We're expected to be authentic but not too authentic. Professional but not stiff. Friendly but not an oversharer.As organizational consultants and regular people, we know what it's like to experience uncomfortable emotions at work - everything from mild jealousy and insecurity to panic and rage. Ignoring or suppressing what you feel hurts your health and productivity but so does letting your emotions run wild.In this book we'll help you figure out which emotions to toss, which to keep to yourself, and which to express in order to be both happier and more effective. We'll share the latest research and helpful tips, and reveal the surprising reason why you'll actually be more healthier and focused if you're less passionate about your job.Drawing on what we've learned from behavioural economics, psychology and our own experiences at countless organizations, we'll show you how to bring your best self (and your whole self) to work every day.

    Whether you need a crash course or a brief refresher, each book in the series is a concise, practical primer that will help you brush up on a key management topic. Advice you can quickly read and apply, for ambitious professionals and aspiring executives—from the most trusted source in business. Also available as an ebook.

    For more than a decade, Belle Linda Halpern and Kathy Lubar have applied the lessons and expertise they have learned as performing artists to the work of their company, The Ariel Group. Halpern and Lubar have helped tens of thousands of executives at major companies around the country and the globe, including General Electric, Mobil Oil, Capital One, and Deloitte. In Leadership Presence, they make their time-tested strategies available to everyone, from high-profile CEOs to young professionals seeking promotion. Their practical, proven approach will enable you to develop the skills necessary to inspire confidence, command respect, build credibility, and motivate others. Halpern and Lubar teach you: * How to handle tough situations with heightened confidence and flexibility * How to build your relationships to enhance collaboration and business development * How to express yourself dramatically and motivate others* How to integrate your personal values into communication to inspire others and become a more effective leader Learning the skills of the true performance experts, readers will understand why Leadership Presence is the key to dynamic and authentic leadership.

    It's tough, but true-the people you're trying to communicate with, sell to, or convince don't really care about you. Nor do they care what you're offering them-until they understand exactly how it'll benefit them. If you recognize that one hard, cold fact-and you know what to do about it-you'll make more money, achieve greater success, and even have more fun! Magnacca shows you how to answer the "So What?" question brilliantly, every time-no matter who's asking it or what you're trying to achieve. This book will transform the way you communicate: You'll use it every day to get what you want-in business and in life!

    This book helps supervisors and managers effectively communicate appreciation and encouragement to their employees, resulting in higher levels of job satisfaction, healthier relationships between managers and employees, and decreased cases of burnout. Ideal for both the profit and non-profit sectors, the principles presented in this book have a proven history of success in businesses, schools, medical offices, churches, and industry. Each book contains an access code for the reader to take a comprehensive online MBA Inventory (Motivating By Appreciation) - a $20 value.The inventory is designed to provide a clearer picture of an individual's primary language of appreciation and motivation as experienced in a work-related setting. It identifies individuals' preference in the languages of appreciation. Understanding an individual's primary and secondary languages of appreciation can assist managers and supervisors in communicating effectively to their team members.

    It begins by introducing students to the basics of communication systems without using probabilistic theory. Only after a solid knowledge base--an understanding of how communication systems work--has been built are concepts requiring probability theory covered. This third edition has been thoroughly updated and revised to include expanded coverage of digital communications. New topics discussed include spread-spectrum systems, cellular communication systems, global positioning systems (GPS), and an entire chapter on emerging digital technologies (such as SONET, ISDN, BISDN, ATM, and video compression). Ideal for the first communication systems course for electrical engineers, Modern Digital and Analog Communication Systems offers students a superb pedagogical style; it consistently does an excellent job of explaining difficult concepts clearly, using prose as well as mathematics. The author makes every effort to give intuitive insights--rather than just proofs--as well as heuristic explanations of theoretical results wherever possible. Featuring lucid explanations, well-chosen examples clarifying abstract mathematical results, and excellent illustrations, this unique text is highly informative and easily accessible to students.

