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Adopting the latest agile tools and practices won't be enough to respond to rapid market change. Leaders must first lay the groundwork by creating the right environment for these tools to work.
An ever-growing pile of frameworks and tools falsely offer an “easy route” to organizational agility. However, responding to rapid market change requires you alter so much more than just your way of working. Your work style is only one of six factors that the Agile Centre's research identifies as the key to success. From years of experience certifying people in agile leadership, product ownership, and scrum mastery, Karim Harbott has created a model that will help your organization achieve all six factors required for success: leadership, culture, structure, engagement, and governance as well as ways of working together. Drawing from Harbott's famous Business Agility Canvas, this book will help leaders get realistic about the scope of the changes needed in their organization and show them how to get started.
An ever-growing pile of frameworks and tools falsely offer an “easy route” to organizational agility. However, responding to rapid market change requires you alter so much more than just your way of working. Your work style is only one of six factors that the Agile Centre's research identifies as the key to success. From years of experience certifying people in agile leadership, product ownership, and scrum mastery, Karim Harbott has created a model that will help your organization achieve all six factors required for success: leadership, culture, structure, engagement, and governance as well as ways of working together. Drawing from Harbott's famous Business Agility Canvas, this book will help leaders get realistic about the scope of the changes needed in their organization and show them how to get started.
This is the first book on social laboratories, a new methodology for addressing complex societal challenges. The book includes case examples of how this new methodology has proven successful over the past decade in bringing people together in many nations to make breakthroughs in solving such problems as poverty, ethnic conflict, and environmental issues.
Most approaches to conflict resolution and negotiation result in just temporary settlement, compromise, or capitulation. This book offers new principles and new tools to show how to get to real, lasting resolution of any kind of personal, business, organizational, or community conflict
A detailed framework for leaders to move past outdated workplace blame and shame strategies to cultivate resilient teams capable of facing adversity and setbacks confidently.
Workplace finger-pointing stifles creativity, reduces productivity, and limits psychological safety. Although no one sets out to be judgmental, learning new habits is hard. Two experienced leadership and agilists coaches share a road-tested leadership model that continuously embraces humility and failure as part of the growth process to deliver results.
By facilitating blame-free retrospective meetings, leaders chart a productive path forward. They amplify three essential motivators of purpose, autonomy, and co-intelligence within their team. Layered on with four resilience factors: inclusive collaboration, transparent power dynamics, collaborative learning, and embracing conflict. After applying these strategies, learning leaders will help their teams and themselves become more resilient and better equipped to handle any unexpected and challenging tasks that comes their way.
Workplace finger-pointing stifles creativity, reduces productivity, and limits psychological safety. Although no one sets out to be judgmental, learning new habits is hard. Two experienced leadership and agilists coaches share a road-tested leadership model that continuously embraces humility and failure as part of the growth process to deliver results.
By facilitating blame-free retrospective meetings, leaders chart a productive path forward. They amplify three essential motivators of purpose, autonomy, and co-intelligence within their team. Layered on with four resilience factors: inclusive collaboration, transparent power dynamics, collaborative learning, and embracing conflict. After applying these strategies, learning leaders will help their teams and themselves become more resilient and better equipped to handle any unexpected and challenging tasks that comes their way.
Bestselling author Jennifer Kahnweiler (Quiet Influence and The Introverted Leader-over 20,000 copies sold each) offers a five-step process that will help introverts and extroverts understand and appreciate each other and work together to achieve more than they ever could on their own.
Mick and Keith. Jobs and Woz. FDR and Eleanor. Gilbert and Sullivan. History is filled with examples of successful introvert-extrovert partnerships. But how can two people who sometimes seem to be from different planets not just work together but make extraordinary products, create great works of art, and even change history?
Jennifer Kahnweiler says the key is to remember that these relationships are most successful when opposites stop emphasizing their differences and use approaches that move them towards results. She provides a five-step process that helps introverts and extroverts understand each other's “cultures,” use their inevitable conflicts to spur creativity, find the right roles within their partnership, enjoy each other's company, and adapt and adjust their roles when working with clients. These partnerships require constant maintenance-opposites don't attract, they have to work at it. But when they succeed they produce exponential results. Blending the two points of view allows both partners to see and act on things neither partner would have separately.
Mick and Keith. Jobs and Woz. FDR and Eleanor. Gilbert and Sullivan. History is filled with examples of successful introvert-extrovert partnerships. But how can two people who sometimes seem to be from different planets not just work together but make extraordinary products, create great works of art, and even change history?
Jennifer Kahnweiler says the key is to remember that these relationships are most successful when opposites stop emphasizing their differences and use approaches that move them towards results. She provides a five-step process that helps introverts and extroverts understand each other's “cultures,” use their inevitable conflicts to spur creativity, find the right roles within their partnership, enjoy each other's company, and adapt and adjust their roles when working with clients. These partnerships require constant maintenance-opposites don't attract, they have to work at it. But when they succeed they produce exponential results. Blending the two points of view allows both partners to see and act on things neither partner would have separately.
