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Details a practical, 10-step plan that can create exciting new relationships between businesses and nonprofits
Weeden's plan could generate an additional $3 billion a year in corporate support for vital causes, improving quality of life for millions, while at the same time bolstering corporate profits
Offers essential advice for businesses planning their corporate social investing strategies and nonprofits seeking corporate support
Corporate philanthropy is on its way out. A new concept called "corporate social investing"-which requires that every commitment of money and/or product/equipment/land which a company makes must have a significant business reason-is taking its place. The transition has implications to every business and nonprofit organization in America. This book provides the strategic plan for making the transition to corporate social investing. By following the practical steps described here, businesses and nonprofits can forge creative alliances that can boost corporate profits while at the same time providing added resources for schools, colleges, cultural organizations, civic groups, and other important charities.
Weeden's breakthrough plan, based on his innovative concept of corporate social investing, has the potential to dramatically change the way businesses and nonprofits interact. If widely implemented, it could substantially increase corporate support for nonprofits, turning the tide against cutbacks, offering profound benefits to businesses, and revitalizing the essential services nonprofits provide.
Weeden's plan could generate an additional $3 billion a year in corporate support for vital causes, improving quality of life for millions, while at the same time bolstering corporate profits
Offers essential advice for businesses planning their corporate social investing strategies and nonprofits seeking corporate support
Corporate philanthropy is on its way out. A new concept called "corporate social investing"-which requires that every commitment of money and/or product/equipment/land which a company makes must have a significant business reason-is taking its place. The transition has implications to every business and nonprofit organization in America. This book provides the strategic plan for making the transition to corporate social investing. By following the practical steps described here, businesses and nonprofits can forge creative alliances that can boost corporate profits while at the same time providing added resources for schools, colleges, cultural organizations, civic groups, and other important charities.
Weeden's breakthrough plan, based on his innovative concept of corporate social investing, has the potential to dramatically change the way businesses and nonprofits interact. If widely implemented, it could substantially increase corporate support for nonprofits, turning the tide against cutbacks, offering profound benefits to businesses, and revitalizing the essential services nonprofits provide.
Debbe Kennedy shows how to turn all kinds of differences into competitive advantages, from differences in race, gender, age, national origin, and sexual orientation to differences in experience, position, goals, competencies, working habits, and management style. She presents a tested, 6-step process for bringing about changes that create higher levels of innovation, energy, leadership, and employee engagement.
Every organization dreams of having enough leaders, and yet so few do; bestselling author Mark Miller shows how any organization can build its leadership capacity from the ground up to the C-suite.
The most important attribute high-performing organizations have in common is that they are well led. Every organization dreams of having enough leaders. Yet too many organizations take a haphazard or inconsistent approach to leadership development. The result is a dearth of leaders and a failure to leverage the full capacity of the enterprise.
Leadership guru and Chick-fil-A executive Mark Miller describes how any organization can create a culture in which leaders are routinely and systematically developed, resulting in a surplus of leaders. Miller details how to nurture leaders throughout the organization, from the front lines to the executive ranks. He provides a game plan for organizations to create a deep leadership bench.
To help bring the ideas to life, Miller uses the story of Charles, a new executive, as he and his team discover best practices from around the world to ensure a continuous supply of capable leaders. Charles and his team then translate their findings into a practical plan that any organization can use to create a leadership culture that will assure a sustainable competitive advantage and long-term success.
The most important attribute high-performing organizations have in common is that they are well led. Every organization dreams of having enough leaders. Yet too many organizations take a haphazard or inconsistent approach to leadership development. The result is a dearth of leaders and a failure to leverage the full capacity of the enterprise.
Leadership guru and Chick-fil-A executive Mark Miller describes how any organization can create a culture in which leaders are routinely and systematically developed, resulting in a surplus of leaders. Miller details how to nurture leaders throughout the organization, from the front lines to the executive ranks. He provides a game plan for organizations to create a deep leadership bench.
