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New York Times bestseller! "To build a world that works for everyone, we must first make the radical decision to love every facet of ourselves. . . . 'The body is not an apology' is the mantra we should all embrace."
-Kimberlé Crenshaw, legal scholar and founder and Executive Director, African American Policy Forum
In a revolutionary departure from the capitalist-driven self-help and body-positivity movement, poet, author, and humanitarian Sonya Renee Taylor forges an inextricable bond between radical self-love and social justice. The first step is recognizing that we have all been indoctrinated into a system of body shame that profits off our self-hatred. This second edition includes stories from Taylor's travels around the world combating body terrorism and shines a light on the path toward liberation guided by love. In a brand new chapter, Taylor confronts each of the "isms" and phobias, especially racism, sexism, ableism, homophobia, and transphobia, showing how radical self-love manifests in each space. Radical self-love not only dismantles shame and self-loathing in us but has the power to dismantle global systems of injustice-because when we make peace with our bodies, only then do we have the capacity to truly make peace with the bodies of others. Readers can also engage more deeply using the accompanying workbook, which builds on the ten tools and radical reflection and unapologetic inquiry exercises woven throughout the book.
-Kimberlé Crenshaw, legal scholar and founder and Executive Director, African American Policy Forum
In a revolutionary departure from the capitalist-driven self-help and body-positivity movement, poet, author, and humanitarian Sonya Renee Taylor forges an inextricable bond between radical self-love and social justice. The first step is recognizing that we have all been indoctrinated into a system of body shame that profits off our self-hatred. This second edition includes stories from Taylor's travels around the world combating body terrorism and shines a light on the path toward liberation guided by love. In a brand new chapter, Taylor confronts each of the "isms" and phobias, especially racism, sexism, ableism, homophobia, and transphobia, showing how radical self-love manifests in each space. Radical self-love not only dismantles shame and self-loathing in us but has the power to dismantle global systems of injustice-because when we make peace with our bodies, only then do we have the capacity to truly make peace with the bodies of others. Readers can also engage more deeply using the accompanying workbook, which builds on the ten tools and radical reflection and unapologetic inquiry exercises woven throughout the book.
Winner of the William Foote Whyte and Kathleen King Whyte Book Prize from the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Adopting the latest agile tools and practices won't be enough to respond to rapid market change. Leaders must first lay the groundwork by creating the right environment for these tools to work.
An ever-growing pile of frameworks and tools falsely offer an “easy route” to organizational agility. However, responding to rapid market change requires you alter so much more than just your way of working. Your work style is only one of six factors that the Agile Centre's research identifies as the key to success. From years of experience certifying people in agile leadership, product ownership, and scrum mastery, Karim Harbott has created a model that will help your organization achieve all six factors required for success: leadership, culture, structure, engagement, and governance as well as ways of working together. Drawing from Harbott's famous Business Agility Canvas, this book will help leaders get realistic about the scope of the changes needed in their organization and show them how to get started.
An ever-growing pile of frameworks and tools falsely offer an “easy route” to organizational agility. However, responding to rapid market change requires you alter so much more than just your way of working. Your work style is only one of six factors that the Agile Centre's research identifies as the key to success. From years of experience certifying people in agile leadership, product ownership, and scrum mastery, Karim Harbott has created a model that will help your organization achieve all six factors required for success: leadership, culture, structure, engagement, and governance as well as ways of working together. Drawing from Harbott's famous Business Agility Canvas, this book will help leaders get realistic about the scope of the changes needed in their organization and show them how to get started.
Smart machines are replacing more and more jobs. Edward Hess and Katherine Ludwig show how to develop abilities that machines don't have so we can thrive in this Smart Machine Age. Underlying them all is a sense of personal humility: honestly recognizing our limitations and working to mitigate them.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
"What is impressive is not only how Winters builds a case for the urgency and need for bold, inclusive conversations but that she also gives specific strategies and competencies to turn her theory into practice.”
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
• Recognizing the importance of creating equity and sharing power
• Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
• Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
• Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
• Recognizing the importance of creating equity and sharing power
• Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
• Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
• Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
Collaborative strategies work when they're designed by teams-where each person is heard, valued, and held accountable. This book is a practical guide for project team leaders and individual contributors who want their teams to play by a better set of rules.
