By the coauthor of the #1 Wall Street Journal and New York Times bestseller The One Minute Entrepreneur Offers a simple, straightforward, and proven approach to negotiating anything Written in the popular and accessible "business fable" format Negotiation impacts every aspect of our lives, from the deals we strike on the job to our relationships with family members and neighbors, to the transactions we make as customers. Yet most people do anything they can to avoid negotiation -- it makes them uncomfortable, nervous, even frightened. This plague of "negotiaphobia" is that The One Minute Negotiator will remedy. Don Hutson and George Lucas use an engaging business parable to tell the story of a high-level sales professional who learns to master a simple yet profound approach to negotiations. Jay Baxter sells more than anyone else in his company, but his profit margins are slim. Instead of negotiating the best deal for the company, he's giving too much away to get the sale. On a company-sponsored cruise he meets the One Minute Negotiator, who teaches him a three-step negotiating process that can be applied to any situation: closing a deal to get your product in a big-box retail store, getting the best loaner car while your car is in the shop, seeking a fair solution after a hotel messes up your reservation, settling on the price for your new home -- in short, any transaction. The key is flexibility. Most books on negotiation preach one of two gospels: thou shalt collaborate or thou shalt compete. Either everybody works together toward a common goal or the process is basically adversarial. The problem is no two negotiations are alike -- one strategy cannot fit all. The One Minute Negotiator teaches you four potential strategies and shows how to choose the one best suited to the situation, your own inclinations, and the strategy being used by the other side. Besides the obvious benefits, conquering negotiaphobia will reduce your stress level. You'll never walk away thinking about what you should have asked for or might have gotten. Instead, with tools Hutson and Lucas provide you can confidently and consistently guide any negotiation to the best possible conclusion.

• By the coauthor of the #1 Wall Street Journal and New York Times bestseller The One Minute Entrepreneur

• Offers a simple, straightforward, and proven approach to negotiating anything

• Written in the popular and accessible "business fable" format

 

Negotiation impacts every aspect of our lives, from the deals we strike on the job to our relationships with family members and neighbors, to the transactions we make as customers. Yet most people do anything they can to avoid negotiation -- it makes them uncomfortable, nervous, even frightened. This plague of "negotiaphobia" is that The One Minute Negotiator will remedy.

Don Hutson and George Lucas use an engaging business parable to tell the story of a high-level sales professional who learns to master a simple yet profound approach to negotiations. Jay Baxter sells more than anyone else in his company, but his profit margins are slim. Instead of negotiating the best deal for the company, he's giving too much away to get the sale. On a company-sponsored cruise he meets the One Minute Negotiator, who teaches him a three-step negotiating process that can be applied to any situation: closing a deal to get your product in a big-box retail store, getting the best loaner car while your car is in the shop, seeking a fair solution after a hotel messes up your reservation, settling on the price for your new home -- in short, any transaction.

The key is flexibility. Most books on negotiation preach one of two gospels: thou shalt collaborate or thou shalt compete. Either everybody works together toward a common goal or the process is basically adversarial. The problem is no two negotiations are alike -- one strategy cannot fit all. The One Minute Negotiator teaches you four potential strategies and shows how to choose the one best suited to the situation, your own inclinations, and the strategy being used by the other side.

Besides the obvious benefits, conquering negotiaphobia will reduce your stress level. You'll never walk away thinking about what you should have asked for or might have gotten. Instead, with tools Hutson and Lucas provide you can confidently and consistently guide any negotiation to the best possible conclusion.

All of us in the today's workforce are called upon more and more to work effectively in teams. But do you know how to build a team that truly takes advantage of the knowledge, experience, and motivation of its members? Most of us don't, and we quickly become frustrated, give up, and opt to go it alone-not a good solution in today's business environment. Fortunately, there is a better way. Here, expert authors Ken Blanchard, Alan Randolph, and Peter Grazier outline a 3-step process that will help you transform any kind of team into a Next-Level Team-one that uses all team members' ideas and motivation more effectively, makes better use of team members' and team leaders' time, and generates benefits for individual team members, the team, and the organization. Designed as a working guide filled with detailed instructions for people who want to build high performing teams, Go Team! will lead you, step by step, to great results. Through discussions, case examples, and questions to consider, you and your teammates will learn how to share information to build high levels of trust and responsibility; set clear boundaries to create the freedom for team members to act responsibly; and develop self-managing skills to make good team decisions. With Go Team! as a guide, you'll find that working in a team can be fun, satisfying, and highly productive.

