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"Leaders, coaches, and mentors are charged with helping others to stretch their limits. However, few people enjoy hearing the messy--and sometimes painful--feedback it takes to overcome a personal obstacle. Marcia Reynolds shows how to use the discomfort zone to help others grow, not suffer"--
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The international bestselling coauthor of The Secret shares essential lessons for changing your leadership strategy as your business evolves.
As organizations grow in volume and complexity, the demands on leadership change. The same old moves won't cut it any more. In Chess Not Checkers, Mark Miller tells the story of Blake Brown, newly appointed CEO of a company troubled by poor performance and low morale. Nothing Blake learned...
As organizations grow in volume and complexity, the demands on leadership change. The same old moves won't cut it any more. In Chess Not Checkers, Mark Miller tells the story of Blake Brown, newly appointed CEO of a company troubled by poor performance and low morale. Nothing Blake learned...
3) Managing
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One of our most distinguished scholars offers a bold new view of the theory and practice of effective management. Named one of the best management books of 2009 by strategy+business magazine, the Toronto Globe, and Mail and Library Journal. Winner of the Axiom gold medal in the leadership category. A half century ago Peter Drucker put management on the map. Leadership has since pushed it off. But "instead of distinguishing managers from leaders,"...
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Once you've discovered your strengths, you need to discover something else: your strengths can work against you. Many leaders know this on some intuitive level, and they see it in others. But they don't see it as clearly in themselves. Mainly, they think of leadership development as working on their weaknesses. No wonder. The tools used to assess managers are not equipped to pick up on overplayed strengths—when more is not better. Nationally
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We are in a time of accelerating disruptive change. In a VUCA world-one characterized by volatility, uncertainty, complexity, and ambiguity-traditional leadership skills won't be enough, noted futurist Bob Johansen argues. Drawing on the latest forecasts from the Institute for the Future-the first futures think tank ever to outlive its forecasts-this powerful book explores the external forces that are shaking the foundations of leadership and unveils...
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"From one of the true giants in organizational development, career development, and organizational psychology comes a simple and effective technique for building more positive relationships--particularly between people of different status--that will lead to more honest and open interactions and stronger organizations"--
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"The ultimate guide to naming your product or business has been updated throughout with three times as many resources as before, updated and new stories (of both hits and flops), and an entirely new chapter about nailing the perfect tagline. Too many new companies and products have names that look like the results of a drunken Scrabble.
"The ultimate guide to naming your product or business returns with three times as many resources as before, updated...
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An authoritative and accessible guide to this foundational form of collaborative decision-making. Uses images, stories and step-by-step instructions to teach the basics of circle and explore its deeper meanings. Written by two pioneers in reviving, standardizing and popularizing circle process. More and more organizations are looking for alternatives to rigid, top-down hierarchy. Even the most old-school now realizes that good ideas can come from...
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"The only book on raising startup capital written by a professional, who has himself raised over a billion dollars, that goes deeper into the standard "how-to" process of raising capital to highlight and reveal those hidden factors that no one but a true insider would know to look for"--
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"Having served on numerous corporate and nonprofit boards, former business school dean and university president White has a surprising message: many directors don't understand their roles as stewards. Rather than seeing boards as mere vehicles for oversight and basic monitoring, he shows, in detail and with hundreds of real-world anecdotes, how boards can do better."--
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