Sort by:
For newcomers and upper management alike, leadership can be overwhelming and overcomplicated. By building core tenets of leadership around two key words for each chapter, Bill Treasurer simplifies the equation.
Congratulations, new leader! You've joined the ranks during an exceptionally complicated time.
Our current workplace climate is fraught with political divisions, economic disparities, and ever-shifting social dynamics. Leaders are managing remote teams across larger geographic distances and facing new roadblocks to onboarding, giving performance feedback, and nurturing healthy relationships.
Leadership Two Words at a Time speaks directly to the plight of the new leader and is divided into three parts: Leading Yourself, Leading People, and Leading Work. Rather than overintellectualize the practice, Bill Treasurer breaks up the concept into essential and understandable learning nuggets-summed up by two-word headers-that provide the practical guidance and support that leaders often don't get. The result is time-tested wisdom that new leaders can grasp immediately and implement easily-and, with a little practice, master completely. Consider it a personal leadership playbook.
This book gives you the basic building blocks to gain both competence and confidence, take on greater responsibility, and learn what it takes to be and stay a leader.
Congratulations, new leader! You've joined the ranks during an exceptionally complicated time.
Our current workplace climate is fraught with political divisions, economic disparities, and ever-shifting social dynamics. Leaders are managing remote teams across larger geographic distances and facing new roadblocks to onboarding, giving performance feedback, and nurturing healthy relationships.
Leadership Two Words at a Time speaks directly to the plight of the new leader and is divided into three parts: Leading Yourself, Leading People, and Leading Work. Rather than overintellectualize the practice, Bill Treasurer breaks up the concept into essential and understandable learning nuggets-summed up by two-word headers-that provide the practical guidance and support that leaders often don't get. The result is time-tested wisdom that new leaders can grasp immediately and implement easily-and, with a little practice, master completely. Consider it a personal leadership playbook.
This book gives you the basic building blocks to gain both competence and confidence, take on greater responsibility, and learn what it takes to be and stay a leader.
The media's bias toward stories of conflict, violence, and division is bad for your health. Hal Urban shows how to find the positive and uplifting all around us.
What we eat greatly impacts our physical health. Hal Urban says that we can nourish our minds just like we nourish our bodies by choosing what information we consume. Urban explains why, due to neuroscience as much as economics, the media—left, right, and center—focuses mostly on negative stories. And he describes the psychological toll this takes on our mental health. But he's not suggesting we ignore these stories, just that we vary our diets.
We can find countless signs of progress and acts of kindness all around the world if we know where to look. And there are positive aspects in our own lives—family, friends, beauty, generosity, and progress—that we take for granted. Offering techniques he road tested as a teacher for thirty-six years, Urban helps readers become a conscious consumer of information, balancing sources like food groups.
If, as the late Zig Ziglar put it, “you are what you are . . . because of what has gone into your mind,” then it's in our best interest to choose positive, healthy, and uplifting input whenever possible. Urban shows how to do this with open eyes and an open heart.
What we eat greatly impacts our physical health. Hal Urban says that we can nourish our minds just like we nourish our bodies by choosing what information we consume. Urban explains why, due to neuroscience as much as economics, the media—left, right, and center—focuses mostly on negative stories. And he describes the psychological toll this takes on our mental health. But he's not suggesting we ignore these stories, just that we vary our diets.
We can find countless signs of progress and acts of kindness all around the world if we know where to look. And there are positive aspects in our own lives—family, friends, beauty, generosity, and progress—that we take for granted. Offering techniques he road tested as a teacher for thirty-six years, Urban helps readers become a conscious consumer of information, balancing sources like food groups.
If, as the late Zig Ziglar put it, “you are what you are . . . because of what has gone into your mind,” then it's in our best interest to choose positive, healthy, and uplifting input whenever possible. Urban shows how to do this with open eyes and an open heart.
The media's bias toward stories of conflict, violence, and division is bad for your health. Hal Urban shows how to find the positive and uplifting all around us.
What we eat greatly impacts our physical health. Hal Urban says that we can nourish our minds just like we nourish our bodies by choosing what information we consume. Urban explains why, due to neuroscience as much as economics, the media—left, right, and center—focuses mostly on negative stories. And he describes the psychological toll this takes on our mental health. But he's not suggesting we ignore these stories, just that we vary our diets.
