Sort by:
Two experienced and visionary authors show how institutions and individuals can go beyond conventional and sustainable investing to address complex problems such as income inequality and climate change on a deep, systemic level.
Our financial markets can no longer grapple adequately with the pressing challenges of our times-such as climate change, income inequality, diversity, and the health of our oceans.
Sustainable investment helps investors to manage environmental, social, and governance considerations in their portfolios, but this piecemeal approach stops short of addressing the larger systemic challenges that underlie them, thereby running the risk of missing the forest for the trees. Concerned about climate change, sustainable investors might invest in a portfolio of solar power companies. System-level investors would invest in a portfolio of solar and wind power, batteries, energy efficient and sustainable forest products, regenerative agriculture, and similar resources from companies that provide a holistic vision of what an alternative world could be.
William Burckart and Steve Lydenberg have pioneered this approach through their work at the Investment Integration Project. In this book they provide a guide for investors-both concerned individuals and financial professionals as well as investment advisors-explaining why this investment approach is critical today and how it can be put into practice.
Our financial markets can no longer grapple adequately with the pressing challenges of our times-such as climate change, income inequality, diversity, and the health of our oceans.
Sustainable investment helps investors to manage environmental, social, and governance considerations in their portfolios, but this piecemeal approach stops short of addressing the larger systemic challenges that underlie them, thereby running the risk of missing the forest for the trees. Concerned about climate change, sustainable investors might invest in a portfolio of solar power companies. System-level investors would invest in a portfolio of solar and wind power, batteries, energy efficient and sustainable forest products, regenerative agriculture, and similar resources from companies that provide a holistic vision of what an alternative world could be.
William Burckart and Steve Lydenberg have pioneered this approach through their work at the Investment Integration Project. In this book they provide a guide for investors-both concerned individuals and financial professionals as well as investment advisors-explaining why this investment approach is critical today and how it can be put into practice.
Our economy is designed by the 1 percent, for the 1 percent. This book offers a compelling vision of an equitable, ecologically sustainable alternative that meets the essential needs of all people.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
Employee engagement is shockingly low-but it's not an employee problem; it's a leadership problem. Bestselling author Mark Miller says it's up to leaders to create a workplace where their employees truly want to be-and he reveals four keys to doing it.
According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.
In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.
According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.
In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.
Grow old on purpose. This book invites readers to navigate a purposeful path from adulthood to elderhood with choice, curiosity, and courage.
None of us know for sure what will happen as we age. What Richard J. Leider and David A. Shapiro do know, however, is that a purposeful mindset is a fundamental component of a life well-lived. What Do You Want to Be When You Grow Old? invites readers into the experience of two lifelong friends taking on the courageous conversation of aging well with honesty and purpose. In the first half of the book, readers are introduced to a framework for looking back over their lives and examining how they've arrived at the place they have. In the second half, readers are invited to look forward to purposeful aging with courage, compassion, and curiosity.
In their bestseller Repacking Your Bags, Leider and Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book argues that aging well can be similarly defined as “aging in the place you belong, with people you love, doing the right ‘work,' on purpose.”
None of us know for sure what will happen as we age. What Richard J. Leider and David A. Shapiro do know, however, is that a purposeful mindset is a fundamental component of a life well-lived. What Do You Want to Be When You Grow Old? invites readers into the experience of two lifelong friends taking on the courageous conversation of aging well with honesty and purpose. In the first half of the book, readers are introduced to a framework for looking back over their lives and examining how they've arrived at the place they have. In the second half, readers are invited to look forward to purposeful aging with courage, compassion, and curiosity.
In their bestseller Repacking Your Bags, Leider and Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book argues that aging well can be similarly defined as “aging in the place you belong, with people you love, doing the right ‘work,' on purpose.”
Kenneth R. Segel
The Government Subcontractor's Guide to Terms and Conditions
6295
$62.95
Unit price perKenneth R. Segel
The Government Subcontractor's Guide to Terms and Conditions
6295
$62.95
Unit price per
Eternally fascinating, Julius Caesar was a leader ahead of his time whose grassroots, front lines leadership still has much to teach us 2000 years after his death.
