Nowhere else in the business world is communication more important than to consultants, moving between hundreds of communities every year. In an increasingly complex world, a new level of skill is required, but begins with a seemingly paradoxical skill for a consultant: how to ask rather than tell.

This new book reveals what it takes for consultants of all types, as well as organizational leaders, to be really helpful in dealing with the complex, systemic, constantly changing organizational problems of today. They need to rapidly create a relationship of trust and openness that enables clients, subordinates, and team members to reveal what is really on their minds and to jointly develop a sense of what is the problem and what kind of adaptive response could best deal with it.

Schein first introduced some of these concepts in his foundational 1969 book Process Consultation, which is still in use today. But now clients don't have the time or patience for the endless questioning that characterized much of process consultation. And clients still expect consultants to hand them answers. But Schein has come to realize that answers from outsiders are useless, because they're often working the wrong problem, don't understand the client organization's culture, or ignore the fact that constant change makes today's solutions obsolete tomorrow.

To achieve a joint sense of what to do requires consultants and other helpers to develop a different kind of relationship with clients-a set of attitudes and behaviors that Schein calls humble consulting. Schein shows how helpers can display from the moment of first contact a level of caring and curiosity to move from relationships of professional distance to relationships of personalized trust and openness. And he gives many illustrations of the profound changes in mindset, behavior, and daily actions that flow from this new helpful consulting model.

New managers who can't shift their focus from "me" to "we" are, statistically speaking, likely to fail, disappoint, or be labeled incompetent. Using the latest research, Gentry shows how any new boss can find success by supporting the success of others.


Becoming a manager is one of the most stressful and challenging transitions in any career. Why do half or more new managers quickly flame out? They're working from an old script for success. The Center for Creative Leadership Senior Research Scientist William Gentry shows them how to flip that script.

As an individual, your script is about “me.” It calls for you to keep your head down, work hard, do everything you are told to do and more, and outshine and relentlessly outperform everyone. But when you become a manager, everything about your job needs to change-your skillset, the nature of your work relationships, your understanding of what “work” is, how you see yourself and your organization. You have to operate from a brand new script, one that's about “we”-ensuring collective success. But very few managers get any kind of training for this new role, and even fewer are given any clue as to just how fundamental and far-reaching this change is.

Filled with practical advice and lessons, and backed by extensive research by Gentry and others, this book lays out the art, science, and practice behind learning and leading as a first time manager. Through first-hand accounts, stories, and other examples drawn from the experiences of first-time managers-including Gentry's own story of recently become a first-time manager himself-the book's practical, actionable content helps readers flip the old script, and write and live their new script.

As leaders, how we are is as important as what we do. The second edition of this leadership classic, updated with new chapters, shows how to master the inner and outer work needed to build relationships that unleash the transformational creative potential in everyone.


Top-down, one-dimensional leadership models are hopelessly outmoded in today's rapidly changing world. And they waste the leadership ability present throughout an organization, not just at the top. In the second edition of this visionary book, Karen and Henry Kimsey-House provide a model that harnesses the possibility of many rather than relying on the power of one.

This new edition is updated with two additional chapters, one offering new ways to utilize the Co-Active Leadership Model and another that goes deeply into the Co-Active philosophy that drives the authors' approach. Each of the five dimension chapters is expanded to incorporate feedback, new language, case studies, and practical suggestions for practice and development.

Co-active leadership is a deeply collaborative approach, but the last of its five dimensions focuses on the individual: leading from within. We must be fully present and live with integrity, openheartedness, and self-awareness if we are to make the kind of conscious, creative choices co-active leadership demands.

Leading experts Marvin Weisbord and Sandra Janoff describe eight highly effective leadership skills that confound conventional views-you can be a more effective leader if you give up trying to change or control people.

Leadership experts Marvin Weisbord and Sandra Janoff make a bold claim: contrary to conventional management theory, you actually gain more control when you exert less pressure on those you lead-which also means less stress for you.