To help bring the ideas to life, Miller uses the story of Charles, a new executive, as he and his team discover best practices from around the world to ensure a continuous supply of capable leaders. Charles and his team then translate their findings into a practical plan that any organization can use to create a leadership culture that will assure a sustainable competitive advantage and long-term success.
A practical leadership framework for the era beyond VUCA, built to help organizations build resilience when systems are brittle, anxiety is constant, and complexity defies explanation.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
The BANI framework, developed by futurist Jamais Cascio and expanded here with leadership expert Bob Johansen and United Way Worldwide CEO Angela F. Williams, gives leaders a shared language for conditions that traditional strategic tools were never designed to handle. Where VUCA described volatility and uncertainty, BANI goes further, naming the deeper texture of today's disruption.
The book moves in two directions, first diagnosing each BANI condition with real-world examples, then offering a counterpart for each one:
- Brittle systems → build Bendable resilience
- Anxious environments → lead with Attentive empathy
- Nonlinear causality → develop Neuroflexible, improvisational thinking
- Incomprehensible complexity → respond with Interconnected, full-spectrum perspectives
Designed for executives, nonprofit leaders, policymakers, and teams navigating sustained disruption, the book closes with 7 leadership strategies grounded in future scenarios and includes a discussion guide for group use.
If your organization is operating in conditions that no longer respond to standard playbooks, this is a structured starting point.
Today's business environment demands leapfroggers--those who create rapid, disruptive innovation, not small improvements. A leading innovation pioneer shows that businesses often ignore the very thing that could lead them to game-changing products--the power of surprise.
Today's consumers demand not only services and products that are of the highest quality, but also positive, memorable experiences. This essential guide shows how organizations can leapfrog their competitors by learning how to add emotional value -the economic value of customers' feelings when they positively experience products and services -to their customers' experiences.
Janelle Barlow and Dianna Maul, with more than forty years combined experience in the service industry, detail five practices for adding emotional value to customer and staff experiences.
Janelle Barlow and Dianna Maul, with more than forty years combined experience in the service industry, detail five practices for adding emotional value to customer and staff experiences.
In this groundbreaking new guide to building peace, international ambassador Uri Savir exposes the deadly ironies and anachronisms in contemporary efforts to solve global conflicts, and they present a radical new model for modernizing our efforts to build real and lasting peace, from the ground up.
Two distinguished scholars offer eight steps to help organizations discover and embrace an authentic higher purpose-something that will dramatically improve every aspect of any enterprise, including the bottom line.
Managers are taught that employees are self-interested and work resistant, so they create systems of control to combat these expectations. The result? These gloomy assumptions become self-fulfilling prophecies, workforces tend to underperform and resist control, and managers undermine their own effectiveness in a vicious cycle.
But when an authentic higher purpose permeates business strategy and decision-making, the cycle is broken. Employers and employees fully engage, become proactive contributors to purpose, and exceed expectations. Long-term economic benefits follow.
Robert E. Quinn and Anjan J. Thakor offer a new logic that builds on the assumptions of economics and opens a new path to clearly identifying an organization's higher purpose and integrating it with the organization's strategy. They offer a practical and counterintuitive eight-step approach to articulating higher purpose and show how to weave it into the fabric of the organization.
Managers are taught that employees are self-interested and work resistant, so they create systems of control to combat these expectations. The result? These gloomy assumptions become self-fulfilling prophecies, workforces tend to underperform and resist control, and managers undermine their own effectiveness in a vicious cycle.
But when an authentic higher purpose permeates business strategy and decision-making, the cycle is broken. Employers and employees fully engage, become proactive contributors to purpose, and exceed expectations. Long-term economic benefits follow.
Robert E. Quinn and Anjan J. Thakor offer a new logic that builds on the assumptions of economics and opens a new path to clearly identifying an organization's higher purpose and integrating it with the organization's strategy. They offer a practical and counterintuitive eight-step approach to articulating higher purpose and show how to weave it into the fabric of the organization.
