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The must-have book for everyone who wants to be heard. More than just a book on business speech, it looks at the range of common communication mistakes--from repeating oneself to speaking too quickly--that can result in a poor impression
Winner of the William Foote Whyte and Kathleen King Whyte Book Prize from the Rutgers Institute for the Study of Employee Ownership and Profit Sharing
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
Employee ownership creates stronger companies, helps workers build wealth, and fosters a fairer, more stable society. In this book, two leading experts show how it works-and how it can be greatly expanded.
Why are wages stagnant and wealth inequality increasing? One factor has inexplicably been left out: who owns the companies that drive the economy. Ownership gives people a claim to the fruits of free enterprise. Employee ownership gives workers-the people who have a stake in the company-a fair chance to benefit from their labors.
In three simple parts, Corey Rosen and John Case create a powerful argument for why employee ownership is the answer to capitalism's crisis and how to implement it:
1. What's wrong with what we have-The authors explain why companies usually end up being sold off to investors and the often-horrific consequences that result for workers, communities, and the environment.
2. How can we change things?-This section shows how overlooking ownership limits attempts to reform capitalism and why employee ownership is a realistic and practical way to save capitalism from its own excesses.
3. Reinventing capitalism for the 21st century-This section describes how employee ownership has been done, is being done, and can be expanded and gives examples of companies of all sizes and sectors.
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.
A powerful pocket guide for practitioners that distills all of the research and materials found in Otto Scharmer's seminal texts Theory U and Leading from the Emerging Future.
Theory U has evolved into a movement in both academic and organizational development programs on a global scale, yet all of the available literature on the subject can only be found in pricier and lengthier (400+ pages) works - putting it beyond the reach of many. Here, for the first time, the movement's key founder presents the core premise and application of Theory U in a competitively priced paperback that runs just 168 pages. The new developments into a short handbook that focuses on three essential components; the core principles of Theory U, the give movements that makes the process of Theory U, and social applications. The work presents the basic principles of Theory U and its usage in a compact format to be used as a simple introductory work to the field of presencing.
Theory U has evolved into a movement in both academic and organizational development programs on a global scale, yet all of the available literature on the subject can only be found in pricier and lengthier (400+ pages) works - putting it beyond the reach of many. Here, for the first time, the movement's key founder presents the core premise and application of Theory U in a competitively priced paperback that runs just 168 pages. The new developments into a short handbook that focuses on three essential components; the core principles of Theory U, the give movements that makes the process of Theory U, and social applications. The work presents the basic principles of Theory U and its usage in a compact format to be used as a simple introductory work to the field of presencing.
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.
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.
“In this precise primer on firearms practices and policies, progressive talk-show host Hartmann examines the history of routine gun usage and extreme gun violence and assesses the influence of gun ownership on contemporary political, economic, and social norms…A brief but powerful analysis of a searing national crisis.” -Booklist
Taking his typically in-depth, historically informed view, Thom Hartmann examines how guns have played important roles throughout American history, from early European settlement to the Revolutionary War and Manifest Destiny, through the use of Slave Patrols in the Deep South (which became the “well-regulated militias” so debated in 1787), to the assassination of John F. Kennedy and recent school massacres.
Looking at the present, Hartmann documents how inequality in America and the number of people killed in mass shootings have grown together over the last fifty years. Finally, he identifies a handful of common-sense and powerful solutions that would address the issue at different levels: from getting money out of politics to get the National Rifle Association out of lobbying, to passing laws that would treat gun ownership like car ownership (title, license, insurance), to addressing the social despair and economic inequality that drive violent crime and mass shootings.
Taking his typically in-depth, historically informed view, Thom Hartmann examines how guns have played important roles throughout American history, from early European settlement to the Revolutionary War and Manifest Destiny, through the use of Slave Patrols in the Deep South (which became the “well-regulated militias” so debated in 1787), to the assassination of John F. Kennedy and recent school massacres.
Looking at the present, Hartmann documents how inequality in America and the number of people killed in mass shootings have grown together over the last fifty years. Finally, he identifies a handful of common-sense and powerful solutions that would address the issue at different levels: from getting money out of politics to get the National Rifle Association out of lobbying, to passing laws that would treat gun ownership like car ownership (title, license, insurance), to addressing the social despair and economic inequality that drive violent crime and mass shootings.
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.
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.
“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.
-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.
Based on the New York Times bestseller The Body Is Not an Apology, this is an action guide to help readers practice the art of radical self-love both for themselves and to transform our society.
