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Our future will be radically decentralized, digitized, and disrupted. Leaders will need more than just skills to survive. Veteran futurist Bob Johansen offers five literacies-combinations of discipline, practices, and perspective-for thriving in a volatile, uncertain, complex, and ambiguous world.
A rapid and massively disruptive shift from centralized to distributed organizations has already begun. But current leadership practices were designed for large, centralized organizations, making them increasingly obsolete. Bob Johansen, who has been projecting future trends from Silicon Valley since 1968, outlines five literacies leaders need to develop to cope with this brave new world.
Johansen says leaders need the literacy of projecting themselves into the future and “looking backwards” to make sure they are preparing for potential new developments. They have to cultivate the literacy of voluntarily engaging with their fear in a safe way, using simulations and gaming, so they can immerse themselves in the things they're worried about and deal with them. Distributed leadership is a third vital literacy-leaders need to know how to guide organizations that have no center, grow from the edges, and can't be controlled. In a globalized world they must master multimedia leadership-the literacy of having presence and influence even when they're not physically present. And finally, to stay on top of all this, they need the literacy of creating positive energy: leaders have to be extremely fit, physically and mentally, to keep their own energy and that of their organizations high to cope with this era of extreme disruption. Johansen presents dramatic and mind-expanding examples of how forward-looking organizations are developing these literacies and offers readers sage advice on how to cultivate them.
A rapid and massively disruptive shift from centralized to distributed organizations has already begun. But current leadership practices were designed for large, centralized organizations, making them increasingly obsolete. Bob Johansen, who has been projecting future trends from Silicon Valley since 1968, outlines five literacies leaders need to develop to cope with this brave new world.
Johansen says leaders need the literacy of projecting themselves into the future and “looking backwards” to make sure they are preparing for potential new developments. They have to cultivate the literacy of voluntarily engaging with their fear in a safe way, using simulations and gaming, so they can immerse themselves in the things they're worried about and deal with them. Distributed leadership is a third vital literacy-leaders need to know how to guide organizations that have no center, grow from the edges, and can't be controlled. In a globalized world they must master multimedia leadership-the literacy of having presence and influence even when they're not physically present. And finally, to stay on top of all this, they need the literacy of creating positive energy: leaders have to be extremely fit, physically and mentally, to keep their own energy and that of their organizations high to cope with this era of extreme disruption. Johansen presents dramatic and mind-expanding examples of how forward-looking organizations are developing these literacies and offers readers sage advice on how to cultivate them.
This is the first book on influencing others aimed squarely at introverts, who make up half of the U.S. population. Jennifer Kahnweiler, bestselling author of The Introverted Leader (20,000 copies sold) demonstrates precisely how introverts can be highly effective influencers when, instead of trying to act like extroverts, they make the most of their natural strengths.
Most approaches to conflict resolution and negotiation result in just temporary settlement, compromise, or capitulation. This book offers new principles and new tools to show how to get to real, lasting resolution of any kind of personal, business, organizational, or community conflict
Research shows that women consistently undervalue their skills and readiness for challenging jobs, promotions, and assignments – while men have the opposite bias. How can women compete on this tilted playing field if they talk themselves out of the game before they start? Helene Lerner tells women that NOW is the time to step up as a leader, ready or not.
Though celebrated as a black pioneer who became an officer and president at companies like Avon and Carson Products (now part of L'Oreal), Joyce Roché secretly felt like an impostor. Recounting her own struggle to feel she deserved her hard-won victories, she includes interviews with other business leaders to provide guidance for women, minorities, and anyone who struggles to own the right to succeed.
This first comprehensive guide to helping mentors and mentees bridge gaps between and among cultures-a growing issue in today's diverse workplace-is coauthored by the founder and CEO of the Center for Mentoring Excellence.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key-the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
As the workplace has become more diverse, mentoring has become more challenging. Mentors and mentees may come from very different backgrounds and have limited understanding of each other's cultures and outlooks. But mentoring remains the most powerful tool for creating meaningful relationships, furthering professional development, and increasing engagement and retention. Younger workers and emerging leaders in particular are demanding it.
Lisa Z. Fain and Lois J. Zachary offer a timely, evidence-based, practical guide for helping mentors develop the level of cultural competency needed to bridge differences. Firmly rooted in Zachary's well-known four-part mentoring model, the book uses three fictional scenarios featuring three pairs of diverse mentors and mentees to illustrate how key concepts can play out in real life. It offers an array of accessible tools and strategies designed to help you increase your self-awareness and prepare you to embrace and leverage differences in your mentoring relationships. But beyond tips and techniques, Fain and Zachary emphasize that authenticity is the key-the ultimate purpose of this book is to help the mentor and mentee make a genuine connection and learn from each other. That's when the magic really happens.
Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent "free agent" workforce, the only way for an organization to adapt and succeed is to build a "culture of inclusion" that nurtures and draws on the talents of a diverse workforce.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Ginger Levin DPA
Interpersonal Skills for Portfolio, Program, and Project Managers
5599
$55.99
Unit price perGinger Levin DPA
Interpersonal Skills for Portfolio, Program, and Project Managers
5599
$55.99
Unit price per
They say the rules are made to be broken. But which rules? When should you break them? And how do you do it? Ira Chaleff explores when following orders does more harm than good and what to do about it.
Abu Ghraib prison. Enron. Abuse in the Catholic Church. NSA surveillance of blameless citizens. Needless deaths at Veterans Administration hospitals. These scandals could have been prevented if, early on, people had said no to their higher-ups. And why didn't they? Because, says Ira Chaleff, they didn't know how. It's much harder than it might seem. In this very timely new book, the author of the classic The Courageous Follower goes deeply into when and how to disobey orders and disagree with decisions in an intelligent, helpful, and ethical way.
Chaleff took his inspiration, and the book's title, from a concept used in guide dog training. Guide dogs must be able to recognize a command that would put the human and themselves at risk of serious harm, learn how to effectively resist the command, and identify alternate safer options for achieving a legitimate goal. This is precisely what Chaleff helps human beings do. He delves into the psychological dynamics of obedience, drawing in particular on Stanley Milgram's seminal Yale experiments where volunteers were induced to administer shocks to innocent people. Using dozens of vivid examples involving major historical events and everyday situations, he offers advice on judging whether a situation calls for intelligent disobedience, how to most effectively express opposition, and how we can create a culture where, rather than “just following orders,” citizens are encouraged to think about whether or not those orders actually make sense.
Abu Ghraib prison. Enron. Abuse in the Catholic Church. NSA surveillance of blameless citizens. Needless deaths at Veterans Administration hospitals. These scandals could have been prevented if, early on, people had said no to their higher-ups. And why didn't they? Because, says Ira Chaleff, they didn't know how. It's much harder than it might seem. In this very timely new book, the author of the classic The Courageous Follower goes deeply into when and how to disobey orders and disagree with decisions in an intelligent, helpful, and ethical way.
Chaleff took his inspiration, and the book's title, from a concept used in guide dog training. Guide dogs must be able to recognize a command that would put the human and themselves at risk of serious harm, learn how to effectively resist the command, and identify alternate safer options for achieving a legitimate goal. This is precisely what Chaleff helps human beings do. He delves into the psychological dynamics of obedience, drawing in particular on Stanley Milgram's seminal Yale experiments where volunteers were induced to administer shocks to innocent people. Using dozens of vivid examples involving major historical events and everyday situations, he offers advice on judging whether a situation calls for intelligent disobedience, how to most effectively express opposition, and how we can create a culture where, rather than “just following orders,” citizens are encouraged to think about whether or not those orders actually make sense.
“Everyday Project Management is a practical guide for anyone new or needing to learn more about project management. Unlike many other books, it does not rely on arcane concepts and terms, and simply tells it like it is.”
-Todd C. Williams, President of eCameron, Inc., and author of Filling Execution Gaps and Rescue the Problem Project
Everyday Project Management provides the direction you need to apply project management's time-tested tools for keeping things on time and under budget. It introduces the wide variety of tasks you will have to tackle, such as assembling a team, mapping out a plan, monitoring progress, keeping your team motivated, and using appropriate planning tools, such as project management software or wall charts. In addition, you'll gain a clearer picture of the project manager's role in the conception, planning, execution, control, and completion of a project. Each chapter offers essential, bite-sized nuggets of wisdom that will help you succeed, outlining the kinds of challenges you'll encounter, the interpersonal issues that will arise, and ways to stay on time and on budget in pursuit of the desired, quality outcome.
-Todd C. Williams, President of eCameron, Inc., and author of Filling Execution Gaps and Rescue the Problem Project
Everyday Project Management provides the direction you need to apply project management's time-tested tools for keeping things on time and under budget. It introduces the wide variety of tasks you will have to tackle, such as assembling a team, mapping out a plan, monitoring progress, keeping your team motivated, and using appropriate planning tools, such as project management software or wall charts. In addition, you'll gain a clearer picture of the project manager's role in the conception, planning, execution, control, and completion of a project. Each chapter offers essential, bite-sized nuggets of wisdom that will help you succeed, outlining the kinds of challenges you'll encounter, the interpersonal issues that will arise, and ways to stay on time and on budget in pursuit of the desired, quality outcome.
Top diversity experts Katz and Miller offer a short, engaging guide to four simple behaviors that fundamentally change the quality and nature of people's workplace interactions, thereby opening doors to more productive interpersonal relationships, greater job satisfaction, and increased organizational success.
Marilee G. Adams Ph.D.
Change Your Questions, Change Your Life, 4th Edition
2395
$23.95
Unit price perMarilee G. Adams Ph.D.
