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The Restoration Economy reveals the previously undocumented trillion-dollar global industries that are restoring our natural and manmade environments. Restorative development is rapidly overtaking new development because we are running out of things to develop. Most natural areas are already either farmed or degraded, and cities have built all the way to their borders. However, there is no lack of things to redevelop and restore. Storm Cunningham surveys the wide range of restoration industries and points out the connections among them. He shows, for example, how the restoration of a river ecosystem can have a major impact on the commercial success of a redeveloped historic urban waterfront. Written for a broad range of audiences, The Restoration Economy is an entertaining blend of business, science, and economics that details exciting new business and investment opportunities in this dynamic economic sector.
Improve communication, engagement, and culture with active listening.
When employees, colleagues, and customers are not being heard, organizational culture, employee happiness, and overall organizational success will suffer. How well do you listen?
Active listening is the doorway to increased belonging, loyalty, profitability, innovation, and so much more. It is the difference between thinking we understand what people want and knowing what they want. Want to build stronger relationships, avoid misunderstandings, and anticipate problems before they surface at work?
All you have to do is listen.
The Art of Active Listening introduces a 5-step framework that shows you how to listen successfully and act upon what you are hearing. Readers will discover how to:
1. Recognize the unsaid
2. Seek to understand
3. Decode
4. Act
5. Close the loop
Backed by her personal review of over 30,000 employee and customer surveys and facilitation of 100's of focus groups, Younger discovered one universal truth: We all want to be heard. We want our voices to matter. We want the work we do to matter.
When we get this right - when we listen to our employees and customers and care about them not just for what they can do but for who they ARE - they can and will move mountains.
Using the tools provided in this book, you can implement active listening, regardless of whether you're in-person or virtual, that benefits all team members and customers, strengthens overall engagement, improves organizational culture and creates a space for everyone to have a voice.
When those at work feel heard, they will do whatever it takes to achieve outcomes that serve your relationship and your organization.
When employees, colleagues, and customers are not being heard, organizational culture, employee happiness, and overall organizational success will suffer. How well do you listen?
Active listening is the doorway to increased belonging, loyalty, profitability, innovation, and so much more. It is the difference between thinking we understand what people want and knowing what they want. Want to build stronger relationships, avoid misunderstandings, and anticipate problems before they surface at work?
All you have to do is listen.
The Art of Active Listening introduces a 5-step framework that shows you how to listen successfully and act upon what you are hearing. Readers will discover how to:
1. Recognize the unsaid
2. Seek to understand
3. Decode
4. Act
5. Close the loop
Backed by her personal review of over 30,000 employee and customer surveys and facilitation of 100's of focus groups, Younger discovered one universal truth: We all want to be heard. We want our voices to matter. We want the work we do to matter.
When we get this right - when we listen to our employees and customers and care about them not just for what they can do but for who they ARE - they can and will move mountains.
Using the tools provided in this book, you can implement active listening, regardless of whether you're in-person or virtual, that benefits all team members and customers, strengthens overall engagement, improves organizational culture and creates a space for everyone to have a voice.
When those at work feel heard, they will do whatever it takes to achieve outcomes that serve your relationship and your organization.
Improve communication, engagement, and culture with active listening.
When employees, colleagues, and customers are not being heard, organizational culture, employee happiness, and overall organizational success will suffer. How well do you listen?
Active listening is the doorway to increased belonging, loyalty, profitability, innovation, and so much more. It is the difference between thinking we understand what people want and knowing what they want. Want to build stronger relationships, avoid misunderstandings, and anticipate problems before they surface at work?
All you have to do is listen.
The Art of Active Listening introduces a 5-step framework that shows you how to listen successfully and act upon what you are hearing. Readers will discover how to:
1. Recognize the unsaid
2. Seek to understand
3. Decode
4. Act
5. Close the loop
Backed by her personal review of over 30,000 employee and customer surveys and facilitation of 100's of focus groups, Younger discovered one universal truth: We all want to be heard. We want our voices to matter. We want the work we do to matter.
When we get this right - when we listen to our employees and customers and care about them not just for what they can do but for who they ARE - they can and will move mountains.
Using the tools provided in this book, you can implement active listening, regardless of whether you're in-person or virtual, that benefits all team members and customers, strengthens overall engagement, improves organizational culture and creates a space for everyone to have a voice.
When those at work feel heard, they will do whatever it takes to achieve outcomes that serve your relationship and your organization.
When employees, colleagues, and customers are not being heard, organizational culture, employee happiness, and overall organizational success will suffer. How well do you listen?
