The second edition of this international bestseller and go-to resource in remote management is updated and expanded for the post-covid workplace with new rules and timeless insights for leading others at a distance.The second edition of this international bestseller and go-to resource in remote management is updated and expanded for the post-covid workplace with new rules and timeless insights for leading others at a distance.

When The Long-Distance Leader was first published, it was pre-pandemic and remote work was in its infancy with 30% of managers leading at a distance-now that number is well over 50%.

As more organizations adopt a remote workforce, the challenges of leading at a distance become more urgent than ever. The cofounders of the Remote Leadership Institute, Kevin Eikenberry and Wayne Turmel, show leaders how to guide their teams by recalling the foundational principles of leadership whether their teams are remote, hybrid, co-working, or something entirely new!

The authors' "Three-O" Model refocuses leaders to think about outcomes, others, and ourselves-elements of leadership that remain unchanged, whether employees are down the hall or halfway around the world. By pairing it with the Remote Leadership Model, which emphasizes using technology as a tool and not a distraction, leaders can navigate the terrain of managing teams wherever they are.

This second edition features updated exercises that ensure projects stay on track, keep productivity and morale high, and build lasting relationships, along with a new chapter on hybrid workplaces.

Turbulent times are here to stay. The global recession is today's current headline, but accelerating change and economic uncertainty are the hallmarks of twenty-first century business. Signs like the volatility of commodity prices and fluctuations in currencies are all part of a broader weather system affecting business everywhere. These powerful forces for change are the corporate equivalent of headwinds, which must be faced and navigated by all leaders and those they lead. The challenge of the next few years is learning to maneuver confidentially in perpetual turbulence.

So what should you do as a leader to keep your business on course? Kevin Kelly and Gary Hayes have interviewed frontline leaders with proven track records for adapting to rapid change and helping their companies thrive. In Leading in Turbulent Times, these extraordinary executives—from successful international companies such as McDonald's, General Electric, Nissan, Coca-Cola, Kaiser Permanente, Marks & Spencer, and more—share how they have confronted the challenges every leader must now face.

You'll discover how to recognize the early signs of rough seas ahead and mobilize and inspire your people to respond. Kelly and Hayes explain what top leaders do to chart new strategies that build on existing strengths and, when necessary, change direction quickly and decisively. But a different course is not always welcomed by everyone, so Leading in Turbulent Times offers advice on putting down mutinies in ways that acknowledge legitimate concerns without distracting or alienating loyal crewmembers. And the authors focus on how to cope with the personal stress that comes with guiding your organization and your people through the turmoil.

Leading in Turbulent Times shows how you can use change to your advantage at a time when everyone else is being blown off course.

• Shows what every leader must do to cope with perpetual change—the key characteristic of twenty-first century business
• Provides unrivalled access to the best managed boardrooms in the world through unique interviews with some of today’s most resilient and innovative leaders
• Combines inspirational anecdotes and case studies with solid, practical advice

Turbulent times are here to stay. The global recession is today’s current dramatic headline, but accelerating change and economic uncertainty are the hallmarks of twenty-first century business. Signs like the volatility of commodity prices and fluctuations in currencies are all part of a broader weather system affecting business everywhere. These powerful forces for change are the corporate equivalent of headwinds, something which must be faced and navigated by all leaders and those they lead. The challenge of the next few years is learning to maneuver confidentially in perpetual turbulence.

So what should you do as a leader to keep your business on course? Kevin Kelly and Gary Hayes have interviewed frontline leaders with proven track records for adapting to rapid change and helping their companies thrive. In Leading in Turbulent Times these extraordinary executives—from such successful international companies as McDonald’s, General Electric, Nissan, Coca-Cola, Kaiser Permanents, Marks & Spencer and more—share how they have confronted the challenges every leader must now face.

You’ll discover how to recognize the early signs of rough seas ahead and mobilize and inspire your people to respond. Kelly and Hayes explain what top leaders do to chart new strategies that build on existing strengths and, when necessary, change direction quickly and decisively. But a different course is not always welcomed by everyone, so Leading in Turbulent Times offers advice on putting down mutinies in ways that acknowledge legitimate concerns without distracting or alienating loyal crewmembers. And they focus on how to cope with the personal stress that comes with guiding your organization and your people through the turmoil.

