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Based on the bestseller Change Your Questions, Change Your Life, this workbook is a practical guide that helps readers ask the right questions for successful change.
In the bestselling classic Change Your Questions, Change Your Life, Marilee Adams introduces the Question Thinking method, which uses questions to help people make wiser choices, find solutions, and transform their lives. This standalone workbook puts the ideas of the original book into action and makes them easy to implement.
Along with summarizing the concepts in Change Your Questions, Change Your Life, the workbook includes plenty of tools, warm-up exercises, and learning scenarios that help readers apply Question Thinking in their personal and professional lives. Readers will learn how to use the Choice Map, identify and switch from a Judger to Learner mindset, and facilitate effective meetings and conversations. Thoroughly engaging, the book has a strong narrative voice that makes the reader feel a deep connection to the author and is designed to deliver tangible benefits.
In the bestselling classic Change Your Questions, Change Your Life, Marilee Adams introduces the Question Thinking method, which uses questions to help people make wiser choices, find solutions, and transform their lives. This standalone workbook puts the ideas of the original book into action and makes them easy to implement.
Along with summarizing the concepts in Change Your Questions, Change Your Life, the workbook includes plenty of tools, warm-up exercises, and learning scenarios that help readers apply Question Thinking in their personal and professional lives. Readers will learn how to use the Choice Map, identify and switch from a Judger to Learner mindset, and facilitate effective meetings and conversations. Thoroughly engaging, the book has a strong narrative voice that makes the reader feel a deep connection to the author and is designed to deliver tangible benefits.
Master the essential actions that create lasting trust in any relationship, from the world's leading experts in workplace trust.
Trust is essential to all relationships, but knowing how to build and maintain it remains elusive. Drawing from three decades of research and consulting, trust experts Dennis and Michelle Reina provide a comprehensive roadmap for creating lasting trust in any relationship.
Through actionable frameworks, tools, and stories, readers will learn:
- Essential behaviors that build trust in character, communication, and capability
- How to foster an environment of openness where people feel heard and valued
- Ways to rebuild trust after breaches or betrayals
- Techniques for strengthening self-trust as the foundation for trusting others
- The role of gratitude in nurturing reciprocal trust
With the groundbreaking Reina Individual Trust Scale Assessment and concrete strategies for implementation, this essential guide equips readers to forge powerful bonds of trust that endure through uncertainty and change.
Trust is essential to all relationships, but knowing how to build and maintain it remains elusive. Drawing from three decades of research and consulting, trust experts Dennis and Michelle Reina provide a comprehensive roadmap for creating lasting trust in any relationship.
Through actionable frameworks, tools, and stories, readers will learn:
- Essential behaviors that build trust in character, communication, and capability
- How to foster an environment of openness where people feel heard and valued
- Ways to rebuild trust after breaches or betrayals
- Techniques for strengthening self-trust as the foundation for trusting others
- The role of gratitude in nurturing reciprocal trust
With the groundbreaking Reina Individual Trust Scale Assessment and concrete strategies for implementation, this essential guide equips readers to forge powerful bonds of trust that endure through uncertainty and change.
The next evolution of DEI is here. Discover how to shape a workplace that puts everyone ahead through the groundbreaking FAIR framework.
Over 80 percent of Americans agree that the goals of diversity, equity, and inclusion (DEI) are important in workplaces and society. Yet, research shows that a mere 20 percent feel they’ve directly benefited from workplace DEI programs. As traditional DEI efforts in the workplace face disengagement, backlash, and stagnation, it’s time to reimagine this work.
Drawing on historical case studies, deep research, and a decade of the author’s consulting experience with organizations of all sizes, this book reveals the four tenets that will shape the next evolution of workplace DEI:
Over 80 percent of Americans agree that the goals of diversity, equity, and inclusion (DEI) are important in workplaces and society. Yet, research shows that a mere 20 percent feel they’ve directly benefited from workplace DEI programs. As traditional DEI efforts in the workplace face disengagement, backlash, and stagnation, it’s time to reimagine this work.
Drawing on historical case studies, deep research, and a decade of the author’s consulting experience with organizations of all sizes, this book reveals the four tenets that will shape the next evolution of workplace DEI:
- Outcomes over Intentions: Don’t chase trends. Do what it takes to measurably achieve greater fairness, access, inclusion, and representation for all.
- Systems over Self-Help: Don’t fixate on individual biases. Solve the root causes of discrimination by shaping workplace norms, culture, processes, and practices.