Active listening is the doorway to increased belonging, loyalty, profitability, innovation, and so much more. It is the difference between thinking we understand what people want and knowing what they want. Want to build stronger relationships, avoid misunderstandings, and anticipate problems before they surface at work?
All you have to do is listen.
The Art of Active Listening introduces a 5-step framework that shows you how to listen successfully and act upon what you are hearing. Readers will discover how to:
1. Recognize the unsaid
2. Seek to understand
3. Decode
4. Act
5. Close the loop
Backed by her personal review of over 30,000 employee and customer surveys and facilitation of 100's of focus groups, Younger discovered one universal truth: We all want to be heard. We want our voices to matter. We want the work we do to matter.
When we get this right - when we listen to our employees and customers and care about them not just for what they can do but for who they ARE - they can and will move mountains.
Using the tools provided in this book, you can implement active listening, regardless of whether you're in-person or virtual, that benefits all team members and customers, strengthens overall engagement, improves organizational culture and creates a space for everyone to have a voice.
When those at work feel heard, they will do whatever it takes to achieve outcomes that serve your relationship and your organization.
Provides practical solutions to the business problem of distributing training to multiple locations
Introduces a new and practical way to use assessment to create a sustainable training and development function
Shows how those involved with training and development can make bottom line contributions to the company
Provides a model for calculating return on investment (ROI) for technology based programs
In this era of rapid globalization, human resource development professionals in every type of organization face the problem of managing training and development across many different, often widely dispersed, sites. Training Across Multiple Locations offers a comprehensive, proven model for designing, building and assessing every aspect of a multiple location training and development (T&D) system. Stephen Krempl and R. Wayne Pace detail how to integrate training from multiple locations into a comprehensive organizational strategy, and how corporate training can align those multiple locations with a single corporate vision.
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
In this era of rapid globalization, human resource development professionals in every type of organization face the problem of managing training and development across many different, often widely dispersed, sites. Training Across Multiple Locations offers a comprehensive, proven model for designing, building and assessing every aspect of a multiple location training and development (T&D) system. Stephen Krempl and R. Wayne Pace detail how to integrate training from multiple locations into a comprehensive organizational strategy, and how corporate training can align those multiple locations with a single corporate vision.
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
Training Across Multiple Locations draws from numerous real-life examples to show how distance learning technology-including intra-nets, web-based training, and computer-based training-is being used to manage multi-point training at companies like Motorola, Ford, Boeing, Kinko's, Hewlett-Packard, and others. With technology, the authors reveal, training organizations are able to extend their reach and distribute training over a far wider audience in ways that may make current approaches to training less relevant and even obsolete. And perhaps most importantly, they provide a model for calculating return on investment (ROI) for these technology-based programs.
Krempl and Pace present a detailed review process for evaluating the effectiveness of multiple location training and development systems and provide specific advice on how to conduct the review and how to share data to enhance unit effectiveness. They also include a unique questionnaire that helps teams assess how well they are carrying out their T&D responsibilities and how well they are integrating their activities into the corporate business plan.
Training and development functions survive by maintaining relationships with critical decision-makers at all levels in the organization. This process is often described in terms of politics and power-but Training Across Multiple Locations treats the issue simply in terms of how to get the job done. The unique process described in this book will encourage better preparation and more informed discussions and decisions, allowing managers to better anticipate problems and stay on top of key issues.
Shows how both activists and the casually progressive can leverage the power of social networks for social change
Helps readers maintain credibility, establish new connections, deal with common fears, and have a good time
Authoritative but aggressively non-technical—like talking to a real person with a great sense of humor who really knows her stuff
Social networks can be so much more than a way to find your high school friends or learn what your favorite celebrity had for breakfast. They can be powerful tools for changing the world. With Share This! both regular folks of a progressive bent and committed activists can learn how to go beyond swapping movie reviews and vacation photos (not that there’s anything wrong with that).
At the moment the same kinds of people who dominate the dialog off-line are dominating it online, and things will never change if that doesn’t change. Progressives need to get on social networks and share their stories, join conversations, connect with others—and not just others exactly like themselves. It’s vital to reach out across all those ethnic/gender/preference/class/age lines that exist even within the progressive camp. As Deanna Zandt puts it, “creating a just society is sort of like the evolution of the species—if you have a bunch of the same DNA mixing together the species mutates poorly and eventually dies off.”
