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In the first edition of Fun Works (over 30,000 copies sold) dozens of case studies with companies demonstrated the fundamental principles of fusing fun with work. In this revised 2nd edition, the Leslie Yerkes does a series of follow-up interviews to see how the original companies have changed or maintained their fun-based work environments across the last 5 years.
What turns ordinary teachers into highly effective teachers? How are great teachers able to ignite the love of learning among their students, accelerate that learning, and change students' lives? What does teaching look like at its very best? This book provides the best researched and most revealing answers to these questions.
In our ever-expanding globalized world, this classic on navigating intercultural relationships is even more relevant than when it first came out; this new revised edition now focuses on how to actively develop your cultural IQ.
Globalization means that we need to be prepared to interact with people from a wide range of cultures. But it's impossible to learn the particular customs and traits of every culture you might regularly come into contact with. Cultural Intelligence teaches techniques and people skills that will allow you to function effectively in any culture. Instead of providing a laundry list of culturally specific dos and don'ts, Thomas and Inkson show how to disable your “cultural cruise control” and pay attention in a mindful and creative way to cues in cross-cultural situations. Over time, you'll develop a repertoire of skills appropriate to different intercultural settings and be able to choose the right ones for any given interaction-the authors call this ability CQ, or cultural intelligence.
This third edition has been updated throughout and broadens the focus beyond business to include organizations of all kinds-nonprofits, governments, educational institutions, and more. It places a greater emphasis on the active development of CQ and includes a new scale for measuring your CQ level.
Globalization means that we need to be prepared to interact with people from a wide range of cultures. But it's impossible to learn the particular customs and traits of every culture you might regularly come into contact with. Cultural Intelligence teaches techniques and people skills that will allow you to function effectively in any culture. Instead of providing a laundry list of culturally specific dos and don'ts, Thomas and Inkson show how to disable your “cultural cruise control” and pay attention in a mindful and creative way to cues in cross-cultural situations. Over time, you'll develop a repertoire of skills appropriate to different intercultural settings and be able to choose the right ones for any given interaction-the authors call this ability CQ, or cultural intelligence.
This third edition has been updated throughout and broadens the focus beyond business to include organizations of all kinds-nonprofits, governments, educational institutions, and more. It places a greater emphasis on the active development of CQ and includes a new scale for measuring your CQ level.
As a millennial herself, Crystal Kadakia gives baby boomers and Gen Xers an inside look into the true value of their millennial colleagues in the workplace. She shows that the key to managing millennials is understanding that they are a product of their fast-paced, technology-driven environment.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.
Despite the countless books written on the subject of managing millennials (most often authored by nonmillennials), no one has until now diagnosed the real issue of generational differences in the workplace: generations do not define themselves; their environment defines them.
The five main traits attributed to millennials-entitled, lazy, disrespectful, and disloyal-are misguided assumptions that Kadakia argues are actually positive attributes that every business and industry should internalize. The five “faults” are in fact give qualities of the evolved workplace and worker. Millennials are simply reflecting the fast-changing environment around them. Therefore, understanding millennials is not just about managing a generation; it is about seeing the future of business as changing at an exponential rate and making the necessary adjustments to remain vital and competitive.
Kadakia's mindset shift details the ways in which businesses can evolve their thinking to include technological advances as well as support the technological thinker, otherwise known as the millennial. This book not only is a guide to managing millennials but can also influence the development of business as a whole.
Drawing on life lessons from management legend Peter Drucker, journalist and scholar Bruce Rosenstein shows knowledge workers how personal and professional diversification is the key to navigating our "flat world" of zero job security, information overload, portable skills, and 24/7 work expectations.
The workforce crisis is here-and retaining your best employees is no longer optional.
In Targeting Turnover, Dick Finnegan draws on decades of experience and groundbreaking data to reveal a stark truth: the US is running out of workers. As baby boomers retire and birthrates fall, the only sustainable path forward is to keep the good employees you already have.
This book offers a proven, research-backed strategy for doing just that-by building trust between employees and their immediate supervisors.
Forget one-size-fits-all solutions like pay and perks. The top predictor of retention and engagement is whether employees trust their boss. Yet most first-line leaders have never been trained-or held accountable-for building that trust.
