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Everyone needs to involve other people in order to accomplish their tasks and achieve their goals. It doesn't matter if you're a CEO leading a major restructuring or a PTA volunteer raising money for after-school programs, you can't do it all yourself-you and the work will suffer if you try. But the hit-and-miss way most people go about involving others often takes too much time and seems like more trouble than it's worth.
You Don't Have to Do It Alone takes a systematic approach to involvement. It lays out a simple, straightforward plan of action for finding the right people and keeping them energized, enthusiastic, and committed until the work is completed. The book is organized around a series of five questions corresponding to steps in the involvement process-in fact, these questions are the titles of the first five chapters. Each chapter begins with a short anecdote that introduces one of the questions and offers helpful tools and techniques for resolving it, as well as providing examples from corporations, government, and the nonprofit sector that make the book interesting, fun, memorable-and, above all, useful.
You Don't Have to Do It Alone is the Swiss Army Knife of involvement-a set of tools that can be used in any setting to get you the help you need. You will learn to involve others in a way that will actually make your work easier, resulting in less stress, better ideas, and more successful outcomes. This book's lessons apply whether you are working at a multinational corporation, an inner-city hospital, or at the community bake sale.
You Don't Have to Do It Alone takes a systematic approach to involvement. It lays out a simple, straightforward plan of action for finding the right people and keeping them energized, enthusiastic, and committed until the work is completed. The book is organized around a series of five questions corresponding to steps in the involvement process-in fact, these questions are the titles of the first five chapters. Each chapter begins with a short anecdote that introduces one of the questions and offers helpful tools and techniques for resolving it, as well as providing examples from corporations, government, and the nonprofit sector that make the book interesting, fun, memorable-and, above all, useful.
You Don't Have to Do It Alone is the Swiss Army Knife of involvement-a set of tools that can be used in any setting to get you the help you need. You will learn to involve others in a way that will actually make your work easier, resulting in less stress, better ideas, and more successful outcomes. This book's lessons apply whether you are working at a multinational corporation, an inner-city hospital, or at the community bake sale.
Women see, understand, and value what goes on in their workplaces and organizations in dramatically different ways than do men. This book shows how women and organizations typically squander these female gifts. And it unlocks the keys to leveraging women's true potential so that they achieve success and satisfaction in their work and organizations.
In a world where businesses often create more harm than healing, this transformative guide shows leaders how to heal themselves first—because only whole leaders can build truly healthy organizations.
Leadership shouldn’t cost us our souls, yet too many leaders find themselves spiritually and emotionally exhausted, leading organizations that drain rather than nurture human potential. This book offers a different path—one where personal transformation becomes the foundation for positive organizational change.
Written by conscious business pioneer Raj Sisodia and personal transformation expert Nilima Bhat, this book guides readers through seven essential steps of inner healing that ripple out to create healthier organizations:
Through vulnerable personal stories, practical exercises, and real-world applications, this book provides a road map for leaders who are ready to begin their healing journey—not just for their own sake but also for the healing of the organizations and communities they serve.
Leadership shouldn’t cost us our souls, yet too many leaders find themselves spiritually and emotionally exhausted, leading organizations that drain rather than nurture human potential. This book offers a different path—one where personal transformation becomes the foundation for positive organizational change.
Written by conscious business pioneer Raj Sisodia and personal transformation expert Nilima Bhat, this book guides readers through seven essential steps of inner healing that ripple out to create healthier organizations:
- Know Yourself—Strip away the masks you wear as a leader to discover who you truly are.
- Love Yourself—Learn to embrace all parts of yourself, even the shadows you try to hide.
- Be Yourself—Find the courage to lead authentically, not just effectively.
- Choose Yourself—Take back authorship of your leadership story.
- Express Yourself—Channel your unique gifts into meaningful impact.
- Complete Yourself—Bring together all parts of yourself into wholeness.
- Heal Yourself—Transform your wounds into wisdom that serves others.
Through vulnerable personal stories, practical exercises, and real-world applications, this book provides a road map for leaders who are ready to begin their healing journey—not just for their own sake but also for the healing of the organizations and communities they serve.
The leading author and senior statesman in the field of diversity management identifies the most effective diversity management philosophies, strategies, and practices from around the world.
Bill Treasurer's book starts with an immovable truth: sooner or later, everyone fails at leading, especially when new at it. When it happens, Treasurer calls it “a leadership kick in the ass.” But fear not, by mastering the skill of “confident humility” you can move from rejected to respected.
It's a sad fact. You have to be bad at leading others before you can learn to be good at it. Sooner or later, every leader runs into a wall of incompetence, weakness, or hubris that Treasurer calls “the leadership kick in the ass.” Do you derail from being a leader or learn from scraping your knees?
Treasurer finds that the most difficult problem leaders face is finding the right midpoint between overconfidence and indecisiveness or weakness. Just about all leaders land on the wrong side of this tough balance at some point-and that's when they get their asses kicked. Although most leaders say it can be a very valuable experience, Steve Jobs, who definitely favored one side, famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help the reader master the art of “confident humility.” If you succeed, the next place you get kicked might be upstairs.
It's a sad fact. You have to be bad at leading others before you can learn to be good at it. Sooner or later, every leader runs into a wall of incompetence, weakness, or hubris that Treasurer calls “the leadership kick in the ass.” Do you derail from being a leader or learn from scraping your knees?
Treasurer finds that the most difficult problem leaders face is finding the right midpoint between overconfidence and indecisiveness or weakness. Just about all leaders land on the wrong side of this tough balance at some point-and that's when they get their asses kicked. Although most leaders say it can be a very valuable experience, Steve Jobs, who definitely favored one side, famously said, “Getting fired was the best thing that ever happened to me.” This book is a survival guide, coach, and morale booster to help the reader master the art of “confident humility.” If you succeed, the next place you get kicked might be upstairs.
A poor relationship with the boss is the leading cause of dissatisfaction at work. Steve Arneson (bestselling author of Bootstrap Leadership, over 11,000 copies sold) says it's time to stop complaining about the boss and take charge of the relationship. When you understand what makes your boss tick, you can begin to put the focus where it belongs: on yourself.
The era of the comfy, offsite strategy retreat is over-who has the time? Beset by rapid change, leaders have to build the strategy airplane while they fly it. Agile organizations use execution (i.e., performance) to drive strategy. Laura Stack, bestselling author of What to Do When There's Too Much to Do (25,000 copies sold), provides the tools leaders need to adapt.
This is the first book to tell the full inside story of the inspiring rise, tragic mistakes, devastating fall, determined recovery, and renewed social contribution and success of one of the most iconic mission-driven companies in the world: Ben & Jerry's.
A bestselling thought leader turns standard thinking on it's head--leadership is not all action. It's also reflection and even meditation. Cashman's breakthrough book explains how any leader can find the means to purpose, innovation, and energy by periodically turning off the Blackberry and pausing to think.
Having served on numerous corporate and nonprofit boards, former business school dean and university president White has a surprising message-many directors don't understand their roles as stewards. Rather than seeing boards as mere vehicles for oversight and basic monitoring, he shows, in detail and with hundreds of real-world anecdotes, how boards can do better.
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.
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.
