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In their much-anticipated sequel to the bestseller Ideas Are Free (over 50,000 copies sold), Alan Robinson and Dean Schroeder explain that employee ideas are no longer a “nice-to-have” but rather the very lifeblood of competitiveness, culture, and strategy. Their new book shows how to align every part of the organization around generating and implementing ideas at the front line.
To help large and small businesses repair our broken talent pipeline, Ed Gordon offers counter-intuitive, bottom-up solutions through which corporations partner with NGOs, educational groups, local chambers of commerce and other stakeholders to rebuild the wellspring.
Knowledge Café is a process for creating, exchanging, and optimizing knowledge, whether in-person or virtual. This popular and practical knowledge management tool supports a culture where projects and innovation thrive.
So many project workers are overloaded with useless information and starving for the information they really need. Knowledge Management (KM) is an important and underrated ingredient in successful project management. The Knowledge Café makes KM best practices accessible to project managers everywhere.
Human knowledge is the intellectual capital of organizations, and the consequences for losing it are dire. Knowledge Café is a current, cross-generational, systematic concept designed to retain and manage relevant knowledge--stopping the unchecked "brain drain" that can occur when knowledge is hoarded. This method is as simple to use as a corner café and works in both virtual and real-life settings.
Knowledge Café will help you combine your institutional knowledge from your experienced workers with the fresh ideas bubbling up from the front lines. If our projects (and organizations) are to succeed, we absolutely must make the shift from knowledge hoarding to knowledge sharing. You can't afford to lose the vital institutional wisdom you've built up every time there is turnover in your workforce. Knowledge Café is the solution.
So many project workers are overloaded with useless information and starving for the information they really need. Knowledge Management (KM) is an important and underrated ingredient in successful project management. The Knowledge Café makes KM best practices accessible to project managers everywhere.
Human knowledge is the intellectual capital of organizations, and the consequences for losing it are dire. Knowledge Café is a current, cross-generational, systematic concept designed to retain and manage relevant knowledge--stopping the unchecked "brain drain" that can occur when knowledge is hoarded. This method is as simple to use as a corner café and works in both virtual and real-life settings.
Knowledge Café will help you combine your institutional knowledge from your experienced workers with the fresh ideas bubbling up from the front lines. If our projects (and organizations) are to succeed, we absolutely must make the shift from knowledge hoarding to knowledge sharing. You can't afford to lose the vital institutional wisdom you've built up every time there is turnover in your workforce. Knowledge Café is the solution.
Build organizations where employees feel truly safe to learn, contribute, and challenge the status quo.
The proven practical guide to psychological safety is now expanded with updated research and powerful new frameworks and tools.
Psychological safety—the belief that you can speak up without risk of punishment or humiliation—is crucial for high-performing teams and innovative organizations. This revised and expanded edition of Timothy Clark's groundbreaking framework provides leaders with a research-backed roadmap through four distinct stages that enable individuals to feel safe, valued, and empowered.
The four stages build progressively:
Leaders will learn to banish fear, create performance-based accountability, and build environments where people thrive beyond expectations.
The proven practical guide to psychological safety is now expanded with updated research and powerful new frameworks and tools.
Psychological safety—the belief that you can speak up without risk of punishment or humiliation—is crucial for high-performing teams and innovative organizations. This revised and expanded edition of Timothy Clark's groundbreaking framework provides leaders with a research-backed roadmap through four distinct stages that enable individuals to feel safe, valued, and empowered.
The four stages build progressively:
- Inclusion Safety (feeling included and accepted),
- Learner Safety (feeling safe to learn and ask questions),
- Contributor Safety (feeling safe to contribute and participate), and
- Challenger Safety (feeling safe to challenge the status quo and speak truth to power).
Leaders will learn to banish fear, create performance-based accountability, and build environments where people thrive beyond expectations.
Stop running toward someone else’s definition of success, and start intentionally shaping your own. This prequel to Aesop’s famous tortoise and hare fable shows exhausted professionals how to shift from chasing external validation to creating internal meaning and alignment.
Stop chasing visibility. Start creating meaning.
In today’s high-pressure workplace, professionals are depleted from constantly proving themselves to others—yet struggling to find genuine satisfaction in their work. What if the breakthrough isn’t working harder within the system but instead reimagining what success means to you?
Stop Chasing, Start Creating reveals the untold story of Tano the tortoise before his famous race with the hare. In this prequel to the beloved Aesop’s fable, we discover that Tano wasn’t always the steady, purposeful creature we know. He once chased visibility, approval, and validation just like the rest of us—until a moment of awakening changed everything.