Working with people all over the world, Weisbord and Janoff realized that leaders trying to tell their people what to do, the traditional approach, wasn't' working. It was far more effective for leaders to nurture and guide people's ability to lead and control themselves. Over time, they developed three alternative principles which form the foundation of this book: 1) Have people build on their own experiences instead of pushing for yours; 2) Set things up so that people coordinate and control their own work rather that you doing it for them; and 3) Change the conditions under which people interact rather than try to change the people.

This book describes eight essential leadership skills that put these principles into practice. It shows leaders how to let go of the unrealistic demands that they put on themselves and the far-fetched expectations that others place on them. Leaders will discover how to wear authority lightly and control less while leading more.

This is the first book focused on how to do and use scenario planning – which is one of the most widely used tools in the world for strategic planning, change management, innovation, problem solving, and similar purposes – for social change at the community, national, and global levels. Adam Kahane is one of the world's pioneers and leaders on this topic and he is the author of two bestselling books.

This is the first book to fully adapt the principles of agility for government leaders who want to make their organizations more effective and nimble while better serving their public mission.

This practical resource will equip government leaders with evidence-based, hands-on guidance for transforming their organizations, enabling them to better serve the public and their customers. While many books on organizational agility are available for leaders in for-profit companies, this is the first one tailored to the unique limitations and requirements government leaders face.

Public servants are increasingly asked to do more with less and must also find a way to accomplish their mission while balancing constant change. New laws are passed that impact their agencies, new technologies are introduced, and unexpected events occur. Government leaders at all levels are often in a position for only two to four years, rotating within and across agencies as they gain experience. They have a relatively short amount of time to learn a new role, make changes, and then begin seeking out their next opportunity. This guide will help leaders weather the storm of that constant change so they can help their agencies realize their missions to provide services and be better stewards of taxpayer or donor dollars.

The authors of the classic bestseller The Leadership Challenge bring their expertise to higher education, offering five practices that can make any college or university leader into an exemplary leader.

Drawing on the same vital research that formed the foundation of their classic bestseller The Leadership Challenge-more than two million copies sold-Jim Kouzes and Barry Posner offer higher education professionals a set of leadership skills and practices that are available to everyone, not just a charismatic few.

This book is meant for all leaders on campus. Not only academic faculty, but the staff and managers of residential life, career development, student records, admissions, campus safety, information technology, library, counseling and health centers, facilities, alumni relations, and development, and all other organizations on campus. Kouzes and Posner identify Five Practices of Exemplary Leadership® and provide case examples of real people who demonstrate each practice:
• model the way
• inspire a shared vision
• challenge the process
• enable others to act
• encourage the heart

Anyone in higher education who wants to transform values into actions, visions into realities, obstacles into innovations, segments into solidarity, and risks into rewards must read this book.

Businesses worry about new technologies, but customers are the ultimate disruptors-Suman Sarkar offers bold strategies for making sure you understand your customers and keep up with their ever-changing needs.


Disruption-the brutal roiling of markets, the decline of long-established brands and products, and the rise of new upstarts-drives business failure and success. Most people think technology causes disruption, but technology merely enables it-changing customer needs cause disruptions and too many businesses get caught unaware. The irony is your customers are constantly telling you what they want-you just have to know how to listen. This book offers five proven strategies that will enable any business to stay radically close to its customers and give them what they want: (1) win with current customers before chasing after new ones; (2) personalization is not a luxury; (3) customers won't wait; (4) good enough is no longer good enough; and, in the spirit of disruption, (5) go beyond strategies one through four.

DEI isn't just a box to check.

After being in corporate America for nearly a decade as a triple minority who passes for a straight white woman, Dannie Lynn Fountain knows that corporations' modern plague is the story of its DEI duality. Time and time again, she has witnessed companies pretend to care about DEI for public relations fodder and then discriminate against employees or ignore their identities.

Dannie's solution to this problem? Rage against the system by refusing to accept mediocre-at-best action.

