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Our economy is designed by the 1 percent, for the 1 percent. This book offers a compelling vision of an equitable, ecologically sustainable alternative that meets the essential needs of all people.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
We're no longer conducting elections, we're holding auctions. Longtime activist and former political candidate Derek Cressman shows how we can return free speech to the people, not the biggest bankroll.
Now that the Supreme Court has equated money with speech and thrown out campaign spending limits, Americans want to know what they can do about it. Derek Cressman gives them the tools, both ideological and tactical, to fight back.
Cressman points out that there's nothing inherently unconstitutional in limiting speech. We do it all the time-for example, cities control when and where demonstrations can take place, or how long people can speak at council meetings. More importantly, he argues that while you choose to patronize Fox News, MSNBC, The New York Times, or the Wall Street Journal when they exercise their free speech rights, political advertising is forced upon you. It's paid speech-not at all what the Founders had in mind when they wrote the First Amendment.
Cressman looks at why attempts to limit paid political speech have failed so far, what a constitutional amendment limiting paid speech should say, and explains how citizens can use an overlooked political tool to help gain its passage. Seven times in our history we've passed constitutional amendments to overturn wrongheaded rulings by the Court-there's no reason we can't do it again.
Now that the Supreme Court has equated money with speech and thrown out campaign spending limits, Americans want to know what they can do about it. Derek Cressman gives them the tools, both ideological and tactical, to fight back.
Cressman points out that there's nothing inherently unconstitutional in limiting speech. We do it all the time-for example, cities control when and where demonstrations can take place, or how long people can speak at council meetings. More importantly, he argues that while you choose to patronize Fox News, MSNBC, The New York Times, or the Wall Street Journal when they exercise their free speech rights, political advertising is forced upon you. It's paid speech-not at all what the Founders had in mind when they wrote the First Amendment.
Cressman looks at why attempts to limit paid political speech have failed so far, what a constitutional amendment limiting paid speech should say, and explains how citizens can use an overlooked political tool to help gain its passage. Seven times in our history we've passed constitutional amendments to overturn wrongheaded rulings by the Court-there's no reason we can't do it again.
Why do teams settle for bad ideas or kill good ones? Popular consultant B. Kim Barnes's unique process of constructive debate shows how teams can create better ideas and outcomes by eliminating obstacles to honest discussion, creativity, and collaboration.
In too many organizations, great ideas and unusual solutions can be suppressed, ignored, or attacked. Departments defend their turf, and people choose what is safe over what is better. Honest opinions often show up in the “meeting after the meeting” because people fear conflict or repercussions. Bad ideas move forward and good ideas die, which can lead to disastrous results-financial or otherwise. Luckily, there is a workable path out of this dysfunction. Kim Barnes's process of Constructive Debate shows how to establish conditions that encourage the free exchange, discussion, and development of ideas and eliminate conditions that prevent potentially useful ideas from getting heard. By using this tested model, any company or team can improve outcomes and bring out everyone's best ideas.
In too many organizations, great ideas and unusual solutions can be suppressed, ignored, or attacked. Departments defend their turf, and people choose what is safe over what is better. Honest opinions often show up in the “meeting after the meeting” because people fear conflict or repercussions. Bad ideas move forward and good ideas die, which can lead to disastrous results-financial or otherwise. Luckily, there is a workable path out of this dysfunction. Kim Barnes's process of Constructive Debate shows how to establish conditions that encourage the free exchange, discussion, and development of ideas and eliminate conditions that prevent potentially useful ideas from getting heard. By using this tested model, any company or team can improve outcomes and bring out everyone's best ideas.
Who are some of the most confident, fabulous people on the planet? Drag queens-and Jackie Huba wants to teach you how to channel the courage and confidence of drag in your personal and professional lives.
We all want to be fabulous. But too often we let self-doubt derail us from pursuing our passions and accomplishing our biggest goals. This was the situation Jackie Huba found herself in. At the lowest point in her life she serendipitously stumbled upon the wonderful world of drag queens, and to her surprise, she found them inspiring and energizing. They were supremely confident, utterly fearless, strong, powerful, and unabashedly and completely themselves-no apologies, no compromises. So she immersed herself in the world of drag, eventually becoming a female drag queen herself aka Lady Trinity.
