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How did Gatorade revitalize itself in the wake of Red Bull and Starbucks? How did OpenTable come to be? What makes one company thrive while others languish in mediocrity? There’s no doubt hard work is involved, but Soren Kaplan shows you can’t do it by simply creating a big vision and implementing a set plan. In his trailblazing debut, Kaplan gives business leaders the tools to do exactly what they’re taught to avoid: embrace surprise—the new key to business breakthroughs.
Instead of fighting against uncertainty, Kaplan reveals how to use it to break down limiting mindsets and barriers to change the game. By highlighting specific ways to transform both good and bad surprises into unique opportunities, Kaplan encourages leaders to compete by embracing counterintuitive ideas, managing paradoxes, and even welcoming failure. This is the key to “leapfrogging”—creating or doing something radically new or different that produces a significant leap forward.
Leapfrogging connects new research, unconventional strategies, and practical tools for navigating the “messy” and elusive process of achieving business breakthroughs. Filled with real-world examples from innovators such as Gatorade, Intuit, Philips, Kimberly-Clark, Colgate-Palmolive, OpenTable, and Etsy, Kaplan shows that any organization or business function can leapfrog. Using his LEAPS process (Listen, Explore, Act, Persist, and Seize), leaders learn to seek out, recognize, and respond to surprising experiences and events as a way to create solutions that leap beyond the current expectations of customers, partners, employees, the market, and the competition. Kaplan’s Leapfrogging is the new handbook for the modern leader.
How did Gatorade revitalize itself in the wake of Red Bull and Starbucks? How did OpenTable come to be? What makes one company thrive while others languish in mediocrity? There's no doubt hard work is involved, but Soren Kaplan shows you can't do it by simply creating a big vision and implementing a set plan. In his trailblazing debut, Kaplan gives business leaders the tools to do exactly what they're taught to avoid: embrace surprise—the new key to business breakthroughs.
Instead of fighting against uncertainty, Kaplan reveals how to use it to break down limiting mindsets and barriers to change the game. By highlighting specific ways to transform both good and bad surprises into unique opportunities, Kaplan encourages leaders to compete by embracing counterintuitive ideas, managing paradoxes, and even welcoming failure. This is the key to “leapfrogging”—creating or doing something radically new or different that produces a significant leap forward.
Leapfrogging connects new research, unconventional strategies, and practical tools for navigating the “messy” and elusive process of achieving business breakthroughs. Filled with real-world examples from innovators such as Gatorade, Intuit, Philips, Kimberly-Clark, Colgate-Palmolive, OpenTable, and Etsy, Kaplan shows that any organization or business function can leapfrog. Using his LEAPS process (Listen, Explore, Act, Persist, and Seize), leaders learn to seek out, recognize, and respond to surprising experiences and events as a way to create solutions that leap beyond the current expectations of customers, partners, employees, the market, and the competition. Kaplan's Leapfrogging is the new handbook for the modern leader.
Instead of fighting against uncertainty, Kaplan reveals how to use it to break down limiting mindsets and barriers to change the game. By highlighting specific ways to transform both good and bad surprises into unique opportunities, Kaplan encourages leaders to compete by embracing counterintuitive ideas, managing paradoxes, and even welcoming failure. This is the key to “leapfrogging”—creating or doing something radically new or different that produces a significant leap forward.
Leapfrogging connects new research, unconventional strategies, and practical tools for navigating the “messy” and elusive process of achieving business breakthroughs. Filled with real-world examples from innovators such as Gatorade, Intuit, Philips, Kimberly-Clark, Colgate-Palmolive, OpenTable, and Etsy, Kaplan shows that any organization or business function can leapfrog. Using his LEAPS process (Listen, Explore, Act, Persist, and Seize), leaders learn to seek out, recognize, and respond to surprising experiences and events as a way to create solutions that leap beyond the current expectations of customers, partners, employees, the market, and the competition. Kaplan's Leapfrogging is the new handbook for the modern leader.
