Building on the success of his classic bestseller Eat That Frog! -- nearly one million copies sold — Brian Tracy shows how everyone can turn negative frogs (negative thoughts, emotions, and behaviors) into positive princes (positive thoughts, emotions, and behaviors) in all areas of life and work.Just like the lonely princess in the fairy tale who was reluctant to lock lips with a warty frog and transform him into a handsome prince, something stops many of us short of attaining our dreams. Our negative thoughts, emotions, and attitudes can threaten to keep us from achieving all that we’re capable of. Here bestselling author and speaker Brian Tracy and his daughter, therapist Christina Tracy Stein, provide a set of practical, proven strategies anyone can use to turn those negative frogs into positive princes. Tracy and Stein present a step-by-step plan that addresses the root causes of negativity, helps you uncover blocks that have become mental obstacles, and shows how you can transform them into stepping-stones to achieve your fullest potential. The book distills, in an accessible and immediately useful form, what Tracy has presented in more than 5,000 talks and seminars with more than five million people in fifty-eight countries and what Stein has learned through thousands of hours of counseling people from all walks of life. “There is nothing either good or bad, but thinking makes it so,” the authors quote Shakespeare. The many powerful techniques and exercises in this book will help you change your mindset so that you discover something worthwhile in every person and experience, however difficult and challenging they might seem at first. You’ll learn how to develop unshakable self-confidence, become your best self, and begin living an extraordinary life.

This is the first book to squarely face the tough emotional and relationship issues in the workplace-anger, fear, distrust, conflict, resentment-and to provide practical and proven methods for creating more productive work environments. Based on fifteen years' experience using these methods inside workplaces, Bill and Kathy Lundin show how to:
o Replace anger and suspicion at work with caring, trust, and cooperation;
o Unlock the goodwill, learning, and creativity of everyone in an enterprise;
o Empower all employees to facilitate productive relationships at work.

The "Healing Manager" that the Lundins describe is any employee-whether CEO, first-line supervisor, or hourly worker-who helps others grow emotionally and intellectually, and who cultivates caring relationships on the job. The Lundins show that such well-being is the real secret to productivity, quality, and service.

The Lundins draw on counseling techniques, improvisational theater, and common wisdom to offer practical tools to help all managers and employees change their workplace behaviors, attitudes, and relationships.

This is the first book to squarely face the tough emotional and relationship issues in the workplace-anger, fear, distrust, conflict, resentment-and to provide practical and proven methods for creating more productive work environments. Based on fifteen years' experience using these methods inside workplaces, Bill and Kathy Lundin show how to:
o Replace anger and suspicion at work with caring, trust, and cooperation;
o Unlock the goodwill, learning, and creativity of everyone in an enterprise;
o Empower all employees to facilitate productive relationships at work.

The "Healing Manager" that the Lundins describe is any employee-whether CEO, first-line supervisor, or hourly worker-who helps others grow emotionally and intellectually, and who cultivates caring relationships on the job. The Lundins show that such well-being is the real secret to productivity, quality, and service.

The Lundins draw on counseling techniques, improvisational theater, and common wisdom to offer practical tools to help all managers and employees change their workplace behaviors, attitudes, and relationships.

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences. Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more. Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

• Based on the authors' bestselling book Why Teams Don't Work-winner of the Financial Times/Booz Allen & Hamilton Global Business Book Award as the Best Management Book of the Year in the Americas

• Teaches people how to be good team members and teaches team members how to be team leaders

• Includes seven completely new chapters as well as new and updated examples and information throughout

The move to teams has largely failed, say Harvey Robbins and Michael Finley, mainly because teams themselves are failing to think through the human implications of teaming. The New Why Teams Don't Work is a handbook for team members and team leaders to maintain the highest possible level of team intelligence-the skills, attitudes, and emotional flexibility to get the most out of a team's inherent differences.

Describing what teams are really like, not how they ought to be, the book teaches people how to work together to make decisions, stay in budget, and achieve team goals. Robbins and Finley show, for instance, how to get hidden agendas on the table, clarify individual roles, learn what team members expect and want from each other, choose the right decision-making process, and much more.

Updated throughout, the book includes completely new material on team intelligence, team technology, collaboration vs. teamwork, team balance, teams at the top, the team of one, plus all new and updated examples.

Looked down on as functionaries by senior management and dismissed as roadblocks by their line group colleagues, corporate staff members have traditionally had only one surety--as overhead-identified costs, theirs are sure to be the first positions eliminated in any kind of crunch. Corporate staff have been the neglected resource in the overall corporate arsenal and Joel Henning makes a powerful argument that current market realities require that they can no longer be ignored.

