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The People Equation

Every business leader knows that the key to growth is innovation—if you do what you've always done, you'll get what you've always got. Deborah Perry Piscione and David Crawley argue that ultimately the key to innovation is people. After all, creativity is a uniquely human function, something that can't be automated. So how do you design an organization so that it provides the elements that will bear new thinking and bring forth bold ideas? Through The People Equation.

Based on examples from their consulting work and research into successful business practices, Perry Piscione and Crawley's The People Equation enables leaders to create a culture where psychological safety is a given, risk taking is embraced, and collaboration between highly competent people is nurtured. When experiments and new initiatives look promising, Perry Piscione and Crawley's Improvisational Innovation process provides a road map to quickly develop ideas and bring them to market. All this requires upending the usual organizational pyramid and instilling a completely new mindset throughout the organization.

Perry Piscione and Crawley show that in our rapidly changing world, the top is not where the really disruptive ideas are going to come from. And if people are afraid to take chances, even fail, you're never going to get those ideas—playing it safe means you'll be out of the game. The People Equation provides you with a formula for exponentially increasing out-of-the-box thinking in your organization and multiplying your chances for greater growth and success.

Grow old on purpose. This book invites readers to navigate a purposeful path from adulthood to elderhood with choice, curiosity, and courage. 

Everyone is getting old; not everyone is growing old. But the path of purposeful aging is accessible to all—and it's fundamental to health, happiness, and longevity.

With a focus on growing whole through developing a sense of purpose in later life, Who Do You Want to Be When You Grow Old? celebrates the experience of aging with inspiring stories, real-world practices, and provocative questions. Framed by a long conversation between two old friends, the book reconceives aging as a liberating experience that enables us to become more authentically the person we always meant to be with each passing year.

In their bestseller Repacking Your Bags, Richard J. Leider and David A. Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book builds on that definition to offer a purposeful path for living well while aging well.

Grow old on purpose. This book invites readers to navigate a purposeful path from adulthood to elderhood with choice, curiosity, and courage. 

Everyone is getting old; not everyone is growing old. But the path of purposeful aging is accessible to all—and it's fundamental to health, happiness, and longevity.

With a focus on growing whole through developing a sense of purpose in later life, Who Do You Want to Be When You Grow Old? celebrates the experience of aging with inspiring stories, real-world practices, and provocative questions. Framed by a long conversation between two old friends, the book reconceives aging as a liberating experience that enables us to become more authentically the person we always meant to be with each passing year.

In their bestseller Repacking Your Bags, Richard J. Leider and David A. Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book builds on that definition to offer a purposeful path for living well while aging well.

Under Joe Solmonese's leadership, the Human Rights Campaign became the model other organizations look toward to create effective social and political change. Against daunting odds, HRC was instrumental in passing landmark national legislation such as the Matthew Shepard and James Byrd, Jr., Hate Crimes Prevention Act; repealing “Don't Ask, Don't Tell”; and passing marriage equality acts in eight states. How did Solmonese and HRC do it?

What Solmonese reveals in this book is that for him, the key to success was learning to harness his anger. Essentially it's just a form of energy. Channeled, it can keep you moving forward on a long journey. But uncontrolled, it can blow everything up.

With this as his guiding principle, Solmonese uses stories from his work with HRC and his previous position as CEO of the powerful women's organization EMILY's List to share a series of often-surprising lessons. For example, empathize with your enemies instead of shaming them, find allies wherever you can, and ask for the doable, not the impossible (even when the “impossible” is your ultimate goal). Most striking in this book are the stories of Solmonese's ability to draw some kind of win—however small—from seeming adversaries.

But at every step of the way he emphasizes the importance of managing the yin-yang tension of anger. Particularly when one is dealing with irrational and offensive attitudes, the temptation is ever present to give in to righteous indignation. While it's fine to feel it, Solmonese's advice is to always be strategic with your outrage.

Under Joe Solmonese's leadership, the Human Rights Campaign became the model other organizations look toward to create effective social and political change. Against daunting odds, HRC was instrumental in passing landmark national legislation such as the Matthew Shepard and James Byrd, Jr., Hate Crimes Prevention Act; repealing “Don't Ask, Don't Tell”; and passing marriage equality acts in eight states. How did Solmonese and HRC do it?