Smart machines are replacing more and more jobs. Edward Hess and Katherine Ludwig show how to develop abilities that machines don't have so we can thrive in this Smart Machine Age. Underlying them all is a sense of personal humility: honestly recognizing our limitations and working to mitigate them.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that smart means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that smart means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
Smart machines are replacing more and more jobs. Edward Hess and Katherine Ludwig show how to develop abilities that machines don't have so we can thrive in this Smart Machine Age. Underlying them all is a sense of personal humility: honestly recognizing our limitations and working to mitigate them.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that smart means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that smart means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
Open Mind, Open Heart
Millions have found mindfulness to be a powerful practice for reducing stress, enhancing attention, and instilling tranquility. But it can offer so much more—it can transform you, make you more fully awake, alive, and aware of your connection to all beings. In Japanese, the character that best expresses mindfulness, 念, consists of two parts—the top part, 今, meaning “now,” and the bottom part, 心, meaning “heart.” Using stories from his own life as the son of an Irish father and a Japanese mother, a professor in Japan and America, a psychotherapist, a father, and a husband, Stephen Murphy-Shigematsu describes eight “heartfulness” principles that help us realize that the deepest expression of an enlightened mind is found in our relation to others.
Millions have found mindfulness to be a powerful practice for reducing stress, enhancing attention, and instilling tranquility. But it can offer so much more—it can transform you, make you more fully awake, alive, and aware of your connection to all beings. In Japanese, the character that best expresses mindfulness, 念, consists of two parts—the top part, 今, meaning “now,” and the bottom part, 心, meaning “heart.” Using stories from his own life as the son of an Irish father and a Japanese mother, a professor in Japan and America, a psychotherapist, a father, and a husband, Stephen Murphy-Shigematsu describes eight “heartfulness” principles that help us realize that the deepest expression of an enlightened mind is found in our relation to others.
Open Mind, Open Heart
Millions have found mindfulness to be a powerful practice for reducing stress, enhancing attention, and instilling tranquility. But it can offer so much more—it can transform you, make you more fully awake, alive, and aware of your connection to all beings. In Japanese, the character that best expresses mindfulness, 念, consists of two parts—the top part, 今, meaning “now,” and the bottom part, 心, meaning “heart.” Using stories from his own life as the son of an Irish father and a Japanese mother, a professor in Japan and America, a psychotherapist, a father, and a husband, Stephen Murphy-Shigematsu describes eight “heartfulness” principles that help us realize that the deepest expression of an enlightened mind is found in our relation to others.
Millions have found mindfulness to be a powerful practice for reducing stress, enhancing attention, and instilling tranquility. But it can offer so much more—it can transform you, make you more fully awake, alive, and aware of your connection to all beings. In Japanese, the character that best expresses mindfulness, 念, consists of two parts—the top part, 今, meaning “now,” and the bottom part, 心, meaning “heart.” Using stories from his own life as the son of an Irish father and a Japanese mother, a professor in Japan and America, a psychotherapist, a father, and a husband, Stephen Murphy-Shigematsu describes eight “heartfulness” principles that help us realize that the deepest expression of an enlightened mind is found in our relation to others.
In the United States today we have good reasons to be afraid. Our Bill of Rights is no more. It has been rendered pointless by heavy surveillance of average citizens, political persecution of dissenters, and the potential of indefinite detention now codified into law. Our democracy and freedoms are impaired daily by government control of information, systemic financial corruption, unfettered corporate influence in our elections, and by corporate-controlled international institutions. The Constitution of The United States that has shielded us for more than 200 years from the tentacles of oppressive government and the stranglehold of private wealth becomes more meaningless with each new act of corporate-ocracy.
Behind a thinning veneer of democracy, the Corporate Security State is tipping the balance between the self-interest of a governing corporate elite and the rights of the people to freedom, safety and fairness. The consequences of these trends and conditions are devastating. We are submerged in endless war, and the wealth produced by and in the United States skews upward in greater concentrations every year. The middle class is under financial attack, as Washington prepares to loot Social Security and Medicare to finance the insatiable war-making and profit-taking.