We can find countless signs of progress and acts of kindness all around the world if we know where to look. And there are positive aspects in our own lives—family, friends, beauty, generosity, and progress—that we take for granted. Offering techniques he road tested as a teacher for thirty-six years, Urban helps readers become a conscious consumer of information, balancing sources like food groups.
If, as the late Zig Ziglar put it, “you are what you are . . . because of what has gone into your mind,” then it's in our best interest to choose positive, healthy, and uplifting input whenever possible. Urban shows how to do this with open eyes and an open heart.
What we eat greatly impacts our physical health. Hal Urban says that we can nourish our minds just like we nourish our bodies by choosing what information we consume. Urban explains why, due to neuroscience as much as economics, the media—left, right, and center—focuses mostly on negative stories. And he describes the psychological toll this takes on our mental health. But he's not suggesting we ignore these stories, just that we vary our diets.
We can find countless signs of progress and acts of kindness all around the world if we know where to look. And there are positive aspects in our own lives—family, friends, beauty, generosity, and progress—that we take for granted. Offering techniques he road tested as a teacher for thirty-six years, Urban helps readers become a conscious consumer of information, balancing sources like food groups.
If, as the late Zig Ziglar put it, “you are what you are . . . because of what has gone into your mind,” then it's in our best interest to choose positive, healthy, and uplifting input whenever possible. Urban shows how to do this with open eyes and an open heart.
Richard A. Swanson and Elwood F. Holton, leading scholars in the field, bring together contributions from more than twenty distinguished researchers from multiple disciplines to provide a comprehensive introductory textbook on organizational research.
Designed for use by professors and students in graduate-level programs in business, management, organizational leadership, and human resource development, Research in Organizations teaches how to apply a range of methodolgies to the study of organizations. This comprehensive guide covers the theoretical foundations of various research methods, shows how to apply those methods in organizational settings, and examines the ethical conduct of research. It provides a holistic perspective, embracing quantitative, qualitative, and mixed-methodology approaches and illuminating them through numerous illustrative examples.
Designed for use by professors and students in graduate-level programs in business, management, organizational leadership, and human resource development, Research in Organizations teaches how to apply a range of methodolgies to the study of organizations. This comprehensive guide covers the theoretical foundations of various research methods, shows how to apply those methods in organizational settings, and examines the ethical conduct of research. It provides a holistic perspective, embracing quantitative, qualitative, and mixed-methodology approaches and illuminating them through numerous illustrative examples.
From the novice to the most experienced and senior project manager, triple constraint issues are at the core of the most crucial decisions about a project. The Triple Constraints in Project Management explores the triangle of time, cost, and performance that bounds the universe within which every project must be accomplished – and shows how controlling the hierarchy of constraints can mean the difference between success and failure on virtually any project.
From the novice to the most experienced and senior project manager, triple constraint issues are at the core of the most crucial decisions about a project. The Triple Constraints in Project Management explores the triangle of time, cost, and performance that bounds the universe within which every project must be accomplished – and shows how controlling the hierarchy of constraints can mean the difference between success and failure on virtually any project.
Creating justice-centered organizations is the next frontier in DEI. This book shows how to go beyond compliance to address harm, share power, and create equity.
Traditional DEI work has not succeeded at dismantling systems that perpetuate harm and exclude BIPOC groups. Proponents of DEI have put too much focus on HR solutions, such as increasing representation, and not enough emphasis on changing the deeper organizational systems that perpetuate inequities-in other words, on justice. DEIJ work diverges from traditional metrics-driven DEI work and requires a new approach to effectively dismantle power structures.
This thought-provoking, solutions-oriented book offers strategic advice on how to adopt a justice mindset, anticipate and address resistance, shift power dynamics, and create a psychologically safe organizational culture. Individual chapters provide pragmatic how-to guides to implementing justice-centered practices in recruitment and hiring, data collection and analysis, learning and development, marketing and advertising, procurement, philanthropy, and more.
DEIJ pioneer Mary-Frances Winters and her coauthors address some of the most significant aspects of adding a justice focus to diversity work, showing how to create a workplace culture where equity is not a checklist of performative actions but a lived reality.
