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Presenting to senior decision makers can be a terrifying "through the looking glass" moment. The stakes are high-one presentation can make or break a career-but the rules are utterly unclear. This book is an indispensable resource for anyone who wants to thrive, not just survive, in a top-level meeting.
Knowing how to work effectively in and through groups may be the single most important skill anyone can develop in today's collaborative, team-based workplace. Unfortunately, all of the resources available on teamwork put the emphasis on group process and ignore the role of-and benefits to-the individual. But effective teamwork isn't only a group skill set; it's an individual skill set as well. Teamwork Is an Individual Skill shows readers how to develop the skills to thrive on any team, under any circumstances. No longer will readers find themselves complaining, "I got assigned to a bad team." Instead, they'll know what to do to make any team work for them.
Drawing on over twenty years of experience successfully developing professional teams in product development, R&D, and high-tech environments, Christopher Avery and his coauthors use brief thought-provoking essays, personal and teambuilding exercises, case studies, and insights from business leaders to teach readers how to build responsible and productive relationships at work. The authors show how and why your ability to assume personal responsibility-for your own work on a team and for the team's collective work-is the most important factor in ensuring a productive team experience.
Teambuilding, the authors point out, is essentially a series of conversations between people who share responsibility to get something done. Teamwork Is an Individual Skill describes the way these conversations typically progress, and shows the reader how to predict and direct these conversations so that they can maximize the benefits to both themselves and to their team.
Designed for easy access and for use by both individuals and groups, Teamwork Is an Individual Skill will equip readers with the mental skills and behaviors that will help them achieve personal goals while contributing to their team's success.
Drawing on over twenty years of experience successfully developing professional teams in product development, R&D, and high-tech environments, Christopher Avery and his coauthors use brief thought-provoking essays, personal and teambuilding exercises, case studies, and insights from business leaders to teach readers how to build responsible and productive relationships at work. The authors show how and why your ability to assume personal responsibility-for your own work on a team and for the team's collective work-is the most important factor in ensuring a productive team experience.
Teambuilding, the authors point out, is essentially a series of conversations between people who share responsibility to get something done. Teamwork Is an Individual Skill describes the way these conversations typically progress, and shows the reader how to predict and direct these conversations so that they can maximize the benefits to both themselves and to their team.
Designed for easy access and for use by both individuals and groups, Teamwork Is an Individual Skill will equip readers with the mental skills and behaviors that will help them achieve personal goals while contributing to their team's success.
Positive psychology and organizational guru Larry Senn shows readers how allowing room for your mood swings rather than suppressing them can lead you to be more successful and happy.
Mood swings are a common, almost universal experience-especially in a world as full of unpredictable, uncontrollable changes and chances as ours. People know they have good and bad moods, but most have never thought of them as an emotional elevator they ride and can have influence over. Perhaps they've even tried to suppress their moods and refuse to acknowledge the ride at all.
Larry Senn implores us to take our changing moods seriously and ride the mood elevator, which can help us all be more effective leaders and greatly impact our personal lives. At the top floors, we find ourselves to be grateful, wise, creative, resourceful, and hopeful. At the bottom, we can be depressed, angry, stressed, judgmental, and defensive. The Mood Elevator provides a framework and a series of simple pointers and illustrative stories that help us see that without taking the full ride, we can't access the top floor moods without remembering that we have to build up from the bottom.
The Mood Elevator shows us that we create our own moods through our own thinking and, in the end, have control over the direction we head. The book provides simple steps for readers to quickly change their thinking to create better emotional states based on their environments.
Mood swings are a common, almost universal experience-especially in a world as full of unpredictable, uncontrollable changes and chances as ours. People know they have good and bad moods, but most have never thought of them as an emotional elevator they ride and can have influence over. Perhaps they've even tried to suppress their moods and refuse to acknowledge the ride at all.
Larry Senn implores us to take our changing moods seriously and ride the mood elevator, which can help us all be more effective leaders and greatly impact our personal lives. At the top floors, we find ourselves to be grateful, wise, creative, resourceful, and hopeful. At the bottom, we can be depressed, angry, stressed, judgmental, and defensive. The Mood Elevator provides a framework and a series of simple pointers and illustrative stories that help us see that without taking the full ride, we can't access the top floor moods without remembering that we have to build up from the bottom.
The Mood Elevator shows us that we create our own moods through our own thinking and, in the end, have control over the direction we head. The book provides simple steps for readers to quickly change their thinking to create better emotional states based on their environments.