Change Your Questions, Change Your Life, 4th Edition
2395
$23.95
Unit price per
Discover how the questions we ask ourselves and others can either expand our mindsets and open us up to exciting new possibilities or constrict our mindsets and limit our choices for successful change.
When we're looking for answers, we often forget to take the time to ask the right questions. But, as Marilee Adams shows, intentionally using questions helps us make wiser choices, find solutions, and transform our personal and professional lives.
Drawing on decades of research and experience as a coach and consultant, Adams uses a highly interesting and entertaining fable that illustrates how to recognize and reframe undermining questions to ones that open us to learning, connection, and success. Asking "What great things could happen today?" creates very different expectations than asking "What could go wrong today?"
Change Your Questions, Change Your Life is an international bestseller with over 400,000 copies sold. This revised edition contains many of the elements that made the previous editions a success, including the Choice Map and Learner/Judger mindsets, along with new neuroscience research.
When we're looking for answers, we often forget to take the time to ask the right questions. But, as Marilee Adams shows, intentionally using questions helps us make wiser choices, find solutions, and transform our personal and professional lives.
Drawing on decades of research and experience as a coach and consultant, Adams uses a highly interesting and entertaining fable that illustrates how to recognize and reframe undermining questions to ones that open us to learning, connection, and success. Asking "What great things could happen today?" creates very different expectations than asking "What could go wrong today?"
Change Your Questions, Change Your Life is an international bestseller with over 400,000 copies sold. This revised edition contains many of the elements that made the previous editions a success, including the Choice Map and Learner/Judger mindsets, along with new neuroscience research.
When it comes to leading, there is a critical difference between communicating as a boss and communicating as a bully. Celebrated communicator Dianna Booher explains why a leader's success depends on knowing how to communicate strategically with audiences in an organization at their level of interest and relevancy.
“People don't leave an organization; they leave a boss” has become a truism in the workplace for good reason. The most common issue is that employees who get promoted from supervisor to manager or from manager to senior executive don't have adequate leadership communication skills for the job. As a result, they are stuck in micromanagement mode.
This book addresses this micromanagement problem by providing principles to help professionals think, coach, converse, speak, write, and meet strategically to deliver results. Booher guides readers through the transition from being a tactical thinker conducting day-to-day administrative work to being a strategic thinker dealing with critical problem analysis, generating innovative ideas, and aiming at a targeted solution. While strategic thinking is the first step to standing out, if you are unable to communicate your strategic thinking, you will remain stuck. Booher's research-based practice of strategic communication gives managers the training they desperately need as they move into leadership positions.
The ability to translate their knowledge, experience, and judgment for different groups and different levels in an organization transforms leaders from ordinary to extraordinary.
“People don't leave an organization; they leave a boss” has become a truism in the workplace for good reason. The most common issue is that employees who get promoted from supervisor to manager or from manager to senior executive don't have adequate leadership communication skills for the job. As a result, they are stuck in micromanagement mode.
This book addresses this micromanagement problem by providing principles to help professionals think, coach, converse, speak, write, and meet strategically to deliver results. Booher guides readers through the transition from being a tactical thinker conducting day-to-day administrative work to being a strategic thinker dealing with critical problem analysis, generating innovative ideas, and aiming at a targeted solution. While strategic thinking is the first step to standing out, if you are unable to communicate your strategic thinking, you will remain stuck. Booher's research-based practice of strategic communication gives managers the training they desperately need as they move into leadership positions.
The ability to translate their knowledge, experience, and judgment for different groups and different levels in an organization transforms leaders from ordinary to extraordinary.
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.
Project Management for Small Projects shows you how to tailor bureaucratic planning processes to a sleek minimum while still keeping your project running like a well-oiled machine.
The Project Management Body of Knowledge (PMBOK) recommends tailoring the planning processes to fit the size of your project, but it doesn't always fully explain how. Using too much process can be as detrimental to a project as not using a process at all. For years, this book has helped managers of small projects design processes that are neither too big nor too small but "just right." It provides simplified but compliant tools for immediate use in managing small projects. And since most small projects tend to be similar in structure or outcome, a template for one project can be used for future projects. This new edition of Project Management for Small Projects has been updated to align with the latest PMBOK. In addition, there is new material on Agile project management and on the essential leadership skills for small project managers.
The Project Management Body of Knowledge (PMBOK) recommends tailoring the planning processes to fit the size of your project, but it doesn't always fully explain how. Using too much process can be as detrimental to a project as not using a process at all. For years, this book has helped managers of small projects design processes that are neither too big nor too small but "just right." It provides simplified but compliant tools for immediate use in managing small projects. And since most small projects tend to be similar in structure or outcome, a template for one project can be used for future projects. This new edition of Project Management for Small Projects has been updated to align with the latest PMBOK. In addition, there is new material on Agile project management and on the essential leadership skills for small project managers.
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.
