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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.
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.
From a top scholar and corporate executive comes a new vision for leadership; the days of top-down management are numbered, but the potential for peer-to-peer leadership is limitless.
The international bestseller that’s changed more than half a million lives is back—refreshed for today’s world.
What if one simple shift could transform your results at work and in life? With Change Your Questions, Change Your Life, it can.
In this updated fifth edition, Dr. Marilee Adams shows how to break free from the Judger mindset of blame and stress and move into the Learner mindset of curiosity, solutions, and growth. Using the proven Choice Map, you’ll see exactly how the questions you ask shape your decisions, relationships, and success.
What’s new in this edition?
What if one simple shift could transform your results at work and in life? With Change Your Questions, Change Your Life, it can.
In this updated fifth edition, Dr. Marilee Adams shows how to break free from the Judger mindset of blame and stress and move into the Learner mindset of curiosity, solutions, and growth. Using the proven Choice Map, you’ll see exactly how the questions you ask shape your decisions, relationships, and success.
What’s new in this edition?
- Fresh updates throughout to reflect today’s workplaces and challenges
- One brand-new exercise to help you apply Question Thinking immediately
- Modern insights to keep these timeless tools relevant and practical
For leaders, facilitators, social change agents, and anyone charged with convening groups, Baldwin and Linnea offer a foundational guide to circle process, the simple yet profound practice through which people sit within a negotiated social frame that fosters clear speaking, compassionate listening, and the making of well-grounded decisions.
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.
As Ken Blanchard, John Carlos, and Alan Randolph clearly demonstrated in their previous bestseller, Empowerment Takes More Than a Minute, empowerment is not a goal that can be achieved in a minute. Empowerment is a process that requires ongoing effort, awareness, and commitment to transforming the hierarchy. This essential guide offers managers detailed, hands-on answers to their real-life questions about how, exactly, they can navigate the journey to empowerment.
Written in an easily accessible Q&A format, the book closely examines and expands on the three keys to empowerment originally presented in Empowerment Takes More Than a Minute-sharing information, creating autonomy through boundaries, and replacing the hierarchy with teams. It clearly outlines the promises and challenges of each stage of the journey, providing managers with thought-provoking questions, clear advice, effective activities, and action tools that will help them create a culture of empowerment. Wherever they are in the journey, managers will find a clear roadmap in this user-friendly action guide.
Written in an easily accessible Q&A format, the book closely examines and expands on the three keys to empowerment originally presented in Empowerment Takes More Than a Minute-sharing information, creating autonomy through boundaries, and replacing the hierarchy with teams. It clearly outlines the promises and challenges of each stage of the journey, providing managers with thought-provoking questions, clear advice, effective activities, and action tools that will help them create a culture of empowerment. Wherever they are in the journey, managers will find a clear roadmap in this user-friendly action guide.
What if some of the most powerful words in your organization were “I'm not sure,” “I need help,” and “I have a new idea”? Imagine the potential for innovation, connection, and results if your employees felt courageous enough to say anything to you.
What if people could simply communicate what they are really thinking without fear of having a bad idea? When you are in a leadership position, your people should feel comfortable to learn from and brainstorm with you. It is your responsibility to create an authentic environment characterized by honesty and trust that encourages everyone to share ideas. When your people don't speak up, it's not their problem-it's yours.
Building a culture in which people are able to say anything opens up pathways to innovation that would otherwise not exist. Ultimately, this book is a letter to leaders-filled with experience, research, and practicality. Peering inside a vast array of organizations for the past decade, the authors have seen time and again that leaders are failing to draw out ideas from their introverts and, at the same time, shutting up their extroverts. Inhibitors in organizations make candid communication unsafe. As a leader, you must recognize and acknowledge these complex dynamics and then work tirelessly to inspire your team to speak freely.
What if people could simply communicate what they are really thinking without fear of having a bad idea? When you are in a leadership position, your people should feel comfortable to learn from and brainstorm with you. It is your responsibility to create an authentic environment characterized by honesty and trust that encourages everyone to share ideas. When your people don't speak up, it's not their problem-it's yours.
Building a culture in which people are able to say anything opens up pathways to innovation that would otherwise not exist. Ultimately, this book is a letter to leaders-filled with experience, research, and practicality. Peering inside a vast array of organizations for the past decade, the authors have seen time and again that leaders are failing to draw out ideas from their introverts and, at the same time, shutting up their extroverts. Inhibitors in organizations make candid communication unsafe. As a leader, you must recognize and acknowledge these complex dynamics and then work tirelessly to inspire your team to speak freely.
Positive psychology and organizational guru Larry Senn shows readers how allowing room for your mood swings rather than suppressing them can lead you to be more successful and happy.