    And yet we have sacrificed conversation for mere connection. Preeminent author and researcher Sherry Turkle has been studying digital culture for over thirty years. Long an enthusiast for its possibilities, here she investigates a troubling consequence: at work, at home, in politics, and in love, we find ways around conversation, tempted by the possibilities of a text or an email in which we don’t have to look, listen, or reveal ourselves. We develop a taste for what mere connection offers. The dinner table falls silent as children compete with phones for their parents’ attention. Friends learn strategies to keep conversations going when only a few people are looking up from their phones. At work, we retreat to our screens although it is conversation at the water cooler that increases not only productivity but commitment to work. Online, we only want to share opinions that our followers will agree with – a politics that shies away from the real conflicts and solutions of the public square. The case for conversation begins with the necessary conversations of solitude and self-reflection. They are endangered: these days, always connected, we see loneliness as a problem that technology should solve. Afraid of being alone, we rely on other people to give us a sense of ourselves, and our capacity for empathy and relationship suffers. We see the costs of the flight from conversation everywhere: conversation is the cornerstone for democracy and in business it is good for the bottom line. In the private sphere, it builds empathy, friendship, love, learning, and productivity. But there is good news: we are resilient. Conversation cures. Based on five years of research and interviews in homes, schools, and the workplace, Turkle argues that we have come to a better understanding of where our technology can and cannot take us and that the time is right to reclaim conversation. The most human—and humanizing—thing that we do. The virtues of person-to-person conversation are timeless, and our most basic technology, talk, responds to our modern challenges. We have everything we need to start, we have each other.

    Full of human moments that capture the excitement and drama of lean implementation, as well as clear explanations of how tools and systems go hand-in-hand, this book will teach and inspire every person working to make lean a reality in their organization today.This book will help you learn both the how of doing lean, as well as the why behind the tools, enabling you to become lean.Lean is the most important business model for competitive success today. Yet companies still struggle to sustain enduring and deep-rooted business success from their lean implementation efforts.The most important problem for these companies is becoming lean: how can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation?"The Lean Manager: A Novel of Lean Transformation," by lean experts Michael and Freddy Ballé, addresses this critical problem. As we move from what Jim Womack, author, lean management authority, and LEI founder, calls “the era of lean tools to the era of lean management,” The Lean Manager gives companies a definitive guide for sustaining their ability to learn and improve operations and financial performance, while continually developing people.“The only way to become and stay lean is to produce lean managers,” says Womack. “Every isolated effort will recede—or fail—unless companies learn to use the lean process as a way of developing individual problem-solvers with the ownership, initiative, and know-how to solve problems, learn, and ultimately coach new individuals in this discipline. That’s why this book matters so much.”"The Lean Manager," the sequel to the Ballé’s international bestselling business novel "The Gold Mine," tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of "The Gold Mine"), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant’s operations, to foster a lean attitude that sustains continuous improvement. Where "The Gold Mine" shows you how to introduce a complete lean system, "The Lean Manager" demonstrates how to sustain it. Ward moves beyond fluency with tools to changing his behavior as a manager and leader. He shifts from giving orders and answers to asking the right questions so people identify and address problems. He learns how to use tools to unleash the creativity and motivation of people, so they learn how to solve problems as well as coach and teach others to solve problems. Ward learns how to create lean managers.

    So how do you become one of them? How can you learn to “own the room”? This book will help you develop your leadership presence. According to Amy Jen Su and Muriel Maignan Wilkins, leadership presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others. They offer a simple and compelling framework, as well as practical advice about how you can develop your own personal presence.No matter where you sit in an organization, you can “own the room” if you are able to do two things well: first, demonstrate your authentic value and distinction, and second, connect to others in a positive way. Leaders who are able to be authentic while connecting with and impacting others have what the authors call a “signature voice”—a means of self-expression that is uniquely and distinctly their own. Once you discover and express your own signature voice, you’ll be ready to take your leadership presence to the next level.Filled with real-life stories and examples, Own the Room demystifies the concept of presence and gives you the tools you need to identify and embrace your unique leadership voice—and have a greater impact on the world around you.