The Future of Staff Groups takes the unusual tack of recognizing staff groups as the overlooked power brokers in corporations. It is an illuminating book about corporate staff groups within organizations--those that perform internal functions such as information systems departments, finance departments, human resource departments, quality departments, and so on--and the impact that they can have on the prosperity and success of the organizations they serve.

Competitive advantage in any of today's markets presumes competence. To go beyond competence to dominate a market, a company needs to know more, create more, learn faster, and communicate better than the competition. This is the work that corporate staff groups were born for -- not 'just to do', but to build within others the 'capability to do'--what Henning calls 'building capacity.'

Information systems groups retrieve, manipulate, format and distribute the information that drives the organization. The finance department identifies and processes the issues and resources upon which critical business decisions are based. Human resources determines the shape of the organization and how it will function. Building their capacities, and communicating them to colleagues in line groups dramatically improves the ability of the entire organization to serve the marketplace.

For this positive potential to be realized, Henning explains how and why the staff groups themselves first need to shed their own old roles and the mindset of carrying someone else's water --their traditional tasks of aligning, watching, mandating and caretaking. The Future of Staff Groups confronts the past, faces current bottom-line demands, and describes roles for the future that can effectively reposition staff groups within their organizations.

This book challenges both executive management and the staff groups in all types of public and private sector organizations to re-invent their roles and their impact on function and on profitability. It confronts staff groups with the need to take the first step in changing the agenda and the relationship they have with their corporate clients and colleagues. It further provides clear-cut steps that staff groups can take to develop new expertise that will have a clear impact on the results of the business.

The Future of Staff Groups focuses squarely on the substance and content of staff groups' contribution to the organization. Henning offers executives, and staff and line managers a new and vital vision for developing staff groups in organizations--a direction focused on personal accountability for their survival, contribution, and place at the table. It's a relevant reference for anyone who sells professional expertise and cares about their impact.

• Teaches staff groups-groups within organizations that perform internal functions such as human resources, finance, legal, quality, information systems, and others-how to shed old patterns and roles and speak directly to the concerns of their clients, their managers, and the groups themselves
• Tells stories that document the struggle to change staff groups both on a personal and an organizational level
• Provides a viable alternative to eliminating or outsourcing corporate staff functions

Training legend Donald Kirkpatrick presents the companion book to his bestselling EVALUATING TRAINING PROGRAMS (over 47,000 copies sold across three editions) where he offers a practical 7-key methodology for putting his well-known four levels for training validation and effectiveness into practice.Training legend Donald Kirkpatrick presents the companion book to his bestselling EVALUATING TRAINING PROGRAMS (over 47,000 copies sold across three editions) where he offers a practical 7-key methodology for putting his well-known four levels for training validation and effectiveness into practice.

• A hands-on companion to the Kirkpatricks’ classic book Evaluating Training Programs: The Four Levels

• Includes updated case examples, tools, and advice for putting the Four Levels model into practice

You always know when you are in a Hot Spot. You feel energized and vibrantly alive. Your brain is buzzing with ideas, and the people around you share your joy and excitement. Things you've always known become clearer, adding value becomes more possible. Ideas and insights from others miraculously combine with your own to create new thinking and innovation. When Hot Spots arise in and between companies, they provide energy for exploiting and applying knowledge that is already known and genuinely exploring what was previously unknown. Hot Spots are marvelous creators of value for organizations and wonderful, life-enhancing phenomena for each of us. Lynda Gratton has spent more than ten years investigating Hot Spots--discovering how they emerge and how organizations can create environments where they will proliferate and thrive. She has studied dozens of companies and talked to hundreds of employees, managers, and executives in the US, Europe, and Asia. She has asked the important questions: Why and when do Hot Spots emerge? What is it about certain groups of people that support the emergence of Hot Spots? What role do leaders play? She's discovered a host of elements that together contribute to the emergence of Hot Spots--creating energy and excitement, and supporting and channeling that energy into productive outcomes. In this groundbreaking book, Gratton describes four crucial qualities that an organizational culture must have to support the emergence of Hot Spots, looks at what leaders can do to encourage them, and offers activities and tools you can use in your own company to increase the probability of them arising. In these days when traditional organizational boundaries are becoming barriers to progress, Gratton offers advice and guidance that you can use right now to increase the probability of Hot Spots emerging in your organization.

• Shows how to create workplaces where cooperation, creativity, and innovation thrive
• Based on a decade of research on dozens of companies in the U.S., Europe, and Asia
• Author Lynda Gratton whas twice been named one of the world's top management thinkers in The Times of London