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From JetBlue to Eliot Spitzer, John Edwards to Pete Rose, at some point everyone needs to know how to make an effective apology. This is a survival guide for all of us who find a need to apologize in our business or professional work, either for ourselves or for our organizations. It guides the reader through all aspects of making effective apologies in all situations.
The authors of the bestseller The Secret (over 350,000 copies sold)-legendary bestselling author Ken Blanchard and top Chick-fil-A executive Mark Miller-offer profound wisdom and practical advice for how to keep growing in your leadership effectiveness throughout your life.
This book provides the first deep understanding of a new approach to OD, one better suited to dealing with the complexity and rapid pace of change today.
This is the first authoritative source on an exciting new development in transformational change practices at individual, group, organizational, and societal levels. Dialogic OD theory integrates the latest thinking on the power of narrative and language to create social reality with the latest thinking on applying the science of complexity to changing organizations. This contrasts with the tendency in traditional “diagnostic” OD to think about organizations as fixed objects to be scientifically investigated by conducting an accurate diagnosis-ensuring that conversations convey objective reality (the facts)-and change as something that is episodic and can be planned and managed. Dialogic OD emerged as an approach for dealing with the complex adaptive challenges that organizations face today.
The book has three main sections: an introductory section that explains Dialogic OD and the dialogic mindset, its origins, how it differs from as well as integrates other forms of consulting and change, and implications for practice; a theory section that explains the main philosophical and scientific theories since the 1980s that support or contribute to dialogic thinking; and a practice section that covers how to work from a dialogic mindset with examples of specific practices.
This is the first authoritative source on an exciting new development in transformational change practices at individual, group, organizational, and societal levels. Dialogic OD theory integrates the latest thinking on the power of narrative and language to create social reality with the latest thinking on applying the science of complexity to changing organizations. This contrasts with the tendency in traditional “diagnostic” OD to think about organizations as fixed objects to be scientifically investigated by conducting an accurate diagnosis-ensuring that conversations convey objective reality (the facts)-and change as something that is episodic and can be planned and managed. Dialogic OD emerged as an approach for dealing with the complex adaptive challenges that organizations face today.
The book has three main sections: an introductory section that explains Dialogic OD and the dialogic mindset, its origins, how it differs from as well as integrates other forms of consulting and change, and implications for practice; a theory section that explains the main philosophical and scientific theories since the 1980s that support or contribute to dialogic thinking; and a practice section that covers how to work from a dialogic mindset with examples of specific practices.
This long awaited 2nd edition of a classic title expands and deepens the story of Mike Wilson, an unlikely servant leader.
At a time of increasing concern about ethics at the top, The Serving Leader makes the case for an approach to leadership that is both more moral and more effective than the ruthless, anything-for-the-bottom-line approach that has brought disgrace-and often ruin- to many once-mighty organizations. "Serving leaders" lead by serving others, not by using them. As one of the characters in the book notes, "A leader qualifies to be first by putting other people first." It sounds paradoxical, but it works-and The Serving Leader shows precisely how and why.
While Ken Jennings and John Stahl-Wert use a parable to outline the basics of servant leadership, all the people in it are based on real people, the organizations depicted are based on real organizations-and the results they achieved are what really happened. On one level The Serving Leader is the most practical guide available to implementing servant leadership; on a deeper level, it is a book about the personal journey of growth that real leadership requires.
This 2nd edition features a new foreword by Ken Blanchard, a new introduction by the authors, and a new chapter checking back in with Mike, the main character, to see what he has learned 12 years after he embraced servant leadership.
At a time of increasing concern about ethics at the top, The Serving Leader makes the case for an approach to leadership that is both more moral and more effective than the ruthless, anything-for-the-bottom-line approach that has brought disgrace-and often ruin- to many once-mighty organizations. "Serving leaders" lead by serving others, not by using them. As one of the characters in the book notes, "A leader qualifies to be first by putting other people first." It sounds paradoxical, but it works-and The Serving Leader shows precisely how and why.
While Ken Jennings and John Stahl-Wert use a parable to outline the basics of servant leadership, all the people in it are based on real people, the organizations depicted are based on real organizations-and the results they achieved are what really happened. On one level The Serving Leader is the most practical guide available to implementing servant leadership; on a deeper level, it is a book about the personal journey of growth that real leadership requires.
This 2nd edition features a new foreword by Ken Blanchard, a new introduction by the authors, and a new chapter checking back in with Mike, the main character, to see what he has learned 12 years after he embraced servant leadership.
