NEW EDITION, REVISED AND UPDATED In this second edition of their classic book on personal brand David McNally and Karl Speak show that developing a personal brand is not about constructing a contrived image. Rather, it is a process of discovering who you really are and what you aspire to be. The hallmark insight of this new edition is that the best way to establish a strong and memorable brand is to make a positive difference in the lives of others through making lasting impressions that build trusting relationships. McNally and Speak take you through the process of identifying the key components of your brand, conveying that brand to the world, checking how closely your brand aligns with important relationships in your life—particularly your employer—and assessing your progress along the way. This thoroughly revised and updated edition features new material on how to use social media to build a powerful personal brand and case studies of individuals whose personal brands have changed the world. "Squarely delivers where other books have left off by creating a genuine self-understanding and a strong picture of the person you are and want to become to create real sustainable personal change.” --Stephen Weiss, Former President EDMC Online Higher Education and Former President and COO Capella Education Company “A strong personal brand is paramount for effective leadership. Be Your Own Brand is a powerful and practical guide for building deep and meaningful relationships.” --Perry Cantarutti, Senior Vice President, Europe, Middle East, Africa, Delta Air Lines “Be Your Own Brand, when applied within a business organization, has the power to accelerate the pace of organizational brand development tremendously.” --Taras K. Rebet, President, West Europe, Otto Bock HealthCare GmbH “From this book you’ll experience deep introspection and discover your own brand which will surely ignite personal and professional growth.” --Heather Backstrom, Employee Development Manager, Moog, Inc. – Aircraft Group

• New edition of the book that introduced the concept of personal brand as a powerful personal and professional development tool

• Thoroughly revised and updated, with a new material on how to use social media to build a powerful personal brand and case studies of individuals whose personal brands have changed the world

• Filled with unique and tested tools and exercises to help you develop a distinctive personal brand

 

You may not know it, but you have a brand. Over time, the people who interact with you -- colleagues, acquaintance, family and friends -- develop a set of perceptions of who you are what you stand for. But does your current personal brand truly reflect who you are and the difference you make? You're probably not even aware of what your brand is now, but you can consciously create one that accurately reflects your truest personal values.

Developing a personal brand is not about constructing a contrived image. Rather, it is a process of discovering who you really are and what you aspire to be, and learning how to leave the impressions that reflect your true brand. The hallmark insight of the new edition is that the best way to establish a strong and memorable brand is to make a positive difference in the lives of others. "When you make a discernable difference in the life of another," they write, "you make a lasting impression and your brand receives credit."

Be Your Own Brand shows how to create a personal brand that is distinctive, relevant to others and consistent in the way it is perceived and presented. McNally and Speak take you through the process of identifying the components of your brand, conveying that brand to the world, checking how closely your brand aligns with those of significant others -- particularly your employer -- and assessing your progress along the way. The plethora of tested tools and exercises they provide make the experience easy, enlightening, and enjoyable.

Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier?

In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful.

The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the recipient on an equal footing. These dynamics not only apply to all kinds of one-on-one helping in personal and professional relationships, teaching, social work, and medicine but also can be usefully applied to teamwork and to organizational leadership.

Using examples from many types of relationships—doctors and patients, consultants and clients, husbands and wives—Ed Schein offers a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.

By the bestselling author of Career Anchors (over 431,000 copies sold) and Organizational Culture and Leadership (over 153,000 sold)

A penetrating analysis of the psychological and social dynamics of helping relationships

Named one of the best leadership books of 2009 by strategy+business magazine

Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refusedand we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier?

Many different words are used for helping: assisting, aiding, advising, caregiving, coaching, consulting, counseling, guiding, mentoring, supporting, teaching, and many more. In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful.

The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the client on an equal footing, encouraging the client to open up and engage and giving the helper much better information to work with. And he shows how these techniques can be applied to teamwork and to organizational leadership.

Illustrated with examples from many types of relationshipshusbands and wives, doctors and patients, consultants and clientsHelping is a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.

Dealing with organizational change is about getting through the emotion and commotion with minimal damage to your blood pressure, career, relationships, and confidence. In The Change Cycle, Ann Salerno and Lillie Brock help readers cope by explaining the six predictable and sequential stages of change—loss, doubt, discomfort, discovery, understanding, and integration—and offer examples, tools, and success strategies so you can move resourcefully through each stage. Each chapter focuses on a single stage of the Change Cycle, described in a lively, informal style peppered with frequent humor. Utilizing stories and essays about the ways people, departments, and teams have successfully dealt with challenges, Salerno and Brock offer examples, tools, and success strategies so individuals at all levels will know what to expect from themselves and others and will be able to resourcefully move through each stage. Based on the authors’ fifteen years of experience in hundreds of companies and government agencies worldwide and firmly grounded in recent discoveries in social psychology and cognitive neuroscience, The Change Cycle will help readers at all levels take responsibility for how they react and respond in a changing work environment.

The commons — those creations of nature and society we inherit together and must preserve for our children — is under siege. Our current version of capitalism — the corporate, globalized version 2.0 — is rapidly squandering this heritage. Now, Peter Barnes offers a solution: protect the commons by giving it property rights and strong institutional managers.

Barnes shows how capitalism — like a computer — is run by an operating system. Our current operating system gives too much power to profit-maximizing corporations that devour the commons and distribute most of their profits to a sliver of the population. And government — which in theory should defend the commons — is all too often a tool of those very corporations.

Barnes proposes a revised operating system — Capitalism 3.0 — that protects the commons while preserving the many strengths of capitalism as we know it. His major innovation is the commons trust, a market based legal entity with the power to limit the use of scare commons, charge rent, and pay dividends — in both cash and services — to everyone.

In Barnes' vision, an array of commons trusts would institutionalize our obligations to future generations, fellow citizens, and nature. Once established, they'd use markets and property rights to create a better world for us all.

Capitalism 3.0 offers a practical alternative to our current flawed economic system. It points the way to a future in which we can retain capitalism's virtues while mitigating its vices.

• Watch a video of Peter Barnes on ForaTV
• By a cofounder and former president of Working Assets
• Offers a startlingly original way to adapt capitalism to the 21st century
• Shows that protecting "the commons"--humanity's shared natural and cultural heritage--is the key to revitalizing capitalism and safeguarding the planet

Community shapes our identity, quenches our thirst for belonging, and bolsters our physical, mental, emotional, and economic health. But in the chaos of modern life, community ties have become unraveled, leaving many feeling afraid or alone in the crowd, grasping at shallow substitutes for true community.

In this thoughtful and moving book, Paul Born describes the four pillars of deep community: sharing our stories, taking the time to enjoy one another, taking care of one another, and working together for a better world. To show the role each of these plays, he shares his own stories—as a child of refugees and as a longtime community activist.

It's up to us to create community. Born shows that the opportunity is right in front of us if we have the courage and conviction to pursue it.

The New Way to Get Noticed


The giant brands that once dominated the media landscape—Oprah, the New York Times, NPR, CNN—have seen their monopoly on public attention smashed by the Internet and now find themselves competing with individuals and brands in a sea of micromedia: websites, social media, blogs, podcasts, and more. Ace publicists and marketers Barbara Cave Henricks and Rusty Shelton show that to navigate through this modern terrain, you need to think more like a media executive than a marketer. The key lies in mastering three crucial categories of media—earned, owned, and rented—and knowing how to integrate each for maximum success. By using this proven strategy, you can create a positive feedback loop that will generate massive momentum and grow a large, loyal audience for your message.