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This no-nonsense guide to social intelligence for project managers gives you a step-by-step process for building a bulletproof project team—no matter what gaps exist in personality, geography, culture, or communication style.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
This no-nonsense guide to social intelligence for project managers gives you a step-by-step process for building a bulletproof project team—no matter what gaps exist in personality, geography, culture, or communication style.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
High-performing teams don't happen by magic. You need processes that are designed in a socially intelligent way if your team is going to overcome the modern world's tough challenges with coordination. To be a star project manager, you have to communicate with people in their individual learning styles, provide accountability in ways that won't be demotivating, and run meetings and minutes that people won't tune out. Your processes must be constructed in ways that respect the complex realities of social dynamics step by step.
You have to know your team before you can motivate them, and you have to motivate them before you can manage them. In this book are foolproof techniques to make sure your team connects with you, each other, and everyone they need to get the job done. After all, a team should be more than the sum of its parts—and it's up to the project manager to provide the glue that holds it all together.
Find the Answers You Need to Comply with the Prompt Payment Act!
It can be challenging for federal agencies to comply with the Prompt Payment Act. Although the basic rules are simple, they can be difficult to interpret and apply properly — until now. Designed as a reference, The Prompt Payment Act Answer Book lays out the prompt payment rules in a question-and-answer format, enabling readers to find answers to hundreds of specific questions. Practitioners will find the information they need to get and stay in compliance with the Prompt Payment Act and will benefit from real-world examples they can apply in everyday operations.
• Government payment personnel: Get advice on how to structure your processes to comply with prompt payment rules, avoid negative audit findings, and deal with contractor inquiries about interest entitlements
• Auditors: Structure your prompt payment audits and pertinent information effectively
• Contractors and vendors: Verify that your invoices are being handled properly, determine whether you are due interest penalties, and learn how to appeal improper payment amounts
Plus! Two quantitative sections show you how to calculate payment due dates and interest penalties, and two quizzes help reinforce learning.
It can be challenging for federal agencies to comply with the Prompt Payment Act. Although the basic rules are simple, they can be difficult to interpret and apply properly — until now. Designed as a reference, The Prompt Payment Act Answer Book lays out the prompt payment rules in a question-and-answer format, enabling readers to find answers to hundreds of specific questions. Practitioners will find the information they need to get and stay in compliance with the Prompt Payment Act and will benefit from real-world examples they can apply in everyday operations.
• Government payment personnel: Get advice on how to structure your processes to comply with prompt payment rules, avoid negative audit findings, and deal with contractor inquiries about interest entitlements
• Auditors: Structure your prompt payment audits and pertinent information effectively
• Contractors and vendors: Verify that your invoices are being handled properly, determine whether you are due interest penalties, and learn how to appeal improper payment amounts
Plus! Two quantitative sections show you how to calculate payment due dates and interest penalties, and two quizzes help reinforce learning.
Find the Answers You Need to Comply with the Prompt Payment Act!
It can be challenging for federal agencies to comply with the Prompt Payment Act. Although the basic rules are simple, they can be difficult to interpret and apply properly — until now. Designed as a reference, The Prompt Payment Act Answer Book lays out the prompt payment rules in a question-and-answer format, enabling readers to find answers to hundreds of specific questions. Practitioners will find the information they need to get and stay in compliance with the Prompt Payment Act and will benefit from real-world examples they can apply in everyday operations.
• Government payment personnel: Get advice on how to structure your processes to comply with prompt payment rules, avoid negative audit findings, and deal with contractor inquiries about interest entitlements
• Auditors: Structure your prompt payment audits and pertinent information effectively
• Contractors and vendors: Verify that your invoices are being handled properly, determine whether you are due interest penalties, and learn how to appeal improper payment amounts
Plus! Two quantitative sections show you how to calculate payment due dates and interest penalties, and two quizzes help reinforce learning.