Traditional DEI work has not succeeded at dismantling systems that perpetuate harm and exclude BIPOC groups. Proponents of DEI have put too much focus on HR solutions, such as increasing representation, and not enough emphasis on changing the deeper organizational systems that perpetuate inequities-in other words, on justice. DEIJ work diverges from traditional metrics-driven DEI work and requires a new approach to effectively dismantle power structures.
This thought-provoking, solutions-oriented book offers strategic advice on how to adopt a justice mindset, anticipate and address resistance, shift power dynamics, and create a psychologically safe organizational culture. Individual chapters provide pragmatic how-to guides to implementing justice-centered practices in recruitment and hiring, data collection and analysis, learning and development, marketing and advertising, procurement, philanthropy, and more.
DEIJ pioneer Mary-Frances Winters and her coauthors address some of the most significant aspects of adding a justice focus to diversity work, showing how to create a workplace culture where equity is not a checklist of performative actions but a lived reality.
Creating justice-centered organizations is the next frontier in DEI. This book shows how to go beyond compliance to address harm, share power, and create equity.
Traditional DEI work has not succeeded at dismantling systems that perpetuate harm and exclude BIPOC groups. Proponents of DEI have put too much focus on HR solutions, such as increasing representation, and not enough emphasis on changing the deeper organizational systems that perpetuate inequities-in other words, on justice. DEIJ work diverges from traditional metrics-driven DEI work and requires a new approach to effectively dismantle power structures.
This thought-provoking, solutions-oriented book offers strategic advice on how to adopt a justice mindset, anticipate and address resistance, shift power dynamics, and create a psychologically safe organizational culture. Individual chapters provide pragmatic how-to guides to implementing justice-centered practices in recruitment and hiring, data collection and analysis, learning and development, marketing and advertising, procurement, philanthropy, and more.
DEIJ pioneer Mary-Frances Winters and her coauthors address some of the most significant aspects of adding a justice focus to diversity work, showing how to create a workplace culture where equity is not a checklist of performative actions but a lived reality.
Traditional DEI work has not succeeded at dismantling systems that perpetuate harm and exclude BIPOC groups. Proponents of DEI have put too much focus on HR solutions, such as increasing representation, and not enough emphasis on changing the deeper organizational systems that perpetuate inequities-in other words, on justice. DEIJ work diverges from traditional metrics-driven DEI work and requires a new approach to effectively dismantle power structures.
This thought-provoking, solutions-oriented book offers strategic advice on how to adopt a justice mindset, anticipate and address resistance, shift power dynamics, and create a psychologically safe organizational culture. Individual chapters provide pragmatic how-to guides to implementing justice-centered practices in recruitment and hiring, data collection and analysis, learning and development, marketing and advertising, procurement, philanthropy, and more.
DEIJ pioneer Mary-Frances Winters and her coauthors address some of the most significant aspects of adding a justice focus to diversity work, showing how to create a workplace culture where equity is not a checklist of performative actions but a lived reality.
Real time strategic change is a way of redesigning how organizations change-a mindset and accompanying methodology-that ensures that
• Change occurs at a fast pace and in real time throughout an organization.
• Change occurs simultaneously within the whole organization.
• Buy-in, commitment to, and ownership of a change effort is a natural by-product of involving people in the process of change.
• People feel responsible for the ultimate success of the organization's change effort.
• Broad, whole-picture views of the organization's reality form the basis of information used to support people in making changes.
• Change is viewed as an integral component of people's "real business."
• Substantial changes are made across an entire organization.
The most successful organizations of the future will be those that are capable of rapidly and effectively bringing about fundamental, lasting, system-wide changes.
In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create.
Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change.
The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities.
Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.
The most successful organizations of the future will be those that are capable of rapidly and effectively bringing about fundamental, lasting, system-wide changes.
In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create.
Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change.
The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities.
Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.
In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create.
Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change.
The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities.
Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.
Design and cultivate remote work teams that actually work.
From the experts who brought you The Long-Distance Leader and The Long-Distance Teammate comes the proven and practical guide for leaders to consciously design teams, define and create their desired culture, and encourage and nurture employee engagement-all from a distance.
