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True power in this world comes from economic independence, but too many people have too much month left at the end of their money. John Hope Bryant, founder and CEO of Operation HOPE, illuminates the path toward liberation that is hiding in plain sight. His message is simple: the supermajority of people who live in poverty, whom Bryant calls the invisible class, as well as millions in the struggling middle class, haven't gotten “the memo”—until now.
Building on his personal experience of rising up from economically disadvantaged circumstances and his work with Operation HOPE, Bryant teaches readers five rules that lay the foundation for achieving financial freedom. He emphasizes the inseparable connection between “inner capital” (mindset, relationships, knowledge, and spirit) and “outer capital” (financial wealth and property). “If you have inner capital,” Bryant writes, “you can never be truly poor. If you lack inner capital, all the money in the world cannot set you free.”
Bryant gives readers tools for empowerment by covering everything from achieving basic financial literacy to investing in positive relationships and approaching wealth with a completely new attitude. He makes this bold and controversial claim: “Once you have satisfied your basic sustenance needs—food, water, health, and a roof over your head—poverty has more to do with your head than your wallet.”
Bryant wants to restore readers' “silver rights,” giving them the ability to succeed and prosper no matter what very real roadblocks society puts in their way. We have more power than we realize, if only we can recognize and claim it. “We are our first capital,” Bryant writes. “We are the CEOs of our own lives.”
Building on his personal experience of rising up from economically disadvantaged circumstances and his work with Operation HOPE, Bryant teaches readers five rules that lay the foundation for achieving financial freedom. He emphasizes the inseparable connection between “inner capital” (mindset, relationships, knowledge, and spirit) and “outer capital” (financial wealth and property). “If you have inner capital,” Bryant writes, “you can never be truly poor. If you lack inner capital, all the money in the world cannot set you free.”
Bryant gives readers tools for empowerment by covering everything from achieving basic financial literacy to investing in positive relationships and approaching wealth with a completely new attitude. He makes this bold and controversial claim: “Once you have satisfied your basic sustenance needs—food, water, health, and a roof over your head—poverty has more to do with your head than your wallet.”
Bryant wants to restore readers' “silver rights,” giving them the ability to succeed and prosper no matter what very real roadblocks society puts in their way. We have more power than we realize, if only we can recognize and claim it. “We are our first capital,” Bryant writes. “We are the CEOs of our own lives.”
True power in this world comes from economic independence, but too many people have too much month left at the end of their money. John Hope Bryant, founder and CEO of Operation HOPE, illuminates the path toward liberation that is hiding in plain sight. His message is simple: the supermajority of people who live in poverty, whom Bryant calls the invisible class, as well as millions in the struggling middle class, haven't gotten “the memo”—until now.
Building on his personal experience of rising up from economically disadvantaged circumstances and his work with Operation HOPE, Bryant teaches readers five rules that lay the foundation for achieving financial freedom. He emphasizes the inseparable connection between “inner capital” (mindset, relationships, knowledge, and spirit) and “outer capital” (financial wealth and property). “If you have inner capital,” Bryant writes, “you can never be truly poor. If you lack inner capital, all the money in the world cannot set you free.”
Bryant gives readers tools for empowerment by covering everything from achieving basic financial literacy to investing in positive relationships and approaching wealth with a completely new attitude. He makes this bold and controversial claim: “Once you have satisfied your basic sustenance needs—food, water, health, and a roof over your head—poverty has more to do with your head than your wallet.”
Bryant wants to restore readers' “silver rights,” giving them the ability to succeed and prosper no matter what very real roadblocks society puts in their way. We have more power than we realize, if only we can recognize and claim it. “We are our first capital,” Bryant writes. “We are the CEOs of our own lives.”
Building on his personal experience of rising up from economically disadvantaged circumstances and his work with Operation HOPE, Bryant teaches readers five rules that lay the foundation for achieving financial freedom. He emphasizes the inseparable connection between “inner capital” (mindset, relationships, knowledge, and spirit) and “outer capital” (financial wealth and property). “If you have inner capital,” Bryant writes, “you can never be truly poor. If you lack inner capital, all the money in the world cannot set you free.”
Bryant gives readers tools for empowerment by covering everything from achieving basic financial literacy to investing in positive relationships and approaching wealth with a completely new attitude. He makes this bold and controversial claim: “Once you have satisfied your basic sustenance needs—food, water, health, and a roof over your head—poverty has more to do with your head than your wallet.”
Bryant wants to restore readers' “silver rights,” giving them the ability to succeed and prosper no matter what very real roadblocks society puts in their way. We have more power than we realize, if only we can recognize and claim it. “We are our first capital,” Bryant writes. “We are the CEOs of our own lives.”
