. Two experienced leadership and agilists coaches share a road-tested leadership model that continuously embraces humility and failure as part of the growth process to deliver results.
By facilitating blame-free retrospective meetings, leaders chart a productive path forward. They amplify three essential motivators of purpose, autonomy, and co-intelligence within their team. Layered on with four resilience factors: inclusive collaboration, transparent power dynamics, collaborative learning, and embracing conflict. After applying these strategies, learning leaders will help their teams and themselves become more resilient and better equipped to handle any unexpected and challenging tasks that comes their way.
Workplace finger-pointing stifles creativity, reduces productivity, and limits psychological safety. Although no one sets out to be judgmental, learning new habits is hard. Two experienced leadership and agilists coaches share a road-tested leadership model that continuously embraces humility and failure as part of the growth process to deliver results.
By facilitating blame-free retrospective meetings, leaders chart a productive path forward. They amplify three essential motivators of purpose, autonomy, and co-intelligence within their team. Layered on with four resilience factors: inclusive collaboration, transparent power dynamics, collaborative learning, and embracing conflict. After applying these strategies, learning leaders will help their teams and themselves become more resilient and better equipped to handle any unexpected and challenging tasks that comes their way.