Sort by:
Every leader knows the drain of conflict handled badly: performance conversations that go nowhere, teams that don't trust each other, fires you keep putting out instead of doing the work you want to do. Most leadership advice treats conflict as a threat to manage.
This book makes the opposite case: Conflict is energy, and how you use it determines whether it builds your team or turns your work culture toxic. That choice has never mattered more. Employees now spend over a third of their workday dealing with conflict, and fewer than half trust their leader to navigate it well. Leaders who don't handle conflict skillfully create workplaces with 80 percent more unproductive conflict.
Ninety-four percent of people trained in this framework rate it more effective than anything else they've used. What makes this different from the standard playbook for “difficult conversations”? Most frameworks ask you to choose: kind or direct, relationship or results.
This book rejects that trade-off: Compassion without accountability is ineffective, and accountability without it is unkind. This book shows how to hold both, using the compassion cycle, the drama triangle it replaces, and the ORPO formula, turning principle into a repeatable playbook.
The book moves in three parts: first naming the problem, how good intentions and unmanaged conflict energy spiral into drama; then introducing the antidote, the compassion cycle and the behavioral skills that interrupt drama before it takes hold; and finally handing you the playbook, the ORPO formula and match-and-move method for engaging conflict and coaching others through it in real time.
New to this edition:
Written by Nate Regier, PhD, cofounder and CEO of Next Element Consulting, this book distills two decades of applied research into a model any leader can use the next time conflict shows up, which will be soon.
This book makes the opposite case: Conflict is energy, and how you use it determines whether it builds your team or turns your work culture toxic. That choice has never mattered more. Employees now spend over a third of their workday dealing with conflict, and fewer than half trust their leader to navigate it well. Leaders who don't handle conflict skillfully create workplaces with 80 percent more unproductive conflict.
Ninety-four percent of people trained in this framework rate it more effective than anything else they've used. What makes this different from the standard playbook for “difficult conversations”? Most frameworks ask you to choose: kind or direct, relationship or results.
This book rejects that trade-off: Compassion without accountability is ineffective, and accountability without it is unkind. This book shows how to hold both, using the compassion cycle, the drama triangle it replaces, and the ORPO formula, turning principle into a repeatable playbook.
The book moves in three parts: first naming the problem, how good intentions and unmanaged conflict energy spiral into drama; then introducing the antidote, the compassion cycle and the behavioral skills that interrupt drama before it takes hold; and finally handing you the playbook, the ORPO formula and match-and-move method for engaging conflict and coaching others through it in real time.
New to this edition:
- A complete framework outline up front
- Fifteen years of refinement teaching, coaching, and certifying practitioners worldwide
- New research on what skilled conflict leadership is worth
- Reorganized chapters, more-inclusive language, fresh real-life illustrations
- Access to the Compassionate Accountability Assessment and a range of additional resources to extend the book's impact well beyond the page
Written by Nate Regier, PhD, cofounder and CEO of Next Element Consulting, this book distills two decades of applied research into a model any leader can use the next time conflict shows up, which will be soon.
When the plan can’t keep up with changing conditions, strategic judgment must.
Strategic leaders increasingly make consequential decisions in the gap between strategic intent and the plan of action. They need to stay oriented toward what they are trying to create while continually deciding what to hold, what to adapt, and what to let go of to meet rapidly changing conditions.
The challenge is that pressure can begin shaping those decisions before you realize it. Over time, hundreds of reasonable choices can add up to something no one intended.
In this book, strategist and executive coach Karin Blair reveals a hidden lever behind strategic judgment: the inner capacity of the leader making those calls.
Through a framework of interconnected agilities, you’ll learn to
With practical insights and real-world examples, Blair helps you recognize when pressure is narrowing your judgment and build the agilities that strengthen your capacity over time, so you can draw on it when the stakes are high.
You can’t change the terrain. But you can expand your inner capacity to navigate it.
Strategic leaders increasingly make consequential decisions in the gap between strategic intent and the plan of action. They need to stay oriented toward what they are trying to create while continually deciding what to hold, what to adapt, and what to let go of to meet rapidly changing conditions.
The challenge is that pressure can begin shaping those decisions before you realize it. Over time, hundreds of reasonable choices can add up to something no one intended.
In this book, strategist and executive coach Karin Blair reveals a hidden lever behind strategic judgment: the inner capacity of the leader making those calls.
Through a framework of interconnected agilities, you’ll learn to
- build emotional agility to recognize when self-protection and reactivity are shaping your judgment,
- develop cognitive agility to widen the perspectives and possibilities you can consider before deciding, and
- strengthen navigational agility to stay oriented and committed as conditions change and results remain uncertain.
With practical insights and real-world examples, Blair helps you recognize when pressure is narrowing your judgment and build the agilities that strengthen your capacity over time, so you can draw on it when the stakes are high.
