Accelerate your career with our comprehensive professional development library. These carefully curated titles provide actionable advice for advancing in your field, mastering new skills, and staying competitive in today's evolving workplace. Covering everything from negotiation tactics and networking strategies to time management and personal branding, our collection helps ambitious professionals at every career stage unlock their potential and achieve their goals.
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Female partnerships are deeply rewarding and a powerful way for women to advance in a world still suffering from gender bias. So why don't women work together more often? Polk and Chotas address the myths and fears that keep women from partnering and offer expert advice on how to make female partnerships thrive.
In this inspiring and practical guide for achieving better decision-making and management, Linda Tarr-Whelan shows how having women account for at least 30% of representation at decision-making tables marks the tipping point for positive organizational and societal change, and she offers readers concrete tools and resources for reaching that target.
Entrepreneur and executive development expert Mike Dulworth's THE CONNECT EFFECT provides readers with a simple framework and practical tools for developing that crucial competitive advantage: a high-quality personal, professional/organizational and virtual network.
Former Human Rights Campaign president Joe Solmonese shares powerful lessons learned from negotiating and collaborating with others who disagreed and even despised him. Takeaway: you can accomplish wonders-like achieving marriage equality-if you can use your anger strategically and channel it in the direction of the greater good.
Under Joe Solmonese's leadership, the Human Rights Campaign, the nation's largest LGBT rights organization, became the model other organizations look toward to create effective social and political change. Ranked among the National Journal's top five most effective groups, HRC was instrumental in passing landmark national legislation such as the Matthew Shepard and James Byrd, Jr.
Hate Crimes Prevention Act, the repeal of "Don't Ask, Don't Tell," and the passage of marriage equality in eight states.
Beginning with a moving story of working with Matthew Sheppard's mother Virginia in passing the hate crimes bill that bears Matthew's name, Solmonese shows how he discovere that channeled anger can drive a commitment to change. Mrs. Sheppard taught him to keep his unquestionably justifiable anger from blinding him in the moment, and instead use it strategically, in the service of a larger purpose. In this book he uses the lessons he learned during tenure at HRC, as well as his previous position as the CEO of Emily's List, and his current work as a corporate consultant, to teach readers how they can affect real, lasting change in society and at work. His often-surprising lessons may not be entirely expected or celebrated by all groups, e.g., don't shame your enemies, find allies wherever you can, and ask for the doable, not the impossible. Most striking in this book are the stories of Joe's ability to draw some kind of win-however small-from seeming enemies. Many of these former enemies became stalwart allies over time. Joe's book is more concerned with the “long game” of changing culture and achieving long-term goals, not the “short game” of enforcing purity or litmus tests.
Under Joe Solmonese's leadership, the Human Rights Campaign, the nation's largest LGBT rights organization, became the model other organizations look toward to create effective social and political change. Ranked among the National Journal's top five most effective groups, HRC was instrumental in passing landmark national legislation such as the Matthew Shepard and James Byrd, Jr.
Hate Crimes Prevention Act, the repeal of "Don't Ask, Don't Tell," and the passage of marriage equality in eight states.
Beginning with a moving story of working with Matthew Sheppard's mother Virginia in passing the hate crimes bill that bears Matthew's name, Solmonese shows how he discovere that channeled anger can drive a commitment to change. Mrs. Sheppard taught him to keep his unquestionably justifiable anger from blinding him in the moment, and instead use it strategically, in the service of a larger purpose. In this book he uses the lessons he learned during tenure at HRC, as well as his previous position as the CEO of Emily's List, and his current work as a corporate consultant, to teach readers how they can affect real, lasting change in society and at work. His often-surprising lessons may not be entirely expected or celebrated by all groups, e.g., don't shame your enemies, find allies wherever you can, and ask for the doable, not the impossible. Most striking in this book are the stories of Joe's ability to draw some kind of win-however small-from seeming enemies. Many of these former enemies became stalwart allies over time. Joe's book is more concerned with the “long game” of changing culture and achieving long-term goals, not the “short game” of enforcing purity or litmus tests.
Build real trust in the remote workplace by mastering proven strategies for leading employees who work from home, the corner coffee shop, or the downtown office.
The shift to remote work has fundamentally changed how we build and maintain trust in organizations. Drawing on extensive research and experience, trusted leadership expert David Horsager and communication scholar Dr. Peggy Kendall present the seven essential strategies that create strong virtual and hybrid workplace relationships.
