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In this third edition, bestselling authors Ken Blanchard and Mark Miller answer the question most leaders ask at some point in their career: “What do I need to do to be a great leader?” The secret may surprise you.
In The Magic of Tiny Business, by ECOBAGS® founder and pioneering green business champion, Sharon Rowe shows entrepreneurs and business owners how to build a profitable, right-scaled, sustainable business that doesn't compromise their values.
“This is a powerful book-tiny is mighty. Sharon Rowe's simple shift in thinking is a profound idea, precisely what we need to hear.”
-Seth Godin, author of Linchpin
Too many of us feel trapped by work that keeps us from living our purpose. We fantasize about starting our own business, yet we're warned against falling into debt, working eighty hours a week, and coping with the pressure to grow. Eco-Bags Products founder Sharon Rowe says there's another way: go tiny.
Like a tiny house, a tiny business is built on maintaining a laser focus on what is essential by living an intentional life. As an entrepreneur and mother, Rowe is most concerned with putting family first, maintaining financial security, and doing something that makes an impact in the world. Using the success story of Eco-Bags Products, Rowe distills the step-by-step process of building a profitable, right-scaled, sustainable venture that doesn't compromise your values. She shows you how to test your concept, manage your money and priorities, and more, while staying true to the "tiny" ethos.
“This is a powerful book-tiny is mighty. Sharon Rowe's simple shift in thinking is a profound idea, precisely what we need to hear.”
-Seth Godin, author of Linchpin
Too many of us feel trapped by work that keeps us from living our purpose. We fantasize about starting our own business, yet we're warned against falling into debt, working eighty hours a week, and coping with the pressure to grow. Eco-Bags Products founder Sharon Rowe says there's another way: go tiny.
Like a tiny house, a tiny business is built on maintaining a laser focus on what is essential by living an intentional life. As an entrepreneur and mother, Rowe is most concerned with putting family first, maintaining financial security, and doing something that makes an impact in the world. Using the success story of Eco-Bags Products, Rowe distills the step-by-step process of building a profitable, right-scaled, sustainable venture that doesn't compromise your values. She shows you how to test your concept, manage your money and priorities, and more, while staying true to the "tiny" ethos.
Wall Street Journal bestselling author David Horsager provides a selection of incredible new tips and tricks for maintaining your business edge on a daily basis.
How do you get your work done and still maintain relationships and build trust? For most busy executives, it's an either/or choice -- either spend time with your people, or be an effective and productive leader who focuses entirely on the work. But David Horsager says you can do both.
The key is to do lots of little things on a daily basis that make you so effective that you have enough time to interact with your people and honor and build the relationships you have with them. In succinct, quick-read chapters Horsager offers thirty-five high impact productivity practices, each easily implemented and powerful on their own. Taken together, they form a solid wave of efficacy that will enable you to get more done, keep your energy up, and make sure that you're able to put people first-which Horsager insists must be always be one of your top priorities.
How do you get your work done and still maintain relationships and build trust? For most busy executives, it's an either/or choice -- either spend time with your people, or be an effective and productive leader who focuses entirely on the work. But David Horsager says you can do both.
The key is to do lots of little things on a daily basis that make you so effective that you have enough time to interact with your people and honor and build the relationships you have with them. In succinct, quick-read chapters Horsager offers thirty-five high impact productivity practices, each easily implemented and powerful on their own. Taken together, they form a solid wave of efficacy that will enable you to get more done, keep your energy up, and make sure that you're able to put people first-which Horsager insists must be always be one of your top priorities.
“By the end of this book, you will understand what is valuable, how to measure value, and how to optimize the flow of value-from idea to your customer.”
-Evan Leybourn, co-founder and CEO, Business Agility Institute
Agile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.
That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.
This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
-Evan Leybourn, co-founder and CEO, Business Agility Institute
Agile methods have brought about dramatic changes in how organizations manage and deliver not only IT services, but their entire product and service value streams. As legacy organizations transition to newer, end-to-end agile operating models, the Project Management Office (PMO) needs to redesign its mission and operation to be more in line with these modern ways of working.
That requires being more customer-focused and value-adding, and less hidebound, bureaucratic and tied to antiquated processes and mindsets. Visionary leaders are transitioning into enablers of this change, and maximizing value through the entire organization. Middle management, including program and project managers (PMs), are racing to maximize their professional relevancy in this new world.