- Coalitions over Cliques: Don’t just preach to the choir. Build bridges and movements that engage everyone as part of the solution.
- Win-Win over Zero-Sum: Don’t give in to “us versus them.” Create and relentlessly communicate a vision for a better status quo for everyone.
“Fear and doubt are the two greatest enemies of high performance in the workplace. This powerful book shows you how to instill more and more courage and confidence in every person, releasing personal potential you didn't know you had available.”
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
Well-intentioned diversity programs are failing to create true workplace equality; Martin Davidson provides a new model for the future that makes "leveraging difference" a critical business strategy, not just politically correct window dressing.
The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CFO he worked with. “Look,” the executive said, clearly troubled. “I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results?”
Answering the “so what?” led Davidson to explore the flaws in how companies typically manage diversity. They don't integrate diversity into their overall business strategy. They focus on differences that have little impact on their business. And often their diversity efforts end up hindering the professional development of the very people they were designed to help.
Davidson explains how what he calls Leveraging Difference™ turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR.
To begin with, leaders must identify the differences most important to achieving organizational goals, even if the differences aren't the obvious ones. The second challenge is to help employees work together to understand the ways these differences matter to the business. Finally, leaders need to experiment with how to use these relevant differences to get things done. Davidson provides compelling examples of how organizations have tackled each of these challenges.
Ultimately this is a book about leadership. As with any other strategic imperative, leaders need to take an active role-drive rather than just delegate. Successfully leveraging difference can be what distinguishes an ordinary organization from an extraordinary one.
The idea for this book came to Martin Davidson during a disarmingly honest conversation with a CFO he worked with. “Look,” the executive said, clearly troubled. “I know we can get a diverse group of people around the table. But so what? What difference does it really make to getting bottom-line results?”
Answering the “so what?” led Davidson to explore the flaws in how companies typically manage diversity. They don't integrate diversity into their overall business strategy. They focus on differences that have little impact on their business. And often their diversity efforts end up hindering the professional development of the very people they were designed to help.
Davidson explains how what he calls Leveraging Difference™ turns persistent diversity problems into solutions that drive business results. Difference becomes a powerful source of sustainable competitive advantage instead of a distracting mandate handed down from HR.
To begin with, leaders must identify the differences most important to achieving organizational goals, even if the differences aren't the obvious ones. The second challenge is to help employees work together to understand the ways these differences matter to the business. Finally, leaders need to experiment with how to use these relevant differences to get things done. Davidson provides compelling examples of how organizations have tackled each of these challenges.
Ultimately this is a book about leadership. As with any other strategic imperative, leaders need to take an active role-drive rather than just delegate. Successfully leveraging difference can be what distinguishes an ordinary organization from an extraordinary one.
“Fear and doubt are the two greatest enemies of high performance in the workplace. This powerful book shows you how to instill more and more courage and confidence in every person, releasing personal potential you didn't know you had available.”
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
An instant New York Times bestseller!
Winner of the 2025 Good Business Book Awards in Business - Management
Finalist in the 2025 IAN Book Awards for Business Leadership/Management
Do you want the key to driving equity and skyrocketing profits? It's simple: hand over control to your workers.
Based on research from over 1,200 companies, including WalMart, Google, and JPMorgan Chase, this book follows real-world cases from companies where employees evolved from silent contributors to masterminds steering corporate strategies. These cases are the vanguard of a vibrant era in which workers will be the architects of their destinies, shaping not just their own careers but the entire trajectories of their organizations. Her work has quantified the financial impact investing in people can have on an organization-the first reliable calculation in the literature of talent retention.
From this research, 9 key strategies emerged:
• Centering employee voices
• Mutualistic working relationships
• Intersectional inclusion strategies
• Reimaging employee benefits
• Frontline leader drive DEIJ strategies
• Hire STARS
• Develop deep talent benches
• Human capital reporting as a competitive strategy
• Distributed leadership
This book goes deeper to show how these strategies are working in the real-world today. When workers have stakes, everyone scores: businesses surge, and teams ride a high they've never felt before. This is a win-win proposition: both management and labor win when you put people first.
Winner of the 2025 Good Business Book Awards in Business - Management
Finalist in the 2025 IAN Book Awards for Business Leadership/Management
Do you want the key to driving equity and skyrocketing profits? It's simple: hand over control to your workers.
