Who are some of the most confident, fabulous people on the planet? Drag queens-and Jackie Huba wants to teach you how to channel the courage and confidence of drag in your personal and professional lives.



We all want to be fabulous. But too often we let self-doubt derail us from pursuing our passions and accomplishing our biggest goals. This was the situation Jackie Huba found herself in. At the lowest point in her life she serendipitously stumbled upon the wonderful world of drag queens, and to her surprise, she found them inspiring and energizing. They were supremely confident, utterly fearless, strong, powerful, and unabashedly and completely themselves-no apologies, no compromises. So she immersed herself in the world of drag, eventually becoming a female drag queen herself aka Lady Trinity.

Fiercely You is a creative, playful approach to the serious problems that women face regarding confidence and risk-taking. Drawing on her own experiences and interviews with the world's top drag queens, Huba offers five keys to the Queendom that will help readers ignore criticism and live life more fearlessly. This is not a guide to drag, it's a guide to life-but in a sense, all life is drag. As RuPaul, the most famous drag queen in the world, herself says, “We're born naked, and the rest is drag.” Huba and her coauthor Shelly Stewart Kronbergs-who explains the psychology research that supports each of Huba's keys-help readers become the amazing person they see inside their heads and feel in their hearts.

Why do teams settle for bad ideas or kill good ones? Popular consultant B. Kim Barnes's unique process of constructive debate shows how teams can create better ideas and outcomes by eliminating obstacles to honest discussion, creativity, and collaboration.



In too many organizations, great ideas and unusual solutions can be suppressed, ignored, or attacked. Departments defend their turf, and people choose what is safe over what is better. Honest opinions often show up in the “meeting after the meeting” because people fear conflict or repercussions. Bad ideas move forward and good ideas die, which can lead to disastrous results-financial or otherwise. Luckily, there is a workable path out of this dysfunction. Kim Barnes's process of Constructive Debate shows how to establish conditions that encourage the free exchange, discussion, and development of ideas and eliminate conditions that prevent potentially useful ideas from getting heard. By using this tested model, any company or team can improve outcomes and bring out everyone's best ideas.

To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.

Employee engagement is shockingly low-but it's not an employee problem; it's a leadership problem. Bestselling author Mark Miller says it's up to leaders to create a workplace where their employees truly want to be-and he reveals four keys to doing it.


According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.

In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.

“A thoughtful, practical read about the future of the flexible office.”-Adam Grant

“Office shock” is an abrupt, unsettling change in where, when, how, and even why we work. In this visionary book, three prominent futurists argue that the office is both a place and a process-offices and officing-with a new range of choices, including what they call the emerging officeverse.

To see the possibilities with fresh eyes, we must use future-back thinking to ask, What is the purpose of your officing? What are the outcomes-especially regarding climate-you want to achieve? With whom do you want to office? How will you augment your intelligence? Where and when will you office? How will you create an agile office?

Traditional offices were often unfair, uncomfortable, uncreative, and unproductive. This book explores how to seize this great opportunity to transform office work.

This guide shows readers how to transform a traditional organization into an evolutionary one with a framework and mindset that offer a new way of leading and approaching change.


The key to surviving organizational change is sorting through the truths, half-truths, and lies-beginning with the ones you tell yourself. That way you don't end up overpromising and underdelivering, and you can weather troubling times in your organization. Truth, including inner truth, is key to surviving organizational change and achieving truly agile leadership.

Using case studies from the most successful companies, Michael and Audree Sahota demonstrate how creative, collaborative, and adaptive thinking can ripple from the leader outward. If you can change your own mindset, you can change your organization. This holistic approach bridges the gap between traditional management and agile ways of working. If you can truly understand the reasons people resist new ways of working, you will no longer meet passive resistance, and an authentic transformation will result.

New managers who can't shift their focus from "me" to "we" are, statistically speaking, likely to fail, disappoint, or be labeled incompetent. Using the latest research, Gentry shows how any new boss can find success by supporting the success of others.


Becoming a manager is one of the most stressful and challenging transitions in any career. Why do half or more new managers quickly flame out? They're working from an old script for success. The Center for Creative Leadership Senior Research Scientist William Gentry shows them how to flip that script.

As an individual, your script is about “me.” It calls for you to keep your head down, work hard, do everything you are told to do and more, and outshine and relentlessly outperform everyone. But when you become a manager, everything about your job needs to change-your skillset, the nature of your work relationships, your understanding of what “work” is, how you see yourself and your organization. You have to operate from a brand new script, one that's about “we”-ensuring collective success. But very few managers get any kind of training for this new role, and even fewer are given any clue as to just how fundamental and far-reaching this change is.

Filled with practical advice and lessons, and backed by extensive research by Gentry and others, this book lays out the art, science, and practice behind learning and leading as a first time manager. Through first-hand accounts, stories, and other examples drawn from the experiences of first-time managers-including Gentry's own story of recently become a first-time manager himself-the book's practical, actionable content helps readers flip the old script, and write and live their new script.

As leaders, how we are is as important as what we do. The second edition of this leadership classic, updated with new chapters, shows how to master the inner and outer work needed to build relationships that unleash the transformational creative potential in everyone.


Top-down, one-dimensional leadership models are hopelessly outmoded in today's rapidly changing world. And they waste the leadership ability present throughout an organization, not just at the top. In the second edition of this visionary book, Karen and Henry Kimsey-House provide a model that harnesses the possibility of many rather than relying on the power of one.