This book defines the role of the agile value management office (VMO), using case studies and a clear road map to help PMs visualize and implement a new path where middle management and the VMO are valued leaders in the age of business agility.
Frustrated that change efforts you're leading take too long, are too difficult, or are too often ineffective? Discover eight powerful ways to make any change work faster, easier, and better-whether done by C-suite leaders or frontline workers.
In a recent Fast Company article, nine CEOs said the biggest challenges their companies face are all related to change. Change is a constant need and a constant challenge for every organization-large or small, for-profit, nonprofit, or governmental. Is there a way to make it easier?
If you're trying to lift something heavy, it helps to have a lever. In this book, Jake Jacobs provides eight levers that can transform the typical change process into something far smoother and more efficient-he calls the new process Leverage Change. Jacobs offers proven advice and real-life examples that will accelerate every step of the change process, including designing your own customized change process, figuring out where the real energy for change is in your organization, striking the right balance between explicit direction and creative collaboration, making change work as part of people's regular routines, and more. Archimedes said with the right lever, he could move the world-with Jacobs' eight levers, you can change your world.
In a recent Fast Company article, nine CEOs said the biggest challenges their companies face are all related to change. Change is a constant need and a constant challenge for every organization-large or small, for-profit, nonprofit, or governmental. Is there a way to make it easier?
If you're trying to lift something heavy, it helps to have a lever. In this book, Jake Jacobs provides eight levers that can transform the typical change process into something far smoother and more efficient-he calls the new process Leverage Change. Jacobs offers proven advice and real-life examples that will accelerate every step of the change process, including designing your own customized change process, figuring out where the real energy for change is in your organization, striking the right balance between explicit direction and creative collaboration, making change work as part of people's regular routines, and more. Archimedes said with the right lever, he could move the world-with Jacobs' eight levers, you can change your world.
For too long, women have been told to confine themselves-physically, socially, and emotionally. Eliza VanCort says now is the time for women to stand tall, raise their voices, and claim their space.
Women fight the pressure to make themselves small in private, professional, and public spaces. VanCort, a teacher, consultant, and speaker, provides the necessary tools for women to rewrite the rules and create the stories of their choosing safely and without apology.
VanCort identifies the five key behaviors of all “Space-Claiming Queens”: use your voice and posture to project confidence and power, end self-sabotage, forge connections, neutralize unsafe spaces, and unite across differences. Through personal narrative, research, and actionable strategies, VanCort provides how-tos on combating challenges, such as antimentors and microaggressions, and gives advice for building up your “old girls” club, asking for what you're worth, and owning your space without apology.
Bold, fun, and enlightening, this book is birthed from VanCort's incredible story. Having a mother with schizophrenia forced VanCort to learn to be small and invisible at an early age, and suffering a traumatic brain injury as an adult required her to rethink communication from the ground up. Drawing on these experiences, and those of real women everywhere, VanCort empowers women to claim space for themselves and for their sisters with courage, empathy, and conviction because “when we rise together, we rise so much higher.”
Women fight the pressure to make themselves small in private, professional, and public spaces. VanCort, a teacher, consultant, and speaker, provides the necessary tools for women to rewrite the rules and create the stories of their choosing safely and without apology.
VanCort identifies the five key behaviors of all “Space-Claiming Queens”: use your voice and posture to project confidence and power, end self-sabotage, forge connections, neutralize unsafe spaces, and unite across differences. Through personal narrative, research, and actionable strategies, VanCort provides how-tos on combating challenges, such as antimentors and microaggressions, and gives advice for building up your “old girls” club, asking for what you're worth, and owning your space without apology.
Bold, fun, and enlightening, this book is birthed from VanCort's incredible story. Having a mother with schizophrenia forced VanCort to learn to be small and invisible at an early age, and suffering a traumatic brain injury as an adult required her to rethink communication from the ground up. Drawing on these experiences, and those of real women everywhere, VanCort empowers women to claim space for themselves and for their sisters with courage, empathy, and conviction because “when we rise together, we rise so much higher.”
This complete guide to effective, transformative diversity training provides an answer to the superficial, check-the-box DEI efforts that are undermining the entire field.