Through Tano’s journey from external pressure to internal clarity, readers discover the crucial difference between chasing meaning and creating it. Grounded in motivation science, this framework shifts professionals from extrinsic motivation (external rewards, recognition, and belonging) to intrinsic motivation (purpose, contribution, and alignment).
Perfect for burned-out professionals in healthcare, education, nonprofit management, and other purpose-driven fields, this story-first approach offers the metaphor-rich reflection modern workers crave without feeling like another productivity manual.
Stop chasing visibility. Start creating meaning.
In today’s high-pressure workplace, professionals are depleted from constantly proving themselves to others—yet struggling to find genuine satisfaction in their work. What if the breakthrough isn’t working harder within the system but instead reimagining what success means to you?
Stop Chasing, Start Creating reveals the untold story of Tano the tortoise before his famous race with the hare. In this prequel to the beloved Aesop’s fable, we discover that Tano wasn’t always the steady, purposeful creature we know. He once chased visibility, approval, and validation just like the rest of us—until a moment of awakening changed everything.
Through Tano’s journey from external pressure to internal clarity, readers discover the crucial difference between chasing meaning and creating it. Grounded in motivation science, this framework shifts professionals from extrinsic motivation (external rewards, recognition, and belonging) to intrinsic motivation (purpose, contribution, and alignment).
Perfect for burned-out professionals in healthcare, education, nonprofit management, and other purpose-driven fields, this story-first approach offers the metaphor-rich reflection modern workers crave without feeling like another productivity manual.
This book, the first to treat workplace culture like a garden instead of a construction project, offers a proven framework that transforms toxic environments into thriving ecosystems where all talent flourishes.
Organizations fail when they treat culture like a construction project. They thrive when they treat it like a garden, cultivating conditions for growth rather than engineering behavior through rigid blueprints.
Award-winning consultant Abi Adamson introduces the SERN™ framework (Soil, Exposure, Roots, Nutrients) to guide sustainable cultural transformation. Drawing from her experience working with international clients, including Spotify, Sony Music, and Match Group, Abi shows how to do the following:
Unlike traditional culture initiatives, focused on compliance and conformity, this framework reveals why expensive transformation efforts keep failing and how to spot “nutrient vampires” draining your best people.
For C-suite leaders, executives, people managers, and anyone who has ever felt invisible at work, this guide offers a sustainable alternative: treating culture as a living ecosystem requiring ongoing cultivation, not a one-time fix.
Because as Abi says, “We bloom together or we wilt alone.”™
Organizations fail when they treat culture like a construction project. They thrive when they treat it like a garden, cultivating conditions for growth rather than engineering behavior through rigid blueprints.
Award-winning consultant Abi Adamson introduces the SERN™ framework (Soil, Exposure, Roots, Nutrients) to guide sustainable cultural transformation. Drawing from her experience working with international clients, including Spotify, Sony Music, and Match Group, Abi shows how to do the following:
- Identify and detoxify the soil poisoning organizational foundations
- Expose who's hoarding the light while others wither in shadows
- Strengthen the root networks where real culture actually lives
- Distribute the nutrients people actually need to thrive (hint: it's not pizza Fridays)
Unlike traditional culture initiatives, focused on compliance and conformity, this framework reveals why expensive transformation efforts keep failing and how to spot “nutrient vampires” draining your best people.
For C-suite leaders, executives, people managers, and anyone who has ever felt invisible at work, this guide offers a sustainable alternative: treating culture as a living ecosystem requiring ongoing cultivation, not a one-time fix.
Because as Abi says, “We bloom together or we wilt alone.”™
This manager's guide shows how to recognize and eliminate the leadership behaviors that kill morale, crush productivity, and drive top talent away.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
The workplace is broken—and managers are the problem. Through coaching hundreds of frustrated employees, Tanya Uyigue has identified the toxic management patterns driving people to quit. Employees are exhausted by leaders who micromanage their every move, disappear for months without check-ins, or create environments where speaking up feels dangerous.
The truth is, your team isn't telling you what's actually wrong because they're afraid of being retaliated against, dismissed, or labeled as “difficult.” But their silence is costing you talent, productivity, and profitability.
What Your Team Won't Tell You exposes the seven destructive manager archetypes that poison workplace culture, and each chapter provides specific, actionable strategies to transform these toxic patterns into leadership strengths. When you create an environment where employees feel heard, valued, and empowered, retention soars, productivity increases, and engagement becomes authentic-not forced.