The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up. But how can you make the best use of coaching within your organization?
Executive Coaching for Results helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others,
and combine that with their years of industry experience to advance the state of the art.
Executive Coaching for Results includes topics such as:
Integrating coaching into your organization's overall leadership development strategy
Locating and screening coaches worldwide
Developing an internal coaching program
Deciding which coaching assessments and instruments are appropriate to your situation
Measuring the impact and ROI of coaching
Following up after coaching
Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.
Executive Coaching for Results helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others,
and combine that with their years of industry experience to advance the state of the art.
Executive Coaching for Results includes topics such as:
Integrating coaching into your organization's overall leadership development strategy
Locating and screening coaches worldwide
Developing an internal coaching program
Deciding which coaching assessments and instruments are appropriate to your situation
Measuring the impact and ROI of coaching
Following up after coaching
Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.
The field of executive coaching is growing at an astonishing rate. Corporations are increasingly turning to coaching as an intervention, as it offers leaders and managers both on-the-job learning and built-in follow-up. But how can you make the best use of coaching within your organization?
Executive Coaching for Results helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others,
and combine that with their years of industry experience to advance the state of the art.
Executive Coaching for Results includes topics such as:
Integrating coaching into your organization's overall leadership development strategy
Locating and screening coaches worldwide
Developing an internal coaching program
Deciding which coaching assessments and instruments are appropriate to your situation
Measuring the impact and ROI of coaching
Following up after coaching
Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.
Executive Coaching for Results helps this critical leadership development method come of age. This is not a “how-to-coach book”—there are already plenty of those—but rather a comprehensive guide on how to strategically use coaching to maximize development of talent and link the impact of coaching to bottom-line results. Underhill, McAnally, and Koriath draw on their rigorous original research (through Executive Development Associates) with Fortune 1000 and Global 500 companies such as Disney, IBM, UBS, Unilever and many others,
and combine that with their years of industry experience to advance the state of the art.
Executive Coaching for Results includes topics such as:
Integrating coaching into your organization's overall leadership development strategy
Locating and screening coaches worldwide
Developing an internal coaching program
Deciding which coaching assessments and instruments are appropriate to your situation
Measuring the impact and ROI of coaching
Following up after coaching
Throughout, the authors provide numerous examples from major organizations such as Dell, Johnson and Johnson, Intel, and Wal-Mart. Offering practical learning, best practices, and illuminating case studies, this is the first definitive guide to the effective use of executive coaching in the corporate environment.
Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don't come at you one at a time; they come all at once. It's like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn.
The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.
For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.
For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
Most change efforts fail because most change methods are built to deal with single challenges in a nice, neat, linear way. But leaders know that today, pressures for change don't come at you one at a time; they come all at once. It's like riding a roller coaster: sudden drops, jarring turns, anxious climbs into the unknown. Drawing on his years of experience at the Center for Creative Leadership and Columbia University, Bill Pasmore offers a four-part model and four mindsets that allow leaders to deal with multiple changes simultaneously without drowning in the churn.
The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.
For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
The first step, Pasmore says, is to Discover which external pressures for change are the most necessary to address. The key here is to think fewer-step away from the buffet of possibilities and pinpoint the highest-impact options. Then you need to Decide how many change efforts your organization can handle. Here the mindset is to think scarcer-you have only so many people and so many resources, so how do you best use them? Once you've figured that out, it's time to Do-and here you want to think faster. Streamline processes and engage in rapid prototyping so you can learn quickly and cost-effectively. The last step is to Discern what worked and what didn't, so think smarter-develop metrics, identify trends, and make sure learnings are disseminated throughout the organization.
For each stage of the process, Pasmore offers detailed advice, practical tools, and real-world examples. This book is a comprehensive guide to navigating change the way it happens now.
"We are in deep trouble," writes Sharif Abdullah. "We live a world that works for only a few." The problem, Abdullah asserts, is exlusivity: "I am separate." By practicing exclusivity, he maintains, we have created a soul-starved society. We suffer, both personally and as a society, from complex, interlocking so intense that they create a deep sense of emptiness in all of us.
But there is hope. Abdullah shows how we can change our world by changing our consciousness. We can actually put an end these complex problems if we reject exclusivity in favor of inclusivity. We must turn from a mentality that disconnects us and instead embrace the goals of restoring balance to the earth and building community with all other people. In Creating a World That Works for All, Abdullah provides a practical blueprint for that change.
