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In this thoroughly updated and expanded edition of the bestselling guide (over 20,000 of the 1st edition sold) to employee recognition, author Cindy Ventrice explores how managers need to adapt their recognition strategies to deal with global, virtual, and generational realities. Additions include chapters on workplace culture, fairness, and remote communication.
Yoga practitioners fight work stress with stretching and breathing exercises–but does yoga stop when you step off the mat? In this surprising book, the authors show why poses–asanas–are just one part of yoga practice. There are seven other "limbs" of yoga that are often neglected, especially during the workday.
Everybody hates meetings. And why shouldn't they? Most meetings are poorly led, counter-productive, and time-wasting. Based on decades of practice and research, bestselling authors Weisbord and Janoff have come to the conclusion that most people lead meetings incorrectly. They, instead, propose ten contrarian principles that actually get things done.
This new expanded second edition is an international bestseller with over 200,000 copies sold and translated into 15 languages that shows you-no matter your age or skill, your job or training-how to come up with more ideas, faster and easier.
Solving complex problems is very difficult and usually can't be done by simply brainstorming. Readers will learn how to successfully apply nine behaviors in a systematic and methodical way to solve any problem.
Most problems are fairly easy: they have a few likely potential root causes. The most important problems often have hundreds or thousands of potential root causes within very complex systems. Such problems are hard problems and are highly resistant to guessing, brainstorming, or problem-solving methodologies that require conjuring a list of possible causes. Great problem solvers are armed with a set of behaviors that allows them to avoid guessing. They consistently solve hard problems in a way that can seem magical to most people.
In Stop Guessing, you will learn nine behaviors that are critical to success and how to adopt them from Nat Greene, who has twenty years of experience leading great problem solvers. Developing strength in these behaviors will help you
¥ Have confidence to solve the hard problems you face
¥ Easily build alignment to implement the right solution
¥ Identify more important and valuable opportunities that are being ignored
¥ Help others become better problem solvers
¥ Stop wasting time and money and trying your patience
Each of the nine behaviors comes with stories of great problem solving in action, including a best-in-class chemical processor that had hundreds of millions of dollars of upside hidden behind a hard problem, a losing baseball team without the budget for star players, and the scourge of poverty in sub-Saharan Africa.
Most problems are fairly easy: they have a few likely potential root causes. The most important problems often have hundreds or thousands of potential root causes within very complex systems. Such problems are hard problems and are highly resistant to guessing, brainstorming, or problem-solving methodologies that require conjuring a list of possible causes. Great problem solvers are armed with a set of behaviors that allows them to avoid guessing. They consistently solve hard problems in a way that can seem magical to most people.
In Stop Guessing, you will learn nine behaviors that are critical to success and how to adopt them from Nat Greene, who has twenty years of experience leading great problem solvers. Developing strength in these behaviors will help you
¥ Have confidence to solve the hard problems you face
¥ Easily build alignment to implement the right solution
¥ Identify more important and valuable opportunities that are being ignored
¥ Help others become better problem solvers
¥ Stop wasting time and money and trying your patience
Each of the nine behaviors comes with stories of great problem solving in action, including a best-in-class chemical processor that had hundreds of millions of dollars of upside hidden behind a hard problem, a losing baseball team without the budget for star players, and the scourge of poverty in sub-Saharan Africa.
Innovation comes from creative tension, not harmonious interaction, says “Dean of Innovation” Jeff DeGraff. He identifies four basic approaches to innovation and shows how leaders can manage the inevitable conflicts between them to create brilliant, unexpected hybrid solutions.
From years of research and practical experience as a consultant, Jeff DeGraff has learned that when it comes to any innovation initiative, disharmony is crucial. We innovate when we disrupt, and we first have to disrupt each other.
DeGraff identifies four contrasting types of innovators. There's the wild experimentation of the Artist, the pragmatic caution of the Engineer, the urgent competitiveness of the Athlete, and the patient community building of the Sage. He includes exercises so readers can find where they fit into this framework and shows how to build, manage, and embrace the dynamic discord of a team that contains all four types. When you combine the visionary thinking of the Artist and the practical thinking of the Engineer, you get innovation that's both revolutionary and manageable, highly ambitious without high risk. When you combine the results-oriented attitude of the Athlete with the values-oriented attitude of the Sage, you get innovation that's both a good investment and good for the world. This is a profound but highly accessible guide for achieving breakthrough solutions by utilizing the full-and seemingly contradictory-spectrum of innovative thinking.
From years of research and practical experience as a consultant, Jeff DeGraff has learned that when it comes to any innovation initiative, disharmony is crucial. We innovate when we disrupt, and we first have to disrupt each other.