It can be challenging for federal agencies to comply with the Prompt Payment Act. Although the basic rules are simple, they can be difficult to interpret and apply properly — until now. Designed as a reference, The Prompt Payment Act Answer Book lays out the prompt payment rules in a question-and-answer format, enabling readers to find answers to hundreds of specific questions. Practitioners will find the information they need to get and stay in compliance with the Prompt Payment Act and will benefit from real-world examples they can apply in everyday operations.
• Government payment personnel: Get advice on how to structure your processes to comply with prompt payment rules, avoid negative audit findings, and deal with contractor inquiries about interest entitlements
• Auditors: Structure your prompt payment audits and pertinent information effectively
• Contractors and vendors: Verify that your invoices are being handled properly, determine whether you are due interest penalties, and learn how to appeal improper payment amounts
Plus! Two quantitative sections show you how to calculate payment due dates and interest penalties, and two quizzes help reinforce learning.
Smart Videoconferencing is the first book to show people how to participate effectively in videoconferences, rather than just how to set them up. The authors show that just like traditional meetings, mastering a few tricks and simple skills can mean the difference between a successful videoconference and an unsuccessful one.
Smart Videoconferencing is the first book to show people how to participate effectively in videoconferences, rather than just how to set them up. The authors show that just like traditional meetings, mastering a few tricks and simple skills can mean the difference between a successful videoconference and an unsuccessful one.
PepsiCo's award-winning chief design officer reveals the secret to creating life-changing innovations: putting human needs at the center of any design process.
Innovation is an act of love-or at least it should be. Always. It is a gesture of empathy, respect, generosity, of one human being's devotion to another, writes Mauro Porcini at the beginning of this extraordinary book.
It is in part a memoir by one of the world's leading designers-the first chief design officer at both 3M and Pepsi. But even more, it is a manifesto for a genuine, authentic, and deeply humanistic approach to design, one that aims to create personal and social value first and financial and economic value afterward.
In every industry, new technologies have lowered the barrier to entry like never before. Either you design exceptional products or somebody will beat you to it. Porcini shows, through example after example and story after story, that the key to real, world-changing innovation is to put people first-not only the people we innovate for but also the people who lead the innovation process.
Putting people first requires what Porcini calls unicorns: people who are in love with people, who have a genuine fire in them to create meaningful solutions for actual human beings. In this book, he describes them, celebrates them, and details their superpowers so you can find them, hire them, grow them, and retain them.
Some are qualities you might expect-the ability to dream combined with the ability to execute. But when was the last time you heard an executive ask prospective hires if they were kind, optimistic, curious, or humble? Porcini uses his journey across startups and multinational corporations, through successes and failures, to create a handbook for modern innovators.
Innovation is an act of love-or at least it should be. Always. It is a gesture of empathy, respect, generosity, of one human being's devotion to another, writes Mauro Porcini at the beginning of this extraordinary book.
It is in part a memoir by one of the world's leading designers-the first chief design officer at both 3M and Pepsi. But even more, it is a manifesto for a genuine, authentic, and deeply humanistic approach to design, one that aims to create personal and social value first and financial and economic value afterward.
In every industry, new technologies have lowered the barrier to entry like never before. Either you design exceptional products or somebody will beat you to it. Porcini shows, through example after example and story after story, that the key to real, world-changing innovation is to put people first-not only the people we innovate for but also the people who lead the innovation process.
Putting people first requires what Porcini calls unicorns: people who are in love with people, who have a genuine fire in them to create meaningful solutions for actual human beings. In this book, he describes them, celebrates them, and details their superpowers so you can find them, hire them, grow them, and retain them.
Some are qualities you might expect-the ability to dream combined with the ability to execute. But when was the last time you heard an executive ask prospective hires if they were kind, optimistic, curious, or humble? Porcini uses his journey across startups and multinational corporations, through successes and failures, to create a handbook for modern innovators.
PepsiCo's award-winning chief design officer reveals the secret to creating life-changing innovations: putting human needs at the center of any design process.
Innovation is an act of love-or at least it should be. Always. It is a gesture of empathy, respect, generosity, of one human being's devotion to another, writes Mauro Porcini at the beginning of this extraordinary book.