Team design and culture are often presented as separate concepts when they are in fact intertwined in the remote work setting. Using the 3C model of communication, collaboration, and cohesion, leaders will be given the tools to overcome challenges, such as proximity bias and deteriorating social connections, to create an environment where everyone can contribute and add value equally, regardless of location.
The 3Cs are
Communication-While communication is a fundamental part of being human, it is also a critical foundation of successful work. Without it, teams break down.
Collaboration-Remote leaders face the misguided belief that physical presence is required to have a collaborative team. The truth is that proximity has nothing to do with successful collaboration.
Cohesion-This dimension includes decidedly nonstructural aspects, such as relationships, trust, and accountability. While difficult to measure, a team's cohesion is critical to its success.
Using this framework, leaders of all levels will learn to assess, design, and develop their communication channels, methods for remote collaboration, and ability to foster cohesion to build successful long-distance teams. While a hybrid culture will be different, it can, when done right, be better than what existed before.
From the experts who brought you The Long-Distance Leader and The Long-Distance Teammate comes the proven and practical guide for leaders to consciously design teams, define and create their desired culture, and encourage and nurture employee engagement-all from a distance.
Team design and culture are often presented as separate concepts when they are in fact intertwined in the remote work setting. Using the 3C model of communication, collaboration, and cohesion, leaders will be given the tools to overcome challenges, such as proximity bias and deteriorating social connections, to create an environment where everyone can contribute and add value equally, regardless of location.
The 3Cs are
Communication-While communication is a fundamental part of being human, it is also a critical foundation of successful work. Without it, teams break down.
Collaboration-Remote leaders face the misguided belief that physical presence is required to have a collaborative team. The truth is that proximity has nothing to do with successful collaboration.
Cohesion-This dimension includes decidedly nonstructural aspects, such as relationships, trust, and accountability. While difficult to measure, a team's cohesion is critical to its success.
Using this framework, leaders of all levels will learn to assess, design, and develop their communication channels, methods for remote collaboration, and ability to foster cohesion to build successful long-distance teams. While a hybrid culture will be different, it can, when done right, be better than what existed before.
Design and cultivate remote work teams that actually work.
From the experts who brought you The Long-Distance Leader and The Long-Distance Teammate comes the proven and practical guide for leaders to consciously design teams, define and create their desired culture, and encourage and nurture employee engagement-all from a distance.
Team design and culture are often presented as separate concepts when they are in fact intertwined in the remote work setting. Using the 3C model of communication, collaboration, and cohesion, leaders will be given the tools to overcome challenges, such as proximity bias and deteriorating social connections, to create an environment where everyone can contribute and add value equally, regardless of location.
The 3Cs are
Communication-While communication is a fundamental part of being human, it is also a critical foundation of successful work. Without it, teams break down.
Collaboration-Remote leaders face the misguided belief that physical presence is required to have a collaborative team. The truth is that proximity has nothing to do with successful collaboration.
Cohesion-This dimension includes decidedly nonstructural aspects, such as relationships, trust, and accountability. While difficult to measure, a team's cohesion is critical to its success.
Using this framework, leaders of all levels will learn to assess, design, and develop their communication channels, methods for remote collaboration, and ability to foster cohesion to build successful long-distance teams. While a hybrid culture will be different, it can, when done right, be better than what existed before.
From the experts who brought you The Long-Distance Leader and The Long-Distance Teammate comes the proven and practical guide for leaders to consciously design teams, define and create their desired culture, and encourage and nurture employee engagement-all from a distance.
Team design and culture are often presented as separate concepts when they are in fact intertwined in the remote work setting. Using the 3C model of communication, collaboration, and cohesion, leaders will be given the tools to overcome challenges, such as proximity bias and deteriorating social connections, to create an environment where everyone can contribute and add value equally, regardless of location.
The 3Cs are
Communication-While communication is a fundamental part of being human, it is also a critical foundation of successful work. Without it, teams break down.
Collaboration-Remote leaders face the misguided belief that physical presence is required to have a collaborative team. The truth is that proximity has nothing to do with successful collaboration.
Cohesion-This dimension includes decidedly nonstructural aspects, such as relationships, trust, and accountability. While difficult to measure, a team's cohesion is critical to its success.