Where do teams go wrong? Having the right people with the right skills doesn't mean they'll know how to work together as a team. David and Mary Sherwin maintain it's all in the design. Through a blend of straightforward activities, conversational stories, and dialogues that help model different forms of team interaction, this book will help teams:
• Create workday rituals that aid them in making better decisions and following through on their work responsibilities
• Identify patterns of behavior that are getting in the way of team performance, and design and test potential ways to them
• Reinforce habits that help team members bring the human element into their interactions and foster open communication
Readers of this book will be more prepared to set up and survive challenging projects alongside their coworkers with a shared sense of ownership, and an eye towards retaining the integrity of their teams in the long term. Using a process that has worked at some of the world's cutting edge companies, the authors detail the steps to take control of team design and plan for success. The key is to give every team member a voice in designing the team's rules, and in keeping it aligned with the design over the life of the team.
Where do teams go wrong? Having the right people with the right skills doesn't mean they'll know how to work together as a team. David and Mary Sherwin maintain it's all in the design. Through a blend of straightforward activities, conversational stories, and dialogues that help model different forms of team interaction, this book will help teams:
• Create workday rituals that aid them in making better decisions and following through on their work responsibilities
• Identify patterns of behavior that are getting in the way of team performance, and design and test potential ways to them
• Reinforce habits that help team members bring the human element into their interactions and foster open communication
Readers of this book will be more prepared to set up and survive challenging projects alongside their coworkers with a shared sense of ownership, and an eye towards retaining the integrity of their teams in the long term. Using a process that has worked at some of the world's cutting edge companies, the authors detail the steps to take control of team design and plan for success. The key is to give every team member a voice in designing the team's rules, and in keeping it aligned with the design over the life of the team.
Edited by legendary business author Ken Blanchard and featuring contributions by authors like Simon Sinek, Brené Brown, Stephen M. R. Covey, and Marshall Goldsmith, this collection offers expert advice on how to implement an increasingly popular and highly effective approach to leadership.
Servant leadership is the secret behind the success of some of the world's leading organizations. Succinctly put, serving leaders lead by serving their people, not by exalting themselves.
Through the stories and reflections of leading businesspeople, bestselling authors, and spiritual leaders, this collection offers tools for implementing this proven but radical leadership model. The book is organized into three sections:
-What is Servant Leadership? describes different aspects of servant leadership
-Models of Servant Leadership focuses on people who have been identified as classic servant leaders
-Putting Servant Leadership to Work features firsthand accounts of how servant leadership has been implemented in various organizations and the difference it has made in both results and human satisfaction.
Servant leadership is the secret behind the success of some of the world's leading organizations. Succinctly put, serving leaders lead by serving their people, not by exalting themselves.
Through the stories and reflections of leading businesspeople, bestselling authors, and spiritual leaders, this collection offers tools for implementing this proven but radical leadership model. The book is organized into three sections:
-What is Servant Leadership? describes different aspects of servant leadership
-Models of Servant Leadership focuses on people who have been identified as classic servant leaders
-Putting Servant Leadership to Work features firsthand accounts of how servant leadership has been implemented in various organizations and the difference it has made in both results and human satisfaction.
The must-have book for everyone who wants to be heard. More than just a book on business speech, it looks at the range of common communication mistakes--from repeating oneself to speaking too quickly--that can result in a poor impression
Ditch the negative mental habits that derail conversations and destroy projects, and discover a framework for forging authentic, enduring, and productive connections.
All too often, we find our conversations stuck in cyclical patterns of unproductive behavior. We listen half-heartedly, react emotionally, and respond habitually, or what Chuck Wisner calls “sleep talking.”
Conscious Conversations explores the way we can reframe our thoughts, emotions, reactions, and interactions so we form a connection from the very first conversation and keep our discourse positive and productive throughout any endeavor. Wisner identifies four universal types of conversations and offers specific advice on maximizing the effectiveness of each:
• Storytelling-Acknowledging and investigating the stories we tell ourselves about ourselves and others
• Collaborating-Exploring the way our stories interact with other people's stories
• Creating-Cocreating possibilities and discovering unforeseen solutions to sticky problems
• Committing-Coordinating our actions with others to get things done
These conversations unfold sequentially: our awareness of our stories transforms our ability to listen and collaborate, which opens our thoughts to creative possibilities, guiding us toward mindful agreements. This framework makes it possible to identify, understand, and deactivate disruptive emotional triggers; listen with empathy to people with opposing perspectives; and forge relationships built on trust.