It is in part a memoir by one of the world's leading designers-the first chief design officer at both 3M and Pepsi. But even more, it is a manifesto for a genuine, authentic, and deeply humanistic approach to design, one that aims to create personal and social value first and financial and economic value afterward.
In every industry, new technologies have lowered the barrier to entry like never before. Either you design exceptional products or somebody will beat you to it. Porcini shows, through example after example and story after story, that the key to real, world-changing innovation is to put people first-not only the people we innovate for but also the people who lead the innovation process.
Putting people first requires what Porcini calls unicorns: people who are in love with people, who have a genuine fire in them to create meaningful solutions for actual human beings. In this book, he describes them, celebrates them, and details their superpowers so you can find them, hire them, grow them, and retain them.
Some are qualities you might expect-the ability to dream combined with the ability to execute. But when was the last time you heard an executive ask prospective hires if they were kind, optimistic, curious, or humble? Porcini uses his journey across startups and multinational corporations, through successes and failures, to create a handbook for modern innovators.
Innovation is an act of love-or at least it should be. Always. It is a gesture of empathy, respect, generosity, of one human being's devotion to another, writes Mauro Porcini at the beginning of this extraordinary book.
It is in part a memoir by one of the world's leading designers-the first chief design officer at both 3M and Pepsi. But even more, it is a manifesto for a genuine, authentic, and deeply humanistic approach to design, one that aims to create personal and social value first and financial and economic value afterward.
In every industry, new technologies have lowered the barrier to entry like never before. Either you design exceptional products or somebody will beat you to it. Porcini shows, through example after example and story after story, that the key to real, world-changing innovation is to put people first-not only the people we innovate for but also the people who lead the innovation process.
Putting people first requires what Porcini calls unicorns: people who are in love with people, who have a genuine fire in them to create meaningful solutions for actual human beings. In this book, he describes them, celebrates them, and details their superpowers so you can find them, hire them, grow them, and retain them.
Some are qualities you might expect-the ability to dream combined with the ability to execute. But when was the last time you heard an executive ask prospective hires if they were kind, optimistic, curious, or humble? Porcini uses his journey across startups and multinational corporations, through successes and failures, to create a handbook for modern innovators.
Why We Need the Commons
A huge part of our economy is invisible, invaluable, and under siege. This is “the commons,” a term that denotes everything we share. Some parts of the commons are gifts of nature: the air and oceans, the web of species, wilderness, and watersheds. Others are the product of human creativity and endeavor: sidewalks and public spaces, the Internet, our languages, cultures, and technologies. Jonathan Rowe illuminates the scale and value of the commons, its symbiotic relationship with the rest of our economy, its importance to our personal and planetary well-being, and how it is threatened by privatization and neglect. He unifies many seemingly disparate struggles—against pollution, excessive development, corporate marketing to children, and more—with the force of this powerful idea. And he calls for new institutions that create a durable balance between the commons and the profit-seeking side of our economy.
“This elegant book is a wonderful introduction to the originality of thought, clarity of expression, and humanity of vision that made Jonathan Rowe so respected by those who knew him. It will change the way you think about economic, environmental and social problems and how to solve them. “
— James Fallows, national correspondent, The Atlantic
“Jonathan Rowe describes the emerging movement to protect the vast commonwealth owned by the people. Gird yourself to see nature and human ingenuity in a very different light. Then open these pages and a whole new world will come into focus.”
—Ralph Nader
“There is an economics of common wealth. Common wealth can and must be managed. That is Jon Rowe’s gift to us.”
--George Lakoff, Professor of Cognitive Science and Linguistics, University of California at Berkeley and author of Don’t Think of an Elephant
A huge part of our economy is invisible, invaluable, and under siege. This is “the commons,” a term that denotes everything we share. Some parts of the commons are gifts of nature: the air and oceans, the web of species, wilderness, and watersheds. Others are the product of human creativity and endeavor: sidewalks and public spaces, the Internet, our languages, cultures, and technologies. Jonathan Rowe illuminates the scale and value of the commons, its symbiotic relationship with the rest of our economy, its importance to our personal and planetary well-being, and how it is threatened by privatization and neglect. He unifies many seemingly disparate struggles—against pollution, excessive development, corporate marketing to children, and more—with the force of this powerful idea. And he calls for new institutions that create a durable balance between the commons and the profit-seeking side of our economy.