Using this framework, leaders of all levels will learn to assess, design, and develop their communication channels, methods for remote collaboration, and ability to foster cohesion to build successful long-distance teams. While a hybrid culture will be different, it can, when done right, be better than what existed before.
It’s time for a new kind of economy
We’re overusing the earth’s finite resources, and yet excessive consumption is failing to improve our lives. In Enough Is Enough, Rob Dietz and Dan O’Neill lay out a visionary but realistic alternative to the perpetual pursuit of economic growth—an economy where the goal is not more but enough.
They explore specific strategies to conserve natural resources, stabilize population, reduce inequality, fix the financial system, create jobs, and more—all with the aim of maximizing long-term well-being instead of short-term profits. Filled with fresh ideas and surprising optimism, Enough Is Enough is the primer for achieving genuine prosperity and a hopeful future for all.
“Humans seem to be intent on confirming the argument of biologist Ernst Mayr that higher intelligence may be a lethal mutation. But the grim prognosis is not inevitable. This lucid, informed, and highly constructive book shows that with the will to act, solutions can be found to build a steady-state economy geared to meeting human needs.”
—Noam Chomsky
“Rob Dietz and Dan O’Neill bring clarity and style to their impassioned and meticulous analysis, offering the way to a better quality of life and a sustainable future for all.”
—Kate Pickett, Professor of Epidemiology, University of York; cofounder, The Equality Trust; and coauthor of The Spirit Level
“Dietz and O’Neill create a remarkable vision—a world with enough prosperity and happiness for everyone, not just for a few. This book will restore your hope in the future and give you specific things you can do to help!”
—Thom Hartmann, internationally syndicated talk show host and author of twenty-four books
Bestselling authors and renowned diversity consultants Fred Miller and Judith Katz bring their long-awaited new book that shows any manager or member of a team how to create safe environments for everyone in their company.
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Bestselling authors and renowned diversity consultants Fred Miller and Judith Katz bring their long-awaited new book that shows any manager or member of a team how to create safe environments for everyone in their company.
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
Some organizations pay a great deal of attention to ensuring the physical safety of their team members, but do the team members feel safe enough to speak up and raise tough concerns? Share bold and still-in-formation ideas? In this book, bestselling authors and inclusion experts Frederick A. Miller and Judith H. Katz introduce the concept of “interaction safety” and demonstrate how it can help create a work environment of trust, inclusion, and collaboration.
Interaction safety encourages reasonable risk-taking and inspires every individual to be brave enough to reach for higher goals and more ambitious possibilities. When interaction safety exists, people know they will not be penalized, ostracized, demoted, made small, discounted, or shunned because of their thoughts, contributions, and conversations. Individuals feel encouraged, empowered, and can achieve more together than they would alone.
Miller and Katz provide a four-level model for assessing and increasing the interaction safety in organizations, illustrated by short scenarios taken from real-life situations. They offer concrete actions team members, leaders, and organizations can take to build and maintain a productive, collaborative, and innovative environment in which people do their best work individually and collectively.
When interaction safety is a way of life, the energy people used to spend walking on eggshells, trying to get their ideas heard, navigating minefields, or avoiding those they distrust can instead be put towards doing their best work and winning bigger for the organization. With a culture of openness and true collaboration, both the organization and individuals can soar!
A timely sequel with breakthrough strategies from Jane Hyun, the author of Breaking the Bamboo Ceiling, to help Asian Americans build their leadership and influence skills by embracing their cultural strengths and mapping an achievable career path.
How can Asian Americans lead and influence in a way that feels culturally authentic?
19 years after her groundbreaking book, global leadership strategist Jane Hyun unveils Leadership Toolkit for Asians a guide for Asian Americans to build their capacity to lead and influence with a blueprint that is achievable and culturally relevant.
Asian Americans are the least likely demographic to be promoted or to have a mentor or sponsor they make up 13% of the professional workforce, but less than 3% of executive positions. This dynamic hurts everyone, and the solution calls us to embrace our unique perspectives while organizations create a more fertile environment for growing Asian talent.