History is littered with examples of tyrants, hopelessly out of touch with the plight of the commoners, ruthlessly pursuing their own ambitions or hedonistic whims. But Caesar was a different kind of leader. Despite some bad press, in fact he never saw himself as above the average Roman citizen. Although he certainly knew he was an extraordinary human being, he also regarded himself as fundamentally one of the people, and acted like it. In his life and in his career, he created a new paradigm of leadership, and along the way, created the path to success for any leader in a complex organization.
In a book that Doris Kearns Goodwin has called “brilliantly crafted to draw leadership lessons from history,” Philip Barlag uses dramatic and colorful incidents from Caesar's career to illustrate what modern leaders can learn from him. Central to Barlag's argument is the distinction between power and force. When leading his own organization, Caesar never used brute force to motivate his followers. Time and again he exercised a power rooted in his demonstrated personal integrity and his essentially egalitarian relationship with the Romans. People followed him because they wanted to, not because they were compelled to. Over 2000 years after Caesar's death this is still the kind of loyalty every leader wants to inspire. Barlag shows how anyone can lead like Caesar.
History is littered with examples of tyrants, hopelessly out of touch with the plight of the commoners, ruthlessly pursuing their own ambitions or hedonistic whims. But Caesar was a different kind of leader. Despite some bad press, in fact he never saw himself as above the average Roman citizen. Although he certainly knew he was an extraordinary human being, he also regarded himself as fundamentally one of the people, and acted like it. In his life and in his career, he created a new paradigm of leadership, and along the way, created the path to success for any leader in a complex organization.
In a book that Doris Kearns Goodwin has called “brilliantly crafted to draw leadership lessons from history,” Philip Barlag uses dramatic and colorful incidents from Caesar's career to illustrate what modern leaders can learn from him. Central to Barlag's argument is the distinction between power and force. When leading his own organization, Caesar never used brute force to motivate his followers. Time and again he exercised a power rooted in his demonstrated personal integrity and his essentially egalitarian relationship with the Romans. People followed him because they wanted to, not because they were compelled to. Over 2000 years after Caesar's death this is still the kind of loyalty every leader wants to inspire. Barlag shows how anyone can lead like Caesar.
Smart machines are replacing more and more jobs. Edward Hess and Katherine Ludwig show how to develop abilities that machines don't have so we can thrive in this Smart Machine Age. Underlying them all is a sense of personal humility: honestly recognizing our limitations and working to mitigate them.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
In nearly every industry, smart machines are replacing human labor. It's not just factory jobs-automated technologies are handling people's investments, diagnosing illnesses, and analyzing written documents. If we humans are going to endure, Edward Hess and Katherine Ludwig say we're going to need a dose of humility.
We need to be humble enough to let go of the idea that “smart” means knowing the most, using that information quickest, and making the fewest mistakes. Smart machines will always be better than we are at those things. Instead, we need to cultivate important abilities that smart machines don't have (yet): thinking critically, creatively, and innovatively and building close relationships with others so we can collaborate effectively. Hess and Ludwig call this being NewSmart.
To develop these abilities, we need to practice four specific behaviors: keeping our egos out of our way, managing our thoughts and emotions to curb any biases or defensiveness, listening to others with an open mind, and connecting with others socially and emotionally. What all these behaviors have in common is, again, humility-avoiding self-centeredness so we can learn from and work with other humans. Hess and Ludwig offer a guide to developing these NewSmart abilities and to creating organizations where these qualities are encouraged and rewarded.
Bestselling author Brian Tracy teams up with Christina Stein to show how to find true balance-when all your actions and choices are guided by a profound knowledge of what is most important to you. You'll not only feel less stressed, but you'll accomplish more, and more efficiently, that you ever thought possible.
People's lives become unbalanced because they're not clear on what's really important to them. As a result, they make thoughtless and impulsive choices, and up feeling exhausted and unfulfilled without understanding why. What bestselling author Brian Tracy and Christina Stein offer is a way to find true balance.