Readers of The Body Is Not an Apology have been clamoring for guidance on how to do the work of radical self-love. After crowdsourcing her community, Sonya Renee Taylor found her readers wanted more concrete ideas on how to apply this work in a larger social and structural context. Your Body Is Not an Apology is the action guide that gives them just that-tools and structured frameworks they can apply immediately to start changing the world. Taylor guides readers with concrete ideas and, as always, practical applications that move us beyond theory and into doing and being radical self-love change agents in the world. This workbook, along with the new edition of the book, will put people in action in their organizations, in politics, in their doctor's offices, and at their jobs.
Readers of The Body Is Not an Apology have been clamoring for guidance on how to do the work of radical self-love. After crowdsourcing her community, Sonya Renee Taylor found her readers wanted more concrete ideas on how to apply this work in a larger social and structural context. Your Body Is Not an Apology is the action guide that gives them just that-tools and structured frameworks they can apply immediately to start changing the world. Taylor guides readers with concrete ideas and, as always, practical applications that move us beyond theory and into doing and being radical self-love change agents in the world. This workbook, along with the new edition of the book, will put people in action in their organizations, in politics, in their doctor's offices, and at their jobs.
YES! Magazine cofounder Sarah van Gelder sends dispatches from an eighteen-state journey across America, describing how people abandoned by big national institutions are developing creative community-based solutions to environmental and social problems.
YES! Magazine cofounder Sarah van Gelder was worried about the current state of American society. Environmental destruction, growing poverty, urban decay, rural decline-it's a long list. Can we turn this around, she wondered? Are there answers we haven't found yet? She confided her fears to a friend, who said to her, “If the universe could deploy the one small person that is you, what would it have you do?” Her answer surprised them both: “I'd go out traveling and see for myself.”
So driving a twelve-year-old Toyota pickup truck with a tiny camper hand-painted by a Suquamish artist, van Gelder visited eighteen states and five Indian reservations, big cities and small towns. She wanted to meet people at the margins of society who were the least embedded in the big institutions that reward status quo thinking.
She came away believing that a profound change is sweeping the country. She went to all kinds of places and met all kinds of people who were dealing with very different problems, but what united them all was best summed up by a phrase she saw on a mural in Newark: “We the People LOVE This Place.” Through the connection we each have to place-our physical and ecological place and also the human community-we are creating a new America.
YES! Magazine cofounder Sarah van Gelder was worried about the current state of American society. Environmental destruction, growing poverty, urban decay, rural decline-it's a long list. Can we turn this around, she wondered? Are there answers we haven't found yet? She confided her fears to a friend, who said to her, “If the universe could deploy the one small person that is you, what would it have you do?” Her answer surprised them both: “I'd go out traveling and see for myself.”
So driving a twelve-year-old Toyota pickup truck with a tiny camper hand-painted by a Suquamish artist, van Gelder visited eighteen states and five Indian reservations, big cities and small towns. She wanted to meet people at the margins of society who were the least embedded in the big institutions that reward status quo thinking.
She came away believing that a profound change is sweeping the country. She went to all kinds of places and met all kinds of people who were dealing with very different problems, but what united them all was best summed up by a phrase she saw on a mural in Newark: “We the People LOVE This Place.” Through the connection we each have to place-our physical and ecological place and also the human community-we are creating a new America.
“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.
-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.
Change is difficult but essential-Esther Derby offers seven guidelines for change by attraction, an approach that draws people into the process so that instead of resisting change, they embrace it.
Organizational change efforts often fail because they focus on top-down methods that rely on coercion, rewards, or positional authority. Well-meaning leaders talk about driving change, as though employees are cattle or cars. At best, this results in compliance--not engagement or commitment. And at worst it simply doesn't work.
Drawing from her experience working with some of today's most successful companies, Esther Derby argues for what she calls change by attraction: giving space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to resist--there is only something they want to move toward. In this book Derby outlines her seven rules for change by attraction: Strive for Congruence; Honor the Past; Assess What Is; Pay Attention to Networks; Experiment; Guide, Don't Standardize; and Use Your Self.
Organizational change efforts often fail because they focus on top-down methods that rely on coercion, rewards, or positional authority. Well-meaning leaders talk about driving change, as though employees are cattle or cars. At best, this results in compliance--not engagement or commitment. And at worst it simply doesn't work.
Drawing from her experience working with some of today's most successful companies, Esther Derby argues for what she calls change by attraction: giving space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to resist--there is only something they want to move toward. In this book Derby outlines her seven rules for change by attraction: Strive for Congruence; Honor the Past; Assess What Is; Pay Attention to Networks; Experiment; Guide, Don't Standardize; and Use Your Self.
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.
“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.”
Holding the Calm is a practical and immediately useful guide that meticulously lays out twenty concrete, easy-to-use tools for defusing tension, settling cases, resolving disputes, and rechanneling arguments.
