Discover What Makes Family Businesses Beat the Odds and Thrive over Generations

Families are complicated; family businesses even more so. Like other companies, family-run enterprises must develop leadership and entrepreneurial skills. But they must also manage family dynamics that rarely mirror the best practices in the latest Harvard Business Review.

Allan Cohen and Pramodita Sharma, scholars with deep professional and personal roots in family businesses, show how enterprising families can transmit the hunger for excellence across generations. Using examples of firms that flourished and those that failed, they describe the practices that characterize entrepreneurial individuals, families, and organizations and offer pragmatic advice that can be tailored to your unique situation.

What adaptations should you make to your coaching style to speak to different generations?

• Offers a complete, concise overview of how each generation -- The Traditionalists, the Boomers, Gen X and Gen Y -- view life, technology, work, communication and behavior

• Shows that coaching can be more effective if it is a dynamic, interactive process, not a sterile set of practices imposed by a coach on a performer

• Creates enthusiastic cross-generational communication and relationship-building

"Coaching," Lisa Haneberg says, "is agile, service-oriented persistence with a tolerance for the unexplainable and a willingness to go down a path that is not yours, does not interest you, and requires that you buy new shoes to traverse unharmed." This tongue-in-cheek description suggests the fun and breezy tone of this book. This is most decidedly not just another book about generational differences, nor is it yet another "how to coach" book. Coaching Up and Down the Generations looks at the key processes of transferring knowledge, developing teams, and collaborating, and examines how different age groups can better learn from one another and even experience major breakthroughs that will improve their progress -- despite disparate backgrounds.

You'll find a thorough examination of key issues in inter-generational coaching situations, including what constitutes great coaching, at any age; a complete overview of each generation and how they view life, technology, work, communication, and behavior; how to handle clashing communication styles and preferences; the importance of "coachability" in yourself and others regardless of different habits, opininos, and work styles; how to cultivate a coaching environment where the different generations can have provocative conversations and truly help one another.

With this book as your guide, you can show the generations how to find common points of interest, needs, and goals. You'll find ingenious tips for creating formal and informal coaching situations, developing opportunities to build relationships, and helping people of all ages to become catalytic coaches and engaged performers.

• Offers a complete, concise overview of how each generation -- The Traditionalists, the Boomers, Gen X and Gen Y -- view life, technology, work, communication and behavior

• Shows that coaching can be more effective if it is a dynamic, interactive process, not a sterile set of practices imposed by a coach on a performer

• Creates enthusiastic cross-generational communication and relationship-building

 

"Coaching," Lisa Haneberg says, "is agile, service-oriented persistence with a tolerance for the unexplainable and a willingness to go down a path that is not yours, does not interest you, and requires that you buy new shoes to traverse unharmed." This tongue-in-cheek description suggests the fun and breezy tone of this book. This is most decidedly not just another book about  generational differences, nor is it yet another "how to coach" book. Coaching Up and Down the Generations looks at the key processes of transferring knowledge, developing teams, and collaborating, and examines how different age groups can better learn from one another and even experience major breakthroughs that will improve their progress -- despite disparate backgrounds.

You'll find a thorough examination of key issues in inter-generational coaching situations, including what constitutes great coaching, at any age; a complete overview of each generation and how they view life, technology, work, communication, and behavior; how to handle clashing communication styles and preferences; the importance of "coachability" in yourself and others regardless of different habits, opininos, and work styles; how to cultivate a coaching environment where the different generations can have provocative conversations and truly help one another.

With this book as your guide, you can show the generations how to find common points of interest, needs, and goals. You'll find ingenious tips for creating formal and informal coaching situations, developing opportunities to build relationships, and helping people of all ages to become catalytic coaches and engaged performers.

Shares in Microsoft, the world's largest computer software firm, changed hands at an average price of $70 during 1995, at a time when their "book value" or "equity" was just $7. In other words, for every $1 of tangible value, the market saw $9 of additional value, for which there was no corresponding record in Microsoft's balance sheet. This extra $9 in the value of Microsoft shares represents a major trend. More and more, companies are deriving value from their intangible assets. These assets include their employee's creative ideas, their customers' loyalty, their ability to attract and keep prestigious accounts, their innovative products and services, their popular brand names, and their reputation.

Knowledge-based organizations with intangible assets, such as accounting and legal firms, management consultants, advertising agencies, medical clinics and hospitals, software and engineering companies, and the art and entertainment industry make up the fastest growing business sector. Yet few of these companies achieve their potential performance and profitability because they do not know how to exploit their intangible assets. They measure performance only in terms of money, ignoring less tangible but vital assets such as the ability to capture high profile customers or the creativity to keep the company on the cutting edge with innovative products or services.

The New Organizational Wealth shows how some of the fastest-growing, most profitable companies are discovering that potentially limitless revenues can flow from their firm's intangible assets-the ability of employees, customers, and even suppliers to create new concepts, models, products, and services. Among the book's many examples is Netscape Communications. This successful company demonstrates the profitable results of fostering long-term customer relationships and the effectiveness of investing in employee competence to maintain a rich pool of talent.

The New Organizational Wealth outlines the conceptual framework for changing business strategies to focus on intangible assets. Using its guidelines, managers can learn how to identify the indicators for their company's intangible assets-their employee's talents and strengths, their customers' support and interest, and their supplier's reliability and ingenuity. Specific chapters detail how to effectively use and measure these "tacit" assets, as well as how to monitor them for financial success. Helpful case studies of Scandanavian companies such as WM-data-s, Skandia AFS, and Celemi, which have developed systems for measuring intangible assets and publicly reporting the results, provide models managers can use in leading their companies to increased profitability and long-term organizational success.

• The first book on managing and measuring intangible assets
• Shows how to tap customer and employee knowledge to build a more successful organization
• Provides tools for measuring such intangible assets as competent and creative employees, patents, brand names, or company reputation
• Written by an experienced manager who played a key role in developing the "Scandinavian Movement" of management

All five books by Beverly Kaye in one convenient bundle.

Each of these books is an essential tool for managers who want to slow down talent loss. Now you can get them all five of them in one convenient bundle. Available in both paperback and ePub format.

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This career development tool kit is for people who want to take charge of their own professional futures.

If you want to have a career that is meaningful and inspires you, you must prepare for it the same way you would a marathon—developing an overall training plan to carry you through to race day and beyond. This is especially important in today's unpredictable work world, where organizations are in a state of constant flux, and many have either eliminated their employee development programs or adopted a generic, one-size-fits-all approach.

Skills for Career Success maps the strategies and skills you will need to take responsibility for your own future. It provides an overview of career development basics, including how to write an Individual Development Plan (IDP) that is practical and useful to you. The core of the book is an easy-to-navigate catalog of fifty-one critical skills, such as communicating clearly, adapting to situations, advocating for yourself, managing time, and selling your ideas. For each skill, there are actions you can take immediately, ongoing practices, and long-term goals. Beyond the skills, there is advice for keeping your career on track, mapping a path beyond your current job, overcoming personal roadblocks, finding your passion at work, and initiating talent conversations with your manager. There are also guidelines for managers who want to bring out the best in their people.