Abdullah makes it clear that there are no bad guys to blame: we are all equally responsible for the current state of our world. We each have created it, and we each have equal power to change it. Abdullah offers three criteria for creating a world that works for all:
1. The Criteria of Enoughness: Everyone has enough, even though not everyone shares resources equally
2. The Criteria of Exchangeability: Trading places would be okay
3. The Criteria of Common Benefit: The system is designed and intended to benefit all
In order to meet these criteria, Abdullah shows us how to let go of old theories and ideas, so we can clearly see our current problems and possible solutions. And he shows us how to create new stories that explain and define the new behaviors that make cultural changes possible.
But there is hope. Abdullah shows how we can change our world by changing our consciousness. We can actually put an end these complex problems if we reject exclusivity in favor of inclusivity. We must turn from a mentality that disconnects us and instead embrace the goals of restoring balance to the earth and building community with all other people. In Creating a World That Works for All, Abdullah provides a practical blueprint for that change.
Abdullah makes it clear that there are no bad guys to blame: we are all equally responsible for the current state of our world. We each have created it, and we each have equal power to change it. Abdullah offers three criteria for creating a world that works for all:
1. The Criteria of Enoughness: Everyone has enough, even though not everyone shares resources equally
2. The Criteria of Exchangeability: Trading places would be okay
3. The Criteria of Common Benefit: The system is designed and intended to benefit all
In order to meet these criteria, Abdullah shows us how to let go of old theories and ideas, so we can clearly see our current problems and possible solutions. And he shows us how to create new stories that explain and define the new behaviors that make cultural changes possible.
"We are in deep trouble," writes Sharif Abdullah. "We live a world that works for only a few." The problem, Abdullah asserts, is exlusivity: "I am separate." By practicing exclusivity, he maintains, we have created a soul-starved society. We suffer, both personally and as a society, from complex, interlocking so intense that they create a deep sense of emptiness in all of us.
But there is hope. Abdullah shows how we can change our world by changing our consciousness. We can actually put an end these complex problems if we reject exclusivity in favor of inclusivity. We must turn from a mentality that disconnects us and instead embrace the goals of restoring balance to the earth and building community with all other people. In Creating a World That Works for All, Abdullah provides a practical blueprint for that change.
Abdullah makes it clear that there are no bad guys to blame: we are all equally responsible for the current state of our world. We each have created it, and we each have equal power to change it. Abdullah offers three criteria for creating a world that works for all:
1. The Criteria of Enoughness: Everyone has enough, even though not everyone shares resources equally
2. The Criteria of Exchangeability: Trading places would be okay
3. The Criteria of Common Benefit: The system is designed and intended to benefit all
In order to meet these criteria, Abdullah shows us how to let go of old theories and ideas, so we can clearly see our current problems and possible solutions. And he shows us how to create new stories that explain and define the new behaviors that make cultural changes possible.
If so, you may be experiencing the confidence-busting, commitment-breaking, energy-draining patterns consistent with broken trust. We've all been there, but few of us know how to rebuild that trust. Dennis and Michelle Reina have spent their careers researching and measuring workplace trust. In this sequel to their award-winning Trust and Betrayal in the Workplace, they offer everyone involved a proven process for healing: the person hurt, the person who hurt someone else, and the person wanting to help others. No matter your vantage point, this compassionate, practical book will help you reframe the experience, take responsibility, let go, and move on. The result? You'll feel more energized and once again give your organization your best thinking, highest intention, and greatest productivity.
Are you feeling less engaged, less committed and more skeptical at work? Do you find yourself isolated? Or are you caught in the middle of co-workers’ interpersonal conflicts? If so, you may be experiencing the symptoms of broken trust in workplace relationships. Small but hurtful situations accumulate over time into the confidence-busting, commitment-breaking, energy-draining patterns consistent with broken trust.
Broken trust is simply the natural outcome of people interacting with one another. Everyone has experienced gossiping, missed deadlines, someone taking credit for other people’s work and “little white lies.” You may have been hurt. You may have realized that you inadvertently let others down. Or, you may be wondering how to help others reeling from broken trust.
No matter your vantage point, Dennis Reina and Michelle Reina’s new book offers a proven seven-step process to heal pain and rebuild trust. This compassionate, practical approach will help you reframe the experience, take responsibility, forgive, let go and move on. Through healing, you will want to go to work again. You will feel safe to be more fully “who” you are and, once again give your organization your best thinking, highest intention, risk-taking and creativity. And in a place of self-discovery, self-trust and authenticity, you will connect more fully with others in your personal life as well.
While there have been many books on recovering from betrayal in personal relationships, this is the first book to focus specifically on the workplace, and the first to give equal weight to what to do when you have hurt others. It is firmly grounded in the Reinas’ 20 years of rigorous research on trust and the empathy they have developed from supporting thousands of people on their healing journeys.