All too often, we find our conversations stuck in cyclical patterns of unproductive behavior. We listen half-heartedly, react emotionally, and respond habitually, or what Chuck Wisner calls “sleep talking.”
Conscious Conversations explores the way we can reframe our thoughts, emotions, reactions, and interactions so we form a connection from the very first conversation and keep our discourse positive and productive throughout any endeavor. Wisner identifies four universal types of conversations and offers specific advice on maximizing the effectiveness of each:
• Storytelling-Acknowledging and investigating the stories we tell ourselves about ourselves and others
• Collaborating-Exploring the way our stories interact with other people's stories
• Creating-Cocreating possibilities and discovering unforeseen solutions to sticky problems
• Committing-Coordinating our actions with others to get things done
These conversations unfold sequentially: our awareness of our stories transforms our ability to listen and collaborate, which opens our thoughts to creative possibilities, guiding us toward mindful agreements. This framework makes it possible to identify, understand, and deactivate disruptive emotional triggers; listen with empathy to people with opposing perspectives; and forge relationships built on trust.
Once vilified by pro-life and pro-choice supporters alike, Aspen Baker has now shown that “pro-voice” might be the best method to move past conflict and hatred around abortion. With her nonprofit, Exhale, she has demonstrated that it's possible to get people talking respectfully even about the most polarizing topics.
When Aspen Baker had an abortion at the age of twenty-four, she felt caught between the warring pro-life and pro-choice factions, with no safe space to share her conflicted feelings, which didn't fit into either side's party line. In this hopeful and moving book, Baker shows how she and Exhale, the organization she cofounded, developed a philosophy and a set of tools that enables anyone to have respectful, compassionate exchanges about even the most divisive topics. Initially distrusted by both sides, Exhale now receives post-abortion referrals from pro-life and pro-choice organizations and has become a leader and innovator by pioneering a more respectful, supportive dialogue about this highly emotional issue.
Baker examines the history of the abortion debate, identifying the mistakes and misunderstandings on both sides that have led us to the current painful divide. She shares how Exhale discovered creative ways to build a caring, nonjudgmental space for women and men to share their feelings about abortion, such as starting a post-abortion telephone service and piloting a nationwide story-sharing tour led by women who'd had abortion experiences. They call their approach “pro-voice.”
This book shows how pro-voice can be adopted by anyone interested in dialogue rather than dogma. Peace, in this perspective, isn't a world without fighting or conflict but one where conflict can be engaged in-fiercely and directly-without dehumanizing ourselves or our opponents. Our world is full of gray areas. It's vital we learn practices like pro-voice to help us move from paralysis to progress.
When Aspen Baker had an abortion at the age of twenty-four, she felt caught between the warring pro-life and pro-choice factions, with no safe space to share her conflicted feelings, which didn't fit into either side's party line. In this hopeful and moving book, Baker shows how she and Exhale, the organization she cofounded, developed a philosophy and a set of tools that enables anyone to have respectful, compassionate exchanges about even the most divisive topics. Initially distrusted by both sides, Exhale now receives post-abortion referrals from pro-life and pro-choice organizations and has become a leader and innovator by pioneering a more respectful, supportive dialogue about this highly emotional issue.
Baker examines the history of the abortion debate, identifying the mistakes and misunderstandings on both sides that have led us to the current painful divide. She shares how Exhale discovered creative ways to build a caring, nonjudgmental space for women and men to share their feelings about abortion, such as starting a post-abortion telephone service and piloting a nationwide story-sharing tour led by women who'd had abortion experiences. They call their approach “pro-voice.”
This book shows how pro-voice can be adopted by anyone interested in dialogue rather than dogma. Peace, in this perspective, isn't a world without fighting or conflict but one where conflict can be engaged in-fiercely and directly-without dehumanizing ourselves or our opponents. Our world is full of gray areas. It's vital we learn practices like pro-voice to help us move from paralysis to progress.
This compelling and inspiring call to action for leaders at every level helps them find their role and voice in affecting societal and workplace change.
In a world where women and communities of color were disproportionally impacted by the COVID-19 pandemic, it's more important than ever for leaders to truly understand how to support inclusion in the postpandemic workplace.