What Solmonese reveals in this book is that for him, the key to success was learning to harness his anger. Essentially it's just a form of energy. Channeled, it can keep you moving forward on a long journey. But uncontrolled, it can blow everything up.

With this as his guiding principle, Solmonese uses stories from his work with HRC and his previous position as CEO of the powerful women's organization EMILY's List to share a series of often-surprising lessons. For example, empathize with your enemies instead of shaming them, find allies wherever you can, and ask for the doable, not the impossible (even when the “impossible” is your ultimate goal). Most striking in this book are the stories of Solmonese's ability to draw some kind of win—however small—from seeming adversaries.

But at every step of the way he emphasizes the importance of managing the yin-yang tension of anger. Particularly when one is dealing with irrational and offensive attitudes, the temptation is ever present to give in to righteous indignation. While it's fine to feel it, Solmonese's advice is to always be strategic with your outrage.

This classic pioneering book provides keen insight into workplace diversity. With new tips, tools, and strategies for peacocks and penguins alike, your organization will flourish and take flight!
 
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
 
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.

This classic pioneering book provides keen insight into workplace diversity. With new tips, tools, and strategies for peacocks and penguins alike, your organization will flourish and take flight!
 
Through the story of Perry the Peacock and his fine feathered friends, authors BJ Gallagher and Warren H. Schmidt bring to life the challenges of birds of different feathers who struggle to be successful in the conformity-minded Land of Penguins. Their travails illuminate the challenges of creating a pluralistic corporate culture in which the talent, energy, and commitment of all employees are fully engaged.
 
People who have new ideas that differ from business as usual are often ignored or criticized for the very thing that makes them valuable: their originality and creativity. This unique book helps organizations break out of "penguin thinking” in order to tap into and leverage the creativity of diversity. Learn how to cultivate an organizational culture in which new ideas can flourish and innovation can take flight.

Branding is an integral part of modern business strategy. But while there are dozens of books on branding products and marketing campaigns, nobody has applied the logic and techniques of branding to customer service -- until now. Branded Customer Service is a practical guide to moving service delivery to a new level so that brand reinforcement occurs every time customers interact with organizational representatives. Janelle Barlow and Paul Stewart show how to infuse an entire organization with brand values and create a recognizable style of service that reflects brand promises and brand images.

Branding is an integral part of modern business strategy. But while there are dozens of books on branding products and marketing campaigns, nobody has applied the logic and techniques of branding to customer service -- until now. Branded Customer Service is a practical guide to moving service delivery to a new level so that brand reinforcement occurs every time customers interact with organizational representatives. Janelle Barlow and Paul Stewart show how to infuse an entire organization with brand values and create a recognizable style of service that reflects brand promises and brand images.

In the latest fruit of a brilliant career, Michael Nagler argues that nonviolence—not just as a tactic but as a way of being—is the only way to unite deeply divided people and enable progressive movements and leaders of all stripes to fulfil their promise and potential.

So many of the problems that beset us—war, poverty, isolation, and the climate crisis—have their roots in an old story about the universe: we are purposeless matter in a random void, and scarcity, competition, and violence are inevitable. Citing the convergence of modern science and the essence of the world's wisdom traditions, Michael Nagler argues for a new story: the universe is conscious and purposeful, humans are spiritual beings, and cooperation and collaboration are our natural way of interacting. This “new story” has had other champions, but Nagler is the first to realize that a piece is missing. For the new story to take hold, we have to embrace nonviolence, not only as a social change tactic but as a way of life.

Nonviolence is the only power strong enough to “move the heart” toward this deep and revolutionary change in worldview. Nagler refers to this as the “third harmony,” which is the harmony within and among us to resolve the crisis of the human image. Calling on us to realize the urgency of nonviolence for resolving our personal and collective problems, Nagler focuses on how to shift to our story on a personal, everyday level and then integrate it into the very foundations of our understanding of humanity and community, for our sake, for the sake of future generations, and the sake of nonviolence itself.

In the latest fruit of a brilliant career, Michael Nagler argues that nonviolence—not just as a tactic but as a way of being—is the only way to unite deeply divided people and enable progressive movements and leaders of all stripes to fulfil their promise and potential.