DEI work is getting a bad reputation. But that's because it's not being done right, say veteran diversity consultants James O. Rodgers and Laura Kangas. Too many organizations are treating diversity training as a quick-hit, low-cost, check-the-box activity.
Effective diversity training involves behavioral change based on adult learning theory. It is rigorous, deeply personal, experience based, and, if done well, life changing. Rodgers and Kangas offer a complete guide, from design to implementation to results. They show how to
• determine what specific, tangible outcomes an organization wants before it starts
• link diversity training to overall organizational strategy
• help all participants forge an individual, emotional connection to the training
• identify what skills a facilitator needs-the right facilitator makes all the difference
• create memorable learning experiences, not simply educational programs
The authors' goal is nothing less than to spark a worldwide revolution of informed practitioners, employees, and business leaders who will demand diversity training be given the same time, resources, and attention as any other critical enterprise initiative.
Reading group discussion guide available in book.
DEI work is getting a bad reputation. But that's because it's not being done right, say veteran diversity consultants James O. Rodgers and Laura Kangas. Too many organizations are treating diversity training as a quick-hit, low-cost, check-the-box activity.
Effective diversity training involves behavioral change based on adult learning theory. It is rigorous, deeply personal, experience based, and, if done well, life changing. Rodgers and Kangas offer a complete guide, from design to implementation to results. They show how to
• determine what specific, tangible outcomes an organization wants before it starts
• link diversity training to overall organizational strategy
• help all participants forge an individual, emotional connection to the training
• identify what skills a facilitator needs-the right facilitator makes all the difference
• create memorable learning experiences, not simply educational programs
The authors' goal is nothing less than to spark a worldwide revolution of informed practitioners, employees, and business leaders who will demand diversity training be given the same time, resources, and attention as any other critical enterprise initiative.
Reading group discussion guide available in book.
“Ed Hess's Hyper-Learning is uniquely practical and is the essential starting point for charting new ways of thinking, living, working, leading, and being fulfilled in our new world.”
-Gary Roughead, Admiral, US Navy (retired) former Chief of Naval Operations
How will you pursue a meaningful life when smart technology takes over most of the jobs that humans currently do? Darden School of Business Professor Edward Hess says the answer is hyper-learning: developing our uniquely human qualities as agile, adaptive, iterative learners without fear or ego inhibiting that learning.
In the digital age, humans will succeed by doing what technology can't do well: being creative, imaginative, and innovative; engaging in higher-level critical thinking; making decisions in environments where there is a lot of uncertainty and little data; and connecting and collaborating with fellow humans. Hyper-learning is vital for optimizing every one of these tasks. Hess describes the core mindsets and behaviors that enable hyper-learning for individuals and teams and includes case studies of four business leaders who created personal hyper-learning development plans. This book is about harnessing the power of human emotions, choices, and behaviors to enable the highest levels of human cognitive, emotional, and behavioral performance.
-Gary Roughead, Admiral, US Navy (retired) former Chief of Naval Operations
How will you pursue a meaningful life when smart technology takes over most of the jobs that humans currently do? Darden School of Business Professor Edward Hess says the answer is hyper-learning: developing our uniquely human qualities as agile, adaptive, iterative learners without fear or ego inhibiting that learning.
In the digital age, humans will succeed by doing what technology can't do well: being creative, imaginative, and innovative; engaging in higher-level critical thinking; making decisions in environments where there is a lot of uncertainty and little data; and connecting and collaborating with fellow humans. Hyper-learning is vital for optimizing every one of these tasks. Hess describes the core mindsets and behaviors that enable hyper-learning for individuals and teams and includes case studies of four business leaders who created personal hyper-learning development plans. This book is about harnessing the power of human emotions, choices, and behaviors to enable the highest levels of human cognitive, emotional, and behavioral performance.
This is the first book to describe in detail the principles of Outward Bound, told through the stories of former instructors and graduates who show how to apply them to create healthier, more effective teams, organizations, and communities.