What if some of the most powerful words in your organization were “I'm not sure,” “I need help,” and “I have a new idea”? Imagine the potential for innovation, connection, and results if your employees felt courageous enough to say anything to you.
What if people could simply communicate what they are really thinking without fear of having a bad idea? When you are in a leadership position, your people should feel comfortable to learn from and brainstorm with you. It is your responsibility to create an authentic environment characterized by honesty and trust that encourages everyone to share ideas. When your people don't speak up, it's not their problem-it's yours.
Building a culture in which people are able to say anything opens up pathways to innovation that would otherwise not exist. Ultimately, this book is a letter to leaders-filled with experience, research, and practicality. Peering inside a vast array of organizations for the past decade, the authors have seen time and again that leaders are failing to draw out ideas from their introverts and, at the same time, shutting up their extroverts. Inhibitors in organizations make candid communication unsafe. As a leader, you must recognize and acknowledge these complex dynamics and then work tirelessly to inspire your team to speak freely.
What if people could simply communicate what they are really thinking without fear of having a bad idea? When you are in a leadership position, your people should feel comfortable to learn from and brainstorm with you. It is your responsibility to create an authentic environment characterized by honesty and trust that encourages everyone to share ideas. When your people don't speak up, it's not their problem-it's yours.
Building a culture in which people are able to say anything opens up pathways to innovation that would otherwise not exist. Ultimately, this book is a letter to leaders-filled with experience, research, and practicality. Peering inside a vast array of organizations for the past decade, the authors have seen time and again that leaders are failing to draw out ideas from their introverts and, at the same time, shutting up their extroverts. Inhibitors in organizations make candid communication unsafe. As a leader, you must recognize and acknowledge these complex dynamics and then work tirelessly to inspire your team to speak freely.
Many people set out to achieve a dream-starting a business or learning to play the piano or publishing a book-but they don't succeed, and the dream fizzles away. In many cases, these people have lots of skills and expertise, such as deep knowledge of the business or career they are interested in, so why don't they succeed? Paul Levesque and Art McNeil have discovered that making a dream come true requires cultivating skills of a higher order-macroskills-that inevitably spell the difference between success and failure no matter what the specifics of a person's dreams are. These are the skills Dreamcrafting outlines in detail.
There is a growing epidemic afflicting people working in social change that is rarely talked about - burnout. Laura van Dernoot Lipsky, bestselling author of Trauma Stewardship, offers The Age of Overwhelm as the salve for healing.
Burnout is affecting people working towards social change and is a major obstacle slowing our potential for progress. The Age of Overwhelm reveals effective applications for self-care that ensures how readers can continue to show up to tackle systemic problems. A way to show up more effectively is to think small. The challenge to showing up is that everything is built into a big issue or obstacle that drains energy and becomes an insurmountable task, which fosters frustration and anxiety. The tools in this book are based on the general operating principle that less is more. Doing less of what we usually do and instead focusing on a "smaller" aspect results in more impact in general while also preserving our physical and mental well-being. The Age of Overwhelm distills four key elements that allow readers to continue contributing to causes without suffering burnout. Lipsky teaches readers how to work towards focused and achievable goals, release pain with self-care, and be open to continual learning while letting go of what can't be controlled. Particularly in times of political turmoil and increased isolation, there is a critical need for self-care for people who are working towards long-term equality.
Burnout is affecting people working towards social change and is a major obstacle slowing our potential for progress. The Age of Overwhelm reveals effective applications for self-care that ensures how readers can continue to show up to tackle systemic problems. A way to show up more effectively is to think small. The challenge to showing up is that everything is built into a big issue or obstacle that drains energy and becomes an insurmountable task, which fosters frustration and anxiety. The tools in this book are based on the general operating principle that less is more. Doing less of what we usually do and instead focusing on a "smaller" aspect results in more impact in general while also preserving our physical and mental well-being. The Age of Overwhelm distills four key elements that allow readers to continue contributing to causes without suffering burnout. Lipsky teaches readers how to work towards focused and achievable goals, release pain with self-care, and be open to continual learning while letting go of what can't be controlled. Particularly in times of political turmoil and increased isolation, there is a critical need for self-care for people who are working towards long-term equality.
New edition of a classic text on structured on-the-job training (S-OJT)-completely revised throughout with four additional chapters
Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
Offers a comprehensive approach to designing, implementing, and evaluating S-OJT programs
Based on 20 years of research and development in a range of organizations
This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.