The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
A research-backed framework for building the kind of trust that reduces turnover, strengthens teams, and makes leaders genuinely worth following.
Most leadership problems trace back to a single root cause: a breakdown in trust. This book gives leaders at every level a clear, proven model for diagnosing where trust is eroding and rebuilding it systematically, drawing on original research and years of work with Fortune 500 companies and government agencies worldwide.
Trusted Leader is structured as two books in one: an engaging business parable and a practical implementation guide.
If your team is underperforming, misaligned, or quietly disengaged, this book offers a structured, repeatable path forward.
Most leadership problems trace back to a single root cause: a breakdown in trust. This book gives leaders at every level a clear, proven model for diagnosing where trust is eroding and rebuilding it systematically, drawing on original research and years of work with Fortune 500 companies and government agencies worldwide.
Trusted Leader is structured as two books in one: an engaging business parable and a practical implementation guide.
- The story: Follow CEO Ethan Parker as a looming product deadline exposes deep cracks in his team's trust, and learn alongside him as he discovers the Eight Pillars framework during an unplanned week at a mountain resort
- The framework: Clarity, compassion, character, competency, commitment, connection, contribution, and consistency, each with dedicated application chapters, diagnostic tools, and strategies you can put to work immediately
- What you'll gain: Practical approaches to reducing attrition, increasing team alignment, setting clearer priorities, and becoming the most trusted voice in your field
- Who it's for: Senior leaders, managers, HR professionals, and anyone responsible for building a high-performance culture, including those leading through change or rebuilding after a trust breakdown
- Real-world grounding: Endorsed by leaders at Anytime Fitness, Caribou Coffee, Red Wing Shoes, Penn State, and the Colorado Rockies, with case examples showing measurable results including a 30 percent reduction in turnover
If your team is underperforming, misaligned, or quietly disengaged, this book offers a structured, repeatable path forward.
If management theories and systems (think: "Management by Objectives" and "Process Optimization") are the religion, consultants are the high-priests. With years as a top Fortune 100 executive and, yes, management consultant, Karen Phelan exposes the whole game. Takeaway: consultants have forgotten that business are made up of real people, not numbers. Empathy, not MBA's, is the real future of management.
If your people know you care about them, they will move mountains. Employee engagement and loyalty expert Heather Younger outlines nine ways to manifest the radical power of caring support in the workplace.
Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first.
Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.
Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first.
Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
Hire and Keep the Best People is filled with proven, practical knowledge and offers effective steps you can take today to find, select, hire, orient, train, and retain the best people for your business.
Leadership is difficult--in our quest to teach leaders the secrets of success, we've somehow lost sight of this truth. Steven Snyder teaches leaders that leadership is a marathon, not a sprint; his book offers key strategies for navigating challenges.
The Lean Startup concept has revolutionized the way businesses are developed. Now Michel Gelobter applies this powerful concept to the social sector.
In business, the lean start-up movement is turning the traditional approach to innovation on its head. Rather than developing an elaborate plan, raising money to fund it, and then following it to its uncertain conclusion-a process that can take years-entrepreneurs in companies new and old are launching small inexpensive initiatives to test ideas, quickly learning from failures and successes, and using that data to further refine the ideas and test them again. Social entrepreneur Michel Gelobter says there's no reason the social sector can't do the same.
Gelobter goes through the lean startup process step by step, showing exactly how nonprofits and advocacy organizations can adapt it to increase their impact. He uses dozens of real-world examples: a homelessness group that discovered the one metric they needed to improve to get more people off the streets; a technology-based literacy startup that was able to reach two million children in two years, when it took a more traditionally-oriented program fifteen; and many others. From the glimmer of an idea to make the world a better place to deep reform in the heart of the world's largest government and non-profit bureaucracies, Michel Gelobter shows how the lean start-up can drive a revolution in policy and social change.
In business, the lean start-up movement is turning the traditional approach to innovation on its head. Rather than developing an elaborate plan, raising money to fund it, and then following it to its uncertain conclusion-a process that can take years-entrepreneurs in companies new and old are launching small inexpensive initiatives to test ideas, quickly learning from failures and successes, and using that data to further refine the ideas and test them again. Social entrepreneur Michel Gelobter says there's no reason the social sector can't do the same.
Gelobter goes through the lean startup process step by step, showing exactly how nonprofits and advocacy organizations can adapt it to increase their impact. He uses dozens of real-world examples: a homelessness group that discovered the one metric they needed to improve to get more people off the streets; a technology-based literacy startup that was able to reach two million children in two years, when it took a more traditionally-oriented program fifteen; and many others. From the glimmer of an idea to make the world a better place to deep reform in the heart of the world's largest government and non-profit bureaucracies, Michel Gelobter shows how the lean start-up can drive a revolution in policy and social change.