Outward Bound has helped develop millions of leaders by stressing that every team needs leaders at all levels and that the nominal team leader must learn alongside the team, never from a position of superiority. Based on the foundational ideas of educator Kurt Hahn, Outward Bound teaches that leaders lead best when they have taught self-reliance and mutual responsibility and can fade into the background. Countless companies and organizations have used Outward Bound lessons (and you do not need to climb a mountain to use them) to strengthen their teams. Noted Outward Bound leader and educator Mark Brown shares these unique lessons with readers:
1. Leaders are learners.
2. Leaders create a safe environment to take risks.
3. Leaders develop other leaders at all levels.
4. Leaders understand the journey is the destination.
5. Leaders always watch for teachable moments.
6. Leaders are always ready to serve a greater good.
7. Leaders facilitate a Graduated Level of Responsibility for all those in their care.
Outward Bound has helped develop millions of leaders by stressing that every team needs leaders at all levels and that the nominal team leader must learn alongside the team, never from a position of superiority. Based on the foundational ideas of educator Kurt Hahn, Outward Bound teaches that leaders lead best when they have taught self-reliance and mutual responsibility and can fade into the background. Countless companies and organizations have used Outward Bound lessons (and you do not need to climb a mountain to use them) to strengthen their teams. Noted Outward Bound leader and educator Mark Brown shares these unique lessons with readers:
1. Leaders are learners.
2. Leaders create a safe environment to take risks.
3. Leaders develop other leaders at all levels.
4. Leaders understand the journey is the destination.
5. Leaders always watch for teachable moments.
6. Leaders are always ready to serve a greater good.
7. Leaders facilitate a Graduated Level of Responsibility for all those in their care.
Using a proven three-part framework, this book shows how anyone-from a CEO to frontline employee-can play a pivotal role in creating a diverse and welcoming workplace.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization? Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
Creating a diverse workplace needs to be an ongoing effort, not just the subject of occasional training. As Celeste Warren says, needed change won't take place unless all employees feel that they have a role to play in creating the culture they would like to see in their organization.
Regardless of what position you hold, you have the ability to impact change and create a more inclusive environment. Anyone can commit to becoming an unofficial Diversity and Inclusion Ambassador in his or her organization. Warren offers a straightforward three-stage model:
Become aware of your strengths, weaknesses, and conscious and unconscious biases.Take an inventory of your surroundings: what is getting in the way of there being an inclusive environment in your organization? Develop a personal action plan.
Depending on your position, the actions you take can be as simple as consistently raising DEI-related issues in staff meetings or as far-reaching as leading an Employee Resource Group or developing a new hiring policy. In separate chapters, Warren offers specific advice for chief diversity and inclusion officers, C-suite leaders, first-line managers, human resources practitioners, and individual contributors. This book features examples, exercises, and practical tools that show you how to assess where your organization is at and develop a purpose and strategy that can make diversity a workplace reality.
This book is a comprehensive guide to an exciting new approach that managers at any level can use to transform their corners of government.
Whether people want more government or less, everyone wants efficient government. But most innovation efforts try to change the very nature of government-such as dismantling bureaucracy or privatizing services-and thus they usually fail.
Alan Robinson and Dean Schroeder accept government on its own terms and simply ask how some existing organizations are dramatically improving their performance. What they found is that the best innovations come not from the top down but from the bottom up.
Drawing on their study of seventy government organizations and interviews with nearly 1,000 people in the United States, Canada, the United Kingdom, Denmark, and Sweden, they found that the most innovative agencies and offices solicited and implemented ideas from frontline workers, the people who directly serve the public.
These often modest, pragmatic improvements can have a huge cumulative effect. For example, the Denver Department of Excise and Licenses was able to cut its average wait time from an hour and forty minutes to just seven minutes. Robinson and Schroeder offer a comprehensive guide for systematically collecting, evaluating, and implementing game-changing frontline ideas.
Reading group discussion guide available in book.
Whether people want more government or less, everyone wants efficient government. But most innovation efforts try to change the very nature of government-such as dismantling bureaucracy or privatizing services-and thus they usually fail.
Alan Robinson and Dean Schroeder accept government on its own terms and simply ask how some existing organizations are dramatically improving their performance. What they found is that the best innovations come not from the top down but from the bottom up.
Drawing on their study of seventy government organizations and interviews with nearly 1,000 people in the United States, Canada, the United Kingdom, Denmark, and Sweden, they found that the most innovative agencies and offices solicited and implemented ideas from frontline workers, the people who directly serve the public.
These often modest, pragmatic improvements can have a huge cumulative effect. For example, the Denver Department of Excise and Licenses was able to cut its average wait time from an hour and forty minutes to just seven minutes. Robinson and Schroeder offer a comprehensive guide for systematically collecting, evaluating, and implementing game-changing frontline ideas.