But there are definitely dos and don’ts. Zandt delves into exactly what people are and are not looking for in online exchanges. How to be a good guest. What to share. Why authenticity is more important than just about anything, including traditional notions of expertise or authority. She addresses some common fears, like worrying about giving too much about yourself away, blurring the lines between your professional and personal life, or getting buried under a steaming heap of information overload. And she offers detailed, nuts-and bolts “how to get started” advice for both individuals and organizations.
The Internet is upending hierarchies and freeing the flow of information in a way that makes the invention of the printing press seem like an historical footnote. Share This! shows how to take advantage of this unprecedented opportunity to make marginalized voices heard and support real, fundamental change—and, incidentally, have some fun doing it.
Social networks can be so much more than a way to find your high school friends or learn what your favorite celebrity had for breakfast. They can be powerful tools for changing the world. With Share This! both regular folks of a progressive bent and committed activists can learn how to go beyond swapping movie reviews and vacation photos (not that there's anything wrong with that).
At the moment the same kinds of people who dominate the dialog off-line are dominating it online, and things will never change if that doesn't change. Progressives need to get on social networks and share their stories, join conversations, connect with others—and not just others exactly like themselves. It's vital to reach out across all those ethnic/gender/preference/class/age lines that exist even within the progressive camp. As Deanna Zandt puts it, “creating a just society is sort of like the evolution of the species—if you have a bunch of the same DNA mixing together the species mutates poorly and eventually dies off.”
But there are definitely dos and don'ts. Zandt delves into exactly what people are and are not looking for in online exchanges. How to be a good guest. What to share. Why authenticity is more important than just about anything, including traditional notions of expertise or authority. She addresses some common fears, like worrying about giving too much about yourself away, blurring the lines between your professional and personal life, or getting buried under a steaming heap of information overload. And she offers detailed, nuts-and bolts “how to get started” advice for both individuals and organizations.
The Internet is upending hierarchies and freeing the flow of information in a way that makes the invention of the printing press seem like an historical footnote. Share This! shows how to take advantage of this unprecedented opportunity to make marginalized voices heard and support real, fundamental change—and, incidentally, have some fun doing it.
At the moment the same kinds of people who dominate the dialog off-line are dominating it online, and things will never change if that doesn't change. Progressives need to get on social networks and share their stories, join conversations, connect with others—and not just others exactly like themselves. It's vital to reach out across all those ethnic/gender/preference/class/age lines that exist even within the progressive camp. As Deanna Zandt puts it, “creating a just society is sort of like the evolution of the species—if you have a bunch of the same DNA mixing together the species mutates poorly and eventually dies off.”
But there are definitely dos and don'ts. Zandt delves into exactly what people are and are not looking for in online exchanges. How to be a good guest. What to share. Why authenticity is more important than just about anything, including traditional notions of expertise or authority. She addresses some common fears, like worrying about giving too much about yourself away, blurring the lines between your professional and personal life, or getting buried under a steaming heap of information overload. And she offers detailed, nuts-and bolts “how to get started” advice for both individuals and organizations.
The Internet is upending hierarchies and freeing the flow of information in a way that makes the invention of the printing press seem like an historical footnote. Share This! shows how to take advantage of this unprecedented opportunity to make marginalized voices heard and support real, fundamental change—and, incidentally, have some fun doing it.
This new expanded second edition is an international bestseller with over 200,000 copies sold and translated into 15 languages that shows you—no matter your age or skill, your job or training—how to come up with more ideas, faster and easier.
Jack Foster's simple five-step technique for solving problems and getting ideas takes the mystery and anxiety out of the idea-generating process. It's a proven process that works. You'll learn to condition your mind to become "idea-prone," utilize your sense of humor, develop your curiosity, visualize your goals, rethink your thinking, and overcome your fear of rejection.
This expanded edition of the inspiring and enlightening classic features new information on how to turn failures to your advantage and how to create a rich, idea-inducing environment. Dozens of new examples and real life stories show that anyone can learn to get more and better ideas.
Jack Foster's simple five-step technique for solving problems and getting ideas takes the mystery and anxiety out of the idea-generating process. It's a proven process that works. You'll learn to condition your mind to become "idea-prone," utilize your sense of humor, develop your curiosity, visualize your goals, rethink your thinking, and overcome your fear of rejection.
This expanded edition of the inspiring and enlightening classic features new information on how to turn failures to your advantage and how to create a rich, idea-inducing environment. Dozens of new examples and real life stories show that anyone can learn to get more and better ideas.
This new expanded second edition is an international bestseller with over 200,000 copies sold and translated into 15 languages that shows you—no matter your age or skill, your job or training—how to come up with more ideas, faster and easier.
