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In a world of chaos, how can generative AI help leaders lead?
Over the next decade, all leaders will be augmented with some form of generative artificial intelligence, or GenAI. For the best leaders, this will mean dramatic improvement. For mediocre leaders, this will mean persistent confusion, distraction, and pretense. With futureback thinking-looking ten years ahead, then planning backward from future to next to now-this third edition of Leaders Make the Future shows how people can improve their leadership skills while expanding their human perspective.
Now 75 percent revised and expanded with resources from the Institute for the Future, this new edition is organized around ten future leadership skills:
• Augmented futureback curiosity
• Augmented clarity
• Augmented dilemma flipping
• Augmented bio-engaging
• Augmented immersive learning
• Augmented depolarizing
• Augmented commons creating
• Augmented smart mob swarming
• Augmented strength with humility
• Human calming
AI-augmented leadership will be key for any organization to tackle the uncertainty of the future. And by incorporating practical methodologies, ethical guidelines, and innovative leadership practices, this book will help leaders develop their clarity and moderate their certainty.
Over the next decade, all leaders will be augmented with some form of generative artificial intelligence, or GenAI. For the best leaders, this will mean dramatic improvement. For mediocre leaders, this will mean persistent confusion, distraction, and pretense. With futureback thinking-looking ten years ahead, then planning backward from future to next to now-this third edition of Leaders Make the Future shows how people can improve their leadership skills while expanding their human perspective.
Now 75 percent revised and expanded with resources from the Institute for the Future, this new edition is organized around ten future leadership skills:
• Augmented futureback curiosity
• Augmented clarity
• Augmented dilemma flipping
• Augmented bio-engaging
• Augmented immersive learning
• Augmented depolarizing
• Augmented commons creating
• Augmented smart mob swarming
• Augmented strength with humility
• Human calming
AI-augmented leadership will be key for any organization to tackle the uncertainty of the future. And by incorporating practical methodologies, ethical guidelines, and innovative leadership practices, this book will help leaders develop their clarity and moderate their certainty.
How do project managers achieve spectacular results when they have no direct authority over their team members? Here's a foolproof process for engaging your team: one that begins with engaging yourself.
Project managers are frequently given the task of driving results without having any authority to back up their directives. This book helps project managers succeed when the deck is stacked against them. The secret to running spectacular projects is engaging and inspiring every person who's part of your project, so they feel responsible for the outcome. And that engagement starts with you-- you have to feel engaged and inspired yourself before you can inspire others. Ruth Pearce, "The Project Motivator" draws on principles from positive psychology, workplace engagement, and character strengths to come up with a foolproof methodology you can apply in your workplace today.
Project managers are frequently given the task of driving results without having any authority to back up their directives. This book helps project managers succeed when the deck is stacked against them. The secret to running spectacular projects is engaging and inspiring every person who's part of your project, so they feel responsible for the outcome. And that engagement starts with you-- you have to feel engaged and inspired yourself before you can inspire others. Ruth Pearce, "The Project Motivator" draws on principles from positive psychology, workplace engagement, and character strengths to come up with a foolproof methodology you can apply in your workplace today.
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.
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.
In this troubling analysis of recent trends in the workplace, Vanderbilt professor of management and sociology Bruce Barry shows how Americans' increasing willingness to sacrifice basic freedoms while on the job undermines both our productivity as workers and our individual and collective ability to cultivate and participate in a free society.
Physician Bernard Lown tells the extraordinary story of how a group of Soviet and American doctors came together to stop nuclear proliferation and ended up winning the Nobel Peace Prize and influencing the course of history. It is a story that sheds new light on what really drove and still drives the nuclear arms race, the critical importance of citizen involvement in social change efforts, and what Lown terms the epidemic of militarism.
The only book that tackles how to manage the human factors and provide leadership before, during, and after catastrophic events provoked by nature, accidents, or acts of violence. The potential damage that can occur due to inadequate preparation makes this an issue too important to ignore.
Millions of consumers are actively seeking to unlock their potential and looking for businesses that can help. Tara-Nicholle Nelson shows companies how to create a two-way love affair with these “transformational consumers.”
The members of a massive and growing customer group are highly engaged with one subject: changing their own behavior to be healthier, wealthier, and wiser. Unlike the average consumer, these people are eager and excited to connect with businesses-if they'll help them make these very difficult changes. Nelson calls these people “transformational consumers.”