Reading group discussion guide available in book.
Neal Whitten PMP
Neal Whitten's Let's Talk! More No-Nonsense Advice for Project Success
3995
$39.95
Unit price perNeal Whitten PMP
Neal Whitten's Let's Talk! More No-Nonsense Advice for Project Success
3995
$39.95
Unit price per
This new edition of a classic, bestselling book has been revised and updated throughout and includes a new chapter on “Forgiveness in the Workplace”
Discover eight powerful mindset shifts that enable leaders and seekers of all ages to thrive in a time of unprecedented change and uncertainty.
Being adaptable and flexible have always been hallmarks of effective leadership, but recent events have seriously stress tested this idea. How do you find calm in the midst of all this chaos?
You need a new mindset, one that treats constant change and uncertainty as a feature, not a bug. Flux helps you develop eight "flux superpowers" that take conventional ideas and turn them on their heads. They'll enable you to see change in new ways, develop new responses, and ultimately reshape your relationship to change. The eight flux superpowers are:
1. Run slower
2. See what's invisible
3. Get lost
4. Start with trust
5. Know your "enough"
6. Create your portfolio career
7. Be all the more human (and serve other humans)
8. Let go of the future
The world is in constant flux, but we can learn to navigate change gracefully and confidently. Whether you're sizing up your career or reassessing your values, designing a product or building an organization, trying to inspire your colleagues or simply show up more fully in the world, activating your flux superpowers will keep you grounded even when the ground is constantly shifting beneath you.
This book will include a discussion guide.
Being adaptable and flexible have always been hallmarks of effective leadership, but recent events have seriously stress tested this idea. How do you find calm in the midst of all this chaos?
You need a new mindset, one that treats constant change and uncertainty as a feature, not a bug. Flux helps you develop eight "flux superpowers" that take conventional ideas and turn them on their heads. They'll enable you to see change in new ways, develop new responses, and ultimately reshape your relationship to change. The eight flux superpowers are:
1. Run slower
2. See what's invisible
3. Get lost
4. Start with trust
5. Know your "enough"
6. Create your portfolio career
7. Be all the more human (and serve other humans)
8. Let go of the future
The world is in constant flux, but we can learn to navigate change gracefully and confidently. Whether you're sizing up your career or reassessing your values, designing a product or building an organization, trying to inspire your colleagues or simply show up more fully in the world, activating your flux superpowers will keep you grounded even when the ground is constantly shifting beneath you.
This book will include a discussion guide.
This newly updated and revised edition of the classic (60,000 copies sold) celebrates the global growth of the THEORY U phenomenon and its evolution in multiple industries worldwide.
With the release of THEORY U almost ten years ago, Otto Scharmer set in motion a revolution in thought. Scharmer explained that what we pay attention to and how we pay attention is key to what we create. What prevents us from attending to situations more effectively is that we aren't fully aware of and in touch with the inner place from which attention and intention originate. This is what Scharmer calls our blind spot. By moving through Scharmer's U process, we consciously access the blind spot and learn to connect to our authentic Self-the deepest source of knowledge and inspiration-in the realm of “presencing,” a term coined by Scharmer that combines the concepts of presence and sensing.
Now, ten years later, Scharmer revisits the phenomenon THEORY U has become and updates and reports on the progress and evolution since initial release. He includes new materials, updates studies and examples, and includes eight pages of rich new graphics and charts in full color to better visually convey the book's premise.
With the release of THEORY U almost ten years ago, Otto Scharmer set in motion a revolution in thought. Scharmer explained that what we pay attention to and how we pay attention is key to what we create. What prevents us from attending to situations more effectively is that we aren't fully aware of and in touch with the inner place from which attention and intention originate. This is what Scharmer calls our blind spot. By moving through Scharmer's U process, we consciously access the blind spot and learn to connect to our authentic Self-the deepest source of knowledge and inspiration-in the realm of “presencing,” a term coined by Scharmer that combines the concepts of presence and sensing.
Now, ten years later, Scharmer revisits the phenomenon THEORY U has become and updates and reports on the progress and evolution since initial release. He includes new materials, updates studies and examples, and includes eight pages of rich new graphics and charts in full color to better visually convey the book's premise.