Repression descends on a people slowly at first, but then crushes quickly, silencing dissent. According to the author of Rise of The American Corporate Security State, Beatrice Edwards, our task now is to recognize the real reasons to be afraid in 21st century America, and address them. Our early steps in the right direction may be small ones, but they are important. They are based on the principle that we, as Americans, have a right to know what our government is doing and to speak openly about it. Creeping censorship, secret courts, clandestine corporate control are all anathema to democratic practices and must be corrected now, before this last chance to redeem our rights is lost.
Beatrice Edwards, executive director of the organization representing Edward Snowden and four other NSA whistleblowers, argues that we now live in a Corporate Security State, where the government is more interested in protecting the companies that serve it than the citizens who support it. Hheavy domestic surveillance, political persecution of dissenters, the threat of indefinite detention codified into law—how did we get here? And is there a way out?
Edwards details how intelligence agencies took advantage of 9/11 to illegitimately extend the government's reach. Corporations, she shows, were only too eager to sell them expensive surveillance technology, as well as share data on customers and employees using the bogus threat of an imminent “cyber war.” This is why the Justice Department isn't going after the institutions responsible for the financial collapse of 2008—government and business are partners in crime. But Edwards offers a plan to fight back and restore transparency to government, keep private information private, and make democracy a reality once again.
Edwards details how intelligence agencies took advantage of 9/11 to illegitimately extend the government's reach. Corporations, she shows, were only too eager to sell them expensive surveillance technology, as well as share data on customers and employees using the bogus threat of an imminent “cyber war.” This is why the Justice Department isn't going after the institutions responsible for the financial collapse of 2008—government and business are partners in crime. But Edwards offers a plan to fight back and restore transparency to government, keep private information private, and make democracy a reality once again.
Women hold over half of all professional jobs today, yet they represent just four percent of CEOs in the S&P 500. Even worse, that percentage has barely budged in a decade.
That's where The Influence Effect comes in. Based on recent research by the authors of the New York Times bestseller Break Your Own Rules, this book begins with the premise that when it comes to political savvy, what works for men at work won't work for women. Packed with the authors' coaching insights and their “Big Five” strategies designed specifically for female executives, this book guides women to break past political barriers and get right to what they really want—influence.
Authors Kathryn Heath, Jill Flynn, Mary Davis Holt, and Diana Faison make success far less complex, helping women overcome entrenched resistance to their ideas, create their own access points to power, and attract followers in a way that works for them. They present tools such as Influence Loops (to organically increase influence), Personal Scaffolding (to grow a groundswell of support), and Scenario Thinking (a savvy twist on strategic planning). These and other smart strategies finally allow women to succeed on their own terms.
Illustrated with dozens of engaging, real stories culled from the authors' many years of coaching experience, The Influence Effect moves women past the politics problem and offers a new path to power. Actually, it's more than a path—it's a runway—it frees women to take off in their careers on their own terms. The Influence Effect will work for women, not because gender barriers will no longer exist, but because they will no longer hold women back.
That's where The Influence Effect comes in. Based on recent research by the authors of the New York Times bestseller Break Your Own Rules, this book begins with the premise that when it comes to political savvy, what works for men at work won't work for women. Packed with the authors' coaching insights and their “Big Five” strategies designed specifically for female executives, this book guides women to break past political barriers and get right to what they really want—influence.
Authors Kathryn Heath, Jill Flynn, Mary Davis Holt, and Diana Faison make success far less complex, helping women overcome entrenched resistance to their ideas, create their own access points to power, and attract followers in a way that works for them. They present tools such as Influence Loops (to organically increase influence), Personal Scaffolding (to grow a groundswell of support), and Scenario Thinking (a savvy twist on strategic planning). These and other smart strategies finally allow women to succeed on their own terms.
Illustrated with dozens of engaging, real stories culled from the authors' many years of coaching experience, The Influence Effect moves women past the politics problem and offers a new path to power. Actually, it's more than a path—it's a runway—it frees women to take off in their careers on their own terms. The Influence Effect will work for women, not because gender barriers will no longer exist, but because they will no longer hold women back.