As Ken Blanchard, John Carlos, and Alan Randolph clearly demonstrated in their previous bestseller, Empowerment Takes More Than a Minute, empowerment is not a goal that can be achieved in a minute. Empowerment is a process that requires ongoing effort, awareness, and commitment to transforming the hierarchy. This essential guide offers managers detailed, hands-on answers to their real-life questions about how, exactly, they can navigate the journey to empowerment.
Written in an easily accessible Q&A format, the book closely examines and expands on the three keys to empowerment originally presented in Empowerment Takes More Than a Minute-sharing information, creating autonomy through boundaries, and replacing the hierarchy with teams. It clearly outlines the promises and challenges of each stage of the journey, providing managers with thought-provoking questions, clear advice, effective activities, and action tools that will help them create a culture of empowerment. Wherever they are in the journey, managers will find a clear roadmap in this user-friendly action guide.
Written in an easily accessible Q&A format, the book closely examines and expands on the three keys to empowerment originally presented in Empowerment Takes More Than a Minute-sharing information, creating autonomy through boundaries, and replacing the hierarchy with teams. It clearly outlines the promises and challenges of each stage of the journey, providing managers with thought-provoking questions, clear advice, effective activities, and action tools that will help them create a culture of empowerment. Wherever they are in the journey, managers will find a clear roadmap in this user-friendly action guide.
In this inspiring and practical guide for achieving better decision-making and management, Linda Tarr-Whelan shows how having women account for at least 30% of representation at decision-making tables marks the tipping point for positive organizational and societal change, and she offers readers concrete tools and resources for reaching that target.
In this fable of organizational transformation, bestselling authors of The Serving Leader John Stahl-Wert and Ken Jennings providzqe a clear and actionable model for addressing one of the most pressing challenges every leader faces: how to move employees from compliance to engagement.
For leaders, facilitators, social change agents, and anyone charged with convening groups, Baldwin and Linnea offer a foundational guide to circle process, the simple yet profound practice through which people sit within a negotiated social frame that fosters clear speaking, compassionate listening, and the making of well-grounded decisions.
A renowned researcher takes readers inside the hunt for Wall Street's biggest frauds, revealing the forensic techniques that catch corporate criminals in the act.
The world of business runs on trust, but that trust is routinely broken. From stock market manipulation to accounting fraud, corporate executives and Wall Street insiders find endless, creative ways to cheat the system. With engaging stories and compelling data analysis, Erik Lie reveals how these schemes work and how to catch them.
Through real cases such as Martha Stewart's insider trading, Bernie Madoff's Ponzi scheme, and the LIBOR rate-fixing scandal, readers will learn the following:
• Two powerful methods for detecting systematic fraud using data
• How cheaters leave behind telltale statistical patterns
• Why some of Wall Street's biggest frauds persisted for years despite red flags
• The role of whistleblowers, journalists, and researchers in exposing deception
Packed with intriguing examples and whimsical illustrations, this eye-opening guide shows how anyone can help expose corporate misconduct hiding in plain sight.
The world of business runs on trust, but that trust is routinely broken. From stock market manipulation to accounting fraud, corporate executives and Wall Street insiders find endless, creative ways to cheat the system. With engaging stories and compelling data analysis, Erik Lie reveals how these schemes work and how to catch them.
Through real cases such as Martha Stewart's insider trading, Bernie Madoff's Ponzi scheme, and the LIBOR rate-fixing scandal, readers will learn the following:
• Two powerful methods for detecting systematic fraud using data
• How cheaters leave behind telltale statistical patterns
• Why some of Wall Street's biggest frauds persisted for years despite red flags
• The role of whistleblowers, journalists, and researchers in exposing deception
Packed with intriguing examples and whimsical illustrations, this eye-opening guide shows how anyone can help expose corporate misconduct hiding in plain sight.
The international bestseller that’s changed more than half a million lives is back—refreshed for today’s world.
What if one simple shift could transform your results at work and in life? With Change Your Questions, Change Your Life, it can.
In this updated fifth edition, Dr. Marilee Adams shows how to break free from the Judger mindset of blame and stress and move into the Learner mindset of curiosity, solutions, and growth. Using the proven Choice Map, you’ll see exactly how the questions you ask shape your decisions, relationships, and success.
What’s new in this edition?
What if one simple shift could transform your results at work and in life? With Change Your Questions, Change Your Life, it can.
In this updated fifth edition, Dr. Marilee Adams shows how to break free from the Judger mindset of blame and stress and move into the Learner mindset of curiosity, solutions, and growth. Using the proven Choice Map, you’ll see exactly how the questions you ask shape your decisions, relationships, and success.