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
This is not a book about starting your own business. Then again, it is. By now there is ample evidence that an "employed" attitude-believing that you work for an employer and acting as though by doing your work your job will be secure-is defunct. An employed attitude is the antithesis of what you need now to endure and prosper. In this revised edition of his prescient bestseller, Cliff Hakim shows how to replace your employed attitude with a self-employed attitude.
"We are all self-employed" is an empowering belief that you can steer your own direction and influence the quality of your life. You're the boss--a self-leader-- whether you work inside or outside of an organization. You are the decision-maker and ultimately, the onus is on you to imagine, plan, explore, and create the worklife that you want.
In We Are All Self-Employed Hakim presents and clarifies the minimum critical requirements needed to develop, deepen, and sustain a self-employed attitude. He takes you on a journey of assimilating and constructing this new, more empowered attitude toward work and life. Each chapter features checklists and exercises to deepen your understanding of what a self-employed attitude is and how you can cultivate and maintain it, as well as examples of the self-employed attitude in action. The book's lessons are summarized in an inspiring and energizing Worklife Creed for this exciting and challenging new world of work. We Are All Self-Employed will call out and nourish the self-leader in you so that you can create a successful and satisfying life.
"We are all self-employed" is an empowering belief that you can steer your own direction and influence the quality of your life. You're the boss--a self-leader-- whether you work inside or outside of an organization. You are the decision-maker and ultimately, the onus is on you to imagine, plan, explore, and create the worklife that you want.
In We Are All Self-Employed Hakim presents and clarifies the minimum critical requirements needed to develop, deepen, and sustain a self-employed attitude. He takes you on a journey of assimilating and constructing this new, more empowered attitude toward work and life. Each chapter features checklists and exercises to deepen your understanding of what a self-employed attitude is and how you can cultivate and maintain it, as well as examples of the self-employed attitude in action. The book's lessons are summarized in an inspiring and energizing Worklife Creed for this exciting and challenging new world of work. We Are All Self-Employed will call out and nourish the self-leader in you so that you can create a successful and satisfying life.
This is not a book about starting your own business. Then again, it is. By now there is ample evidence that an "employed" attitude-believing that you work for an employer and acting as though by doing your work your job will be secure-is defunct. An employed attitude is the antithesis of what you need now to endure and prosper. In this revised edition of his prescient bestseller, Cliff Hakim shows how to replace your employed attitude with a self-employed attitude.
"We are all self-employed" is an empowering belief that you can steer your own direction and influence the quality of your life. You're the boss--a self-leader-- whether you work inside or outside of an organization. You are the decision-maker and ultimately, the onus is on you to imagine, plan, explore, and create the worklife that you want.
In We Are All Self-Employed Hakim presents and clarifies the minimum critical requirements needed to develop, deepen, and sustain a self-employed attitude. He takes you on a journey of assimilating and constructing this new, more empowered attitude toward work and life. Each chapter features checklists and exercises to deepen your understanding of what a self-employed attitude is and how you can cultivate and maintain it, as well as examples of the self-employed attitude in action. The book's lessons are summarized in an inspiring and energizing Worklife Creed for this exciting and challenging new world of work. We Are All Self-Employed will call out and nourish the self-leader in you so that you can create a successful and satisfying life.
Over the next decade, today's connected world will be explosively more connected. Anything that can be distributed will be distributed: workforces, organizations, supply webs, and more. The tired practices of centralized organizations will become brittle in a future where authority is radically decentralized. Rigid hierarchies will give way to liquid structures. Most leaders—and most organizations—aren't ready for this future. Are you?
It's too late to catch up, but it's a great time to leapfrog. Noted futurist Bob Johansen goes beyond skills and competencies to propose five new leadership literacies—combinations of disciplines, practices, and worldviews—that will be needed to thrive in a VUCA world of increasing volatility, uncertainty, complexity, and ambiguity. This book shows how to (1) forecast likely futures so you can “look back” and make sure you're prepared now for the changes to come, (2) use low-risk gaming spaces to work through your concerns about the future and hone your leadership skills, (3) lead shape-shifting organizations where you can't just tell people what to do, (4) be a dynamic presence even when you're not there in person, and (5) keep your personal energy high and transmit that energy throughout your organization.
This visionary book provides a vivid description of the ideal talent profile for future leaders. It is written for current, rising star, and aspiring leaders; talent scouts searching for leaders; and executive coaches seeking a fresh view of how leaders will need to prepare. To get ready for this future, we will all need new leadership literacies.