For decades there has been an ongoing, at times heated, debate over how relevant to real-world concerns organizational research should be. The contributors to this book deviate from the orthodoxy of traditional positivistic research, arguing that the true test of whether knowledge is useful to practice is not whether it is rigorous but whether it is rigorous and results in improved organizational effectiveness.
The contributors were selected for their demonstrated ability to conduct useful research and their distinguished academic careers. Part I features researchers who describe the choices they make and the tactics they employ to ensure that their work advances both theory and practice. In part II, five highly respected researchers reflect on how they were able to have a broad impact on practice and still maintain academic rigor. Part III describes pathways to bring academic knowledge to practice—working with consultancies, executive PhD programs, OD specialists, and professional associations, as well as framing academic concepts in ways that are attention grabbing, memorable, and credible to practitioners. Part IV looks at the prospects for doing useful research in traditional academic settings like business schools and publishing it in peer-reviewed journals. Finally, Part V sums up the themes of the book and the challenges and opportunities facing researchers who aspire to do research that advances both theory and practice.
The contributors were selected for their demonstrated ability to conduct useful research and their distinguished academic careers. Part I features researchers who describe the choices they make and the tactics they employ to ensure that their work advances both theory and practice. In part II, five highly respected researchers reflect on how they were able to have a broad impact on practice and still maintain academic rigor. Part III describes pathways to bring academic knowledge to practice—working with consultancies, executive PhD programs, OD specialists, and professional associations, as well as framing academic concepts in ways that are attention grabbing, memorable, and credible to practitioners. Part IV looks at the prospects for doing useful research in traditional academic settings like business schools and publishing it in peer-reviewed journals. Finally, Part V sums up the themes of the book and the challenges and opportunities facing researchers who aspire to do research that advances both theory and practice.
Features a who's who of leading management scholars
Takes a stand on a major controversy in academia: should organizational research aspire to be relevant to practitioners?
A sequel to the seminal book, Doing Research That is Useful for Theory and Practice, also edited by Ed Lawler, Susan Mohrman, and Associates
For decades there has been an ongoing, at times heated, debate over how relevant to real-world organizational concerns academic organizational research should be. The contributors to this book argue that in order to keep organizational research relevant to both theory and practice, research must deviate from the orthodoxy of traditional positivistic research. The true test of whether knowledge is useful to practice is not whether it is “theoretically” impactful but whether it is theoretically impactful and results in improved organizational effectiveness.
The contributing authors were selected for their demonstrated ability to conduct useful research and their distinguished academic careers. Part I of the book features active scholars who describe the choices they make and the tactics they employ to ensure that their work advances both theory and practice. In part II, four highly respected researchers reflect on how they approached their careers so that they could have a broad impact on practice and still maintain academic rigor. Part III describes pathways to bring academic knowledge to practice—working with consultancies, executive PhD programs, OD specialists, and professional associations, as well as framing academic concepts in ways that are attention-grabbing, memorable, and credible to practitioners. Part IV looks at institutional constraints and enablers: the prospects for useful research in traditional academic settings like business schools, peer-reviewed journals, and the Academy of Management. Finally, part V sums up the themes of the book and the challenges and opportunities facing researchers who aspire to do research that advances both theory and practice.