So many of the problems that beset us—war, poverty, isolation, and the climate crisis—have their roots in an old story about the universe: we are purposeless matter in a random void, and scarcity, competition, and violence are inevitable. Citing the convergence of modern science and the essence of the world's wisdom traditions, Michael Nagler argues for a new story: the universe is conscious and purposeful, humans are spiritual beings, and cooperation and collaboration are our natural way of interacting. This “new story” has had other champions, but Nagler is the first to realize that a piece is missing. For the new story to take hold, we have to embrace nonviolence, not only as a social change tactic but as a way of life.

Nonviolence is the only power strong enough to “move the heart” toward this deep and revolutionary change in worldview. Nagler refers to this as the “third harmony,” which is the harmony within and among us to resolve the crisis of the human image. Calling on us to realize the urgency of nonviolence for resolving our personal and collective problems, Nagler focuses on how to shift to our story on a personal, everyday level and then integrate it into the very foundations of our understanding of humanity and community, for our sake, for the sake of future generations, and the sake of nonviolence itself.

What We Learned in the Rainforest presents a surprising new business principle: by applying strategies and practices gleaned from nature-by emulating what it once sought to conquer-business can adapt rapidly to changing market conditions and attain greater and more sustainable profits. With clear, direct language and dozens of real-world examples, Kiuchi and Shireman show how a company can become a complex living system that doesn't merely balance competing interests but truly integrates them. Examples from leading companies include: How Coca-Cola CEO Doug Daft uses diversity to drive sales How Intel founder Gordon Moore creates profit by design How Bill Coors builds businesses on the theory that "all waste is lost profit" How Shell profits as an industrial ecosystem What Weyerhaeuser and activists learned from each other How Dow earns 300% returns, and Dupont builds market share with eco-effectiveness, and more This book shows that the old model of business-the machine model that pitted business against nature-is growing obsolete. In the emerging economy, businesses excel when they emulate what they once sought to conquer. They maximize performance as they become like nature, like a complex living system. By moving beyond the industrial machine model, and applying the dynamic principles of the rainforest instead, business can learn how to create more profit than ever, and to do so more sustainably. Written by two would-be "arch enemies"-a hard-nosed CEO of a major corporation and a dedicated environmentalist-this book doesn't just balance competing interests, it integrates them into a truly revolutionary new paradigm. Kiuchi and Shireman present numerous real-world examples from leading companies-business strategies and management practices that maximize business performance by all measures: economic, social, and environmental. They illustrate the powerful business model provided by nature for driving innovation, increasing profit, spurring growth, and ensuring sustainability.

What We Learned in the Rainforest presents a surprising new business principle: by applying strategies and practices gleaned from nature-by emulating what it once sought to conquer-business can adapt rapidly to changing market conditions and attain greater and more sustainable profits. With clear, direct language and dozens of real-world examples, Kiuchi and Shireman show how a company can become a complex living system that doesn't merely balance competing interests but truly integrates them. Examples from leading companies include: How Coca-Cola CEO Doug Daft uses diversity to drive sales How Intel founder Gordon Moore creates profit by design How Bill Coors builds businesses on the theory that "all waste is lost profit" How Shell profits as an industrial ecosystem What Weyerhaeuser and activists learned from each other How Dow earns 300% returns, and Dupont builds market share with eco-effectiveness, and more This book shows that the old model of business-the machine model that pitted business against nature-is growing obsolete. In the emerging economy, businesses excel when they emulate what they once sought to conquer. They maximize performance as they become like nature, like a complex living system. By moving beyond the industrial machine model, and applying the dynamic principles of the rainforest instead, business can learn how to create more profit than ever, and to do so more sustainably. Written by two would-be "arch enemies"-a hard-nosed CEO of a major corporation and a dedicated environmentalist-this book doesn't just balance competing interests, it integrates them into a truly revolutionary new paradigm. Kiuchi and Shireman present numerous real-world examples from leading companies-business strategies and management practices that maximize business performance by all measures: economic, social, and environmental. They illustrate the powerful business model provided by nature for driving innovation, increasing profit, spurring growth, and ensuring sustainability.