With true balance, you feel clear and focused, and everything in your life feels like it is in perfect harmony. You go through your day with courage, confidence, and purpose-you accomplish more of what really matters to you. People experience true balance when they find and operate from their own unique balance point.
Tracy and Stein show how to find your personal balance point-the place where you have a thorough understanding of your deepest personal values, vision, purpose, and goals. They illustrate how using your balance point to set priorities and manage your time can both energize and simplify every aspect of your life. The result is a new, active approach to integrating life balance, work achievement, and time management.
People's lives become unbalanced because they're not clear on what's really important to them. As a result, they make thoughtless and impulsive choices, and up feeling exhausted and unfulfilled without understanding why. What bestselling author Brian Tracy and Christina Stein offer is a way to find true balance.
With true balance, you feel clear and focused, and everything in your life feels like it is in perfect harmony. You go through your day with courage, confidence, and purpose-you accomplish more of what really matters to you. People experience true balance when they find and operate from their own unique balance point.
Tracy and Stein show how to find your personal balance point-the place where you have a thorough understanding of your deepest personal values, vision, purpose, and goals. They illustrate how using your balance point to set priorities and manage your time can both energize and simplify every aspect of your life. The result is a new, active approach to integrating life balance, work achievement, and time management.
Great ideas don't matter if you can't execute-bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
Win the talent wars! The groundbreaking research that informs this new book by leadership expert and bestselling author Mark Miller will help leaders hire, retain and nurture the kind of top talent that will make their businesses thrive.
There is a long-standing truth in the world of organizations: those with the most talented people have the greatest chance of winning. But based on extensive research Mark Miller conducted with Aon, one of the world's largest and most respected human resource consulting practices, he discovered that what keeps and attracts top talent is different than what attracts and keeps typical talent. In Talent Magnet, Miller uses a business fable about Blake Brown, a CEO struggling with winning the war for talent, and his 16 year old son who is trying to help a village in Africa secure clean water, to reveal what top talent really want:
A Better Boss
A Brighter Future
A Bigger Story
This book pulls back the curtain on what leaders can do to attract the very best talent--a strategic need virtually every leader faces
There is a long-standing truth in the world of organizations: those with the most talented people have the greatest chance of winning. But based on extensive research Mark Miller conducted with Aon, one of the world's largest and most respected human resource consulting practices, he discovered that what keeps and attracts top talent is different than what attracts and keeps typical talent. In Talent Magnet, Miller uses a business fable about Blake Brown, a CEO struggling with winning the war for talent, and his 16 year old son who is trying to help a village in Africa secure clean water, to reveal what top talent really want:
A Better Boss
A Brighter Future
A Bigger Story
This book pulls back the curtain on what leaders can do to attract the very best talent--a strategic need virtually every leader faces
“This inspiring book belongs on the desk of every CEO and politician. With eye-opening case studies and recommended behaviors in every chapter, it's an indispensable user guide for servant leaders.”
-Ken Blanchard, coauthor of The New One Minute Manager and coeditor of
Servant Leadership in Action
On the most fundamental level, leaders must bring divergent groups together and forge consensus on a path forward. But what makes that possible? Leadership educator Marilyn Gist says what is most important is far too often overlooked: humility, which she defines as a deep regard for others' dignity.
Gist offers a model of leader humility derived from three questions people ask of their leaders: Who are you? Where are we going? Do you see me? She explores each of these questions in depth, as well as the six key qualities of leader humility: a balanced ego, integrity, a compelling vision, ethical strategies, generous inclusion, and a developmental focus. Much of this book is based on Gist's interviews with a dozen distinguished leaders of organizations such as the Mayo Clinic, Costco, REI, Alaska Airlines, Starbucks, and others. The foreword and a guest chapter are written by Alan Mulally, the legendary leader who brought Ford back from the brink of bankruptcy after the 2008 financial collapse and who Gist sees as an exemplar of leader humility.