What’s new in this edition?
- Fresh updates throughout to reflect today’s workplaces and challenges
- One brand-new exercise to help you apply Question Thinking immediately
- Modern insights to keep these timeless tools relevant and practical
“Chad Ford reminds us that humanity lies within all of us, and although conflict is everywhere in today's world, we have the tools we need to overcome obstacles and to thrive. This is a fantastic, timely book that I highly recommend."
-Steve Kerr, Head Coach, Golden State Warriors
Knowing how to transform conflict is critical in both our personal and professional lives. Yet, by and large, we are terrible at it. The reason, says longtime mediator Chad Ford, is fear. When conflict comes, our instincts are to run or fight.
To transform conflict, Ford says we need to turn toward the people we are in conflict with, put down our physical and emotional weapons, and really love them with the kind of love that leads us to treat others as fellow human beings, not as objects in our way. We have to open ourselves up with no guarantee that anyone on the other side will do the same. While this can feel even more dangerous than conflict itself, it allows us to see the humanity of others so clearly that their needs and desires matter to us as much as our own.
Ford shows dangerous love in action through examples ranging from his work in the Middle East to a deeply moving story about reconciling with his father. He explains why we disconnect from people at the very time we need to be most connected and the predictable patterns of justification and escalation that ensue. Most importantly, he gives us a path to practice dangerous love in the conflicts that matter most to us.
-Steve Kerr, Head Coach, Golden State Warriors
Knowing how to transform conflict is critical in both our personal and professional lives. Yet, by and large, we are terrible at it. The reason, says longtime mediator Chad Ford, is fear. When conflict comes, our instincts are to run or fight.
To transform conflict, Ford says we need to turn toward the people we are in conflict with, put down our physical and emotional weapons, and really love them with the kind of love that leads us to treat others as fellow human beings, not as objects in our way. We have to open ourselves up with no guarantee that anyone on the other side will do the same. While this can feel even more dangerous than conflict itself, it allows us to see the humanity of others so clearly that their needs and desires matter to us as much as our own.
Ford shows dangerous love in action through examples ranging from his work in the Middle East to a deeply moving story about reconciling with his father. He explains why we disconnect from people at the very time we need to be most connected and the predictable patterns of justification and escalation that ensue. Most importantly, he gives us a path to practice dangerous love in the conflicts that matter most to us.
Master coach and former International Coach Federation President Marcia Reynolds helps high-achieving women who may feel frustrated and restless embrace their "wandering" impulses and come to peace with their desire for something more.
From a top scholar and corporate executive comes a new vision for leadership; the days of top-down management are numbered, but the potential for peer-to-peer leadership is limitless.
Two distinguished scholars offer eight steps to help organizations discover and embrace an authentic higher purpose-something that will dramatically improve every aspect of any enterprise, including the bottom line.
Managers are taught that employees are self-interested and work resistant, so they create systems of control to combat these expectations. The result? These gloomy assumptions become self-fulfilling prophecies, workforces tend to underperform and resist control, and managers undermine their own effectiveness in a vicious cycle.
But when an authentic higher purpose permeates business strategy and decision-making, the cycle is broken. Employers and employees fully engage, become proactive contributors to purpose, and exceed expectations. Long-term economic benefits follow.
Robert E. Quinn and Anjan J. Thakor offer a new logic that builds on the assumptions of economics and opens a new path to clearly identifying an organization's higher purpose and integrating it with the organization's strategy. They offer a practical and counterintuitive eight-step approach to articulating higher purpose and show how to weave it into the fabric of the organization.
Managers are taught that employees are self-interested and work resistant, so they create systems of control to combat these expectations. The result? These gloomy assumptions become self-fulfilling prophecies, workforces tend to underperform and resist control, and managers undermine their own effectiveness in a vicious cycle.
But when an authentic higher purpose permeates business strategy and decision-making, the cycle is broken. Employers and employees fully engage, become proactive contributors to purpose, and exceed expectations. Long-term economic benefits follow.
Robert E. Quinn and Anjan J. Thakor offer a new logic that builds on the assumptions of economics and opens a new path to clearly identifying an organization's higher purpose and integrating it with the organization's strategy. They offer a practical and counterintuitive eight-step approach to articulating higher purpose and show how to weave it into the fabric of the organization.
In this groundbreaking new guide to building peace, international ambassador Uri Savir exposes the deadly ironies and anachronisms in contemporary efforts to solve global conflicts, and they present a radical new model for modernizing our efforts to build real and lasting peace, from the ground up.