Fiercely You is a creative, playful approach to the serious problems that women face regarding confidence and risk-taking. Drawing on her own experiences and interviews with the world's top drag queens, Huba offers five keys to the Queendom that will help readers ignore criticism and live life more fearlessly. This is not a guide to drag, it's a guide to life-but in a sense, all life is drag. As RuPaul, the most famous drag queen in the world, herself says, “We're born naked, and the rest is drag.” Huba and her coauthor Shelly Stewart Kronbergs-who explains the psychology research that supports each of Huba's keys-help readers become the amazing person they see inside their heads and feel in their hearts.
We all want to be fabulous. But too often we let self-doubt derail us from pursuing our passions and accomplishing our biggest goals. This was the situation Jackie Huba found herself in. At the lowest point in her life she serendipitously stumbled upon the wonderful world of drag queens, and to her surprise, she found them inspiring and energizing. They were supremely confident, utterly fearless, strong, powerful, and unabashedly and completely themselves-no apologies, no compromises. So she immersed herself in the world of drag, eventually becoming a female drag queen herself aka Lady Trinity.
Fiercely You is a creative, playful approach to the serious problems that women face regarding confidence and risk-taking. Drawing on her own experiences and interviews with the world's top drag queens, Huba offers five keys to the Queendom that will help readers ignore criticism and live life more fearlessly. This is not a guide to drag, it's a guide to life-but in a sense, all life is drag. As RuPaul, the most famous drag queen in the world, herself says, “We're born naked, and the rest is drag.” Huba and her coauthor Shelly Stewart Kronbergs-who explains the psychology research that supports each of Huba's keys-help readers become the amazing person they see inside their heads and feel in their hearts.
All team leaders worry and wonder about improving team performance. Using his experience leading the precision Thunderbirds aerobatic team, Venable shows that "closing the gaps" is the job of leaders and followers alike.
As a pilot, commander, and demonstration leader for the Thunderbirds, JV Venable gained key insights into team performance. Organizations need leaders who will minimize emotional friction and the gaps in alignment that slow teams down. But leaders can't do it all. To illustrate this, JV borrows a phenomenon common to racing and aerobatic teams alike: "drafting." When teams of bikes, cars, or jets are aligned and move in perfect formation, everyone shares the load of breaking resistance. But if the team is misaligned, or gaps between members grow by mere inches, the draft falters and the load falls back on the leader. Everybody loses.
JV's book gives teams and team leaders new tools for improving alignment and fostering closeness through commitment, loyalty, and trust. When trust is complete, team members move quickly to "close the gaps" and take on more of the load. This allows leaders to focus less on giving orders, and more on the road ahead.
Thunderbird pilots operate on a level of trust that allows them to sustain 18 inches between jets, which is all the more remarkable as the team experiences 50% turnover every year. JV's experience leading one of the most celebrated teams in the world makes for an unforgettable handbook. Can your team fly higher?
As a pilot, commander, and demonstration leader for the Thunderbirds, JV Venable gained key insights into team performance. Organizations need leaders who will minimize emotional friction and the gaps in alignment that slow teams down. But leaders can't do it all. To illustrate this, JV borrows a phenomenon common to racing and aerobatic teams alike: "drafting." When teams of bikes, cars, or jets are aligned and move in perfect formation, everyone shares the load of breaking resistance. But if the team is misaligned, or gaps between members grow by mere inches, the draft falters and the load falls back on the leader. Everybody loses.
JV's book gives teams and team leaders new tools for improving alignment and fostering closeness through commitment, loyalty, and trust. When trust is complete, team members move quickly to "close the gaps" and take on more of the load. This allows leaders to focus less on giving orders, and more on the road ahead.