-Ken Blanchard, coauthor of The New One Minute Manager and coeditor of
Servant Leadership in Action
On the most fundamental level, leaders must bring divergent groups together and forge consensus on a path forward. But what makes that possible? Leadership educator Marilyn Gist says what is most important is far too often overlooked: humility, which she defines as a deep regard for others' dignity.
Gist offers a model of leader humility derived from three questions people ask of their leaders: Who are you? Where are we going? Do you see me? She explores each of these questions in depth, as well as the six key qualities of leader humility: a balanced ego, integrity, a compelling vision, ethical strategies, generous inclusion, and a developmental focus. Much of this book is based on Gist's interviews with a dozen distinguished leaders of organizations such as the Mayo Clinic, Costco, REI, Alaska Airlines, Starbucks, and others. The foreword and a guest chapter are written by Alan Mulally, the legendary leader who brought Ford back from the brink of bankruptcy after the 2008 financial collapse and who Gist sees as an exemplar of leader humility.
From beloved bestselling author Parker J. Palmer (Let Your Life Speak) comes a beautiful book of meditations and reflections on eight decades of life, the process of aging, his own spiritual journey (which has never been confined to a creed), and his vocation as a writer and thinker.
On the Brink of Everything is an exploration of Parker Palmer's experience of living and aging, written in hopes of encouraging readers of every age to explore their life course. It is not a "guide to" or "handbook" for "getting old"--something all of us are doing all the time. Instead it's a set of meditations in prose and poetry that turn the prism on the meaning(s) of one's life--and on the importance of staying meaningfully engaged with life until the end. From beginning to end the book is packed with both humor and gravitas.
On the Brink of Everything is an exploration of Parker Palmer's experience of living and aging, written in hopes of encouraging readers of every age to explore their life course. It is not a "guide to" or "handbook" for "getting old"--something all of us are doing all the time. Instead it's a set of meditations in prose and poetry that turn the prism on the meaning(s) of one's life--and on the importance of staying meaningfully engaged with life until the end. From beginning to end the book is packed with both humor and gravitas.
“Technology is a great servant but a terrible master. This is the most important book ever written about one of the most significant aspects of our lives-the consequences of our addiction to online technology and how we can liberate ourselves and our children from it.”
-Dean Ornish, M.D. Founder & President, Preventive Medicine Research Institute, Clinical Professor of Medicine, UCSF, Author, The Spectrum
For all its considerable benefits, many argue that technology has been instrumental in eroding security, privacy, and community. But Vivek Wadhwa and Alex Salkever argue that the truth is far more insidious: technology is actively robbing us of our happiness by making us so reliant on it that it becomes an addiction. Tech companies have all the weapons--sophisticated tracking bots, GPS coordinates, and algorithms that determine the optimal ways to distract us to their products and apps--even secret coding that defeats government monitoring and supervision--but Vivek and Salkever now provide us with insights and techniques to fight back. They focus on four key areas: Love, Work, Self, and Society. In each case, they document how the promise of technology has mutated into addiction and despair, and they lay out strategies to take back control by understanding the addictive mechanisms at the root of technology overload.
-Dean Ornish, M.D. Founder & President, Preventive Medicine Research Institute, Clinical Professor of Medicine, UCSF, Author, The Spectrum
For all its considerable benefits, many argue that technology has been instrumental in eroding security, privacy, and community. But Vivek Wadhwa and Alex Salkever argue that the truth is far more insidious: technology is actively robbing us of our happiness by making us so reliant on it that it becomes an addiction. Tech companies have all the weapons--sophisticated tracking bots, GPS coordinates, and algorithms that determine the optimal ways to distract us to their products and apps--even secret coding that defeats government monitoring and supervision--but Vivek and Salkever now provide us with insights and techniques to fight back. They focus on four key areas: Love, Work, Self, and Society. In each case, they document how the promise of technology has mutated into addiction and despair, and they lay out strategies to take back control by understanding the addictive mechanisms at the root of technology overload.