Women hold over half of all professional jobs today, yet they represent just four percent of CEOs in the S&P 500. Even worse, that percentage has barely budged in a decade.
That's where The Influence Effect comes in. Based on recent research by the authors of the New York Times bestseller Break Your Own Rules, this book begins with the premise that when it comes to political savvy, what works for men at work won't work for women. Packed with the authors' coaching insights and their “Big Five” strategies designed specifically for female executives, this book guides women to break past political barriers and get right to what they really want—influence.
Authors Kathryn Heath, Jill Flynn, Mary Davis Holt, and Diana Faison make success far less complex, helping women overcome entrenched resistance to their ideas, create their own access points to power, and attract followers in a way that works for them. They present tools such as Influence Loops (to organically increase influence), Personal Scaffolding (to grow a groundswell of support), and Scenario Thinking (a savvy twist on strategic planning). These and other smart strategies finally allow women to succeed on their own terms.
Illustrated with dozens of engaging, real stories culled from the authors' many years of coaching experience, The Influence Effect moves women past the politics problem and offers a new path to power. Actually, it's more than a path—it's a runway—it frees women to take off in their careers on their own terms. The Influence Effect will work for women, not because gender barriers will no longer exist, but because they will no longer hold women back.
That's where The Influence Effect comes in. Based on recent research by the authors of the New York Times bestseller Break Your Own Rules, this book begins with the premise that when it comes to political savvy, what works for men at work won't work for women. Packed with the authors' coaching insights and their “Big Five” strategies designed specifically for female executives, this book guides women to break past political barriers and get right to what they really want—influence.
Authors Kathryn Heath, Jill Flynn, Mary Davis Holt, and Diana Faison make success far less complex, helping women overcome entrenched resistance to their ideas, create their own access points to power, and attract followers in a way that works for them. They present tools such as Influence Loops (to organically increase influence), Personal Scaffolding (to grow a groundswell of support), and Scenario Thinking (a savvy twist on strategic planning). These and other smart strategies finally allow women to succeed on their own terms.
Illustrated with dozens of engaging, real stories culled from the authors' many years of coaching experience, The Influence Effect moves women past the politics problem and offers a new path to power. Actually, it's more than a path—it's a runway—it frees women to take off in their careers on their own terms. The Influence Effect will work for women, not because gender barriers will no longer exist, but because they will no longer hold women back.
AN INVITATION TO WARRIORSHIP
I wrote this book for you if you offer your work as a contribution to others, whatever your work might be, and if now you find yourself feeling exhausted, overwhelmed, and sometimes despairing even as you paradoxically experience moments of joy, belonging, and greater resolve to do your work.
This book describes how we can do our good work with dedication, energy, discipline, and joy by consciously choosing a new role for ourselves, that of warriors for the human spirit.
This book contains maps of how we ended up in a world nobody wants—overtaken by greed, self-interest, and oppressive power—the very opposite of what we worked so hard to create. These maps look deeply into the darkness of this time so that we can develop the insight we need to contribute in meaningful ways.
This book provides maps for the future, how we can transform our grief, outrage, and frustration into the skills of insight and compassion to serve this dark time with bravery, decency, and gentleness.
As warriors for the human spirit, we discover our right work, work that we know is ours to do no matter what. We engage wholeheartedly, embody values we cherish, let go of outcomes, and carefully attend to relationships. We serve those issues and people we care about, focused not so much on making a difference as on being a difference.
I wrote this book for you if you offer your work as a contribution to others, whatever your work might be, and if now you find yourself feeling exhausted, overwhelmed, and sometimes despairing even as you paradoxically experience moments of joy, belonging, and greater resolve to do your work.
This book describes how we can do our good work with dedication, energy, discipline, and joy by consciously choosing a new role for ourselves, that of warriors for the human spirit.
This book contains maps of how we ended up in a world nobody wants—overtaken by greed, self-interest, and oppressive power—the very opposite of what we worked so hard to create. These maps look deeply into the darkness of this time so that we can develop the insight we need to contribute in meaningful ways.