Based on research from over 1,200 companies, including WalMart, Google, and JPMorgan Chase, this book follows real-world cases from companies where employees evolved from silent contributors to masterminds steering corporate strategies. These cases are the vanguard of a vibrant era in which workers will be the architects of their destinies, shaping not just their own careers but the entire trajectories of their organizations. Her work has quantified the financial impact investing in people can have on an organization-the first reliable calculation in the literature of talent retention.
From this research, 9 key strategies emerged:
• Centering employee voices
• Mutualistic working relationships
• Intersectional inclusion strategies
• Reimaging employee benefits
• Frontline leader drive DEIJ strategies
• Hire STARS
• Develop deep talent benches
• Human capital reporting as a competitive strategy
• Distributed leadership
This book goes deeper to show how these strategies are working in the real-world today. When workers have stakes, everyone scores: businesses surge, and teams ride a high they've never felt before. This is a win-win proposition: both management and labor win when you put people first.
Based on the work of best-selling author Parker Palmer and his Center for Courage & Renewal, this exploration of the inner life of leadership shows how to become a better leader by orienting yourself, your life, and your work toward greater courage, wholeness, and integrity.
Leadership demands courage. This book is about a way of life that names and explores this important resource and shows leaders how to access and draw upon courage in all that they do. It has its roots in the work and thought of Parker J. Palmer, who, over forty years of teaching, speaking, and writing has explored the human spirit--what he has called "the inner landscape"--and its role in life and leadership. The book offers specific practices developed by the Center for Courage & Renewal to build courage in seven key areas: the courage to become self-aware, to answer your calling, to question and be a deep listener, to see both/and and as a whole, to choose wisely, to connect and trust in each other, and to stay in the game...or leave. This book inspires leaders to reach inward to discover and trust in their true self and reach outward to bring their unique self into the world.
Leadership demands courage. This book is about a way of life that names and explores this important resource and shows leaders how to access and draw upon courage in all that they do. It has its roots in the work and thought of Parker J. Palmer, who, over forty years of teaching, speaking, and writing has explored the human spirit--what he has called "the inner landscape"--and its role in life and leadership. The book offers specific practices developed by the Center for Courage & Renewal to build courage in seven key areas: the courage to become self-aware, to answer your calling, to question and be a deep listener, to see both/and and as a whole, to choose wisely, to connect and trust in each other, and to stay in the game...or leave. This book inspires leaders to reach inward to discover and trust in their true self and reach outward to bring their unique self into the world.
The workforce crisis is here-and retaining your best employees is no longer optional.
In Targeting Turnover, Dick Finnegan draws on decades of experience and groundbreaking data to reveal a stark truth: the US is running out of workers. As baby boomers retire and birthrates fall, the only sustainable path forward is to keep the good employees you already have.
This book offers a proven, research-backed strategy for doing just that-by building trust between employees and their immediate supervisors.
Forget one-size-fits-all solutions like pay and perks. The top predictor of retention and engagement is whether employees trust their boss. Yet most first-line leaders have never been trained-or held accountable-for building that trust.
Finnegan delivers a call to action: make employee retention an executive-driven priority and equip your leaders to lead differently.
You will learn how to do the following:
• Use stay interviews and practical tools to reduce turnover
• Hold managers accountable for engagement and retention
• Understand the real costs of attrition-and how to reverse them
• Apply forecasting and metrics to drive leadership behavior
At a time when there are fewer workers and more complex employee needs, Targeting Turnover gives leaders the tools to stabilize teams, improve performance, and face the workforce future with confidence.
In Targeting Turnover, Dick Finnegan draws on decades of experience and groundbreaking data to reveal a stark truth: the US is running out of workers. As baby boomers retire and birthrates fall, the only sustainable path forward is to keep the good employees you already have.
This book offers a proven, research-backed strategy for doing just that-by building trust between employees and their immediate supervisors.
Forget one-size-fits-all solutions like pay and perks. The top predictor of retention and engagement is whether employees trust their boss. Yet most first-line leaders have never been trained-or held accountable-for building that trust.
Finnegan delivers a call to action: make employee retention an executive-driven priority and equip your leaders to lead differently.
You will learn how to do the following:
• Use stay interviews and practical tools to reduce turnover
• Hold managers accountable for engagement and retention
• Understand the real costs of attrition-and how to reverse them
• Apply forecasting and metrics to drive leadership behavior
At a time when there are fewer workers and more complex employee needs, Targeting Turnover gives leaders the tools to stabilize teams, improve performance, and face the workforce future with confidence.