Contributors: Jean Bartunek, Michael Beer, George Benson, John Boudreau, Wayne Cascio, Thomas Cummings, Amy Edmondson, Lynda Gratton, J. Richard Hackman, Gary Latham, Phillip Mirvis, Allan M. Mohrman, David Nadler, James O’Toole, C. K. Prahalad, Denise Rousseau, Sara Rynes, Edgar Schein, Ramakrishnan V. Tenkasi, Michael Tushman, Andrew Van de Ven, Ruth Wageman, Ian Ziskin
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Forms and transforms in people, they become strong, focused, and vibrant-and wonderful things can happen. But when the spirit is down, nothing else seems to make a difference-because not too much happens. Many of us today find ourselves trapped in just such organizations. The spirit in our workplace, to say nothing of our own spirit, is getting a little tattered, showing the early stages of what Harrison Owen calls "Soul Pollution." Those in the advanced stages may find themselves plagued by exhaustion, high levels of stress, and the abuse of just about anything in sight, including spouses, substances, and fellow workers. So what is the secret to transforming organizations? The answer, says Owen, is simple: we must consciously be what we already are-natural, open, self-organizing systems.
In The Power of Spirit, Owen examines the world of Spirit/Consciousness in organizations and offers help to those who find themselves dreading another day on the job in an organization seemingly bent on its own destruction, as well as the destruction of its members. He draws from what we are now learning about self-organizing systems to provides a practical application to the world of organizations, revealing the ways in which Spirit shows up in new, emergent organizational forms.
Widely known for his Open Space Technology-a broadly used meeting management tool-Owen now pushes well beyond that surface appreciation and suggests deeper applications and implications, showing how what has been experienced in a typical "great meeting" with Open Space can actually be a 365-day-a-year reality.
For all those interested in Spirit and spirituality, particularly in the workplace, individuals who are feeling down and out and buried by Soul Pollution in the workplace, and for current practitioners of Open Space Technology who are wondering what comes after a "great meeting"-The Power of Spirit will offer a pathway to positive transformation.
Forms and transforms in people, they become strong, focused, and vibrant-and wonderful things can happen. But when the spirit is down, nothing else seems to make a difference-because not too much happens. Many of us today find ourselves trapped in just such organizations. The spirit in our workplace, to say nothing of our own spirit, is getting a little tattered, showing the early stages of what Harrison Owen calls "Soul Pollution." Those in the advanced stages may find themselves plagued by exhaustion, high levels of stress, and the abuse of just about anything in sight, including spouses, substances, and fellow workers. So what is the secret to transforming organizations? The answer, says Owen, is simple: we must consciously be what we already are-natural, open, self-organizing systems.
In The Power of Spirit, Owen examines the world of Spirit/Consciousness in organizations and offers help to those who find themselves dreading another day on the job in an organization seemingly bent on its own destruction, as well as the destruction of its members. He draws from what we are now learning about self-organizing systems to provides a practical application to the world of organizations, revealing the ways in which Spirit shows up in new, emergent organizational forms.
Widely known for his Open Space Technology-a broadly used meeting management tool-Owen now pushes well beyond that surface appreciation and suggests deeper applications and implications, showing how what has been experienced in a typical "great meeting" with Open Space can actually be a 365-day-a-year reality.
For all those interested in Spirit and spirituality, particularly in the workplace, individuals who are feeling down and out and buried by Soul Pollution in the workplace, and for current practitioners of Open Space Technology who are wondering what comes after a "great meeting"-The Power of Spirit will offer a pathway to positive transformation.
In The Power of Spirit, Owen examines the world of Spirit/Consciousness in organizations and offers help to those who find themselves dreading another day on the job in an organization seemingly bent on its own destruction, as well as the destruction of its members. He draws from what we are now learning about self-organizing systems to provides a practical application to the world of organizations, revealing the ways in which Spirit shows up in new, emergent organizational forms.
Widely known for his Open Space Technology-a broadly used meeting management tool-Owen now pushes well beyond that surface appreciation and suggests deeper applications and implications, showing how what has been experienced in a typical "great meeting" with Open Space can actually be a 365-day-a-year reality.
For all those interested in Spirit and spirituality, particularly in the workplace, individuals who are feeling down and out and buried by Soul Pollution in the workplace, and for current practitioners of Open Space Technology who are wondering what comes after a "great meeting"-The Power of Spirit will offer a pathway to positive transformation.
Leading-edge organizations have discovered that fun can--and does--translate into bottom line success. By harnessing the power of fun, companies find they can better retain employees and customers, motivate teams, improve productivity, increase innovation, and create a sense of community.