Finnegan delivers a call to action: make employee retention an executive-driven priority and equip your leaders to lead differently.
You will learn how to do the following:
• Use stay interviews and practical tools to reduce turnover
• Hold managers accountable for engagement and retention
• Understand the real costs of attrition-and how to reverse them
• Apply forecasting and metrics to drive leadership behavior
At a time when there are fewer workers and more complex employee needs, Targeting Turnover gives leaders the tools to stabilize teams, improve performance, and face the workforce future with confidence.
In Targeting Turnover, Dick Finnegan draws on decades of experience and groundbreaking data to reveal a stark truth: the US is running out of workers. As baby boomers retire and birthrates fall, the only sustainable path forward is to keep the good employees you already have.
This book offers a proven, research-backed strategy for doing just that-by building trust between employees and their immediate supervisors.
Forget one-size-fits-all solutions like pay and perks. The top predictor of retention and engagement is whether employees trust their boss. Yet most first-line leaders have never been trained-or held accountable-for building that trust.
Finnegan delivers a call to action: make employee retention an executive-driven priority and equip your leaders to lead differently.
You will learn how to do the following:
• Use stay interviews and practical tools to reduce turnover
• Hold managers accountable for engagement and retention
• Understand the real costs of attrition-and how to reverse them
• Apply forecasting and metrics to drive leadership behavior
At a time when there are fewer workers and more complex employee needs, Targeting Turnover gives leaders the tools to stabilize teams, improve performance, and face the workforce future with confidence.
Based on the work of best-selling author Parker Palmer and his Center for Courage & Renewal, this exploration of the inner life of leadership shows how to become a better leader by orienting yourself, your life, and your work toward greater courage, wholeness, and integrity.
Leadership demands courage. This book is about a way of life that names and explores this important resource and shows leaders how to access and draw upon courage in all that they do. It has its roots in the work and thought of Parker J. Palmer, who, over forty years of teaching, speaking, and writing has explored the human spirit--what he has called "the inner landscape"--and its role in life and leadership. The book offers specific practices developed by the Center for Courage & Renewal to build courage in seven key areas: the courage to become self-aware, to answer your calling, to question and be a deep listener, to see both/and and as a whole, to choose wisely, to connect and trust in each other, and to stay in the game...or leave. This book inspires leaders to reach inward to discover and trust in their true self and reach outward to bring their unique self into the world.
Leadership demands courage. This book is about a way of life that names and explores this important resource and shows leaders how to access and draw upon courage in all that they do. It has its roots in the work and thought of Parker J. Palmer, who, over forty years of teaching, speaking, and writing has explored the human spirit--what he has called "the inner landscape"--and its role in life and leadership. The book offers specific practices developed by the Center for Courage & Renewal to build courage in seven key areas: the courage to become self-aware, to answer your calling, to question and be a deep listener, to see both/and and as a whole, to choose wisely, to connect and trust in each other, and to stay in the game...or leave. This book inspires leaders to reach inward to discover and trust in their true self and reach outward to bring their unique self into the world.
When leaders learn how to manage the emotions and drama in their organizations, conflict can be made healthier. Nate Regier uses the Drama Triangle Model and the Compassion Cycle to show leaders how to exercise compassion, not passion, and turn the negative energy of conflict into a positive energy for increased productivity and growth.
“Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
“Conflict without Casualties fills a gap by showing leaders at any level how to leverage positive conflict. Practical, insightful, challenging, relevant.
-Dan Pink, New York Times bestselling author
Most organizations are terrified of conflict in the workplace, seeing it as a sign of trouble. But Nate Regier says conflict is really just a kind of energy and can be used in positive or negative ways. Handled incorrectly, conflict becomes drama, which is costly to companies, teams, and relationships at all levels. Avoiding, managing, or reducing conflict is a limited alternative. Instead, Regier explores the interpersonal dynamics that perpetuate drama in organizations through a concept called the Drama Triangle and offers an alternative: the Compassion Cycle. The Compassion Cycle allows leaders to balance compassion and accountability, transforming conflict into a growth experience that enables organizations to achieve significant gains in energy, productivity, engagement, and satisfaction in relationships. Provocative and illuminating, the concepts Regier shares will turn conflict from an experience to be avoided into a partner for positive change.