This book provides maps for the future, how we can transform our grief, outrage, and frustration into the skills of insight and compassion to serve this dark time with bravery, decency, and gentleness.
As warriors for the human spirit, we discover our right work, work that we know is ours to do no matter what. We engage wholeheartedly, embody values we cherish, let go of outcomes, and carefully attend to relationships. We serve those issues and people we care about, focused not so much on making a difference as on being a difference.
This book describes how we can do our good work with dedication, energy, discipline, and joy by consciously choosing a new role for ourselves, that of warriors for the human spirit.
This book contains maps of how we ended up in a world nobody wants—overtaken by greed, self-interest, and oppressive power—the very opposite of what we worked so hard to create. These maps look deeply into the darkness of this time so that we can develop the insight we need to contribute in meaningful ways.
This book provides maps for the future, how we can transform our grief, outrage, and frustration into the skills of insight and compassion to serve this dark time with bravery, decency, and gentleness.
As warriors for the human spirit, we discover our right work, work that we know is ours to do no matter what. We engage wholeheartedly, embody values we cherish, let go of outcomes, and carefully attend to relationships. We serve those issues and people we care about, focused not so much on making a difference as on being a difference.
Personal presence is difficult to define but easy to recognize. People with presence carry themselves in a way that turns heads. When they talk, people listen. When they ask, people answer. When they lead, people follow. Personal presence can help you get a date, a mate, a job, or a sale. It can help you lead a meeting, a movement, or an organization.
Presence is not something you're born with—anyone can learn these skills, habits, and traits. Award-winning speaker and consultant Dianna Booher shows how to master dozens of small and significant things that work together to convey presence. She details how body language, manners, and even your surroundings enhance credibility and build rapport. You'll learn to use voice and language to demonstrate competence, deliver clear and memorable messages, and master emotions. You'll learn to think strategically, organize ideas coherently, and convey to others genuine interest, integrity, respect, and reliability.
Take her self-assessment to measure your progress. With Dianna Booher's expert, entertaining advice, you can have the same kind of influence as the most successful CEOs, celebrities, and civic leaders.
Presence is not something you're born with—anyone can learn these skills, habits, and traits. Award-winning speaker and consultant Dianna Booher shows how to master dozens of small and significant things that work together to convey presence. She details how body language, manners, and even your surroundings enhance credibility and build rapport. You'll learn to use voice and language to demonstrate competence, deliver clear and memorable messages, and master emotions. You'll learn to think strategically, organize ideas coherently, and convey to others genuine interest, integrity, respect, and reliability.
Take her self-assessment to measure your progress. With Dianna Booher's expert, entertaining advice, you can have the same kind of influence as the most successful CEOs, celebrities, and civic leaders.
"Personal presence is difficult to define but easy to recognize. People with presence carry themselves in a way that turns heads. When they talk, people listen. When they ask, people answer. When they lead, people follow. Personal presence can help you get a date, a mate, a job, or a sale. It can help you lead a meeting, a movement, or an organization.
Presence is not something you’re born with—anyone can learn these skills, habits, and traits. Award-winning speaker and consultant Dianna Booher shows how to master dozens of small and significant things that work together to convey presence. She details how body language, manners, and even your surroundings enhance credibility and build rapport. You’ll learn to use voice and language to demonstrate competence, deliver clear and memorable messages, and master emotions. You’ll learn to think strategically, organize ideas coherently, and convey to others genuine interest, integrity, respect, and reliability.
Take her self-assessment to measure your progress. With Dianna Booher’s expert, entertaining advice, you can have the same kind of influence as the most successful CEOs, celebrities, and civic leaders.
"
Own Your Story
Sometimes you get only one chance. A good introduction can create connections and open doors. A bad one can make conversation fizzle and opportunities fade. What you need is a story that tells who you are—authentically, compellingly, and concisely—and can be adapted to fit any situation. Created for dynamic beings constantly redefining themselves, their work, and the world around them, Tell Me About Yourself pairs interviews and case studies with a simple, scalable framework, helping you craft and deliver comprehensive, compelling, and generally kick-ass introductions and personal stories for yourself, your team, or your company. In an ever-changing innovation economy and a climate that demands we put our best foot forward to create change, there's no better time to learn how to articulate your usefulness to the world.