In this fable of organizational transformation, bestselling authors of The Serving Leader John Stahl-Wert and Ken Jennings providzqe a clear and actionable model for addressing one of the most pressing challenges every leader faces: how to move employees from compliance to engagement.
In this inspiring and practical guide for achieving better decision-making and management, Linda Tarr-Whelan shows how having women account for at least 30% of representation at decision-making tables marks the tipping point for positive organizational and societal change, and she offers readers concrete tools and resources for reaching that target.
Drive through just about any low-income neighborhood and you're sure to see streets lined with pawnshops, check cashers, rent-to-own stores, payday and tax refund lenders, auto title pawns, and buy-here-pay-here used car lots. We're awash in "alternative financial services" directed at the poor and those with credit problems. Howard Karger describes this world as an economic Wild West, where just about any financial scheme that's not patently illegal is tolerated.
Taking a hard look at this fringe economy, Karger shows that what seem to be small, independent storefront operations are actually part of a fully-formed parallel economy dominated by a handful of well-financed corporations, subject to little or no oversight, with increasingly strong ties to mainstream financial institutions. "It is a hidden world," Karger writes, "where a customer's economic fate is sealed with a handshake, a smile, and a stack of fine print documents that would befuddle many attorneys."
Filled with heartbreaking stories of real people trapped in perpetual debt, Shortchanged exposes the deceptive practices that allow these businesses to prey on people when they are most vulnerable. Karger reveals the many ways this industry has run amok, ruining countless people's lives, and shows that it's not just the poor but, more and more, maxed-out middle class consumers who fall prey to these devious schemes.
Balancing compassion with a realistic awareness of the risks any business faces in working with an economically distressed clientele, Karger details hard headed, practical recommendations for reforming this predatory industry.
Taking a hard look at this fringe economy, Karger shows that what seem to be small, independent storefront operations are actually part of a fully-formed parallel economy dominated by a handful of well-financed corporations, subject to little or no oversight, with increasingly strong ties to mainstream financial institutions. "It is a hidden world," Karger writes, "where a customer's economic fate is sealed with a handshake, a smile, and a stack of fine print documents that would befuddle many attorneys."
Filled with heartbreaking stories of real people trapped in perpetual debt, Shortchanged exposes the deceptive practices that allow these businesses to prey on people when they are most vulnerable. Karger reveals the many ways this industry has run amok, ruining countless people's lives, and shows that it's not just the poor but, more and more, maxed-out middle class consumers who fall prey to these devious schemes.
Balancing compassion with a realistic awareness of the risks any business faces in working with an economically distressed clientele, Karger details hard headed, practical recommendations for reforming this predatory industry.
Business is waking up to a global shortage of resources of every kind. Raw materials are running out, whether in Tokyo or Quito. While businesses have toyed with the idea of sustainability as a means to market to eco-minded consumers, this book shows that scarcity must become central to their thinking and the key driver of strategic innovation.
Ron Wallace rose from driver to president of UPS International. Here he reveals the UPS secret sauce--culture--that allows it to outcompete younger companies that are not unionized, not sprawling, and not Brown.
The steady, long-term success of UPS is sometimes a mystery to business observers. Founded over a century ago, UPS has been moving up, not down the Fortune 500 list. Massive in size, UPS has cultivated a family environment where promotion is almost always from within, lifetime employment is the norm and even the executives are union members. In one of the most mature of mature industries, UPS is consistently seen as a strong investment on Wall Street.
What is the UPS secret sauce? In this groundbreaking book, Ron Wallace credits the unique “people culture” of UPS as the distinguishing factor. Ron credits this culture with giving him his start in management and helping him rise from driver to president of UPS International. Different from the typical business memoir that celebrates the leader as celebrity, Ron's book focuses on the people and simple principles that taught him the UPS way. He exhorts his fellow leaders to grow their people, not just their business plans. Ron's key takeaway comes straight from the UPS founder and Ron's inspiration, Jim Casey: “Treat your people well, and the company will flourish.” These simple principles can work in any company, whether or not brown is the wardrobe color.