Helping others is one of the most universal things that people do every day in their work and lives. Yet often this help is not helpful or is resented or refused. In this seminal book, a preeminent author and scholar analyzes the dynamics of helping relationships and shows how to provide help that is really helpful.
Laura Stack, aka The Productivity Pro®, offers an up-to-date guide packed with advice to help busy executives make sure they are both efficient and effective
Inspired by Peter Drucker's classic The Effective Executive, Laura Stack offers a productivity bible for the 21st century. She focuses on time management strategies today's executives can use to quickly obtain profitable, productive results by managing the intersection between two critical values: effectiveness and efficiency.
Effectiveness, Stack says, is identifying and achieving the best objectives for your organization-doing the right things. Efficiency is accomplishing them with the least time, effort, and cost possible-doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.”
Stack identifies twelve practices that will enable executives to be effective and efficient, grouped in three broad areas: strategy, teamwork, and tactics. For each practice she offers tips, techniques, and advice based on her work with individuals and organizations all over the world. There are dozens and dozens of great ideas here for making your organization, your team, and yourself vastly more productive.
Inspired by Peter Drucker's classic The Effective Executive, Laura Stack offers a productivity bible for the 21st century. She focuses on time management strategies today's executives can use to quickly obtain profitable, productive results by managing the intersection between two critical values: effectiveness and efficiency.
Effectiveness, Stack says, is identifying and achieving the best objectives for your organization-doing the right things. Efficiency is accomplishing them with the least time, effort, and cost possible-doing things right. If you're not clear on both, you're wasting your time. As Drucker put it, “There is nothing so useless as doing efficiently that which should not be done at all.”
Stack identifies twelve practices that will enable executives to be effective and efficient, grouped in three broad areas: strategy, teamwork, and tactics. For each practice she offers tips, techniques, and advice based on her work with individuals and organizations all over the world. There are dozens and dozens of great ideas here for making your organization, your team, and yourself vastly more productive.
The Citizens United Case has become infamous as the greatest legal con job in American history--the Supreme Court decided that corporations, as virtual persons, have the same free speech rights as you or I. This vital update shows how the movement to overturn Citizens United has passed in 16 states, but warns that the forces of money in politics are fighting back with FEC vs. McCutcheon and a recent reversal of a 100 year-old law in Montana against corporate money. The fight ain't over people (real ones that is)!
The workbook version of this international bestseller guides you through getting more of the important things done. You'll stop procrastinating and start eating those frogs in no time!
The workbook follows the same twenty-one-chapter format as the book. Each chapter includes four exercises with space to do the exercises on the pages. The workbook will also include a narrative character who is struggling with procrastination in her work and home lives and uses the recommendations from Eat That Frog! to improve her time management performance.
The workbook follows the same twenty-one-chapter format as the book. Each chapter includes four exercises with space to do the exercises on the pages. The workbook will also include a narrative character who is struggling with procrastination in her work and home lives and uses the recommendations from Eat That Frog! to improve her time management performance.
Recounting controversial First Amendment cases from the Red Scare era to Citizens United, William Bennett Turner shows how we've arrived at our contemporary understanding of free speech. His strange cast of heroes and villains, some drawn from cases he litigated, includes Communists, Jehovah's Witnesses, Ku Klux Klansmen, the world's leading pornographer, prison wardens, dogged reporters, federal judges, a computer whiz, and a counterculture comedian. Figures of Speech offers a brief and insightful history of speaking up-and facing the consequences.
Veteran project manager and University of California professor Zachary Wong identifies the eight most common people problems in managing projects and offers a flexible, customizable approach to solving them, based on a lifetime of research.
Being a team leader is a demanding job that is expected to get even more demanding in the coming years. You're expected to be part parent, part referee, part coach, part manager and part frustrated. And today's workforce is more diverse, more knowledgeable, more complex and more dynamic than ever before. So where are the new tools for this ever-more complex job? Drawing on decades of experience as a senior manager at Chevron, a management consultant, and an “Honored Instructor” at U.C. Berkeley, Zachary Wong identifies the top eight people skills that project team leaders need. To master these skills he Wong doesn't prescribe specific habits or behaviors. Instead, he gives team leaders a tool or model to help them see and diagnose people problems more clearly and then offers different options and ideas to help them decide which actions best fit their situation and who they are-he empowers team leaders rather than constrains them. This book takes a uniquely flexible approach to the always-vexing problem of getting the best contributions from the people on your team.