Can't afford housing or healthcare? One 1886 Supreme Court fraud gave corporations constitutional rights over you—discover how billionaire oligarchs stole your future and the constitutional amendment to take it back.
You work harder than your parents did, yet you can’t afford a home. Billionaires are richer than ever. You know the system is rigged—but no one’s told you how it happened or who rigged it.
Here’s what they don’t teach in law school: In 1886, the Supreme Court never ruled that corporations have constitutional rights. That “precedent” came from a single fraudulent sentence inserted by a court reporter working with a corrupt justice. One headnote. One lie. The greatest legal heist in American history.
That fraud did the following and more:
That’s why your paycheck doesn’t stretch. That’s why corporations have more rights than you do. That’s why democracy is eroding. For 140 years, they’ve distracted Americans by blaming immigrants, “welfare queens,” and each other—while billionaires rewrote the rules. Now people are pushing back: passing local ordinances, organizing for a constitutional amendment, and reclaiming power for We the People.
The rebellion has begun. Stop blaming your neighbors. Start demanding accountability. Learn how the system was stolen—and how to take it back.
You work harder than your parents did, yet you can’t afford a home. Billionaires are richer than ever. You know the system is rigged—but no one’s told you how it happened or who rigged it.
Here’s what they don’t teach in law school: In 1886, the Supreme Court never ruled that corporations have constitutional rights. That “precedent” came from a single fraudulent sentence inserted by a court reporter working with a corrupt justice. One headnote. One lie. The greatest legal heist in American history.
That fraud did the following and more:
- Crushed unions and shipped jobs overseas
- Slashed taxes for the wealthy and gave corporations the power to buy elections
- Transferred trillions from working families to billionaire oligarchs
That’s why your paycheck doesn’t stretch. That’s why corporations have more rights than you do. That’s why democracy is eroding. For 140 years, they’ve distracted Americans by blaming immigrants, “welfare queens,” and each other—while billionaires rewrote the rules. Now people are pushing back: passing local ordinances, organizing for a constitutional amendment, and reclaiming power for We the People.
The rebellion has begun. Stop blaming your neighbors. Start demanding accountability. Learn how the system was stolen—and how to take it back.
Top consultant Sarah Beaulieu offers a five-part framework that enables employees to have difficult but necessary conversations about sexual harassment and violence and develop new, better ways of working together.
In the wake of the #MeToo movement, employees and leaders are struggling with how to respond to the pervasiveness of sexual harassment. Most approaches simply emphasize knowing and complying with existing laws. But people need more than lists of dos and don'ts-they need to learn how to navigate this uncertain, emotionally charged terrain. Sarah Beaulieu provides a new skills-based approach to addressing sexual harassment prevention and response in the workplace, including using underdeveloped skills like empathy, situational awareness, boundary setting, and intervention.
Beaulieu outlines a five-part framework for having conversations about sexual harassment: Know the Facts; Feel Uncomfortable; Get Curious, Not Furious; See the Whole Picture; and Embrace Practical Questions. By embracing these conversations, we can break the cycle of avoidance and silence that makes our lives and workplaces feel volatile and unsafe. Grounded in storytelling, humor, and dozens of real-life scenarios, this book introduces the idea of uncomfortable conversation as the core skill required to enable everyone to bring their full talent and contributions to safe and respectful workplaces.
In the wake of the #MeToo movement, employees and leaders are struggling with how to respond to the pervasiveness of sexual harassment. Most approaches simply emphasize knowing and complying with existing laws. But people need more than lists of dos and don'ts-they need to learn how to navigate this uncertain, emotionally charged terrain. Sarah Beaulieu provides a new skills-based approach to addressing sexual harassment prevention and response in the workplace, including using underdeveloped skills like empathy, situational awareness, boundary setting, and intervention.
Beaulieu outlines a five-part framework for having conversations about sexual harassment: Know the Facts; Feel Uncomfortable; Get Curious, Not Furious; See the Whole Picture; and Embrace Practical Questions. By embracing these conversations, we can break the cycle of avoidance and silence that makes our lives and workplaces feel volatile and unsafe. Grounded in storytelling, humor, and dozens of real-life scenarios, this book introduces the idea of uncomfortable conversation as the core skill required to enable everyone to bring their full talent and contributions to safe and respectful workplaces.
Competence does not speak for itself! You can't simply display it; you have to draw people's attention to it. World-renowned negotiation and deception detection expert, business professor, and mentalist Jack Nasher offers effective, proven techniques to convince others that we are talented, trustworthy, and yes, even brilliant.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Nasher offers the example of Joshua Bell, possibly the world's most famous violinist. In January 2007, at rush hour, he stepped into a Washington, DC, subway station, dressed like any street busker, and began to play a $4,000,000 Stradivarius. It was part of an experiment staged by a journalist of the Washington Post, who expected Bell's skill alone to attract an immense, awed crowd. But Bell was generally ignored, and when he stopped, nobody applauded. He made $34.17.
