This is not a book about starting your own business. Then again, it is. By now there is ample evidence that an "employed" attitude-believing that you work for an employer and acting as though by doing your work your job will be secure-is defunct. An employed attitude is the antithesis of what you need now to endure and prosper. In this revised edition of his prescient bestseller, Cliff Hakim shows how to replace your employed attitude with a self-employed attitude. "We are all self-employed" is an empowering belief that you can steer your own direction and influence the quality of your life. You're the boss--a self-leader-- whether you work inside or outside of an organization. You are the decision-maker and ultimately, the onus is on you to imagine, plan, explore, and create the worklife that you want. In We Are All Self-Employed Hakim presents and clarifies the minimum critical requirements needed to develop, deepen, and sustain a self-employed attitude. He takes you on a journey of assimilating and constructing this new, more empowered attitude toward work and life. Each chapter features checklists and exercises to deepen your understanding of what a self-employed attitude is and how you can cultivate and maintain it, as well as examples of the self-employed attitude in action. The book's lessons are summarized in an inspiring and energizing Worklife Creed for this exciting and challenging new world of work. We Are All Self-Employed will call out and nourish the self-leader in you so that you can create a successful and satisfying life.This is not a book about starting your own business. Then again, it is. By now there is ample evidence that an "employed" attitude-believing that you work for an employer and acting as though by doing your work your job will be secure-is defunct. An employed attitude is the antithesis of what you need now to endure and prosper. In this revised edition of his prescient bestseller, Cliff Hakim shows how to replace your employed attitude with a self-employed attitude. "We are all self-employed" is an empowering belief that you can steer your own direction and influence the quality of your life. You're the boss--a self-leader-- whether you work inside or outside of an organization. You are the decision-maker and ultimately, the onus is on you to imagine, plan, explore, and create the worklife that you want. In We Are All Self-Employed Hakim presents and clarifies the minimum critical requirements needed to develop, deepen, and sustain a self-employed attitude. He takes you on a journey of assimilating and constructing this new, more empowered attitude toward work and life. Each chapter features checklists and exercises to deepen your understanding of what a self-employed attitude is and how you can cultivate and maintain it, as well as examples of the self-employed attitude in action. The book's lessons are summarized in an inspiring and energizing Worklife Creed for this exciting and challenging new world of work. We Are All Self-Employed will call out and nourish the self-leader in you so that you can create a successful and satisfying life.

• A revised and expanded edition of the bestseller that predicted the end of lifelong job security and pioneered the concept of a "self-employed attitude"
• Filled with diverse and relevant "self-leadership" stories that show how people have expressed their self-employed attitude and why

Most businesses spend far too much of their time and energy struggling to get new customers or hang on to existing ones-even customers who are ultimately more trouble than they're worth. Attracting Perfect Customers invites readers to move beyond the notions that "business is war" and winning market share means "beating" the other guy. The authors outline a simple strategic process for making businesses so highly attractive that perfect customers and clients are naturally drawn right to them. Sound too good to be true? Hall and Brogniez have successfully shown clients how to do it for years, and now they share their secrets. They prove that it is no longer productive or profitable to conduct business using the war-like marketing techniques of targeting customers and outmaneuvering the competition. In fact, these techniques seem antiquated and labor-intensive when compared to the Strategic Attraction Planning process, which requires just five minutes each day and enables any business to easily attract customers that are a perfect fit for their organization-the kind of customers it is a pleasure to serve. Attracting Perfect Customers takes you step by step through the entire strategic attraction process. The authors reveal the six success standards of strategic synchronicity and share simple, fun, and easy-to-follow exercises that can be applied to any organization. They walk you through the process of creating your own personalized Strategic Attraction Plan and provide 21 supportive tips for making any company more attractive to its perfect customers. Attracting Perfect Customerswill take you to a place where there is an abundance of perfect customers and clients with whom you can build strong, satisfying, profitable, and lasting relationships.Most businesses spend far too much of their time and energy struggling to get new customers or hang on to existing ones-even customers who are ultimately more trouble than they're worth. Attracting Perfect Customers invites readers to move beyond the notions that "business is war" and winning market share means "beating" the other guy. The authors outline a simple strategic process for making businesses so highly attractive that perfect customers and clients are naturally drawn right to them. Sound too good to be true? Hall and Brogniez have successfully shown clients how to do it for years, and now they share their secrets. They prove that it is no longer productive or profitable to conduct business using the war-like marketing techniques of targeting customers and outmaneuvering the competition. In fact, these techniques seem antiquated and labor-intensive when compared to the Strategic Attraction Planning process, which requires just five minutes each day and enables any business to easily attract customers that are a perfect fit for their organization-the kind of customers it is a pleasure to serve. Attracting Perfect Customers takes you step by step through the entire strategic attraction process. The authors reveal the six success standards of strategic synchronicity and share simple, fun, and easy-to-follow exercises that can be applied to any organization. They walk you through the process of creating your own personalized Strategic Attraction Plan and provide 21 supportive tips for making any company more attractive to its perfect customers. Attracting Perfect Customerswill take you to a place where there is an abundance of perfect customers and clients with whom you can build strong, satisfying, profitable, and lasting relationships.