Readers will learn to do the following:
• Amplify communication
• Clarify direction
• Build predictability
• Redefine accountability
• Create connections
• Equip their people
• Leverage in-person experiences
Trust at a Distance addresses common remote-work challenges, such as unclear communication, lack of information, and weakened relationships. This guide is perfect for leaders navigating hybrid and remote teams. By the time readers are finished reading, they will be inspired and confident that trust really can be built at a distance!
The shift to remote work has fundamentally changed how we build and maintain trust in organizations. Drawing on extensive research and experience, trusted leadership expert David Horsager and communication scholar Dr. Peggy Kendall present the seven essential strategies that create strong virtual and hybrid workplace relationships.
Readers will learn to do the following:
• Amplify communication
• Clarify direction
• Build predictability
• Redefine accountability
• Create connections
• Equip their people
• Leverage in-person experiences
Trust at a Distance addresses common remote-work challenges, such as unclear communication, lack of information, and weakened relationships. This guide is perfect for leaders navigating hybrid and remote teams. By the time readers are finished reading, they will be inspired and confident that trust really can be built at a distance!
Bestselling author and renowned futurist Bob Johansen combines with business innovation guru Karl Ronn to produce a visionary book on the biggest innovation opportunity in history: giving away what you have to learn how to make money in new ways. They call it the reciprocity advantage.
The bestselling coauthor of The Serving Leader (over 90,000 copies sold) provides a roadmap that all leaders can use to create and align entire organizations around an inspiring purpose that drives superior performance.
Bestselling author Beverly Kaye (Love 'Em or Lose 'Em-700,000 copies sold), joins coauthors Lynn Cowart and Lindy Williams to deliver a revolutionary and motivational guide to rethinking career mobility as a kaleidoscope, not a ladder.
Over and over, managers hear employees asking, “Do I have a future here?” Many managers and leaders struggle with the fact that they simply cannot deliver vertical moves or promotions for every employee who wants or even deserves that option.
Up Is Not the Only Way introduces the concept of flexibility and agility and the multiple ways employees can grow, learn, and build a career as the way to solve the problems of immobility and retention. Managers need the tools for building rich dialogue about career mobility and dynamic workplaces that demand resilient talent at all levels. The key is communicating effectively and comfortably around the topic of career options that span a spectrum of employee engagement. From those who are ready and want to move to those who are satisfied to stay right where they are, and even for those who have no idea what the next opportunity might be, this book provides a way through these tough conversations. Up Is Not the Only Way distills the solutions to complex issues involving engagement and retention in a simple and practical way.
Over and over, managers hear employees asking, “Do I have a future here?” Many managers and leaders struggle with the fact that they simply cannot deliver vertical moves or promotions for every employee who wants or even deserves that option.
Up Is Not the Only Way introduces the concept of flexibility and agility and the multiple ways employees can grow, learn, and build a career as the way to solve the problems of immobility and retention. Managers need the tools for building rich dialogue about career mobility and dynamic workplaces that demand resilient talent at all levels. The key is communicating effectively and comfortably around the topic of career options that span a spectrum of employee engagement. From those who are ready and want to move to those who are satisfied to stay right where they are, and even for those who have no idea what the next opportunity might be, this book provides a way through these tough conversations. Up Is Not the Only Way distills the solutions to complex issues involving engagement and retention in a simple and practical way.
“A must-have book for today's quiet warriors.”
-Susan Cain, New York Times bestselling author of Quiet and Quiet Power and cofounder of Quiet Revolution
How does a self-described “extreme introvert” thrive in a world where extroverts are rewarded and social institutions are set up in their favor? Using her extraordinary personal story as a “case study of one,” Taiwanese author Jill Chang shows that introverts hold tremendous untapped potential for success. Chang describes how she succeeded-in Taiwan and in the United States-in fields that are filled with extroverts, including as an agent for Major League Baseball players, a manager of a team across more than twenty countries, and a leading figure in tech philanthropy.
Instead of changing herself to fit an extroverted mold, she learned to embrace her introversion, turning it from a disadvantage to the reason she was able to accomplish great goals and excel in tasks that her extroverted peers missed. She offers advice on the best jobs for introverts, overcoming the additional difficulties language and cultural barriers can present, thriving at social events and business presentations, leveraging the special leadership traits of introverts, and much more. Part memoir and part career guide, this book gives introverts the tools to understand how they can form relationships, excel in cross-cultural workplaces, and navigate extroverted settings without compromising comfort or personality.
-Susan Cain, New York Times bestselling author of Quiet and Quiet Power and cofounder of Quiet Revolution
How does a self-described “extreme introvert” thrive in a world where extroverts are rewarded and social institutions are set up in their favor? Using her extraordinary personal story as a “case study of one,” Taiwanese author Jill Chang shows that introverts hold tremendous untapped potential for success. Chang describes how she succeeded-in Taiwan and in the United States-in fields that are filled with extroverts, including as an agent for Major League Baseball players, a manager of a team across more than twenty countries, and a leading figure in tech philanthropy.