Jack Foster's simple five-step technique for solving problems and getting ideas takes the mystery and anxiety out of the idea-generating process. It's a proven process that works. You'll learn to condition your mind to become "idea-prone," utilize your sense of humor, develop your curiosity, visualize your goals, rethink your thinking, and overcome your fear of rejection.
This expanded edition of the inspiring and enlightening classic features new information on how to turn failures to your advantage and how to create a rich, idea-inducing environment. Dozens of new examples and real life stories show that anyone can learn to get more and better ideas.
Jack Foster's simple five-step technique for solving problems and getting ideas takes the mystery and anxiety out of the idea-generating process. It's a proven process that works. You'll learn to condition your mind to become "idea-prone," utilize your sense of humor, develop your curiosity, visualize your goals, rethink your thinking, and overcome your fear of rejection.
This expanded edition of the inspiring and enlightening classic features new information on how to turn failures to your advantage and how to create a rich, idea-inducing environment. Dozens of new examples and real life stories show that anyone can learn to get more and better ideas.
“This is one of the most unique and valuable books you will read all year, and I highly recommend it.”
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
“This is one of the most unique and valuable books you will read all year, and I highly recommend it.”
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
—Jim Kouzes, coauthor of the bestselling and award-winning The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University
Even the best leaders—in fact, most of the best leaders—start out as decidedly bad ones. And sooner or later they reach a moment of reckoning that leadership expert Bill Treasurer calls the leadership kick in the ass. When it happens, it feels like it's all over. But Treasurer says that with the right attitude, that kick can be a new beginning. Based on his work with thousands of leaders, this book reveals how to turn those ego-bruising events into the kind of transformative experiences that mark the paths of great leaders. As Steve Jobs famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help you use that kick to move forward instead of fall down. If you succeed, the next place you get kicked might be upstairs.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures—a growing issue in today's diverse workplace—is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures—a growing issue in today's diverse workplace—is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key—the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
How do you build the kind of company you've always wanted to work in—one that serves people and the planet while being financially successful, too? What do you do when you believe that business should serve the common good, but everyday business pressures—meeting payroll, battling competition, keeping customers and investors happy—are at a fever pitch? Leading a small business when you measure success more broadly than with a single financial bottom line is no easy task. True to Yourself is a practical guide to doing just that. It provides tools you can use to combine profit with purpose, margin with mission, value with values.
Drawing on insightful interviews with seventy-five forward-thinking leaders and his own extensive experiences as an entrepreneurial leader, Mark Albion details five critical leadership practices:
Turn your values into value
Walk toward the talk
Communicate with care
Facilitate personal growth
Collaborate for greater impact
True to Yourself shows how successful businesspeople have put these practices into action, and it provides hands-on exercises to help you integrate them into your own business. This trusted guide will help you avoid mistakes while making your job easier, your company more successful, and your life more fulfilling.
Drawing on insightful interviews with seventy-five forward-thinking leaders and his own extensive experiences as an entrepreneurial leader, Mark Albion details five critical leadership practices:
Turn your values into value
Walk toward the talk
Communicate with care
Facilitate personal growth
Collaborate for greater impact
True to Yourself shows how successful businesspeople have put these practices into action, and it provides hands-on exercises to help you integrate them into your own business. This trusted guide will help you avoid mistakes while making your job easier, your company more successful, and your life more fulfilling.
How do you build the kind of company you've always wanted to work in--one that serves people and the planet while being financially successful, too? What do you do when you believe that business should serve the common good, but everyday business pressures--meeting payroll, battling competition, keeping customers and investors happy--are at a fever pitch? Leading a small business when you measure success more broadly than with a single financial bottom line is no easy task. True to Yourself is a practical guide to doing just that. It provides tools you can use to combine profit with purpose, margin with mission, value with values.
DEC Is Dead, Long Live DEC tells the 40-year story of the creation, demise, and enduring legacy of one of the pioneering companies of the computer age. Digital Equipment Corporation created the minicomputer, networking, the concept of distributed computing, speech recognition, and other major innovations. It was the number two computer maker behind IBM. Yet it ultimately failed as a business and was sold to Compaq Corporation. What happened?
Edgar Schein consulted to DEC throughout its history and so had unparalleled access to all the major players, and an inside view of all the major events. He shows how the unique organizational culture established by DEC's founder, Ken Olsen, gave the company important competitive advantages in its early years, but later became a hindrance and ultimately led to the company's downfall. Schein, Kampas, DeLisi, and Sonduck explain in detail how a particular culture can become so embedded that an organization is unable to adapt to changing circumstances even though it sees the need very clearly.