DeGraff identifies four contrasting types of innovators. There's the wild experimentation of the Artist, the pragmatic caution of the Engineer, the urgent competitiveness of the Athlete, and the patient community building of the Sage. He includes exercises so readers can find where they fit into this framework and shows how to build, manage, and embrace the dynamic discord of a team that contains all four types. When you combine the visionary thinking of the Artist and the practical thinking of the Engineer, you get innovation that's both revolutionary and manageable, highly ambitious without high risk. When you combine the results-oriented attitude of the Athlete with the values-oriented attitude of the Sage, you get innovation that's both a good investment and good for the world. This is a profound but highly accessible guide for achieving breakthrough solutions by utilizing the full-and seemingly contradictory-spectrum of innovative thinking.
Written by bestselling author and renowned ROI guru Jack Phillips, this book presents a model for accurately measuring, monitoring, and anticipating one's return on investment for any organizational program or project. Show Me the Money solves the challenges of measuring the hard-to-measure, and placing monetary value on the hard-to-value.
Leadership is critical for any company's success, but how can you put a concrete, measurable value on it? For the first time, David Ulrich shows how anyone can effectively evaluate the impact of leadership quality on the market value of any firm.
Everyone agrees that much of the success of any company depends on the quality of its leadership. Yet there is has been no rigorous, comprehensive way of rating leadership quality as it relates to company market value-until now.
In this book leading scholar, author, and consultant Dave Ulrich provides a “leadership capital index” – a thorough way of assessing how the quality of a company's leadership impacts its value (e.g., like a Moody's index for leadership). Drawing on ten years of work Ulrich finally offers an alternative to the instinctive and subjective approaches people have been forced to take in the past.
In successive chapters, Ulrich develops multiple dimensions of this leadership capital index, including leaders' personal abilities (their personal proficiency, strategic proficiency, execution proficiency, people proficiency, and leadership brand proficiency) and organizational leadership capabilities (cultural capability, talent management, performance accountability, information management systems, and work process). The result is a groundbreaking book that opens up a major new area of understanding and analysis of business and leadership.
Everyone agrees that much of the success of any company depends on the quality of its leadership. Yet there is has been no rigorous, comprehensive way of rating leadership quality as it relates to company market value-until now.
In this book leading scholar, author, and consultant Dave Ulrich provides a “leadership capital index” – a thorough way of assessing how the quality of a company's leadership impacts its value (e.g., like a Moody's index for leadership). Drawing on ten years of work Ulrich finally offers an alternative to the instinctive and subjective approaches people have been forced to take in the past.
In successive chapters, Ulrich develops multiple dimensions of this leadership capital index, including leaders' personal abilities (their personal proficiency, strategic proficiency, execution proficiency, people proficiency, and leadership brand proficiency) and organizational leadership capabilities (cultural capability, talent management, performance accountability, information management systems, and work process). The result is a groundbreaking book that opens up a major new area of understanding and analysis of business and leadership.
Organizations need innovation, and there is a source right under their noses. Research has shown that people with multiple cultural experiences have higher levels of creativity-David Thomas shows how to create a workplace in which multiculturals can thrive and everyone can benefit from their insights.
In today's rapidly evolving business world continual innovation is now a must. Scholar and consultant David C. Thomas says the same forces of globalization that have created today's superheated competitive environment have also provided a potential hidden advantage: the multiculturals in your midst.
Thomas cites ample research and examples showing that people who have experienced more than one culture are more creative that those with more limited experience. Multiculturals have a broader worldview. Having to integrate different cultural values forces them to develop more complex ways of thinking and makes them better able to see new patterns and connections. Their heightened empathy, the result of learning to adapt to sometimes wildly different cultures, helps them build support for their ideas and work effectively on the teams that implement them.
This book makes a powerful business case for recognizing and cultivating a new dimension of diversity. Thomas looks at how different people express their multicultural identities and how to establish the organizational conditions under which multiculturals can flourish, And he shows how even the most monocultural among us can develop the characteristics of a multicultural mind.
In today's rapidly evolving business world continual innovation is now a must. Scholar and consultant David C. Thomas says the same forces of globalization that have created today's superheated competitive environment have also provided a potential hidden advantage: the multiculturals in your midst.
Thomas cites ample research and examples showing that people who have experienced more than one culture are more creative that those with more limited experience. Multiculturals have a broader worldview. Having to integrate different cultural values forces them to develop more complex ways of thinking and makes them better able to see new patterns and connections. Their heightened empathy, the result of learning to adapt to sometimes wildly different cultures, helps them build support for their ideas and work effectively on the teams that implement them.
This book makes a powerful business case for recognizing and cultivating a new dimension of diversity. Thomas looks at how different people express their multicultural identities and how to establish the organizational conditions under which multiculturals can flourish, And he shows how even the most monocultural among us can develop the characteristics of a multicultural mind.
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.