Leadership

Top diversity experts Katz and Miller offer a short, engaging guide to four simple behaviors that fundamentally change the quality and nature of people's workplace interactions, thereby opening doors to more productive interpersonal relationships, greater job satisfaction, and increased organizational success.

Management giant Henry Mintzberg turns his attention to health care, arguing that many of the massive issues facing health care stem from the fact that it is not a cohesive system. To heal itself, health care must become less distant and opaque and more engaging and collaborative.


Mintzberg begins in part 1 by confronting myths about health care, including the following:
• We have a system of health care.
• Health-care institutions can be fixed with more heroic leadership.
• The health-care system can be fixed by more administrative engineering.
• The health-care system can be fixed by more categorizing and commodifying to facilitate more calculating.
• The health-care system can be fixed with increased competition.
• Health-care organizations can be fixed by running them more like businesses.

Part 2 examines how health care is organized, in relation to what we know about differentiation, separation, and integration in organizations and systems in general. Mintzberg shows that in health care, the inclination has been to do an awful lot more differentiating than integrating. This has resulted in all sorts of excessive separations: curtains across the specialties, sheets over the patients, and walls and floors between the administrators. The favored form of organizing health care-the professional organization-is the source of its great strength as well as its debilitating weakness.

Part 3 then offers guidelines to reframe the core components of health care: strategy, organization, scale, ownership, management, and the “system” itself. For example, managing has to be about care more than cure, and organizing has to favor communityship over leadership, collaboration over competition.

This new edition of an award-winning risk management classic is more actionable than ever with new chapters on facilitating risk conversations and running a risk workshop.


Risk isn't just about threat; it's also about opportunity. You have to be ready to take advantage of the most unexpected good or bad events, or you'll lose out on major revenue opportunities. The Active Threat and Opportunity Management (ATOM) methodology helps companies, leaders, and project managers worldwide find the best strategy for taking advantage of unexpected events.

This Project Management Institute award-winning methodology is already used by top corporations. Will your organization be the next to take advantage of these brand-new chapters on risk workshops and risk facilitation? Exploit these ingenious techniques to get everyone in your organization on the same page about how much risk can be tolerated and make sure your MBA students and project managers are prepared to tackle the ups and downs of this risky world.

Having served on numerous corporate and nonprofit boards, former business school dean and university president White has a surprising message-many directors don't understand their roles as stewards. Rather than seeing boards as mere vehicles for oversight and basic monitoring, he shows, in detail and with hundreds of real-world anecdotes, how boards can do better.

For a lucky few, light conversation at parties and social events is a breeze. For the rest of us, there is Carol Fleming (bestselling author of It's the Way You Say It), who breaks even the shortest bit of small talk into an understandable process that anyone can master.

Much of your personal success hinges on the effectiveness of your personal communication skills. Whether or not new doors are opened to you may depend on how well you can meet one of life's most frustrating social challenges--starting and developing conversations with strangers, aka "small talk." Small talk is usually considered to be a light, pleasant, and safe verbal exchange, which allows people the time and association to get a sense of each other. It consists of introductions, exchange of personal information and interests when meeting new people and searching for a topic of mutual interest. According to Carol Fleming, conversationalist-extraordinaire, the business of small talk means:
-Bringing people together
-Facilitating understanding
-Finding friendships, building trust and maintaining relationships
-Developing your business
-Exposing you to different points of view
This book teaches you the concrete skills of social behavior, and promises to increase your understanding of what small talk is and what it does, while revealing the rituals and strategies for developing conversation. You may not think you have the "gift of gab," but Carol Fleming will convince you that you can master the fine art of small talk in all your business and social encounters.

Building on the success of her classic, bestselling book, Change Your Questions, Change Your Life (over 100,000 copies sold), Marilee Adams shows in this new book how teachers and other education professionals can change their own and their students' lives by developing an active, inquiring mindset and igniting a lifelong love of learning.

“This is an important book; it is a necessary book. It comprehensively addresses the rapidly expanding role of the project manager, a role that is striving to keep up with the corresponding expansion in the definition of project success.”
-from the Foreword by Michael O'Brochta


This is a classic, bestselling, practical guide that addresses the "soft" project management skills that are so essential to successful project, program, and portfolio management. Through a storytelling approach, the authors explain the necessary skills and how to use them to create an environment that supports project success. They demonstrate both the "why" and the "how" of creatively applying soft project management skills in the areas of leadership, conflict resolution, negotiations, change management, and more.