This book helps leaders understand these consumers, learn the business of behavior change, and rethink their products, services, marketing, and companies to meet the demands of this hypergrowth, trillion-dollar-plus transformational consumer market. Through revealing examples and case studies, Nelson details seven shifts that businesses must make to engage transformational consumers: change what you sell, change your business model, change how you define “your customer,” change your marketing, change your metrics, change how you define “the competition,” and change your culture. The companies that successfully reorient to reach and engage transformational consumers will escape the problem of disengagement and will continue to thrive, no matter how many new social media channels, distracting apps, or competitors they face.
The members of a massive and growing customer group are highly engaged with one subject: changing their own behavior to be healthier, wealthier, and wiser. Unlike the average consumer, these people are eager and excited to connect with businesses-if they'll help them make these very difficult changes. Nelson calls these people “transformational consumers.”
This book helps leaders understand these consumers, learn the business of behavior change, and rethink their products, services, marketing, and companies to meet the demands of this hypergrowth, trillion-dollar-plus transformational consumer market. Through revealing examples and case studies, Nelson details seven shifts that businesses must make to engage transformational consumers: change what you sell, change your business model, change how you define “your customer,” change your marketing, change your metrics, change how you define “the competition,” and change your culture. The companies that successfully reorient to reach and engage transformational consumers will escape the problem of disengagement and will continue to thrive, no matter how many new social media channels, distracting apps, or competitors they face.
Whether for fear of an uncertain economy or reluctance to deal with the inevitable stresses of looking for work, many people feel unwilling or unable to change jobs. So they simply "quit on the job." They disengage, produce less, and bide their time in quiet dissatisfaction, making themselves, and often their coworkers, family, and friends miserable. But there is an alternative.
Love It, Don't Leave It provides readers with 26 ways to make their current work environment more satisfying. Presented in an appealing, accessible A-to-Z format, Love It, Don't Leave It includes strategies for improving communication, stimulating career growth, balancing work with family, and much more. Designed for workers at any age and at any stage, Love It, Don't Leave It helps people assume responsibility for the way their work lives work. Readers who try just a few of the strategies in this book may find that the job they want is the job they already have.
Love It, Don't Leave It provides readers with 26 ways to make their current work environment more satisfying. Presented in an appealing, accessible A-to-Z format, Love It, Don't Leave It includes strategies for improving communication, stimulating career growth, balancing work with family, and much more. Designed for workers at any age and at any stage, Love It, Don't Leave It helps people assume responsibility for the way their work lives work. Readers who try just a few of the strategies in this book may find that the job they want is the job they already have.
By bestselling author Ken Blanchard (whose 40+ books have sold over 18 million copies), KNOW CAN DO! tells the story of how a well known author learns to bridge the gap between what we all know-all the advice we've taken in from books, seminars, etc.-and how we actually use that knowledge.
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.
The Arivind Eye Care System treats 2.7 million patients a year in the developing world for blindness and other eye problems and seems to violate every rule of business. Patients pay what they want (if they pay at all, which most don't), it deliv-ers services for one percent of the cost of comparable care in developed countries, functions at many times the volume with a lower complication rate, and is com-pletely self-sustaining. This book is the first to tell its extraordinary story.
Appreciative Intelligence provides a new answer to what enables successful people to dream up their extraordinary and innovative ideas; why employees, partners, colleagues, investors, and other stakeholders join them on the path to their goals, and how they achieve these goals despite obstacles and challenges. It is not simple optimism. People with appreciative intelligence are realistic and action oriented--they have the ability not just to identify positive potential, but to devise a course of action to take advantage of it.
Drawing on their own original research and recent discoveries in psychology and cognitive neuroscience, Thatchenkery and Metzker outline the evidence for appreciative intelligence, detail its specific characteristics, and show how you can develop this skill and use it in your own life and work. They show how the most successful leaders are able to spread appreciative intelligence throughout an organization, and they offer tools and exercises you can use to increase your own level of appreciative intelligence and so become more creative, resilient, successful, and personally fulfilled.
Drawing on their own original research and recent discoveries in psychology and cognitive neuroscience, Thatchenkery and Metzker outline the evidence for appreciative intelligence, detail its specific characteristics, and show how you can develop this skill and use it in your own life and work. They show how the most successful leaders are able to spread appreciative intelligence throughout an organization, and they offer tools and exercises you can use to increase your own level of appreciative intelligence and so become more creative, resilient, successful, and personally fulfilled.
In today's fast-paced business environment, frequent feedback and “course correction” is absolutely vital. But about the only time most managers offer employees feedback is during scheduled (and generally infrequent) performance appraisals, which tend to be stiff, formal, and-whether intentionally or not-adversarial, and therefore ineffective. Formula 2+2 offers a simple yet powerful approach to revolutionizing feedback conversations. It details the five secrets of effective feedback:
• Timeliness
• Balance
• Focus
• Specificity
• Follow-up
Formula 2+2 shows how to foster a culture of continuous feedback which increases the effectiveness of the manager, protects the spirit and dignity of employees, and provides a systematic approach to reinforcing and improving employee performance.