Being a team leader is a demanding job that is expected to get even more demanding in the coming years. You're expected to be part parent, part referee, part coach, part manager and part frustrated. And today's workforce is more diverse, more knowledgeable, more complex and more dynamic than ever before. So where are the new tools for this ever-more complex job? Drawing on decades of experience as a senior manager at Chevron, a management consultant, and an “Honored Instructor” at U.C. Berkeley, Zachary Wong identifies the top eight people skills that project team leaders need. To master these skills he Wong doesn't prescribe specific habits or behaviors. Instead, he gives team leaders a tool or model to help them see and diagnose people problems more clearly and then offers different options and ideas to help them decide which actions best fit their situation and who they are-he empowers team leaders rather than constrains them. This book takes a uniquely flexible approach to the always-vexing problem of getting the best contributions from the people on your team.
In the newly updated edition of this classic empowerment business fable-over 400,000 copies sold-Ken Blanchard and John Carlos show you how to shift to an empowered, employee-driven work environment.
This inspiring memoir is about working for a more just, compassionate, and sustainable world, while cultivating the wisdom that supports and deepens this work. Everyone who is trying to make waves – to bring about needed social and institutional change – will enjoy this real-world guide to effectively navigating the currents to achieve success while also maintaining balance, compassion, and hope. Charles Halpern, one of America's most distinguished public interest advocates and social innovators, shares his revealing experiences and learnings along a journey from corporate attorney to activist and social entrepreneur. People of all ages will learn about integrating the inner and outer work of their lives through the practice of wisdom.
The new edition of the bestselling, acclaimed, and influential guide to applying the new science to organizations and management. In this new edition, Margaret Wheatley describes how the new science radically alters our understanding of the world and how it can teach us to live and work well together in these chaotic times.
Bestselling author Lynda Gratton-one of the top twenty management thinkers in the world according to the Financial Times-follows up her bestseller Hot Spots, (over 16,000 sold) by taking a deep look at people who GLOW-individuals in organizations who radiate energy and attract others to them - who are able to create, find, and flourish in hot spots of innovation.
This classic guide to mentoring for managers returns with a publishing dream team-Marshall Goldsmith, voted number one leadership thinker by Harvard Business Review, joins bestselling author Chip Bell. Now with more research and case studies for a wired workforce.
The latest offering from the bestselling duo of Bev Kaye and Sharon Jordan-Evans-who have sold over 800,000 copies of their previous titles in twenty-two languages-offers a radically simple idea: you can avoid having “exit” interviews when employees are leaving if you have “stay" interviews that will keep them.
Since 1999 Bev Kaye and Sharon Jordan-Evans have been teaching managers how to conduct stay interviews, a concept they originated. It seems so simple-just ask what would make your key employees stay. Yet most managers will admit they are not conducting stay interviews (and their bosses are not conducting them either!). Why? Because they're afraid of opening Pandora's box. They ask, “What if I ask my talented people what will keep them and they all say money or a promotion or a Tesla?” Good point. So the fear of being unable to deliver on someone's request gets in the way of having the most crucial dialogue of all.
This book highlights why stay interviews are important; it underscores the real costs of talent lost, both tangible and intangible. Kaye and Jordan-Evans teach managers to hold these conversations and to do so with joy-not dread. They equip them with an easy four-step process they can use when an employee tosses them a tough-to-deliver-on request. It works like magic. There is to date no stay interview guide designed for and written directly to managers; this will be the first.
Since 1999 Bev Kaye and Sharon Jordan-Evans have been teaching managers how to conduct stay interviews, a concept they originated. It seems so simple-just ask what would make your key employees stay. Yet most managers will admit they are not conducting stay interviews (and their bosses are not conducting them either!). Why? Because they're afraid of opening Pandora's box. They ask, “What if I ask my talented people what will keep them and they all say money or a promotion or a Tesla?” Good point. So the fear of being unable to deliver on someone's request gets in the way of having the most crucial dialogue of all.
This book highlights why stay interviews are important; it underscores the real costs of talent lost, both tangible and intangible. Kaye and Jordan-Evans teach managers to hold these conversations and to do so with joy-not dread. They equip them with an easy four-step process they can use when an employee tosses them a tough-to-deliver-on request. It works like magic. There is to date no stay interview guide designed for and written directly to managers; this will be the first.
This is the first book to provide a complete and detailed methodology for developing sound theory in applied disciplines, which are academic and professional fields that apply scientific knowledge to professional practice, such as management, nursing, psychology human resource development, and many more.