This second edition features new sections on ethics, business analysis, agile project management, managing across generations and between cultures, and more. Skills like leadership, negotiations, conflict management, and navigating organizational politics have always been important for project managers who want to succeed. Now the authors show how you can adjust and hone those skills given the forces and trends in today's business world.

The leading author and senior statesman in the field of diversity management identifies the most effective diversity management philosophies, strategies, and practices from around the world.

From diversity experts Judith Katz and Frederick Miller comes an illustrated guide to being your full-sized self in a very large workplace-world, Be BIG.

The billion-dollar employee engagement industry has failed workers. This guide shows the data-driven alternative: measuring and improving employee well-being for lasting results.

For years, companies have trumpeted employee engagement as the lifeblood of success, weaving grand promises of thriving workplaces and soaring performance. Yet, Gallup's data shatters this façade: a mere 30 percent of US workers and 21 percent globally are engaged today, dismal figures essentially unchanged for over a decade. This rather damning reality exposes a commitment not just half-hearted but utterly disingenuous. Perfunctory surveys, dusted off once or twice a year, vanish into the void, sparking no meaningful change, while ineffective or toxic managers sidestep accountability with ease. The fallout is a workforce drowning in disillusionment, tethered to a metric that's broken beyond repair. In The Power of Employee Well-Being, Mark C. Crowley unveils a revolutionary vision, proving well-being ignites fierce commitment, unleashes boundless productivity, and forges workplaces where people and profits thrive.

Why Well-Being Matters
Drawing on a University of Oxford study of 17 million workers, Crowley urges leaders to abandon flawed engagement metrics and champion well-being. Far from a soft idea, it drives results. Gallup, Harvard, and London School of Economics studies show organizations prioritizing well-being gain 27 percent higher profitability, lower turnover, and better customer satisfaction. Yet, with three-quarters of US professionals facing burnout and a 74 percent surge in mental health–related leave (2023–2024), the crisis is urgent. Crowley highlights belonging-feeling valued, respected, and connected-as well-being's core, yet 94 percent of leaders overlook this vital driver.

A Practical Roadmap
Building on his trailblazing book Lead from the Heart, Crowley delivers a concise, actionable guide for busy managers to cultivate well-being and unlock team potential. Through practical strategies, he equips leaders to meet workers' core needs: caring leadership, manageable workloads, emotional support, growth opportunities, and fair treatment. Unlike hollow wellness programs, debunked by Oxford research, Crowley's methods reshape daily team experiences. His insights, forged over decades as a leader and researcher, are anchored by formidable data, including a British Telecom study linking well-being to higher sales and customer satisfaction.

A Leadership Revolution
With a foreword by Dr. Marshall Goldsmith, a four-time New York Times bestselling author, The Power of Employee Well-Being is a clarion call to reject superficial fixes and ignite a leadership revolution. Crowley brilliantly distills complex ideas into a vital guide for busy managers. With 52 percent of workers willing to take a 20 percent pay cut for better well-being, stakes are high. This is the essential playbook for leaders to build thriving workplaces where retention soars and teams excel.

Building on the success of his classic bestseller Eat That Frog! -- nearly one million copies sold - Brian Tracy shows how everyone can turn negative frogs (negative thoughts, emotions, and behaviors) into positive princes (positive thoughts, emotions, and behaviors) in all areas of life and work.

The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity.
With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace.
The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings.
Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity."
Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

“The perfect book for the times in which we live . . . page after page of engaging stories, profound insights, and practical tips on how you can stand up and take responsibility for making something meaningful happen.”
-Jim Kouzes, coauthor of the bestselling The Leadership Challenge

Stepping Up argues that almost every problem, from personal difficulties and business challenges to social issues, can be solved if all of us look to ourselves to create change rather than looking to others. And with the research to prove it, John Izzo shows that by seeing ourselves as the locus rather than the victims of change, we are happier, less stressed, and more powerful.

Izzo offers seven compelling principles that enable anyone to effectively bring about positive change. This book is filled with stories that illustrate the incredible power of stepping up: a middle-aged Italian shopkeeper who fought back against the Mafia, two teenagers who ignited an antibullying movement, an executive who turned a dying division into a profit center, and many more. This second edition includes a new chapter on the Stepping Up Continuum, a model that looks at six ways to know if you are stepping up or stepping back, as well as fresh stories and a self-assessment tool for helping leaders create a culture for stepping up in their organizations.

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.