It's too late to catch up, but it's a great time to leapfrog. Noted futurist Bob Johansen goes beyond skills and competencies to propose five new leadership literacies—combinations of disciplines, practices, and worldviews—that will be needed to thrive in a VUCA world of increasing volatility, uncertainty, complexity, and ambiguity. This book shows how to (1) forecast likely futures so you can “look back” and make sure you're prepared now for the changes to come, (2) use low-risk gaming spaces to work through your concerns about the future and hone your leadership skills, (3) lead shape-shifting organizations where you can't just tell people what to do, (4) be a dynamic presence even when you're not there in person, and (5) keep your personal energy high and transmit that energy throughout your organization.
This visionary book provides a vivid description of the ideal talent profile for future leaders. It is written for current, rising star, and aspiring leaders; talent scouts searching for leaders; and executive coaches seeking a fresh view of how leaders will need to prepare. To get ready for this future, we will all need new leadership literacies.
WE ARE ALL in the people business because we deal with other people all the time. But do you sometimes reach out to others only to find your efforts misunderstood or rejected? Do you wish your relationships with people close to you were more harmonious and fulfilling? PeopleSmart is a practical guide for anyone who asks these questions, which means most of us at some time or other. It reveals a powerful plan for making your relationships more productive and rewarding-whether they are with a supervisor and coworkers or a spouse, relatives, and friends-by developing your interpersonal intelligence.
WE ARE ALL in the people business because we deal with other people all the time. But do you sometimes reach out to others only to find your efforts misunderstood or rejected? Do you wish your relationships with people close to you were more harmonious and fulfilling? PeopleSmart is a practical guide for anyone who asks these questions, which means most of us at some time or other. It reveals a powerful plan for making your relationships more productive and rewarding-whether they are with a supervisor and coworkers or a spouse, relatives, and friends-by developing your interpersonal intelligence.
Utilizing Dr. Martin Luther King's Beloved Community framework, activists will be empowered to create change and equity through fierce yet compassionate dialogue against racism and systematic white supremacy.
Can a person be both fierce and compassionate at once? Directly challenge racist speech or actions without seeking to humiliate the other person? Interrupt hateful or habitual forms of discrimination in new ways that foster deeper change? Dr. Roxy Manning believes it's possible—and you can learn how.
In this book, Dr. Manning provides a new way to conceive of antiracist conversations, along with the practical tools and frameworks that make them possible. Her work is grounded in the idea of Beloved Community, as articulated by Dr. Martin Luther King, Jr., as a goal to aspire to and even experience now, in the present, when we refuse to give up on the possibility of human connection within ourselves, with potential allies, and with those whose words and actions create harm. This book fuels courage and provides tools to confront everyday forms of racism. It walks the reader through an effective, efficient model of dialogue that utilizes concepts of nonviolent communication and helps normalize talking about racism instead of treating it like a "third rail," strictly avoided or touched at one's peril.
Readers will
Drawing on her experience as a clinical psychologist, a nonviolent communication practitioner, and an Afro-Caribbean immigrant, Dr. Manning provides a model of antiracist dialogue with practical applications for individuals and organizations.
Can a person be both fierce and compassionate at once? Directly challenge racist speech or actions without seeking to humiliate the other person? Interrupt hateful or habitual forms of discrimination in new ways that foster deeper change? Dr. Roxy Manning believes it's possible—and you can learn how.
In this book, Dr. Manning provides a new way to conceive of antiracist conversations, along with the practical tools and frameworks that make them possible. Her work is grounded in the idea of Beloved Community, as articulated by Dr. Martin Luther King, Jr., as a goal to aspire to and even experience now, in the present, when we refuse to give up on the possibility of human connection within ourselves, with potential allies, and with those whose words and actions create harm. This book fuels courage and provides tools to confront everyday forms of racism. It walks the reader through an effective, efficient model of dialogue that utilizes concepts of nonviolent communication and helps normalize talking about racism instead of treating it like a "third rail," strictly avoided or touched at one's peril.
Readers will
- Be empowered to identify what kind of antiracist conversation they want to have-for example, do they only want to be heard, or do they want to negotiate a change in policy?
- Learn how to engage in antiracist conversations whether they are the Actor (person who says or does something racist), the Receiver (the target of racism), or the Bystander.
- Learn how to notice the underlying needs and values that motivate all human actions and how those values can open up pathways to transformation.
Drawing on her experience as a clinical psychologist, a nonviolent communication practitioner, and an Afro-Caribbean immigrant, Dr. Manning provides a model of antiracist dialogue with practical applications for individuals and organizations.