Thunderbird pilots operate on a level of trust that allows them to sustain 18 inches between jets, which is all the more remarkable as the team experiences 50% turnover every year. JV's experience leading one of the most celebrated teams in the world makes for an unforgettable handbook. Can your team fly higher?
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
Employee engagement is shockingly low-but it's not an employee problem; it's a leadership problem. Bestselling author Mark Miller says it's up to leaders to create a workplace where their employees truly want to be-and he reveals four keys to doing it.
According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.
In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.
According to Gallup's 2017 report, only 33% of workers are engaged at work--and the numbers have been low for years. Leaders have tried and failed to address this critical problem. Based on Mark Miller's research, this book both simplifies and operationalizes the necessary behaviors to reverse this troubling trend. The missing link is realizing that the pandemic of low engagement is not a problem with the workers, it is a problem with the leaders.
In this charming fable, Blake, a young CEO, is convinced something is not quite right in his organization. Sales, profits, and customer satisfaction are barely improving, the competition is gaining on them and no one appears to care. And when he's honest with himself, he's lost his fire as well. He just can't put his finger on the problem. Blake seeks out his old friend and first mentor, Debbie Bruster. She sends Blake on a journey to discover the key to engaging leadership. By the end of his journey, Blake has discovered a powerful philosophy to guide his decisions in the future, and four drivers of engagement to implement today.
If you want to accomplish what's important to you, discipline and willpower won't get you where you need to go. In this iconoclastic new book, Susan Fowler reveals compelling insights and actions to help you master and maintain your motivation.
Susan Fowler makes the bold claim that not all motivation is created equal. Too often, workplaces, schools, and home environments set us up for suboptimal motivation-undermining our independence, relationships, and competence. In order to achieve optimal motivation, Fowler asks us to consider three simple scientific truths to help us achieve our goals and flourish:
1. Autonomy: we all need to perceive we have control over what happens in our lives
2. Relatedness: we all need to care about others and feel cared about without ulterior motives
3. Competence: we all need to feel we can meet everyday challenges and learn and grow each day
It's time we awakened to this truth: People don't want to be bored or disengaged. People appreciate meaningful challenges. People want to contribute, feel fulfilled, and grow and learn every day. No matter what our situation-or age-our basic nature is the desire to thrive. People long to experience the competence that comes from growing and learning every day. And now, thanks to the most groundbreaking research in the history of motivation, we know how to promote thriving.
Susan Fowler makes the bold claim that not all motivation is created equal. Too often, workplaces, schools, and home environments set us up for suboptimal motivation-undermining our independence, relationships, and competence. In order to achieve optimal motivation, Fowler asks us to consider three simple scientific truths to help us achieve our goals and flourish:
1. Autonomy: we all need to perceive we have control over what happens in our lives
2. Relatedness: we all need to care about others and feel cared about without ulterior motives
3. Competence: we all need to feel we can meet everyday challenges and learn and grow each day
It's time we awakened to this truth: People don't want to be bored or disengaged. People appreciate meaningful challenges. People want to contribute, feel fulfilled, and grow and learn every day. No matter what our situation-or age-our basic nature is the desire to thrive. People long to experience the competence that comes from growing and learning every day. And now, thanks to the most groundbreaking research in the history of motivation, we know how to promote thriving.
Grow old on purpose. This book invites readers to navigate a purposeful path from adulthood to elderhood with choice, curiosity, and courage.
None of us know for sure what will happen as we age. What Richard J. Leider and David A. Shapiro do know, however, is that a purposeful mindset is a fundamental component of a life well-lived. What Do You Want to Be When You Grow Old? invites readers into the experience of two lifelong friends taking on the courageous conversation of aging well with honesty and purpose. In the first half of the book, readers are introduced to a framework for looking back over their lives and examining how they've arrived at the place they have. In the second half, readers are invited to look forward to purposeful aging with courage, compassion, and curiosity.
In their bestseller Repacking Your Bags, Leider and Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book argues that aging well can be similarly defined as “aging in the place you belong, with people you love, doing the right ‘work,' on purpose.”