The steady, long-term success of UPS is sometimes a mystery to business observers. Founded over a century ago, UPS has been moving up, not down the Fortune 500 list. Massive in size, UPS has cultivated a family environment where promotion is almost always from within, lifetime employment is the norm and even the executives are union members. In one of the most mature of mature industries, UPS is consistently seen as a strong investment on Wall Street.
What is the UPS secret sauce? In this groundbreaking book, Ron Wallace credits the unique “people culture” of UPS as the distinguishing factor. Ron credits this culture with giving him his start in management and helping him rise from driver to president of UPS International. Different from the typical business memoir that celebrates the leader as celebrity, Ron's book focuses on the people and simple principles that taught him the UPS way. He exhorts his fellow leaders to grow their people, not just their business plans. Ron's key takeaway comes straight from the UPS founder and Ron's inspiration, Jim Casey: “Treat your people well, and the company will flourish.” These simple principles can work in any company, whether or not brown is the wardrobe color.
It seems like everywhere we turn, we're confronted by shaking heads, thumbs down, brick walls, brush-offs, and closed doors. NOs surround us--in our workplaces, in our communities and places of worship, in government, in social settings, in schools, and even within our families.
Whether you're applying for a job, making a request, looking for a house, dating to find the right mate, seeking some type of approval, selling a product or an idea (or yourself), or trying to organize others into getting something accomplished, you're going to encounter rebuffs and resistance. What can you do to overcome so much negativity?
This wise, insightful parable follows our hero who ventures into the Land of NO in search of YES. He watches well-intentioned characters flounder and fail--while noticing other characters using different approaches and achieving success. Our observant hero learns from others' experiences, as well as his own.
Through his journey, you will discover how you, too, can persist in the face of frequent NOs--both the NOs uttered by people around you and, perhaps more importantly, the insidious NOs whispered by your own inner voices.
The second half of the book takes you from parable to practice--with proven tips, tools, and strategies to help you persevere, develop tenacity, persist in the face of rejection, and overcome the inertia of the status quo. Taken together, the two parts of this book provide a how-to manual that's both practical and entertaining. It will help you find the YESes you seek--faster, more effectively, and with a lot less discouragement and despair in the process.
Whether you're applying for a job, making a request, looking for a house, dating to find the right mate, seeking some type of approval, selling a product or an idea (or yourself), or trying to organize others into getting something accomplished, you're going to encounter rebuffs and resistance. What can you do to overcome so much negativity?
This wise, insightful parable follows our hero who ventures into the Land of NO in search of YES. He watches well-intentioned characters flounder and fail--while noticing other characters using different approaches and achieving success. Our observant hero learns from others' experiences, as well as his own.
Through his journey, you will discover how you, too, can persist in the face of frequent NOs--both the NOs uttered by people around you and, perhaps more importantly, the insidious NOs whispered by your own inner voices.
The second half of the book takes you from parable to practice--with proven tips, tools, and strategies to help you persevere, develop tenacity, persist in the face of rejection, and overcome the inertia of the status quo. Taken together, the two parts of this book provide a how-to manual that's both practical and entertaining. It will help you find the YESes you seek--faster, more effectively, and with a lot less discouragement and despair in the process.
Joan Hangarter bought a disability policy in 1990 to protect her should she ever become seriously ill. She dutifully paid her annual premiums for nearly a decade. But when she became disabled, she and her children found themselves homeless and bankrupt when her insurer--UnumProvident--stopped paying her benefits. With the help of attorneys Ray Bourhis and Alice Wolfson, Hangarter won a landmark $7.7 million jury verdict against Unum.