• Coauthored by Ken Blanchard, coauthor of The One Minute Manager and numerous other international bestsellers
• Provides a guided, 3-step process for turning a group of people into a Next-Level Team that can and does achieve great results
• Includes many case examples of teams that have become Next-Level Teams

GET THERE EARLY explains how leaders can anticipate future challenges and opportunities in order to optimally compete in the present. Using numerous examples and applying a revolutionary Foresight to Insight to Action model, Bob Johansen, former president and CEO of the Institute for the future, explains how to get a head start on your competition.These days, every leader struggles with a paradox: you can’t predict the future, but you have to be able to make sense of it to thrive. In the age of the Internet, everyone knows what’s new, but to succeed you have to be able to sort out what’s important, devise strategies based on your own point of view, and get there ahead of the crowd. Bob Johansen shares techniques the Institute for the Future has been refining for nearly forty years to help leaders navigate what, borrowing a term from the Army War College, he calls the VUCA world: a world characterized by volatility, uncertainty, complexity, and ambiguity. As the institute’s ten-year forecast makes clear, leaders now face fewer problems with neat solutions and more dilemmas: recurring, complex, messy, and puzzling situations. Get There Early lays out the institute’s three-step Foresight to Insight to Action Cycle that will allow readers to sense, make sense of, and win with dilemmas. Johansen offers specific techniques, ranging from storytelling to simulation gaming, as well as real-world examples to help readers turn the VUCA world on its head through creative use of vision, understanding, clarity, and agility. This book offers hope for leaders facing the constant tension—a dilemma in itself—between judging too soon and deciding too late.

Research clearly indicates that there is a strong need for the Human Resources (HR) function, and the people in it, to adopt a more strategic and business-linked approach. In one study business executives ranked the HR function as third, after sales and customer service, as a function that makes a very significant contribution to a company's bottom line.

Unfortunately research also indicates that few HR functions have become strategic. Most still operate in a primarily administrative and tactical manner—the very work that is increasingly being outsourced. Clearly there is a gap between what business leaders and employees need from their HR departments and what HR is providing.

HR functions must become more integrated into the business, with some people on the HR team assuming the role of Strategic Business Partner (SBP). Here, Dana and Jim Robinson offer guidance for HR, Organization Development and Learning professionals who aspire to transform themselves into effective Strategic Business Partners. They explain how SBPs build partnerships, based upon credibility and trust, with key organization leaders. These partnerships provide SBPs with opportunities to identify and support projects directly aligned with business goals. The success of these projects deepens the SBPs' credibility, enabling them to be viewed as strategic partners. At this higher level of accountability, SBPs work with business leaders to form long-range business strategies and plans, creating and implementing people initiatives that link into and support the business strategies and plans.

This practical guide offers case studies, exercises, tips, and tools you can use to become a Strategic Business Partner in your organization.

• By the coauthors of the bestselling Performance Consulting and Zap the Gaps (with Ken Blanchard)- each more than 60,000 copies sold
• The first book to show human resource professionals precisely how they can assume the critically important role of Strategic Business Partner
• A how-to book filled with specific techniques and practices to use on the job

Scholarship establishes a new field of study in the organizational sciences. Just as positive psychology focuses on exploring optimal individual psychological states rather than pathological ones, Positive Organizational Scholarship focuses attention on optimal organizational states --- the dynamics in organizations that lead to the development of human strength, foster resiliency in employees, make healing, restoration, and reconciliation possible, and cultivate extraordinary individual and organizational performance.
While the concept of positive organizational scholarship encompasses the examination of typical and even dysfunctional patterns of behavior, it emphasizes positive deviance from expected patterns. Positive Organizational Scholarship examines the enablers, motivations, and effects associated with remarkably positive phenomena --- how they are facilitated, why they work, how they can be identified, and how researchers and managers can capitalize on them. The contributors do not adopt one particular theory or framework but draw from the full spectrum of organizational theories to understand, explain, and predict the occurrence, causes, and consequences of positivity.
Positive Organizational Scholarship rigorously seeks to understand what represents the best of the human condition based on scholarly research and theory. This book invites organizational scholars to build upon and extend the positive organizational phenomena being examined. It provides the definitional, theoretical, and empirical foundations for what will become a cumulative body of enduring work.

• Path-breaking scholarly volume exploring the dynamics in organizations that lead to extraordinary individual and organizational performance
• Establishes a new field of study in the social sciences
• Offers practical guidance for managers, as well as a future research agenda for understanding and enabling positive organizational behavior

A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. Henry Mintzberg aims to restore management to its proper place: front and center. “We should be seeing managers as leaders.” Mintzberg writes, “and leadership as management practiced well.”

This landmark book draws on Mintzberg's observations of twenty-nine managers, in business, government, health care, and the social sector, working in settings ranging from a refugee camp to a symphony orchestra. What he saw—the pressures, the action, the nuances, the blending—compelled him to describe managing as a practice, not a science or a profession, learned primarily through experience and rooted in context.
But context cannot be seen in the usual way. Factors such as national culture and level in hierarchy, even personal style, turn out to have less influence than we have traditionally thought. Mintzberg looks at how to deal with some of the inescapable conundrums of managing, such as, How can you get in deep when there is so much pressure to get things done? How can you manage it when you can't reliably measure it?

This book is vintage Mintzberg: iconoclastic, irreverent, carefully researched, myth-breaking. Managing may be the most revealing book yet written about what managers do, how they do it, and how they can do it better.