You can’t change the terrain. But you can expand your inner capacity to navigate it.
Please Do Disturb: How True Leaders Show Up When It Matters Most challenges one of leadership's biggest misconceptions, that great leadership is primarily about strategy, authority, or performance.
Instead, Rachel Alday, Linny Jones, and Harte Logan make the case that exceptional leadership begins with something far more human: presence, connection, and the ability to create belonging.
Drawing from Alday's decades of experience building a luxury hospitality company, and Jones and Logan’s organizational consulting perspective, the authors reveal how the principles behind extraordinary guest experiences can transform the way leaders serve their teams, organizations, and communities. Through engaging stories, practical frameworks, and lessons learned while growing a business to nearly $25 million in annual revenue managing approximately 200 luxury homes, they demonstrate that the leaders people remember aren't necessarily the ones with the best ideas—they're the ones who consistently show up when it matters most.
At its heart, Please Do Disturb is a book about creating environments where people feel seen, heard, valued, and like they truly belong. It explores how intentional moments of connection build trust, strengthen culture, and inspire people to do their best work, not because they have to but because they want to, leading to phenomenal results.
Whether you're leading a company, a team, or a family, or simply striving to become more intentional in your relationships, this book offers practical wisdom for cultivating deeper connection, fostering belonging, and leading with authenticity in a world that increasingly craves both.
Please Do Disturb reminds us that leadership isn't measured by titles or influence alone. It's measured by the people we choose to notice, the connections we create, and the lasting sense of belonging we leave behind.
Instead, Rachel Alday, Linny Jones, and Harte Logan make the case that exceptional leadership begins with something far more human: presence, connection, and the ability to create belonging.
Drawing from Alday's decades of experience building a luxury hospitality company, and Jones and Logan’s organizational consulting perspective, the authors reveal how the principles behind extraordinary guest experiences can transform the way leaders serve their teams, organizations, and communities. Through engaging stories, practical frameworks, and lessons learned while growing a business to nearly $25 million in annual revenue managing approximately 200 luxury homes, they demonstrate that the leaders people remember aren't necessarily the ones with the best ideas—they're the ones who consistently show up when it matters most.
At its heart, Please Do Disturb is a book about creating environments where people feel seen, heard, valued, and like they truly belong. It explores how intentional moments of connection build trust, strengthen culture, and inspire people to do their best work, not because they have to but because they want to, leading to phenomenal results.
Whether you're leading a company, a team, or a family, or simply striving to become more intentional in your relationships, this book offers practical wisdom for cultivating deeper connection, fostering belonging, and leading with authenticity in a world that increasingly craves both.
Please Do Disturb reminds us that leadership isn't measured by titles or influence alone. It's measured by the people we choose to notice, the connections we create, and the lasting sense of belonging we leave behind.
With staffs that are collectively larger than the Russian army, the Big Four accounting firms are a keystone in global finance --but do they really provide stability and safety? Leading scholar Ian Gow and award-winning writer (and former KPMG director) Stuart Kells warn that a house of cards may be about to fall.
Across the globe, the so-called Big Four accounting and audit firms – Deloitte, PricewaterhouseCoopers, Ernst & Young, and KPMG – are massively influential. Together, they earn more than $100 billion annually and employ almost one million people. In many profound ways, they have changed how we work, how we manage, how we invest and how we are governed.
Stretching back centuries, their history is a fascinating story of wealth, power and luck. But today, the Big Four face an uncertain future – thanks to their push into China; their vulnerability to digital disruption and competition; and the hazards of providing traditional services in a new era of transparency. Surprisingly colorful and unquestionably authoritative, this account of the past, present and likely future of the Big Four is essential reading for anyone perplexed or fascinated by professional services, working in the industry, contemplating joining a professional services firm, or simply curious about the fate of the global economy.
Across the globe, the so-called Big Four accounting and audit firms – Deloitte, PricewaterhouseCoopers, Ernst & Young, and KPMG – are massively influential. Together, they earn more than $100 billion annually and employ almost one million people. In many profound ways, they have changed how we work, how we manage, how we invest and how we are governed.
Stretching back centuries, their history is a fascinating story of wealth, power and luck. But today, the Big Four face an uncertain future – thanks to their push into China; their vulnerability to digital disruption and competition; and the hazards of providing traditional services in a new era of transparency. Surprisingly colorful and unquestionably authoritative, this account of the past, present and likely future of the Big Four is essential reading for anyone perplexed or fascinated by professional services, working in the industry, contemplating joining a professional services firm, or simply curious about the fate of the global economy.
From the bestselling authors of Making Innovation Work (30,000 copies sold and translated into ten languages) comes a book that questions everything about how organizations innovate. Key takeaway: classical business management and corporate structures by their very nature will kill, not create, breakthroughs. The authors describe a new kind of organization-the startup corporation-that will make established companies as innovative as startups.