How do you stop conflict? Settle disputes? Handle someone who is yelling at you, crying, or just won't speak? How do you find a solution when a solution seems impossible? Holding the Calm shares the secrets that enable everyone to avoid, minimize, or resolve conflict.
Popular master mediator Hesha Abrams has tens of thousands of hours in the trenches mediating human conflict, and she shares her pragmatic wisdom in digestible bites that detail how to improve situations and solve difficult problems between human beings, from family and workplace disputes to complex commercial and global conflicts. Learn how to
Speak into the ears that hear you Be the grown-up in the roomListen to what is not saidCreate small, winnable victories
Practical, inspirational, and full of accessible tools you can use right now, Holding the Calm proves that you don't need an advanced degree or certification to minimize challenges and defuse tension between real people, businesses, and countries.
How do you stop conflict? Settle disputes? Handle someone who is yelling at you, crying, or just won't speak? How do you find a solution when a solution seems impossible? Holding the Calm shares the secrets that enable everyone to avoid, minimize, or resolve conflict.
Popular master mediator Hesha Abrams has tens of thousands of hours in the trenches mediating human conflict, and she shares her pragmatic wisdom in digestible bites that detail how to improve situations and solve difficult problems between human beings, from family and workplace disputes to complex commercial and global conflicts. Learn how to
Speak into the ears that hear you Be the grown-up in the roomListen to what is not saidCreate small, winnable victories
Practical, inspirational, and full of accessible tools you can use right now, Holding the Calm proves that you don't need an advanced degree or certification to minimize challenges and defuse tension between real people, businesses, and countries.
In the latest fruit of a brilliant career, Michael Nagler argues that nonviolence-not just as a tactic but as a way of being-is the only way to unite deeply divided people and enable progressive movements and leaders of all stripes to fulfil their promise and potential.
That the world needs to take a substantially new direction, and quickly, is no longer controversial for any thoughtful person. A whole new way of seeing the world and our role in its destiny is called for. It's what Michael Nagler and others call the New Story. It rejects the mechanical, capitalist narrative that pits humans against each other and instead turns to a connected and collaborative vision of the future. The final missing piece of the New Story is what Nagler has termed the Third Harmony in human nature: nonviolence. Nonviolence is the only method compatible with the New Story's content and the only power strong enough to move the heart toward this deep and revolutionary change. This book focuses on how a shift to a nonviolence mind-set can be integrated into the very foundations of our understanding of humanity and community, not just on how nonviolence works as a protest tactic.
That the world needs to take a substantially new direction, and quickly, is no longer controversial for any thoughtful person. A whole new way of seeing the world and our role in its destiny is called for. It's what Michael Nagler and others call the New Story. It rejects the mechanical, capitalist narrative that pits humans against each other and instead turns to a connected and collaborative vision of the future. The final missing piece of the New Story is what Nagler has termed the Third Harmony in human nature: nonviolence. Nonviolence is the only method compatible with the New Story's content and the only power strong enough to move the heart toward this deep and revolutionary change. This book focuses on how a shift to a nonviolence mind-set can be integrated into the very foundations of our understanding of humanity and community, not just on how nonviolence works as a protest tactic.
This is the first book to offer detailed guidance on how scenarios can be used to help organizations make their toughest decisions in a world of ever-escalating crisis and opportunity.
To reap the full benefits of scenarios, you have to be able to apply them in the real world. This groundbreaking book goes beyond the theoretical to clearly explain different ways scenarios can be used in business decision-making-from strategic planning and financial modeling to crisis response. Connecting scenarios to strategy and action can have many benefits, including the abilities to react quickly, anticipate major changes in the environment, and identify major opportunities. Thomas Chermack, a top expert on scenario planning, offers seven specific ways organizations can use scenarios, and provides a wide variety of examples, along with proven processes, exercises, and workshops that have been used successfully in organizations across industries and countries for more than fifteen years.
To reap the full benefits of scenarios, you have to be able to apply them in the real world. This groundbreaking book goes beyond the theoretical to clearly explain different ways scenarios can be used in business decision-making-from strategic planning and financial modeling to crisis response. Connecting scenarios to strategy and action can have many benefits, including the abilities to react quickly, anticipate major changes in the environment, and identify major opportunities. Thomas Chermack, a top expert on scenario planning, offers seven specific ways organizations can use scenarios, and provides a wide variety of examples, along with proven processes, exercises, and workshops that have been used successfully in organizations across industries and countries for more than fifteen years.
Award-winning entrepreneur and crowdfunding expert Jamey Stegmaier shares his inspiring lessons and practical guidance for building the business of your dreams by engaging with customers and investors online.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.