Leaders, coaches, and mentors are charged with helping others to stretch their limits. However, few people enjoy hearing the messy-and sometimes painful-feedback it takes to overcome a personal obstacle. Marcia Reynolds shows how to use the discomfort zone to help others grow, not suffer.
You are not in charge and you want to make a difference: that is the dilemma. You may not know who is in charge in today's changing, temporary, and virtual organizations, but you know you are not! You are searching for ways to contribute through the work you do and gain some personal satisfaction in the process. This book can help you do just that.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
In this new edition of his classic book, Geoff Bellman shows readers how to make things happen in any organization regardless of their formal position. The new edition has been written for a wider audience, including people in both the for-profit and not-for-profit sectors, paid and volunteer workers, managers and individual contributors, contract and freelance workers. More than seventy percent of the material is brand new, including new examples, new chapters, new exercises, and much more.
If management theories and systems (think: "Management by Objectives" and "Process Optimization") are the religion, consultants are the high-priests. With years as a top Fortune 100 executive and, yes, management consultant, Karen Phelan exposes the whole game. Takeaway: consultants have forgotten that business are made up of real people, not numbers. Empathy, not MBA's, is the real future of management.
The fact is, because they're the ones actually doing the day-to-day work front-line employees see a great many problems and opportunities that their managers don't. But most organizations do very poorly at tapping into this extraordinary potential source of revenue-enhancing, savings-generating ideas.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
Ideas Are Free sets out a roadmap for totally integrating ideas and idea management into the way companies are structured and operate. Alan Robinson and Dean Schroeder draw on their ten years experience with more than three hundred organizations in fifteen countries to show precisely how to design a system to take advantage of this virtually free, perpetually renewing font of innovation.
Robinson and Schroeder deal with two fundamental principles of managing ideas that are highly counterintuitive - the importance of going after small ideas rather than big ones, and the problems with the most common reward schemes and how to avoid them. They describe how to make ideas part of everyone's job, and how to set up and run an effective process for handling ideas-how to take a good idea system and make it great. And they show how good idea systems have a profound impact on an organization's culture. At the end of each chapter they provide "Guerrilla Tactics for the Idea Revolutionary", actions to promote ideas that any manager can take on his or her own authority, and that require little or no resources.
The only book on raising startup capital written by a professional who has himself raised over a billion dollars that goes deeper into the standard "how-to" process of raising capital to highlight and reveals those hidden factors that no one but a true insider would know to look for.
Leading thinker and change consultant Peggy Holman provides leaders, trainers, and other agents of change grappling with disruption with a theory of "emergence" and tools for fostering it in organizations.
This is the first book on social laboratories, a new methodology for addressing complex societal challenges. The book includes case examples of how this new methodology has proven successful over the past decade in bringing people together in many nations to make breakthroughs in solving such problems as poverty, ethnic conflict, and environmental issues.
“Fear and doubt are the two greatest enemies of high performance in the workplace. This powerful book shows you how to instill more and more courage and confidence in every person, releasing personal potential you didn't know you had available.”
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.
-Brian Tracy, author of Eat That Frog!
The hardest part of a manager's job isn't staying organized, meeting deliverable dates, or staying on budget. It's dealing with people who are too comfortable doing things the way they've always been done and too afraid to do things differently-workers who are, as Bill Treasurer puts it, too “comfeartable.” They fail to exert themselves any more than they have to and make their businesses dangerously safe.
Treasurer, a courage-building pioneer, proposes a bold antidote: courage. He lays out a step-by-step process that treats courage as a skill that can be developed and strengthened. Treasurer differentiates what he calls the Three Buckets of Courage: TRY Courage, having the guts to take initiative; TRUST Courage, being willing to follow the lead of others; and TELL Courage, being honest and assertive with coworkers and bosses.
Aristotle said that courage is the first virtue because it makes all other virtues possible. It's as true in business as it is in life. With more courage, workers gain the confidence to take on harder projects, embrace company changes with more enthusiasm, and extend themselves in ways that will benefit their careers and their company.