As a millennial herself, Crystal Kadakia gives baby boomers and Gen Xers an inside look into the true value of their millennial colleagues in the workplace. She shows that the key to managing millennials is understanding that they are a product of their fast-paced, technology-driven environment.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.
Celebrated AIDS activist and nonprofit CEO Dr. Pernessa Seele demands that it's time to stop stigmatizing others. She outlines a way to move beyond shaming, drawing from experience working in church communities where love is the operating principle.
“Stigma” is a simple two-syllable word yet a powerful expression that conjures up a variety of feelings for many people based on an array of social factors. We all have the tendency to sit on our high horses and proclaim how progressive and civilized we've become. However, the reality is that we experience the burden of stigma in the United States in our public and private lives every day.
Dr. Pernessa Seele teaches readers that with practical stigma management, beginning with exposing the problems, we can transform the public conversation to be guided by accepting others and reserving our negative judgments. If we are honest and committed to exposing the problems, each of us can vividly see how we privately mark people who are and have been incarcerated, those addicted to drugs, people who live in low-income neighborhoods, same-gender loving people, and individuals suffering from certain diseases. It is in such conversations that we can educate ourselves and engage with others we have stigmatized in the past, ultimately leading us to change our language from a negative outlook to that of inclusion and the mending of social divides.
Supported by her wealth of knowledge and decades of experience, Dr. Seele imagines a world that few people can. She envisions that in eliminating stigmas about people different from us, we can change representations in the media, get rid of laws and policies targeting stigmatized groups, and set an example for future generations.
“Stigma” is a simple two-syllable word yet a powerful expression that conjures up a variety of feelings for many people based on an array of social factors. We all have the tendency to sit on our high horses and proclaim how progressive and civilized we've become. However, the reality is that we experience the burden of stigma in the United States in our public and private lives every day.
Dr. Pernessa Seele teaches readers that with practical stigma management, beginning with exposing the problems, we can transform the public conversation to be guided by accepting others and reserving our negative judgments. If we are honest and committed to exposing the problems, each of us can vividly see how we privately mark people who are and have been incarcerated, those addicted to drugs, people who live in low-income neighborhoods, same-gender loving people, and individuals suffering from certain diseases. It is in such conversations that we can educate ourselves and engage with others we have stigmatized in the past, ultimately leading us to change our language from a negative outlook to that of inclusion and the mending of social divides.
Supported by her wealth of knowledge and decades of experience, Dr. Seele imagines a world that few people can. She envisions that in eliminating stigmas about people different from us, we can change representations in the media, get rid of laws and policies targeting stigmatized groups, and set an example for future generations.
A poor relationship with the boss is the leading cause of dissatisfaction at work. Steve Arneson (bestselling author of Bootstrap Leadership, over 11,000 copies sold) says it's time to stop complaining about the boss and take charge of the relationship. When you understand what makes your boss tick, you can begin to put the focus where it belongs: on yourself.
Women see, understand, and value what goes on in their workplaces and organizations in dramatically different ways than do men. This book shows how women and organizations typically squander these female gifts. And it unlocks the keys to leveraging women's true potential so that they achieve success and satisfaction in their work and organizations.
The billion-dollar employee engagement industry has failed workers. This guide shows the data-driven alternative: measuring and improving employee well-being for lasting results.
For years, companies have trumpeted employee engagement as the lifeblood of success, weaving grand promises of thriving workplaces and soaring performance. Yet, Gallup's data shatters this façade: a mere 30 percent of US workers and 21 percent globally are engaged today, dismal figures essentially unchanged for over a decade. This rather damning reality exposes a commitment not just half-hearted but utterly disingenuous. Perfunctory surveys, dusted off once or twice a year, vanish into the void, sparking no meaningful change, while ineffective or toxic managers sidestep accountability with ease. The fallout is a workforce drowning in disillusionment, tethered to a metric that's broken beyond repair. In The Power of Employee Well-Being, Mark C. Crowley unveils a revolutionary vision, proving well-being ignites fierce commitment, unleashes boundless productivity, and forges workplaces where people and profits thrive.