    A How-To Guide for Practicing the Empathic Listening, Speaking, and Dialogue Skills to Achieve Relationship Success with the Important People in Your Life -- Including the "12-Day Communication Challenge!"

    With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent--but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing.This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation.* Explore the link between psychological safety and high performance * Create a culture where it's "safe" to express ideas, ask questions, and admit mistakes * Nurture the level of engagement and candor required in today's knowledge economy* Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

    The ethic of "more, bigger, faster" exacts a series of silent but pernicious costs at work, undermining our energy, focus, creativity, and passion. Nearly 75 percent of employees around the world feel disengaged at work every day. "The Way We're Working Isn't Working "offers a groundbreaking approach to reenergizing our lives so we're both more satisfied and more productive--on the job and off.By integrating multidisciplinary findings from the science of high performance, Tony Schwartz, coauthor of the #1 bestselling "The Power of Full Engagement, "makes a persuasive case that we're neglecting the four core needs that energize great performance: sustainability (physical); security (emotional); self-expression (mental); and significance (spiritual). Rather than running like computers at high speeds for long periods, we're at our best when we pulse rhythmically between expending and regularly renewing energy across each of our four needs.Organizations undermine sustainable high performance by forever seeking to get more out of their people. Instead they should seek systematically to meet their four core needs so they're freed, fueled, and inspired to bring the best of themselves to work every day.Drawing on extensive work with an extra-ordinary range of organizations, among them Google, Ford, Sony, Ernst & Young, Shell, IBM, the Los Angeles Police Department, and the Cleveland Clinic, Schwartz creates a road map for a new way of working. At the individual level, he explains how we can build specific rituals into our daily schedules to balance intense effort with regular renewal; offset emotionally draining experiences with practices that fuel resilience; move between a narrow focus on urgent demands and more strategic, creative thinking; and balance a short-term focus on immediate results with a values-driven commitment to serving the greater good. At the organizational level, he outlines new policies, practices, and cultural messages that Schwartz's client companies have adopted."The Way We're Working Isn't Working "offers individuals, leaders, and organizations a highly practical, proven set of strategies to better manage the relentlessly rising demands we all face in an increasingly complex world.

    New York Times BestsellerWhen Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value.Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often.Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important.Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.

    This new edition of the best-selling PMP: Project Management Professional Study Guide covers the 2005 updates to both the Project Management Body of Knowledge (PMBOK) and the PMP exam. Author Kim Heldman presents the material in a clear and accessible manner, taking you through the process groups in their logical order so you understand the parts and the whole equally well.KEY TOPICS INCLUDE:Project Initiation. Determining project goals, determining deliverables, determining process outputs, documenting constraints, documenting assumptions, defining strategies, producing formal documentation.Project Planning. Refining a project, creating a WBS, developing a resource management plan, determining resource requirements, defining budgets, refining time and costs estimates, establishing project controls, obtaining plan approval.Project Execution. Committing and implementing resources, managing and communicating progress, implementing quality assurance procedures.Project Control. Measuring performance, refining control links, taking corrective action, evaluating effectiveness of corrective action, ensuring plan compliance, reassessing control plans, responding to risk event triggers, monitor project activity.Project Closing. Obtaining acceptance of deliverables, documenting lessons learned, facilitating closure, preserving product records and tools, releasing resources.Professional Responsibility. Ensuring integrity, contributing to knowledge base, balancing stakeholder interests, respecting differences.

    The authors explore their Model for Improvement that worked with international improvement efforts at multinational companies as well as in different industries such as healthcare and public agencies. This edition includes new information that shows how to accelerate improvement by spreading changes across multiple sites. The book presents a practical tool kit of ideas, examples, and applications.