The Riveting True Story of One Of the World's Most Iconic Mission-Driven Companies

Ben & Jerry's has always been committed to an insanely ambitious three-part mission: making the world's best ice cream, supporting progressive causes, and sharing the company's success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn't been easy.

This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry's to pursue its mission on a much larger stage.

Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It's a funny, sad, surprising, and ultimately hopeful story.

Ben & Jerry’s has always been committed to an insanely ambitious three-part mission: making the world’s best ice cream, supporting progressive causes, and sharing the company’s success with all stakeholders: employees, suppliers, distributors, customers, cows, everybody. But it hasn’t been easy. This is the first book to tell the full, inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and ongoing renewal of one of the most iconic mission-driven companies in the world. No previous book has focused so intently on the challenges presented by staying true to that mission. No other book has explained how the company came to be sold to corporate giant Unilever or how that relationship evolved to allow Ben & Jerry’s to pursue its mission on a much larger stage. Journalist Brad Edmondson tells the story with an eye for details, dramatic moments, and memorable characters. He interviewed dozens of key figures, particularly Jeff Furman, who helped Ben and Jerry write their first business plan in 1978 and became chairman of the board in 2010. It’s a funny, sad, surprising, and ultimately hopeful story.

Obsessed with answers, we have lost sight of the power and value of questions. Debates over globalization, climate change, health care, and poverty will not be “solved” with simple answers, but that's what Americans are being trained to expect. Andrea Batista Schlesinger argues that we're besieged by cultural forces that urge us to avoid critical thinking and independent analysis. The media reduces politics to a spectator sport, standardized tests teach students to fill in the dots instead of opening their minds, and even the Internet promotes habits that discourage looking deeper.
 
But the situation isn't hopeless. Schlesinger profiles individuals and institutions renewing the practice of inquiry—particularly in America's youth—at a time when our society demands such activity from us all. Our resilience will depend on our ability to struggle with what we don't know, to live and think outside comfortable bubbles of sameness, and, ultimately, to ask questions.

The spirit of inquiry is the engine of democracy. The democratic process is nothing less than citizens regularly asking what kind of society they want to live in and whom they want to lead them. But more and more people are avoiding the whole messy business of questioning. Americans are instead being trained to look for ready-made answers, with potentially dire implications for the health of our society. In this impassioned new book, Andrea Batista Schlesinger argues that we’re besieged by cultural forces that urge us to avoid independent thought and critical analysis. The media reduces politics to a spectator sport, focusing on polls and personalities rather than issues and ideas. Schools teach to standardized tests—students learn to fill in the bubbles, not open their minds. “Financial literacy” courses have replaced civics classes, graduating smart shoppers rather than informed citizens. Even the Internet promotes habits that discourage inquiry. Regurgitating search-engine results becomes a substitute for genuine research and reflection. Social networks promote connection rather than engagement. With all the information available online, over a third of those younger than twenty-five say they get no news on a typical day, up from 25 percent in 1998. The situation isn’t hopeless. Batista Schlesinger spotlights individuals and institutions across the country that are working to renew a healthy sense of curiosity and skepticism, particularly in American’s youth. It is, at this point, an uphill battle but one well worth undertaking. The Death of “Why?” offers both a penetrating socio-cultural critique of our current path and a way forward for cultivating inquiry and reinvigorating our democracy.

Politicians apologizing, celebrities needing to apologize, and business leaders failing at the attempt fill today's headlines. In fact, we all have occasion to apologize. But we don't need more apologies, says John Kador. We need more effective ones that restore strained relationships, create possibilities for growth, and generate better outcomes for all.
Effective Apology challenges you to think about the fundamental value of an apology, to you and the receiver, as it explores in detail the key dimensions—what Kador calls the Five Rs—of a wholehearted apology, one that heals and renews. Kador also offers advice on how to accept or reject an apology, ten apology dos and don'ts, and a quiz to test your Apology Quotient.

The willingness to apologize signals strength, character, and integrity—real leadership is impossible without it. With over 70 examples of the good, the bad, and the ineffective apology in action, no other book combines such a practical, how-to approach with a rich analysis of what it takes to make apology work in the real world.