• Offers a more satisfying, effective, and profitable sales and marketing model
• Provides tips for transforming any business into an irresistible magnet for attracting and retaining perfect customers, as well as employees, vendors, and other stakeholders
• Offers simple, fun, and easy-to-follow exercises that anyone in any organization can immediately and effectively use to attract better customers, enjoy their work more, and increase profitability

Performance appraisals are used in the overwhelming majority of workplaces. Yet, most organizations that use appraisal-and a similar percentage of givers and receivers of appraisal-are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal-including its destructive, unintended effects-and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation. While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal-coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people. Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches.Performance appraisals are used in the overwhelming majority of workplaces. Yet, most organizations that use appraisal-and a similar percentage of givers and receivers of appraisal-are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal-including its destructive, unintended effects-and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation. While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal-coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people. Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches.

•    Shows why performance appraisal should be abolished and provides specific guidance on what to do instead

•    Provides multiple detailed case studies of organizations that have successfully abolished performance appraisal

•    Foreword by Peter Block

Performance appraisals are used in the overwhelming majority of workplaces. Yet, most organizations that use appraisal-and a similar percentage of givers and receivers of appraisal-are dissatisfied with the process. Many are beginning to deeply question whether appraisal is necessary and consistent with the work culture espoused by progressive organizations. Abolishing Performance Appraisals provides an insightful, well documented look at the flaws of appraisal-including its destructive, unintended effects-and offers practical guidance to organizations that want to move on to more progressive approaches to coaching, feedback, development, and compensation.

While many books prescribe cures for appraisal, this is the first to focus exclusively on eliminating appraisal altogether and creating alternative, non-appraisal approaches based upon progressive and healthier assumptions about people. The authors expose and dispel the widely accepted myths and false assumptions that underlie common management strategies surrounding the five key functions of appraisal-coaching, feedback, development, compensation, and legal documentation. They then offer step-by-step practical guidance on implementing alternative non-appraisal strategies that deliver the objectives of each function. And they suggest ways to give supervisors and managers the freedom to choose for themselves the most effective ways of working with people.

Filled with real-life examples, resources, tools, and detailed practical advice, Abolishing Performance Appraisals is an entirely fresh and radically different view of performance appraisal and its functions that will help people start over and discover new and more effective approaches.

In this thoroughly updated and expanded edition of the bestselling guide (over 20,000 of the 1st edition sold) to employee recognition, author Cindy Ventrice explores how managers need to adapt their recognition strategies to deal with global, virtual, and generational realities. Additions include chapters on workplace culture, fairness, and remote communication.

By bestselling author Ken Blanchard (whose 40+ books have sold over 18 million copies), KNOW CAN DO! tells the story of how a well known author learns to bridge the gap between what we all know—all the advice we've taken in from books, seminars, etc.—and how we actually use that knowledge.Attempting to better themselves—learn new skills, break bad habits, realize their potential—people read books, attend seminars, take training courses. And companies pitch in too, spending billions of dollars every year on professional development programs aimed at helping their employees become more effective. But in spite of what people sincerely believe are their best efforts, all too often their behavior doesn’t change. The fact that it seems to be so hard to make new learning stick is an endless source of frustration for both individuals and organizations. For years Ken Blanchard has been troubled by the gap between what people know—all the good advice they’ve digested intellectually—and what they actually do. In this new book he and his coauthors, Paul J. Meyer and Dick Ruhe, use the fable format Blanchard made famous to lay out a straightforward method for learning more, learning better, and making sure you actually use what you learn. This engaging story identifies three key reasons people don’t make the leap from knowing to doing and then moves on to the solution. It teaches you how to avoid information overload by learning “less more, not more less.” You’ll find out how to adjust your brain’s filtering system to learn many, many times more than ever before, ignite your creativity and resourcefulness with Green Light Thinking, master what you’ve learned using spaced repetition, and more. At last, an answer to the question, “Why don’t I do what I know I should do?” Read this book and you will!

• From bestselling author Ken Blanchard, whose books have sold more than 18 million copies worldwide

• Offers a foolproof method for putting your knowledge into practice

• Written in the entertaining fable format Blanchard made famous

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both.

“The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.”

Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.

• Mintzberg, author of such classic bestsellers as The Rise and Fall of Strategic Planning and The Nature of Managerial Work, was named one of the Top 10 Management Thinkers in the World by the Financial Times
• The most extensive critique of management education and its effects on management practice ever published-showing how MBA programs train the wrong people in the wrong ways with the wrong consequences
• Offers proven alternatives for educating the right people in the right ways with the right consequences