Leslie Yerkes details precisely how eleven successful companies--including Southwest Airlines, Pike Place Fish, Isle of Capri Casinos, EmployEase, and Prudential--have integrated fun into the normal course of business. This new edition provides updates on how these same companies have grown, prospered, and continued to thrive--in spite of national tragedies, natural disaster, growing competition, and changing economic conditions--in part because of the culture they have created through what Yerkes calls "The Fun/Work Fusion."
Yerkes illustrates eleven principles--from capitalizing on the spontaneous to hiring good people and getting out of their way--that will inspire you to inject a sense of playfulness and joy into your workplace. Full of real-life examples, strategies, ideas, resources, tools, tips, and techniques, Fun Works will help any company in any industry become a place where people love to work.
Leslie Yerkes details precisely how eleven successful companies--including Southwest Airlines, Pike Place Fish, Isle of Capri Casinos, EmployEase, and Prudential--have integrated fun into the normal course of business. This new edition provides updates on how these same companies have grown, prospered, and continued to thrive--in spite of national tragedies, natural disaster, growing competition, and changing economic conditions--in part because of the culture they have created through what Yerkes calls "The Fun/Work Fusion."
Yerkes illustrates eleven principles--from capitalizing on the spontaneous to hiring good people and getting out of their way--that will inspire you to inject a sense of playfulness and joy into your workplace. Full of real-life examples, strategies, ideas, resources, tools, tips, and techniques, Fun Works will help any company in any industry become a place where people love to work.
Leading-edge organizations have discovered that fun can--and does--translate into bottom line success. By harnessing the power of fun, companies find they can better retain employees and customers, motivate teams, improve productivity, increase innovation, and create a sense of community.
Leslie Yerkes details precisely how eleven successful companies--including Southwest Airlines, Pike Place Fish, Isle of Capri Casinos, EmployEase, and Prudential--have integrated fun into the normal course of business. This new edition provides updates on how these same companies have grown, prospered, and continued to thrive--in spite of national tragedies, natural disaster, growing competition, and changing economic conditions--in part because of the culture they have created through what Yerkes calls "The Fun/Work Fusion."
Yerkes illustrates eleven principles--from capitalizing on the spontaneous to hiring good people and getting out of their way--that will inspire you to inject a sense of playfulness and joy into your workplace. Full of real-life examples, strategies, ideas, resources, tools, tips, and techniques, Fun Works will help any company in any industry become a place where people love to work.
Every great company has an engaged workforce, and nurturing a culture of engagement is at the heart of great leadership—employees who really care about their work, their coworkers, and the organization can supercharge a company's success. But for many years, engagement has been suffering. Gallop reports that 70 percent of employees are not fully engaged on the job. Mark Miller draws on more than forty years of leadership experience to show leaders at all levels how to change the conversation and create real competitive advantage in the process.
In the fourth book in Miller's High Performance Series, CEO Blake Brown sets out to discover how to create the kind of workplace where everyone feels excited to come to work, passionate about what he or she brings to the company, and energized at the end of the day. It's a journey that takes him literally all over the world—from Italy to Greece to Green Bay and more. What he discovers from the pages of history is as relevant as the evening news.
Engagement unleashes untapped potential buried deep within the hearts of your people. An engaged workforce is more creative, more driven, and more enthusiastic about reaching company goals. If you put the lessons in this book to work, your people will never look at work, or their leaders, the same way again.
In the fourth book in Miller's High Performance Series, CEO Blake Brown sets out to discover how to create the kind of workplace where everyone feels excited to come to work, passionate about what he or she brings to the company, and energized at the end of the day. It's a journey that takes him literally all over the world—from Italy to Greece to Green Bay and more. What he discovers from the pages of history is as relevant as the evening news.
Engagement unleashes untapped potential buried deep within the hearts of your people. An engaged workforce is more creative, more driven, and more enthusiastic about reaching company goals. If you put the lessons in this book to work, your people will never look at work, or their leaders, the same way again.