Sometimes you get only one chance. A good introduction can create connections and open doors. A bad one can make conversation fizzle and opportunities fade. What you need is a story that tells who you are—authentically, compellingly, and concisely—and can be adapted to fit any situation. Created for dynamic beings constantly redefining themselves, their work, and the world around them, Tell Me About Yourself pairs interviews and case studies with a simple, scalable framework, helping you craft and deliver comprehensive, compelling, and generally kick-ass introductions and personal stories for yourself, your team, or your company. In an ever-changing innovation economy and a climate that demands we put our best foot forward to create change, there's no better time to learn how to articulate your usefulness to the world.
A fast and engaging read, Equity helps leaders create more inclusive organizations using human-centered design and behavior change principles.
Even the most passionate advocates for diversity, equity, and inclusion have been known to treat equity as the middle child—the concept they skip over to get to the warm, fuzzy feelings of inclusion. But Minal Bopaiah shows throughout this book that equity is critical if organizations really want to leverage differences for greater impact.
Equity allows leaders to create organizations where employees can contribute their unique strengths and collaborate better with peers. Bopaiah explains how leaders can effectively raise awareness of systemic bias and craft new policies that lead to better outcomes and lasting behavioral changes. This book is rich in real-world examples, such as managing partners at a consulting firm who learn to retell their personal stories of success by crediting their systemic advantages and news managers at NPR who redesign their processes to support greater diversity among news sources. This slender book expands DEI past human resources initiatives and shows how leaders can embed equity into core business functions like marketing and communications.
Filled with humor, heart, and pragmatism, Equity is a guidebook for change, answering the question of how that so many leaders are asking today.
Even the most passionate advocates for diversity, equity, and inclusion have been known to treat equity as the middle child—the concept they skip over to get to the warm, fuzzy feelings of inclusion. But Minal Bopaiah shows throughout this book that equity is critical if organizations really want to leverage differences for greater impact.
Equity allows leaders to create organizations where employees can contribute their unique strengths and collaborate better with peers. Bopaiah explains how leaders can effectively raise awareness of systemic bias and craft new policies that lead to better outcomes and lasting behavioral changes. This book is rich in real-world examples, such as managing partners at a consulting firm who learn to retell their personal stories of success by crediting their systemic advantages and news managers at NPR who redesign their processes to support greater diversity among news sources. This slender book expands DEI past human resources initiatives and shows how leaders can embed equity into core business functions like marketing and communications.
Filled with humor, heart, and pragmatism, Equity is a guidebook for change, answering the question of how that so many leaders are asking today.
Poorly designed employee surveys frustrate participants, analysts, and executives and can end up doing more harm than good. Alec Levenson offers sensible, practical ways to make them more useful and accurate and counters a number of unhelpful but common practices. He provides specific advice for ensuring that the purpose and desired outcomes of surveys are clear, the questions are designed to provide the most relevant and accurate data, and the results are actionable. He also looks at a wealth of specific issues, such as the best benchmarking practices, the benefits of multivariate modeling for analyzing results, the linking of survey data with performance data, the best ways to measure employee engagement, the pros and cons of respondent anonymity, and much more.
Poorly designed employee surveys frustrate participants, analysts, and executives and can end up doing more harm than good. Alec Levenson offers sensible, practical ways to make them more useful and accurate and counters a number of unhelpful but common practices. He provides specific advice for ensuring that the purpose and desired outcomes of surveys are clear, the questions are designed to provide the most relevant and accurate data, and the results are actionable. He also looks at a wealth of specific issues, such as the best benchmarking practices, the benefits of multivariate modeling for analyzing results, the linking of survey data with performance data, the best ways to measure employee engagement, the pros and cons of respondent anonymity, and much more.