The essential elements of DEC's culture are still visible in many other organizations today, and most former employees are so positive about their days at DEC that they attempt to reproduce its culture in their current work situations. In the era of post-dot.com meltdown, raging debate about companies "built to last" vs. "built to sell," and more entrepreneurial startups than ever, the rise and fall of DEC is the ultimate case study.
Edgar Schein consulted to DEC throughout its history and so had unparalleled access to all the major players, and an inside view of all the major events. He shows how the unique organizational culture established by DEC's founder, Ken Olsen, gave the company important competitive advantages in its early years, but later became a hindrance and ultimately led to the company's downfall. Schein, Kampas, DeLisi, and Sonduck explain in detail how a particular culture can become so embedded that an organization is unable to adapt to changing circumstances even though it sees the need very clearly.
The essential elements of DEC's culture are still visible in many other organizations today, and most former employees are so positive about their days at DEC that they attempt to reproduce its culture in their current work situations. In the era of post-dot.com meltdown, raging debate about companies "built to last" vs. "built to sell," and more entrepreneurial startups than ever, the rise and fall of DEC is the ultimate case study.
DEC Is Dead, Long Live DEC tells the 40-year story of the creation, demise, and enduring legacy of one of the pioneering companies of the computer age. Digital Equipment Corporation created the minicomputer, networking, the concept of distributed computing, speech recognition, and other major innovations. It was the number two computer maker behind IBM. Yet it ultimately failed as a business and was sold to Compaq Corporation. What happened?
Edgar Schein consulted to DEC throughout its history and so had unparalleled access to all the major players, and an inside view of all the major events. He shows how the unique organizational culture established by DEC's founder, Ken Olsen, gave the company important competitive advantages in its early years, but later became a hindrance and ultimately led to the company's downfall. Schein, Kampas, DeLisi, and Sonduck explain in detail how a particular culture can become so embedded that an organization is unable to adapt to changing circumstances even though it sees the need very clearly.
The essential elements of DEC's culture are still visible in many other organizations today, and most former employees are so positive about their days at DEC that they attempt to reproduce its culture in their current work situations. In the era of post-dot.com meltdown, raging debate about companies "built to last" vs. "built to sell," and more entrepreneurial startups than ever, the rise and fall of DEC is the ultimate case study.
Edgar Schein consulted to DEC throughout its history and so had unparalleled access to all the major players, and an inside view of all the major events. He shows how the unique organizational culture established by DEC's founder, Ken Olsen, gave the company important competitive advantages in its early years, but later became a hindrance and ultimately led to the company's downfall. Schein, Kampas, DeLisi, and Sonduck explain in detail how a particular culture can become so embedded that an organization is unable to adapt to changing circumstances even though it sees the need very clearly.
The essential elements of DEC's culture are still visible in many other organizations today, and most former employees are so positive about their days at DEC that they attempt to reproduce its culture in their current work situations. In the era of post-dot.com meltdown, raging debate about companies "built to last" vs. "built to sell," and more entrepreneurial startups than ever, the rise and fall of DEC is the ultimate case study.
You CAN Turn Around A Failing Project!
Poor project results are all too common and result in dissatisfied customers, users, and project staff. With countless people, goals, objectives, expectations, budgets, schedules, deliverables, and deadlines to consider, it can be difficult to keep projects in focus and on track. How to Save a Failing Project: Chaos to Control arms project managers with the tools and techniques needed to address these project challenges. The authors provide guidance to develop a project plan, establish a schedule for execution, identify project tracking mechanisms, and implement turnaround methods to avoid failure and regain control.
With this valuable resource you will be able to:
• Identify key factors leading to failure
• Learn how to recover a failing project and minimize future risk
• Better analyze your project by defining proper business objectives and goals
• Gain insight on industry best practices for planning
Poor project results are all too common and result in dissatisfied customers, users, and project staff. With countless people, goals, objectives, expectations, budgets, schedules, deliverables, and deadlines to consider, it can be difficult to keep projects in focus and on track. How to Save a Failing Project: Chaos to Control arms project managers with the tools and techniques needed to address these project challenges. The authors provide guidance to develop a project plan, establish a schedule for execution, identify project tracking mechanisms, and implement turnaround methods to avoid failure and regain control.
With this valuable resource you will be able to:
• Identify key factors leading to failure
• Learn how to recover a failing project and minimize future risk
• Better analyze your project by defining proper business objectives and goals
• Gain insight on industry best practices for planning