Why Well-Being Matters
Drawing on a University of Oxford study of 17 million workers, Crowley urges leaders to abandon flawed engagement metrics and champion well-being. Far from a soft idea, it drives results. Gallup, Harvard, and London School of Economics studies show organizations prioritizing well-being gain 27 percent higher profitability, lower turnover, and better customer satisfaction. Yet, with three-quarters of US professionals facing burnout and a 74 percent surge in mental health–related leave (2023–2024), the crisis is urgent. Crowley highlights belonging-feeling valued, respected, and connected-as well-being's core, yet 94 percent of leaders overlook this vital driver.
A Practical Roadmap
Building on his trailblazing book Lead from the Heart, Crowley delivers a concise, actionable guide for busy managers to cultivate well-being and unlock team potential. Through practical strategies, he equips leaders to meet workers' core needs: caring leadership, manageable workloads, emotional support, growth opportunities, and fair treatment. Unlike hollow wellness programs, debunked by Oxford research, Crowley's methods reshape daily team experiences. His insights, forged over decades as a leader and researcher, are anchored by formidable data, including a British Telecom study linking well-being to higher sales and customer satisfaction.
A Leadership Revolution
With a foreword by Dr. Marshall Goldsmith, a four-time New York Times bestselling author, The Power of Employee Well-Being is a clarion call to reject superficial fixes and ignite a leadership revolution. Crowley brilliantly distills complex ideas into a vital guide for busy managers. With 52 percent of workers willing to take a 20 percent pay cut for better well-being, stakes are high. This is the essential playbook for leaders to build thriving workplaces where retention soars and teams excel.
For years, companies have trumpeted employee engagement as the lifeblood of success, weaving grand promises of thriving workplaces and soaring performance. Yet, Gallup's data shatters this façade: a mere 30 percent of US workers and 21 percent globally are engaged today, dismal figures essentially unchanged for over a decade. This rather damning reality exposes a commitment not just half-hearted but utterly disingenuous. Perfunctory surveys, dusted off once or twice a year, vanish into the void, sparking no meaningful change, while ineffective or toxic managers sidestep accountability with ease. The fallout is a workforce drowning in disillusionment, tethered to a metric that's broken beyond repair. In The Power of Employee Well-Being, Mark C. Crowley unveils a revolutionary vision, proving well-being ignites fierce commitment, unleashes boundless productivity, and forges workplaces where people and profits thrive.
Why Well-Being Matters
Drawing on a University of Oxford study of 17 million workers, Crowley urges leaders to abandon flawed engagement metrics and champion well-being. Far from a soft idea, it drives results. Gallup, Harvard, and London School of Economics studies show organizations prioritizing well-being gain 27 percent higher profitability, lower turnover, and better customer satisfaction. Yet, with three-quarters of US professionals facing burnout and a 74 percent surge in mental health–related leave (2023–2024), the crisis is urgent. Crowley highlights belonging-feeling valued, respected, and connected-as well-being's core, yet 94 percent of leaders overlook this vital driver.
A Practical Roadmap
Building on his trailblazing book Lead from the Heart, Crowley delivers a concise, actionable guide for busy managers to cultivate well-being and unlock team potential. Through practical strategies, he equips leaders to meet workers' core needs: caring leadership, manageable workloads, emotional support, growth opportunities, and fair treatment. Unlike hollow wellness programs, debunked by Oxford research, Crowley's methods reshape daily team experiences. His insights, forged over decades as a leader and researcher, are anchored by formidable data, including a British Telecom study linking well-being to higher sales and customer satisfaction.
A Leadership Revolution
With a foreword by Dr. Marshall Goldsmith, a four-time New York Times bestselling author, The Power of Employee Well-Being is a clarion call to reject superficial fixes and ignite a leadership revolution. Crowley brilliantly distills complex ideas into a vital guide for busy managers. With 52 percent of workers willing to take a 20 percent pay cut for better well-being, stakes are high. This is the essential playbook for leaders to build thriving workplaces where retention soars and teams excel.
Lying can cause irreparable financial, psychological, and emotional damage in an organization, yet liars also know that we're terrible at recognizing their deceit. Goman's book is a simple primer to help anyone spot lies before they do harm.
Lies aren't good in general, but in the workplace they're especially poisonous. They can destroy employee engagement and productivity, undermine teamwork, increase stress, ruin people's livelihoods, and even bring down entire companies.
It's critical to catch workplace lies before they snowball into something catastrophic, but most of us have no clue about how to spot a liar. And the workplace setting adds another layer of complexity. At what point do you report a liar? If you decide to take action, what exactly should you do? And what if the liar is your boss?