This new edition is updated with two additional chapters, one offering new ways to utilize the Co-Active Leadership Model and another that goes deeply into the Co-Active philosophy that drives the authors' approach. Each of the five dimension chapters is expanded to incorporate feedback, new language, case studies, and practical suggestions for practice and development.

Co-active leadership is a deeply collaborative approach, but the last of its five dimensions focuses on the individual: leading from within. We must be fully present and live with integrity, openheartedness, and self-awareness if we are to make the kind of conscious, creative choices co-active leadership demands.

"This important book offers organizations the keys to introvert inclusion."
-Susan Cain, New York Times bestselling author of Quiet Influence

The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.


As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.

"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace-including leaders, human resource managers, and team members-to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life-hiring, training, leading, communicating, meeting, designing workplaces, and more-through an inclusive lens. You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work. Kahnweiler gives you the tools to build a culture that embraces all your employees and maximizes the strengths introverts bring to your organization.

Why are we so divided today? Paradoxically, Howard Ross, author of Everyday Bias, says it's our compulsion to belong to a group--something hardwired into us-- that ends up making us deeply connected with some, yet deeply divided from others. Ross shows how we can overcome this growing tribalism.

We are living in a world of almost unparalleled separation. People are no longer disagreeing, but are instead disavowing each other's rights to an opinion. What is driving this polarization, and how can we overcome it? Howard Ross says that ironically it's our profound need to belong. He delves deeply into the powerful psychological, neurological, and biological forces that drive us to want to identify so strongly with a group we're sometimes even willing to sacrifice our individual identity.
Drawing on his decades of leadership in the diversity and inclusion field, Ross probes the depth and impact of this growing tribalism, the role social media plays in exacerbating it, the ways it impacts every aspect of the daily lives, and how to combat it. Readers will gain tools for exploring contentious dialogue in healthier ways and guidelines for breaking down barriers and building bridges across difference, and organizations and institutions will be able to develop approaches that can open dialogue and encourage mutual understanding.

“Full of concrete, real-world examples, this guide is written with both understanding and encouragement-'Maybe you're already feeling this. Some days you feel isolated and alone,' they offer. With so many office jobs now being done at home, this couldn't have arrived at a better time.”
-Publishers Weekly

Remote work is growing at nearly 30 percent per year in major economies worldwide, meaning there are millions of people who once worked at a central location every day and are now finding themselves facing an entirely new way of working. This book is the best single resource for remote workers for getting work done effectively, building relationships that are both productive and satisfying, and maintaining a career trajectory when they are not in constant close contact with their employer or the organization.

The Long-Distance Teammate aims to tackle three important issues: the dynamics of remote work, the understanding of virtual strengths and vulnerabilities, and the necessary steps to creating appropriate processes and communication skills. This is a practical guide for both individual workers who want to regain some control over their work and those inside organizations responsible for the ongoing development of their most important resource: people.

“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.”
-Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient


Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.

“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.

For newcomers and upper management alike, leadership can be overwhelming and overcomplicated. By building core tenets of leadership around two key words for each chapter, Bill Treasurer simplifies the equation.


Congratulations, new leader! You've joined the ranks during an exceptionally complicated time.

Our current workplace climate is fraught with political divisions, economic disparities, and ever-shifting social dynamics. Leaders are managing remote teams across larger geographic distances and facing new roadblocks to onboarding, giving performance feedback, and nurturing healthy relationships.

Leadership Two Words at a Time speaks directly to the plight of the new leader and is divided into three parts: Leading Yourself, Leading People, and Leading Work. Rather than overintellectualize the practice, Bill Treasurer breaks up the concept into essential and understandable learning nuggets-summed up by two-word headers-that provide the practical guidance and support that leaders often don't get. The result is time-tested wisdom that new leaders can grasp immediately and implement easily-and, with a little practice, master completely. Consider it a personal leadership playbook.

This book gives you the basic building blocks to gain both competence and confidence, take on greater responsibility, and learn what it takes to be and stay a leader.

In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a “nice-to-have” but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.

“Dear Black Girl is the empowering, affirming love letter our girls need in order to thrive in a world that does not always protect, nurture, or celebrate us. This collection of Black women's voices… is a must-read, not only for Black girls, but for everyone who cares about Black girls, and for Black women whose inner-Black girl could use some healing.” –Tarana Burke, Founder of the ‘Me Too' Movement

“Dear #DopeBlackGirl,

You don't know me, but I know you. I know you because I am you! We are magic, light, and stars in the universe.” So begins a letter that Tamara Winfrey-Harris received as part of her Letters to Black Girls project, where she asked black women to write honest, open, and inspiring letters of support to young black girls aged thirteen to twenty-one. Her call went viral, resulting in a hundred letters from black women around the globe. In Dear Black Girl, Winfrey-Harris introduces and organizes a selection of these letters, modeling how black women can nurture future generations. Each chapter ends with a prompt encouraging girls to write a letter to themselves, teaching the art of self-love and self-nurturing.

Winfrey-Harris's The Sisters Are Alright explores how black women must often fight and stumble their way into alrightness after adulthood. Dear Black Girl continues this work by delivering personal messages of alrightness for black women-to-be-and for the girl who still lives inside every black woman, who still needs reminding sometimes that she is alright.

To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.