None of us know for sure what will happen as we age. What Richard J. Leider and David A. Shapiro do know, however, is that a purposeful mindset is a fundamental component of a life well-lived. What Do You Want to Be When You Grow Old? invites readers into the experience of two lifelong friends taking on the courageous conversation of aging well with honesty and purpose. In the first half of the book, readers are introduced to a framework for looking back over their lives and examining how they've arrived at the place they have. In the second half, readers are invited to look forward to purposeful aging with courage, compassion, and curiosity.
In their bestseller Repacking Your Bags, Leider and Shapiro defined the good life as “living in the place you belong, with people you love, doing the right work, on purpose.” This book argues that aging well can be similarly defined as “aging in the place you belong, with people you love, doing the right ‘work,' on purpose.”
“A thoughtful, practical read about the future of the flexible office.”-Adam Grant
“Office shock” is an abrupt, unsettling change in where, when, how, and even why we work. In this visionary book, three prominent futurists argue that the office is both a place and a process-offices and officing-with a new range of choices, including what they call the emerging officeverse.
To see the possibilities with fresh eyes, we must use future-back thinking to ask, What is the purpose of your officing? What are the outcomes-especially regarding climate-you want to achieve? With whom do you want to office? How will you augment your intelligence? Where and when will you office? How will you create an agile office?
Traditional offices were often unfair, uncomfortable, uncreative, and unproductive. This book explores how to seize this great opportunity to transform office work.
“Office shock” is an abrupt, unsettling change in where, when, how, and even why we work. In this visionary book, three prominent futurists argue that the office is both a place and a process-offices and officing-with a new range of choices, including what they call the emerging officeverse.
To see the possibilities with fresh eyes, we must use future-back thinking to ask, What is the purpose of your officing? What are the outcomes-especially regarding climate-you want to achieve? With whom do you want to office? How will you augment your intelligence? Where and when will you office? How will you create an agile office?
Traditional offices were often unfair, uncomfortable, uncreative, and unproductive. This book explores how to seize this great opportunity to transform office work.
The Least Retraumatizing Read on Childhood Sexual Abuse.
For Survivors, by a Survivor.
Healing Honestly is a candid, poignant, and often funny survivor-to-survivor guide to navigating the salty waters of untrue stories and victim-blaming narratives that survivors of child sex abuse hear every day.
Survivors of child sex abuse (CSA) are inundated with untrue stories of their abuse, the aftermath, and what their healing journey should look like. The truth is those stories are a bunch of hot garbage.
Healing Honestly is a guide for survivors, written by a survivor, helping to break through the negative self-talk and debunk the myths that impact victims of CSA, such as:
• There is a “real” survivor out there, and we are not it.
• It happened so long ago that we should be over it by now.
• We are having too much sex because of our trauma, and also, we are having too little sex because of our trauma.
With an approachable style that makes heavy topics not so damn scary, this book shows how trauma survivors can learn to identify these untrue stories that often come up in dating, in friendships, in families, at work, and more. Readers will discover strategies for turning down the volume on the bullshit so that they can hear their own wisdom and inner truth more clearly.
Full of wit and humor, Healing Honestly offers practical strategies for survivors of sex abuse to support themselves in living full and vibrant lives.
For Survivors, by a Survivor.
Healing Honestly is a candid, poignant, and often funny survivor-to-survivor guide to navigating the salty waters of untrue stories and victim-blaming narratives that survivors of child sex abuse hear every day.
Survivors of child sex abuse (CSA) are inundated with untrue stories of their abuse, the aftermath, and what their healing journey should look like. The truth is those stories are a bunch of hot garbage.
Healing Honestly is a guide for survivors, written by a survivor, helping to break through the negative self-talk and debunk the myths that impact victims of CSA, such as:
• There is a “real” survivor out there, and we are not it.
• It happened so long ago that we should be over it by now.
• We are having too much sex because of our trauma, and also, we are having too little sex because of our trauma.
With an approachable style that makes heavy topics not so damn scary, this book shows how trauma survivors can learn to identify these untrue stories that often come up in dating, in friendships, in families, at work, and more. Readers will discover strategies for turning down the volume on the bullshit so that they can hear their own wisdom and inner truth more clearly.