This toolkit-based on Hyun's work with thousands of leaders-is filled with self-assessments, checklists, quizzes, and stories of Asian American leaders to help you put ideas into action. It will show you how to leverage your life experiences to craft a bespoke leadership journey.
How can Asian Americans lead and influence in a way that feels culturally authentic?
19 years after her groundbreaking book, global leadership strategist Jane Hyun unveils Leadership Toolkit for Asians a guide for Asian Americans to build their capacity to lead and influence with a blueprint that is achievable and culturally relevant.
Asian Americans are the least likely demographic to be promoted or to have a mentor or sponsor they make up 13% of the professional workforce, but less than 3% of executive positions. This dynamic hurts everyone, and the solution calls us to embrace our unique perspectives while organizations create a more fertile environment for growing Asian talent.
This toolkit-based on Hyun's work with thousands of leaders-is filled with self-assessments, checklists, quizzes, and stories of Asian American leaders to help you put ideas into action. It will show you how to leverage your life experiences to craft a bespoke leadership journey.
- Assess: Identify your goals, cultural values and assets
- Equip: Navigate effectively with people who are different from you, push back against stereotypes, strengthen your networks, apply a developmental model to help you get there
-
Transform: Create your own model and engage advocates as you put it into practice
Right now the number of people living on $2 a day or less is more than the entire population of the world in 1950. These 2.7 billion people are not just the world's greatest challenge—they represent an extraordinary market opportunity. By learning how to serve them ethically and effectively, businesses can earn handsome profits while helping to solve one of the world's most intractable problems.
The key is what Paul Polak and Mal Warwick call Zero-Based Design: starting from scratch to create innovative products and services tailored for the very poor, armed with a thorough understanding of what they really want and need and driven by what they call “the ruthless pursuit of affordability.”Polak has been doing this work for years, and Warwick has extensive experience in both business and philanthropy. Together, they show how their design principles and vision can enable unapologetic capitalists to supply the very poor with clean drinking water, electricity, irrigation, housing, education, healthcare, and other necessities at a fraction of the usual cost and at profit margins attractive to investors.
Promising governmental and philanthropic efforts to end poverty have not reached scale because they lack the incentives of the market to attract massive resources. This book opens an extraordinary opportunity for nimble entrepreneurs, investors, and corporate executives that will result not only in vibrant, growing businesses but also a better life for the world's poorest people.
The key is what Paul Polak and Mal Warwick call Zero-Based Design: starting from scratch to create innovative products and services tailored for the very poor, armed with a thorough understanding of what they really want and need and driven by what they call “the ruthless pursuit of affordability.”Polak has been doing this work for years, and Warwick has extensive experience in both business and philanthropy. Together, they show how their design principles and vision can enable unapologetic capitalists to supply the very poor with clean drinking water, electricity, irrigation, housing, education, healthcare, and other necessities at a fraction of the usual cost and at profit margins attractive to investors.
Promising governmental and philanthropic efforts to end poverty have not reached scale because they lack the incentives of the market to attract massive resources. This book opens an extraordinary opportunity for nimble entrepreneurs, investors, and corporate executives that will result not only in vibrant, growing businesses but also a better life for the world's poorest people.
Right now the number of people living on $2 a day or less is more than the entire population of the world in 1950. These 2.7 billion people are not just the world’s greatest challenge—they represent an extraordinary market opportunity. By learning how to serve them ethically and effectively, businesses can earn handsome profits while helping to solve one of the world’s most intractable problems.
The key is what Paul Polak and Mal Warwick call Zero-Based Design: starting from scratch to create innovative products and services tailored for the very poor, armed with a thorough understanding of what they really want and need and driven by what they call “the ruthless pursuit of affordability.”Polak has been doing this work for years, and Warwick has extensive experience in both business and philanthropy. Together, they show how their design principles and vision can enable unapologetic capitalists to supply the very poor with clean drinking water, electricity, irrigation, housing, education, healthcare, and other necessities at a fraction of the usual cost and at profit margins attractive to investors.
Promising governmental and philanthropic efforts to end poverty have not reached scale because they lack the incentives of the market to attract massive resources. This book opens an extraordinary opportunity for nimble entrepreneurs, investors, and corporate executives that will result not only in vibrant, growing businesses but also a better life for the world’s poorest people.