The good news is that you don't have to accept obscurity: you can positively affect others' perception of your talent. Whether you're looking for work, giving an important presentation, seeking clients or customers for your business, or vying for a promotion, Nasher explains how to use techniques such as expectation management, verbal and nonverbal communication, the Halo Effect, competence framing, and the power of nonconformity to gain control of how others perceive you.
Competence is the most highly valued professional trait. But it's not enough to be competent, you have to convey your competence. With Nasher's help you can showcase your expertise, receive the recognition you deserve, and achieve lasting success.
Drawing on 30 years of helping families, this profound fable by the Anasazi Foundation illustrates the true anguish of conflict and explains how we can end war within ourselves, within our families, and even between nations.
Created in 1988 by renowned wilderness pioneers Larry D. Olsen and Ezekiel C. Sanchez (a Totonac Indian whose native name is Good Buffalo Eagle), the Anasazi Foundation invites young people, through a primitive living experience, to effect a change of heart. For over thirty years, their teachings have helped families begin anew and walk in harmony in the wilderness of the world.
Inspired by their wisdom, this book tells the story of two brothers whose warring hearts threaten to destroy their lives and their community. Trapped in a canyon, the two brothers are rescued by a mysterious old man who perceives their need for peace. He offers to guide them home—inviting them to open their hearts toward a New Beginning. When they agree, he teaches them the five legends of peace. And as they walk forward, they learn that we are free to create peace in our own lives—and how to do it. This discovery saves not only the brothers but ultimately their people. This poetic narrative offers us all a hopeful way out of the canyons of war, leaving behind the warring within.
Created in 1988 by renowned wilderness pioneers Larry D. Olsen and Ezekiel C. Sanchez (a Totonac Indian whose native name is Good Buffalo Eagle), the Anasazi Foundation invites young people, through a primitive living experience, to effect a change of heart. For over thirty years, their teachings have helped families begin anew and walk in harmony in the wilderness of the world.
Inspired by their wisdom, this book tells the story of two brothers whose warring hearts threaten to destroy their lives and their community. Trapped in a canyon, the two brothers are rescued by a mysterious old man who perceives their need for peace. He offers to guide them home—inviting them to open their hearts toward a New Beginning. When they agree, he teaches them the five legends of peace. And as they walk forward, they learn that we are free to create peace in our own lives—and how to do it. This discovery saves not only the brothers but ultimately their people. This poetic narrative offers us all a hopeful way out of the canyons of war, leaving behind the warring within.
Leaders today—whether in corporations or associations, nonprofits or nations—face massive, messy, multidimensional problems. No one person or group can possibly solve them—they require the broadest possible cooperation.
But, says Harvard scholar Dean Williams, our leadership models are still essentially tribal: individuals with formal authority leading in the interest of their own group. In this deeply needed new book, he outlines an approach that enables leaders to transcend internal and external boundaries and help people to collaborate, even people over whom they technically have no power.
Drawing on what he’s learned from years of working in countries and organizations around the world, Williams shows leaders how to approach the delicate and creative work of boundary spanning, whether those boundaries are cultural, organizational, political, geographic, religious, or structural.
Sometimes leaders themselves have to be the ones who cross the boundaries between groups. Other times, a leader’s job is to build relational bridges between divided groups or even to completely break down the boundaries that block collaborative problem solving. By thinking about power and authority in a different way, leaders will become genuine change agents, able to heal wounds, resolve conflicts, and bring a fractured world together.
But, says Harvard scholar Dean Williams, our leadership models are still essentially tribal: individuals with formal authority leading in the interest of their own group. In this deeply needed new book, he outlines an approach that enables leaders to transcend internal and external boundaries and help people to collaborate, even people over whom they technically have no power.
Drawing on what he’s learned from years of working in countries and organizations around the world, Williams shows leaders how to approach the delicate and creative work of boundary spanning, whether those boundaries are cultural, organizational, political, geographic, religious, or structural.
Sometimes leaders themselves have to be the ones who cross the boundaries between groups. Other times, a leader’s job is to build relational bridges between divided groups or even to completely break down the boundaries that block collaborative problem solving. By thinking about power and authority in a different way, leaders will become genuine change agents, able to heal wounds, resolve conflicts, and bring a fractured world together.