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A Sense of Urgency
Leadership and change expert John Kotter finds that the number one problem organizations face when trying to execute change is creating a sense of urgency. Unfortunately, that is the first step in a series of actions needed to succeed in bringing about change.
In a time when the rate and type of change is increasing exponentially, organizations can not afford to get complacent. In A Sense of Urgency, Kotter states that a true sense of urgency is rare mainly because “it is not the natural state of affairs. It has to be created and recreated.” More often than not, what passes as urgency is more likely a false urgency that he describes as the “unproductive flurry of behavior” built on “a platform of anxiety and anger.” True urgency is different. Is understood by the head (intellectually) but driven by the heart (emotions). It is externally focused and expressed in daily behaviors that move relentlessly toward the target, ever alert to changing conditions and weeding out superfluous activity.
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The Encore Effect
What if you performed in such a way that people buzzed about your performance and wanted more of your time, ideas, participation, and leadership? Each of us performs on a stage of one sort or another—an office, a sales floor, an assembly line, a pulpit, a classroom, a playing field, a home, a showroom, a hospital. Whatever stage you perform on, it can be just as worthy of an encore performance as any concert hall in the world. A worthy goal in life is to have people shouting for more of whatever it is we do that is really important and matters to us.
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Utilizing the Authentic Differences Between Men and Women
Each of us enters the workplace not only as a human being, but as a woman or a man. Leadership and the Sexes links the actual science of male/female brain differences to every aspect of business. Written by the New York Times bestselling author and gender expert Michael Gurian and acclaimed workplace gender consultant Barbara Annis, this groundbreaking book weaves brain science and gender studies with real-life examples from business leaders to provide a new vision of gender diversity. Leadership and the Sexes presents brain science tools with which readers can look into the brains of men and women to understand themselves and one another. The book also provides five GenderTools, which can be used immediately in executive, management, design, and marketing teams. The gender science presented in this book has been used successfully by such diverse corporations as IBM, Nissan, Proctor & Gamble, Deloitte & Touche, PriceWaterhouseCoopers, Brooks Sports, and many others.
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Business Stripped Bare
From its creation as a mail-order record company to the literal launch of Virgin Galactic, Richard Branson’s Virgin Group has become one of the most successful and recognised brands in the world. In Business Stripped Bare Branson shares the incredible truth about his most risky, brilliant and audacious deals. Discover how he tried to take on one of the world’s biggest superbrands, how he plans to change the course of the world’s rivers to cut carbon emissions, what Tesco learned from Virgin and which businessmen around the globe Branson is truly in awe of. Combining invaluable advice with the remarkable inside stories of Richard’s greatest achievements, Business Stripped Bare is a dynamic, inspirational and truly original guide to success in business.
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How to Work With (and Avoid Becoming) a PITA
The PITA Principle is a humorous new how-to guide by character expert Robert Orndorff and psychologist Dulin Clark unveils the different types of PITAs (Pain In The Ass) one might encounter on the job. Readers will learn how to cope with—and dare we say benefit from—these PITAs, and even identify their own PITA tendencies and learn how to avoid becoming the dreaded coworker. HR professionals, outplacement professionals, business professionals, college students, and anyone with a job will enjoy Orndorff and Clark’s approach to understanding our coworkers and even ourselves.
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Create a Personal Learning Strategy
In Crucibles of Leadership, Robert J. Thomas concludes that what matters most is what one makes of experience, particularly the traumatic and often unplanned crucible events that challenge one's identity as a leader. What distinguishes leaders who grow through a crucible experience? Their approach to learning. Like accomplished athletes or artists, they practice as strenuously as they perform. And because the line between performance and practice is often hard to discern, they learn how to practice while they perform.
Handbooks for Seminars, Conferences and Training!
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