Through the compelling stories of ordinary people who have been driven to bankruptcy--or worse--when tragedy struck, Bourhis shows how the insurance industry runs roughshod over the very people it is paid to protect. He shows how the industry has become so insulated from accountability that neither lawsuits, punitive damage awards, federal court injunctions, newspaper headlines, nor television exposure can derail their determined efforts to turn a profit at any cost.
Bourhis, a national champion of policyholder rights, walks readers through both Joan Hangarter's heart-wrenching case and the stories of Susan McGregor, Stuart Gluck, John Tedesco, Laurie Hindiyeh, Eugene Molfino, Julie Guyton, Michael Baldwin, Margaret Santana, and numerous other claimants--real people with heart disease, AIDS, spinal injuries, brain damage, Parkinson's disease, and other disabilities whose benefits were cut off just when they needed them most. Bourhis shows how the world's largest disability carrier, UnumProvident, has relied on a host of shady practices--from surveillance to one-sided medical evaluations to policy re-interpretations-to target and terminate benefit payments.
Through these cautionary tales, he shines a spotlight on widespread bad faith double-dealing by insurance providers and details the key regulatory failures that enable these practices to continue unchecked.
Through the compelling stories of ordinary people who have been driven to bankruptcy--or worse--when tragedy struck, Bourhis shows how the insurance industry runs roughshod over the very people it is paid to protect. He shows how the industry has become so insulated from accountability that neither lawsuits, punitive damage awards, federal court injunctions, newspaper headlines, nor television exposure can derail their determined efforts to turn a profit at any cost.
Bourhis, a national champion of policyholder rights, walks readers through both Joan Hangarter's heart-wrenching case and the stories of Susan McGregor, Stuart Gluck, John Tedesco, Laurie Hindiyeh, Eugene Molfino, Julie Guyton, Michael Baldwin, Margaret Santana, and numerous other claimants--real people with heart disease, AIDS, spinal injuries, brain damage, Parkinson's disease, and other disabilities whose benefits were cut off just when they needed them most. Bourhis shows how the world's largest disability carrier, UnumProvident, has relied on a host of shady practices--from surveillance to one-sided medical evaluations to policy re-interpretations-to target and terminate benefit payments.
Through these cautionary tales, he shines a spotlight on widespread bad faith double-dealing by insurance providers and details the key regulatory failures that enable these practices to continue unchecked.
In his groundbreaking book Somebodies and Nobodies, Robert Fuller identified a form of domination that everyone has experienced but few dare to protest: rankism, abuse of the power inherent in rank to exploit and humiliate someone of lower rank. It plays a role in just about every form of social oppressionÑracism, sexism, homophobia, and religious intolerance all have a significant element of rankism in them.
Most everyone has felt the sting of rankism--at the hands of a dictatorial boss, a condescending teacher, an arrogant doctor, or an imperious bureaucrat. But, equally, most everyone has inflicted it on someone of lower rank. That we are, all of us, both victims and perpetrators of rankism mandates a novel, multifaceted strategy for confronting it.
Fuller isn't proposing that we do away with rank--without it organizations become dysfunctional. He's not advocating an egalitarian society where all are equal in rank but rather a "dignitarian" one where all are equal in dignity: a society in which rankholders are held accountable, rankism is shunned, and dignity is broadly protected.
Most everyone has felt the sting of rankism--at the hands of a dictatorial boss, a condescending teacher, an arrogant doctor, or an imperious bureaucrat. But, equally, most everyone has inflicted it on someone of lower rank. That we are, all of us, both victims and perpetrators of rankism mandates a novel, multifaceted strategy for confronting it.
Fuller isn't proposing that we do away with rank--without it organizations become dysfunctional. He's not advocating an egalitarian society where all are equal in rank but rather a "dignitarian" one where all are equal in dignity: a society in which rankholders are held accountable, rankism is shunned, and dignity is broadly protected.