This story isn't just about how messed up corporate DEI currently is; it also takes a hard look at what is necessary to get diversity right in three parts:

● The context of corporate DEI
● Why the change in perspective
● What's not working and how to change

Ending Checkbox Diversity gives readers an understanding of exactly how corporate America is failing underrepresented identities and offers a plan for what to do next, with clear examples and metrics for evaluating DEI in their own careers and aligning themselves with companies that are actually doing the work.

“This timely book reminds us that innovation is agnostic about where it's created.”
-Satya Nadella, CEO, Microsoft



Over and over, we see big legacy businesses getting beaten to the punch by energetic little start-ups. It seems like innovation can come from only the bottom up or from outside in. But tech experts Vivek Wadwha, Ismail Amla, and Alex Salkever are here to tell you that "big equals slow and stodgy" is a myth. Based on decades of experience working with the world's leading brands and start-ups, they explore the opportunity legacy companies have to create new markets, supercharge growth, and remake their businesses by combining the scrappy mind-set and tool belt of hypergrowth start-ups with the massive benefits of incumbency: boatloads of customer data, decades of brand equity, robust distribution channels, enormous financial asserts, and more. Equally important, they provide a playbook on how to use their insights in your own company, team, or career. This is a fast-paced, anecdote-rich story that rethinks modern innovation-a book every manager, executive, and ambitious employee will want to read.

In FLIGHT PLAN, bestselling author Brian Tracy (author of Eat That Frog, over half a million copies sold) explains the real secret to success in business and personal life. Using the metaphor of an airplane trip from coast to coast, Tracy reveals the key ingredients that go into accomplishing any long-term, meaningful success.

American opportunity is not dead. Bestselling author and entrepreneur John Hope Bryant outlines the mindset and practices that will allow us to achieve the American Dream, no matter what our current circumstances are.

Americans have lost faith in their country. With job security disappearing and fewer glimpses of a better future, it can feel like we are barely surviving, much less thriving, in today's problematic economy. Americans want the "old" America back-- the America where opportunity comes knocking at the front door. But the real problem, John Hope Bryant says, is that we're forgetting that this is still the Land of Opportunity--a site of upward mobility, a place teeming with different ways to create and grow wealth. The opportunities of today are not only greater than the obstacles, but they are greater than they have ever been. What we need, he says, is a mindset shift--a way of recalibrating to recognize that there is still a bounty of resources for establishing entrepreneurship and success in this country. The first step for us, for America, is to remember our storyline--how, coming up from nothing, we established and harnessed the invincible American Dream.

"This important book offers organizations the keys to introvert inclusion."
-Susan Cain, New York Times bestselling author of Quiet Influence

The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.


As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.

"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace-including leaders, human resource managers, and team members-to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life-hiring, training, leading, communicating, meeting, designing workplaces, and more-through an inclusive lens. You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work. Kahnweiler gives you the tools to build a culture that embraces all your employees and maximizes the strengths introverts bring to your organization.

High-pressure situations can make us panic-but if we can change our perspective, what seemed impossible can suddenly become doable. Legendary pitching coach Rick Peterson is a master at this kind of reframing. He and bestselling author and leadership expert, Judd Hoekstra make this skill available to everyone.


Everybody faces high-pressure situations, and in today's fast-paced, hypercompetitive world it's arguably worse than ever. But ace pitching coach Rick Peterson and organization and leadership expert Judd Hoekstra say our ineffective response to pressure often causes us to perform far below our capabilities.

Peterson has less than a minute to help a struggling athlete performing in front of millions and flip from butterflies to boldness. His breakthrough is to use “reframing” to recast any situation from a perceived threat or crisis to a positive opportunity. Using dozens of stories from his long career, he and Hoekstra offer six different ways anyone can get a new perspective that will keep them from striking out when the heat's on. These techniques are explicitly made applicable far beyond the pitching mound-anyone can learn to outthink their brains with the power of reframing.