Full of wit and humor, Healing Honestly offers practical strategies for survivors of sex abuse to support themselves in living full and vibrant lives.
This new edition gives project managers practical methods and tools to make the right decisions while juggling multiple objectives, risks and uncertainties, and stakeholders.
This practical and pragmatic book will help you lead your company's IT professionals into alignment on supporting the real needs of your organization. Too often, IT projects are treated as entities isolated from larger corporate strategy-shiny new software replacing what is already there. In contrast, the goal of any technology project should be about changing the business to run differently and better. In this book, you will learn how to lead the culture change that can finally bring about a meaningful dialogue among business analysts and information technology professionals. Achieving this requires calling on seven critical disciplines: leadership, business design, technical architecture management, application development, organizational change management, implementation logistics, and project management.
Bob Lewis is an IT consultant and popular blogger, and Dave Kaiser brings years of experience as a chief information officer. Together they provide unique insight into the real-life challenges of IT functions and decision-making.
This practical and pragmatic book will help you lead your company's IT professionals into alignment on supporting the real needs of your organization. Too often, IT projects are treated as entities isolated from larger corporate strategy-shiny new software replacing what is already there. In contrast, the goal of any technology project should be about changing the business to run differently and better. In this book, you will learn how to lead the culture change that can finally bring about a meaningful dialogue among business analysts and information technology professionals. Achieving this requires calling on seven critical disciplines: leadership, business design, technical architecture management, application development, organizational change management, implementation logistics, and project management.
Bob Lewis is an IT consultant and popular blogger, and Dave Kaiser brings years of experience as a chief information officer. Together they provide unique insight into the real-life challenges of IT functions and decision-making.
“Jeff and Staney emphasize that small acts of creativity can have huge consequences and that ordinary people can do extraordinary things if they can see the opportunities in front of them.”
-Mitch Jacobson, Executive Director, Austin Technology Incubator, UT Blackstone LaunchPad, University of Texas at Austin
Nearly all of today's major innovation workshops and programs call on organizations to drive innovation. What they miss is that innovation comes from the personal creativity of individuals. And creativity doesn't require an advanced education or technical skills-all employees can be creative. Often, all they lack is a fitting mindset and the right tools.
The Creative Mindset brings how-to advice, tools, and techniques from two master innovators who have taught and worked with over half of all Fortune 500 companies. Jeff and Staney DeGraff introduce six essential creative-thinking skills that can be easily mastered with limited practice and remembered as the acronym CREATE: Concentrate, Replicate, Elaborate, Associate, Translate, and Evaluate. These six skills, sequenced as steps, simplify and summarize the most important research on creative thinking and draw on over thirty years of real-world application in some of the most innovative organizations in the world. It's time to rethink the way we make innovation happen. As the spirit of chef Gusteau proclaims in the Pixar classic Ratatouille, “Anyone can cook.”
-Mitch Jacobson, Executive Director, Austin Technology Incubator, UT Blackstone LaunchPad, University of Texas at Austin
Nearly all of today's major innovation workshops and programs call on organizations to drive innovation. What they miss is that innovation comes from the personal creativity of individuals. And creativity doesn't require an advanced education or technical skills-all employees can be creative. Often, all they lack is a fitting mindset and the right tools.
The Creative Mindset brings how-to advice, tools, and techniques from two master innovators who have taught and worked with over half of all Fortune 500 companies. Jeff and Staney DeGraff introduce six essential creative-thinking skills that can be easily mastered with limited practice and remembered as the acronym CREATE: Concentrate, Replicate, Elaborate, Associate, Translate, and Evaluate. These six skills, sequenced as steps, simplify and summarize the most important research on creative thinking and draw on over thirty years of real-world application in some of the most innovative organizations in the world. It's time to rethink the way we make innovation happen. As the spirit of chef Gusteau proclaims in the Pixar classic Ratatouille, “Anyone can cook.”