• Timeliness
• Balance
• Focus
• Specificity
• Follow-up
Formula 2+2 shows how to foster a culture of continuous feedback which increases the effectiveness of the manager, protects the spirit and dignity of employees, and provides a systematic approach to reinforcing and improving employee performance.
With a government held hostage by poisonous partisan gridlock, there has never been a greater need for changing our political process. The transpartisan movement offers hope for finding common ground.
Our country's motto is “E Pluribus Unam-“out of many, one”-but you'd never know it now, says activist Mark Gerzon. The United States seems hopelessly divided. In the past, Americans could disagree without demonizing each other. But now healthy partisan debate has been replaced by brutal political brawling, where nothing but winning matters. Loyalty to party has replaced love of country.
The solution, says Gerson, is to become transpartisan. This doesn't mean adopting a new set of political beliefs. “Transpartisan” is an adjective, not another ism. You can be a transpartisan Democrat, a transpartisan Republican, or a transpartisan independent. It is about the how, not the what, a way of conducing politics and solving problems that is the opposite of the hyperpartisanship destroying our country. If you're open to learning instead of insisting you already have all the answers; if you're open to change instead of remaining where you've always been; if you're open to working with people you disagree with instead of vilifying them; if you're open to finding new solutions instead of clinging to the same old positions; in short, if you place country above party, you are a transpartisan!
Gerzon describes the roots and core beliefs of the movement, and uses real-world examples to show how transpartisans are already making a difference all over America. This book, at its core, is about what has made America great - and what can restore that greatness if we seize the opportunities before us.
Our country's motto is “E Pluribus Unam-“out of many, one”-but you'd never know it now, says activist Mark Gerzon. The United States seems hopelessly divided. In the past, Americans could disagree without demonizing each other. But now healthy partisan debate has been replaced by brutal political brawling, where nothing but winning matters. Loyalty to party has replaced love of country.
The solution, says Gerson, is to become transpartisan. This doesn't mean adopting a new set of political beliefs. “Transpartisan” is an adjective, not another ism. You can be a transpartisan Democrat, a transpartisan Republican, or a transpartisan independent. It is about the how, not the what, a way of conducing politics and solving problems that is the opposite of the hyperpartisanship destroying our country. If you're open to learning instead of insisting you already have all the answers; if you're open to change instead of remaining where you've always been; if you're open to working with people you disagree with instead of vilifying them; if you're open to finding new solutions instead of clinging to the same old positions; in short, if you place country above party, you are a transpartisan!
Gerzon describes the roots and core beliefs of the movement, and uses real-world examples to show how transpartisans are already making a difference all over America. This book, at its core, is about what has made America great - and what can restore that greatness if we seize the opportunities before us.
Many of today's business leaders champion learning as essential to business success, backing their belief with massive investments in Training and Development (T&D). In fact, T&D investments reach $56 billion per year in the U.S. alone. In this era of unprecedented opportunity, the time is right for T&D to become a full-fledged "player" in the world of business.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
At issue, the authors contend, is T&D's inability to seize this opportunity and deliver unmistakable value to its most influential customers-the exectuvies who pay for trainiing services but are unable to see clear business value being returned on their companies' training investments. The authors also contend that T&D must alter the traditional precepts that keep it "separate form the business" and "out of the loop" strategically.
Van Adelsberg and Trolley suggest that the key to delivering unmistakable business value lies in transforming T&D-in spirit and in practice-from a funciton to a business. The authors draw on their experiences working inside Moore Corporation, DuPont, Mellon Bank, Kaiser Permanente, Texas Instruments, and other top businesses to illustrate how "Running Training Like a Business":
1. Eliminates the many hidden costs of training;
2. Re-focuses T&D from delivering training content to addressing business issues;
3. Makes T&D a full stategic partner in business decision making;
4. Ensures that training measurement is "baked in, not bolted on";
5. Improves the effectiveness and efficiency of internal and/or external T&D organizations.
Trolley and van Adelsberg lead the reader through a proven four-step process for transforming traditional training organizations into training enterprises capable of delivering unmistakable value, quarter after quarter and year after year.
Combining the talents of a professor of religion and an expert on workplace dynamics, this book continues the tradition begun by its bestselling predecessor, What Would Buddha Do (more than 30,000 copies sold), as yet another perfect tool for bringing bite-size chunks of Buddhist wisdom to give meaning to and resolve common conflicts found in everyday work.