Leading in Turbulent Times shows how you can use change to your advantage, at a time when everyone else is being blown off course.  

Think Like a General…Lead Like an Executive
“At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today.” 
—Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness
What distinguishes strategic leadership? According to top U.S. Army generals, the difference lies in the discipline of thinking. Because the problems strategic leaders face are often multi-faceted and can involve ethical dilemmas, these leaders must move beyond thinking tactically and take a longer term, broader approach to finding solutions. Through the U.S. Army War College and other senior-service colleges, the Army teaches strategic thinking to its officers, developing some of the most esteemed leaders of our time.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.
Strategic Leadership: The General's Art provides aspiring leaders with an understanding of the behavior and competencies that make a good strategic leader. In line with the curriculum followed by senior officers attending the U.S. Army War College, this book teaches leaders how to think strategically in a volatile, uncertain environment and thereby to provide transformational leadership and shape outcomes.
With contributions from senior military leaders as well as experts in the fields of strategic leadership, systems and critical thinking, and corporate culture, this invaluable reference shows readers how to move from mid-level manager to strategic-thinking senior executive.

Putting our differences to work means creating an environment where people, naturally unique and different—diverse by nature and experience—can work more effectively in ways that drive new levels of creativity, innovation, problem solving, leadership, and performance in the marketplaces, workplaces, and communities of the world. Debbe Kennedy shows how to make all the dimensions of difference—such as thinking styles, perspectives, experiences, work habits, and management styles, as well as more traditional diversity considerations like gender, race, ethnicity, physical abilities, sexual orientation, and age—tremendous sources of strength.
Kennedy draws on the latest research and a wealth of real-world examples to offer compelling evidence showing exactly how putting our differences to work accelerates innovation and contribution. She identifies five distinctive qualities of leadership that leaders must add to their portfolio of skills to make differences an engine of success. And she provides a detailed six-stage process for making the most of differences in the workforce, combining first-person best-practice stories and strategic with tactical ideas to help you put each step into action.
Kennedy has written both a personal and a practical guide that changes the prevailing rules of how to think, behave, and operate as a leader, connecting four diverse elements of business and society that have traditionally been siloed: innovation, leadership, diversity, and inclusion. She and futurist Joel Barker also look at how new discoveries, including Web 2.0 technologies, can draw us closer together in previously unimagined ways.

The truly effective leader today must be one who leads others to lead themselves. The rapid pace of change demands fast and flexible responses throughout the organization-there's no time to wait for directives from the top. And the highly-skilled workers so vital to organizational success also demand a high degree of independence. Old-fashioned command-and-control leadership is just too slow and stifling.
Charles Manz and Henry Sims, Jr. pioneered the concept self-leadership in their bestselling book SuperLeadership. In The New SuperLeadership, the authors present new content and examples designed to help leaders develop the kind of autonomous, quick-reacting workforce necessary to thrive in these turbulent times. This enriched and expanded edition takes the concepts in the first edition to another level by emphasizing a pragmatic, how-to approach for developing leaders at every level of the organization.
Drawing on contemporary examples and profiles, many from the high-tech and information sectors, Manz and Sims shatter the myth of the traditional, aggrandized versions of "heroic" leadership. They show that a leader truly becomes successful by turning followers into extraordinary self-leaders-pillars of strength that will support the organization at every level. They detail a series of action-oriented steps through which the SuperLeader provides an opportunity for followers to express and develop their own leadership skills-and in the process become highly motivated, dynamic contributors.
The New SuperLeadership critically reviews traditional leadership styles, vividly illustrating the drawbacks of each: the "Strong Man" whose reliance on fear-based compliance smothers initiative; the "Transactor" who promotes a narrow "what's in it for me?" mentality; and the "Visionary Hero" whose powerful personality inspires commitment but inadvertently discourages independent thinking. By bringing out the leader in every employee, SuperLeadership enables leaders to avoid these pitfalls and develop an enthusiastic, innovative and energized workforce.
The New SuperLeadership is a radically new way of looking at leadership, offering a leadership paradigm ideally suited to the realities of the modern workplace. It reveals that the only way to succeed today is to tap into the innate leadership potential that lies within every employee.

• Thoroughly revised and updated edition of bestselling SuperLeadership

• Features numerous real-life stories of how leaders have achieved greater success through bringing out self-leadership in others

• Even more essential now than when first published