Instead of changing herself to fit an extroverted mold, she learned to embrace her introversion, turning it from a disadvantage to the reason she was able to accomplish great goals and excel in tasks that her extroverted peers missed. She offers advice on the best jobs for introverts, overcoming the additional difficulties language and cultural barriers can present, thriving at social events and business presentations, leveraging the special leadership traits of introverts, and much more. Part memoir and part career guide, this book gives introverts the tools to understand how they can form relationships, excel in cross-cultural workplaces, and navigate extroverted settings without compromising comfort or personality.
When you see yourself as an artist, all your work can be a work of art. Visionary business authors Stan Davis and David McIntosh show that applying an artistic sensibility to business improves performance-for both you and your company. They provide practical advice for applying creative processes from the arts to the business world.
Using the strategies detailed here, you'll learn to add the depth, texture, and nuance to your business that will differentiate it from the competition and help you connect with your customers the way great performers connect with audiences. The Art of Business maps out the fundamentals of developing an aesthetic strategy to make your business, your career, and your life more meaningful and more successful.
Using the strategies detailed here, you'll learn to add the depth, texture, and nuance to your business that will differentiate it from the competition and help you connect with your customers the way great performers connect with audiences. The Art of Business maps out the fundamentals of developing an aesthetic strategy to make your business, your career, and your life more meaningful and more successful.
Noted speaker, musician, and coach Barbara McAfee shows how to become a more effective communicator by mastering the full range of your voice and learning to match tone to content.
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions.
Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.
The founders of Prosper Inc., a $60 million company and the largest provider of individual coaching on personal finance and entrepreneurship in the US, distill the secrets of defining, achieving and sustaining the quality of life you really want to attain real prosperity.
In a world where 82 percent of managers struggle to lead effectively, this international bestseller reveals the one secret that separates great leaders from the rest.
“What do I need to do to be a great leader?” Every person in authority wonders this question sooner or later. Ken Blanchard, whose books have sold over 25 million copies, and Mark Miller, who rose from line worker to Chick-fil-A vice president, uncover the secret great leaders already know in this international bestseller.
Using a classic business fable, newly promoted executive Debbie Brewster asks her mentor the crucial question: “What is the secret of great leaders?” His reply-“Great leaders serve”-confuses her, but he reveals five fundamental ways leaders succeed through service. Debbie discovers why great leaders focus on the future, how teams determine success or failure, what three arenas need continuous improvement, why leadership success has two essential components, and how to strengthen-or destroy-credibility.
This fourth edition includes the proven SERVE model plus breakthrough content on leadership's most critical element-a leader's heart. Discover these new features:
• Revised chapters
• New chapter with five HEART habits that form the foundation for great leadership
• Comprehensive facilitator's guide for groups and teams
• Expanded resources for teams and organizations
Translated into twenty-nine languages with over 700,000 copies sold, The Secret delivers proven wisdom in an unforgettable story that anyone can understand and apply immediately.
“What do I need to do to be a great leader?” Every person in authority wonders this question sooner or later. Ken Blanchard, whose books have sold over 25 million copies, and Mark Miller, who rose from line worker to Chick-fil-A vice president, uncover the secret great leaders already know in this international bestseller.
Using a classic business fable, newly promoted executive Debbie Brewster asks her mentor the crucial question: “What is the secret of great leaders?” His reply-“Great leaders serve”-confuses her, but he reveals five fundamental ways leaders succeed through service. Debbie discovers why great leaders focus on the future, how teams determine success or failure, what three arenas need continuous improvement, why leadership success has two essential components, and how to strengthen-or destroy-credibility.
This fourth edition includes the proven SERVE model plus breakthrough content on leadership's most critical element-a leader's heart. Discover these new features:
• Revised chapters
• New chapter with five HEART habits that form the foundation for great leadership
• Comprehensive facilitator's guide for groups and teams
• Expanded resources for teams and organizations
Translated into twenty-nine languages with over 700,000 copies sold, The Secret delivers proven wisdom in an unforgettable story that anyone can understand and apply immediately.
Part Alice in Wonderland and part business fable, this creatively illustrated work about the adventures of a new hire's introduction to the fantastical company of Zenobia (and its elusive Room 133A) helps business leaders and entrepreneurs find energy in risk, opportunity in the unknown, and possibility in the people all around them-to believe in something that is not yet there.