Drawing on years of work with many leading organizations, Jennifer Brown shows what leaders at any level can do to spark real change and navigate uncharted waters. She guides readers through anti-racism using the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate. Brown describes the hallmarks of each stage, the behaviors and mindsets that inform it, and what readers can do to keep progressing.
This second edition includes a new introduction and addresses challenges posed by the pandemic-including remote work, flexibility, and mental health. It also gives increased attention to embedding equity, empathy, and anti-racism in the inclusive leader framework.
In a world where women and communities of color were disproportionally impacted by the COVID-19 pandemic, it's more important than ever for leaders to truly understand how to support inclusion in the postpandemic workplace.
Drawing on years of work with many leading organizations, Jennifer Brown shows what leaders at any level can do to spark real change and navigate uncharted waters. She guides readers through anti-racism using the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate. Brown describes the hallmarks of each stage, the behaviors and mindsets that inform it, and what readers can do to keep progressing.
This second edition includes a new introduction and addresses challenges posed by the pandemic-including remote work, flexibility, and mental health. It also gives increased attention to embedding equity, empathy, and anti-racism in the inclusive leader framework.
A practical and irreverent guide to taking the sting out of feedback and reclaiming it as a motivating, empowering experience for everyone involved.
Feedback! Ugh. Say the word to a colleague, your spouse, or a friend, and watch the person's blood pressure rise and defenses go up. For most of us, it's a word loaded with experiences that may include bias, politics, pain, regret, and anger. However, if we take a step back and think about its true intent, we realize that feedback needn't be a bad thing. We humans want to improve, grow, and advance, and we need insights that can help us move in the right direction. If we close ourselves off from understanding how others experience us, then we close ourselves off to a life of learning and growth. The authors address how feedback got such a bad rap and how we can fix it. They provide three key Fs (focused, fair, and frequent) for positive feedback. They also include a slew of practical exercises and strategies to change how we view and experience feedback.
Feedback! Ugh. Say the word to a colleague, your spouse, or a friend, and watch the person's blood pressure rise and defenses go up. For most of us, it's a word loaded with experiences that may include bias, politics, pain, regret, and anger. However, if we take a step back and think about its true intent, we realize that feedback needn't be a bad thing. We humans want to improve, grow, and advance, and we need insights that can help us move in the right direction. If we close ourselves off from understanding how others experience us, then we close ourselves off to a life of learning and growth. The authors address how feedback got such a bad rap and how we can fix it. They provide three key Fs (focused, fair, and frequent) for positive feedback. They also include a slew of practical exercises and strategies to change how we view and experience feedback.
This is the first book to address the specific needs and challenges faced by high-level consultants, who work on very complex projects and must win the confidence of the most senior leaders in organizations.
Advanced consulting requires both expertise and personal qualifications that are distinct from those needed in everyday consulting. Advanced consultants work with high-level executive teams on complex issues such as strategy, organizational design, merger integration, digital disruption, culture change, and system-wide transformation. While neophyte consultants are often given a playbook to follow, advanced consultants need to invent methods that take full advantage of the opportunities that their work with clients presents.
There is an art to advanced consulting as well as a science; who you are is as important as what you do. Bill Pasmore draws on his four decades of experience as a consultant and teacher of consultants to show readers how to see possibilities that are not evident, conduct analyses that support the value of more comprehensive work, build relationships that engender deeper trust, adapt to changing circumstances, and empower members of their team to take independent actions while maintaining overall control of an engagement. Illustrated with vivid real-world examples and including a self-assessment to measure your progress, this book equips you to advance to more senior positions in your firm or to build a successful independent practice.
Advanced consulting requires both expertise and personal qualifications that are distinct from those needed in everyday consulting. Advanced consultants work with high-level executive teams on complex issues such as strategy, organizational design, merger integration, digital disruption, culture change, and system-wide transformation. While neophyte consultants are often given a playbook to follow, advanced consultants need to invent methods that take full advantage of the opportunities that their work with clients presents.
There is an art to advanced consulting as well as a science; who you are is as important as what you do. Bill Pasmore draws on his four decades of experience as a consultant and teacher of consultants to show readers how to see possibilities that are not evident, conduct analyses that support the value of more comprehensive work, build relationships that engender deeper trust, adapt to changing circumstances, and empower members of their team to take independent actions while maintaining overall control of an engagement. Illustrated with vivid real-world examples and including a self-assessment to measure your progress, this book equips you to advance to more senior positions in your firm or to build a successful independent practice.