Mood swings are a common, almost universal experience-especially in a world as full of unpredictable, uncontrollable changes and chances as ours. People know they have good and bad moods, but most have never thought of them as an emotional elevator they ride and can have influence over. Perhaps they've even tried to suppress their moods and refuse to acknowledge the ride at all.
Larry Senn implores us to take our changing moods seriously and ride the mood elevator, which can help us all be more effective leaders and greatly impact our personal lives. At the top floors, we find ourselves to be grateful, wise, creative, resourceful, and hopeful. At the bottom, we can be depressed, angry, stressed, judgmental, and defensive. The Mood Elevator provides a framework and a series of simple pointers and illustrative stories that help us see that without taking the full ride, we can't access the top floor moods without remembering that we have to build up from the bottom.
The Mood Elevator shows us that we create our own moods through our own thinking and, in the end, have control over the direction we head. The book provides simple steps for readers to quickly change their thinking to create better emotional states based on their environments.
Mood swings are a common, almost universal experience-especially in a world as full of unpredictable, uncontrollable changes and chances as ours. People know they have good and bad moods, but most have never thought of them as an emotional elevator they ride and can have influence over. Perhaps they've even tried to suppress their moods and refuse to acknowledge the ride at all.
Larry Senn implores us to take our changing moods seriously and ride the mood elevator, which can help us all be more effective leaders and greatly impact our personal lives. At the top floors, we find ourselves to be grateful, wise, creative, resourceful, and hopeful. At the bottom, we can be depressed, angry, stressed, judgmental, and defensive. The Mood Elevator provides a framework and a series of simple pointers and illustrative stories that help us see that without taking the full ride, we can't access the top floor moods without remembering that we have to build up from the bottom.
The Mood Elevator shows us that we create our own moods through our own thinking and, in the end, have control over the direction we head. The book provides simple steps for readers to quickly change their thinking to create better emotional states based on their environments.
The new edition of an international bestseller helps individuals and organizations shift to a new mindset that will improve performance, spark collaboration, accelerate innovation, and make your life and the lives of everyone around you better.
Bestselling author Bill George (True North 150,000 copies sold) and longtime corporate executive Doug Baker have participated for decades in a unique small group of peers dedicated to personal growth and leadership development. In this book they provide the first practical guide - including detailed instructions, rules, and resources - for anyone to start and manage such a group on their own.
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.
One of the world's top experts on applying analytics to organizational performance provides a new, more comprehensive approach for using analytics to effectively guide business decisions.
There are tons of books on how to do strategy execution better, but they all operate from the premise that their one-size-fits-all solution works for what ails all companies. But each company's context and problems are unique. You need analytics to diagnose where improvements really need to be made, but existing approaches don't give you the full picture. Senior Research Scientist at the Center for Effective Organizations, Alec Levenson provides a roadmap for doing diagnostics that will lead to actionable insights and solutions.
Levenson's model, combines the enterprise (or organization-level) approach to analytics and the human capital (or job-level) approach. This solves two parallel problems in organizations today: senior leaders pay too little attention to the practical challenges of implementing the business strategy and setting goals for achieving it, and frontline managers and HR too often focus on narrow improvements to jobs and processes that appear to be useful yet have little strategic value. The book provides an in-depth critique of common measurement approaches and, through case studies and real-world examples, shows how to apply the model to increasing customer retention, spurring innovation, developing go-to-market strategies, making budgeting and investment decisions, and more.
There are tons of books on how to do strategy execution better, but they all operate from the premise that their one-size-fits-all solution works for what ails all companies. But each company's context and problems are unique. You need analytics to diagnose where improvements really need to be made, but existing approaches don't give you the full picture. Senior Research Scientist at the Center for Effective Organizations, Alec Levenson provides a roadmap for doing diagnostics that will lead to actionable insights and solutions.
Levenson's model, combines the enterprise (or organization-level) approach to analytics and the human capital (or job-level) approach. This solves two parallel problems in organizations today: senior leaders pay too little attention to the practical challenges of implementing the business strategy and setting goals for achieving it, and frontline managers and HR too often focus on narrow improvements to jobs and processes that appear to be useful yet have little strategic value. The book provides an in-depth critique of common measurement approaches and, through case studies and real-world examples, shows how to apply the model to increasing customer retention, spurring innovation, developing go-to-market strategies, making budgeting and investment decisions, and more.
Leadership coach, consultant, and keynote speaker Steve Arneson, named one of the country's top 25 leadership coaches by Leadership Excellence Magazine, helps aspiring leaders overcome cutbacks in corporate training and "pull themselves up" the leadership ladder in 50 practical, tested tips.