In this entertaining and needed book, leading workplace body language expert Carol Kinsey Goman combines her own experiences with the latest research to provide a comprehensive guide to spotting, exposing, and minimizing workplace lies. Goman looks at the high cost of workplace deception for individuals and organizations, why people tell lies at work, and the kinds of lies they tell. She offers fifty ways that body language and vocal cues can help you spot a liar and explains how our own vanities, desires, self-deceptions, and rationalizations allow us to be duped.
Once you spot a lie, she provides tactical advice on how to respond, whether the liar is above, below, or on the same level as you. And Goman explains how to make sure your own body language doesn't inadvertently make you seem untrustworthy and what leaders at all levels can do to reduce lies and encourage candor.
Some workplace lies are a polite and positive part of professional life (“I'd be delighted to come to that meeting”). But Goman focuses on truly destructive lies and shows how you can prevent them from wreaking havoc on individuals and organizations.
Lies aren't good in general, but in the workplace they're especially poisonous. They can destroy employee engagement and productivity, undermine teamwork, increase stress, ruin people's livelihoods, and even bring down entire companies.
It's critical to catch workplace lies before they snowball into something catastrophic, but most of us have no clue about how to spot a liar. And the workplace setting adds another layer of complexity. At what point do you report a liar? If you decide to take action, what exactly should you do? And what if the liar is your boss?
In this entertaining and needed book, leading workplace body language expert Carol Kinsey Goman combines her own experiences with the latest research to provide a comprehensive guide to spotting, exposing, and minimizing workplace lies. Goman looks at the high cost of workplace deception for individuals and organizations, why people tell lies at work, and the kinds of lies they tell. She offers fifty ways that body language and vocal cues can help you spot a liar and explains how our own vanities, desires, self-deceptions, and rationalizations allow us to be duped.
Once you spot a lie, she provides tactical advice on how to respond, whether the liar is above, below, or on the same level as you. And Goman explains how to make sure your own body language doesn't inadvertently make you seem untrustworthy and what leaders at all levels can do to reduce lies and encourage candor.
Some workplace lies are a polite and positive part of professional life (“I'd be delighted to come to that meeting”). But Goman focuses on truly destructive lies and shows how you can prevent them from wreaking havoc on individuals and organizations.
The final guide in the acclaimed Five Inclusive Disciplines trilogy introduces an actionable 5-step framework for building truly equitable, high-performing teams and unlocking their collective power to deliver groundbreaking results.
In today's fast-paced, interconnected world, breakthroughs don't come from individuals-they come from teams. And not just any teams, but diverse and inclusive ones. With decades of experience and cutting-edge research, Andrés Tapia and Michel Buffet provide a revolutionary model that empowers teams to harness the full potential of diverse perspectives.
At the heart of the book are The 5 Disciplines, which guide teams to tap into their collective power:
• Connecting – to build affiliation
• Caring – to nurture psychological safety
• Synchronizing – to harness collective intelligence
• Cultural Dexterity – to integrate diverse perspectives
• Powersharing – to ensure equitable contributions
The result? Unparalleled creativity, engagement, and performance. Through insightful guidance, practical tools, and a proven framework, The 5 Disciplines of Inclusive Teams shows how teams can unlock their collective power to achieve breakthrough results, transforming not only their organizations but also the future.
In today's fast-paced, interconnected world, breakthroughs don't come from individuals-they come from teams. And not just any teams, but diverse and inclusive ones. With decades of experience and cutting-edge research, Andrés Tapia and Michel Buffet provide a revolutionary model that empowers teams to harness the full potential of diverse perspectives.
At the heart of the book are The 5 Disciplines, which guide teams to tap into their collective power:
• Connecting – to build affiliation
• Caring – to nurture psychological safety
• Synchronizing – to harness collective intelligence
• Cultural Dexterity – to integrate diverse perspectives
• Powersharing – to ensure equitable contributions
The result? Unparalleled creativity, engagement, and performance. Through insightful guidance, practical tools, and a proven framework, The 5 Disciplines of Inclusive Teams shows how teams can unlock their collective power to achieve breakthrough results, transforming not only their organizations but also the future.
Most managers focus on near-term results, struggling to find the time and motivation to develop direct reports in any significant way. Yet fast-paced business environments demand managers who can grow their employees' skills. Axelrod and Coyle's work offers managers guidance on how to develop their staff in significant ways, while getting results, every day.