Working effectively to combat unconscious bias across differences such as gender, culture, generational, race, and sexual orientation not only leads to a more productive, innovative corporate culture but also to a better engagement with customers and clients. The Inclusion Dividend provides a framework to tap the bottom-line impact that results from an inclusive culture. Most leaders have the intent to be inclusive, however translating that intent into a truly inclusive outcome with employees, customers, and other stakeholders requires a focused change effort. The authors explain that challenge and provide straightforward advice on how to achieve the kind of meritocracy that will result in a tangible dividend and move companies ahead of their competition.

    Understand them, and you can create extraordinary growth. Ignore them, and you run the risk of becoming another statistic. It's become almost cliche 8 out of every 10 new ventures fail. Of the ones that succeed, how many truly thrive-for the long run? And of those that thrive, how many continually overcome their growth hurdles ... and ultimately scale, with meaning, purpose, and profitability? The answer, sadly, is not many. Author Lex Sisney is on a mission to change that picture. After more than a decade spent leading and coaching high-growth technology companies, Lex discovered that the companies that thrive do so in accordance with 6 Laws - universal principles that govern the success or failure of every individual, team, and organization.

    This book will provide you with an advanced system for attacking any Logical Reasoning question that you may encounter on the LSAT. The concepts presented in the Logical Reasoning Bible are representative of the techniques covered in PowerScore's live courses and have been consistently proven effective for thousands of our students. The book features and explains a detailed methodology for attacking all aspects of Logic Reasoning problems, including recognizing question types, identifying common reasoning elements and determining their validity, the methods for efficiently and accurately making inferences, and techniques for quickly eliminating answer choices as you solve the questions.

    They may not guarantee you a good life, but they'll give you a better chance.

    We live in an era in which successful organizations can fail in a flash. But they can cope with change and thrive by creating a culture that supports positive pushback: questioning everything without disrespecting anyone. Nigel Travis has forty years of experience as a leader in large and successful organizations, as well as those facing existential crisis-such as Blockbuster as it dawdled in the face of the Netflix challenge. In his ten years as CEO and chairman of Dunkin' Brands, Travis fine-tuned his ideas about the challenge culture and perfected the practices required to build it. He argues that the best way for organizations to succeed in today's environment is to embrace challenge and encourage pushback. Everyone-from the new recruit to the senior leader-must be given the freedom to speak up and question the status quo, must learn how to talk in a civil way about difficult issues, and should be encouraged to debate strategies and tactics-although always in the spirit of shared purpose. How else will new ideas emerge? How else can organizations steadily improve? Through colorful storytelling, with many examples from his own career-including his leadership in turning around the fear-ridden culture of the London-based Leyton Orient Football Club, of which he is part owner-Travis shows how to establish a culture that welcomes challenge, achieves exceptional results, and ensures a prosperous future.

    In this book-the first of its kind by a former law school admissions officer-she draws on her expertise to cover topics from the application and the essay to the interview and the recommendations, touching on hot-button issues like how much the LSAT, ethnicity, and age really matter. Offering an insider's advice on how to produce the very best application, this guide gives straight answers to questions such as: • What kind of essay should I write to set me apart from the rest of the pack?• Should I explain my low LSAT score, my D in chemistry, my attention deficit disorder, my time in rehab? • Is law school worth the debt I'll face when I graduate? Full of invaluable examples and anecdotes about real admissions decisions, The Ivey Guide to Law School Admissions is certain to become the new bible for would-be law students everywhere.

    For months Kantor and Twohey had been having confidential discussions with top actresses, former Weinstein employees and other sources, learning of disturbing long-buried allegations, some of which had been covered up by onerous legal settlements. The journalists meticulously picked their way through a web of decades-old secret payouts and nondisclosure agreements, pressed some of the most famous women in the world--and some unknown ones--to risk going on the record, and faced down Weinstein, his team of high-priced defenders, and even his private investigators. But nothing could have prepared them for what followed the publication of their Weinstein story. Within days, a veritable Pandora's Box of sexual harassment and abuse was opened, and women who had suffered in silence for generations began coming forward, trusting that the world would understand their stories. Over the next twelve months, hundreds of men from every walk of life and industry would be outed for mistreating their colleagues. But did too much change--or not enough? Those questions plunged the two journalists into a new phase of reporting and some of their most startling findings yet. With superlative detail, insight, and journalistic expertise, Kantor and Twohey take us for the first time into the very heart of this social shift, reliving in real-time what it took to get the story and giving an up-close portrait of the forces that hindered and spurred change. They describe the surprising journeys of those who spoke up--for the sake of other women, for future generations, and for themselves--and so changed us all.

    All in the name of innovation.But this endless worrying, wriggling, and trend watching only alienates companies from whatever it is they really do best. In the midst of the headlong rush to think "outside the box," the full engagement responsible for true innovation is lost. New consultants, new packaging, new marketing schemes, or even new CEOs are no substitute for the evolution of our own expertise as individuals and as businesses.Indeed, for all their talk about innovation, most companies today are still scared to death of it.To Douglas Rushkoff, this disconnect is not only predictable but welcome. It marks the happy end of a business cycle that began as long ago as the Renaissance, and ended with the renaissance in creativity and collaboration we're going through today.The age of mass production, mass media, and mass marketing may be over, but so, too, is the alienation it engendered between producers and consumers, managers and employees, executives and shareholders, and, worst of all, businesses and their own core values and competencies.American enterprise, in particular, is at a crossroads. Having for too long replaced innovation with acquisitions, tactics, efficiencies, and ad campaigns, many businesses have dangerously lost touch with the process -- and fun -- of discovery."American companies are obsessed with window dressing," Rushkoff writes, "because they're reluctant, no, afraid to look at whatever it is they really do and evaluate it from the inside out. When things are down, CEOs look to consultants and marketers to rethink, rebrand, or repackage whatever it is they are selling, when they should be getting back on the factory floor, into the stores, or out to the research labs where their product is actually made, sold, or conceived."Rushkoff backs up his arguments with a myriad of intriguing historical examples as well as familiar gut checks -- from the dumbwaiter and open source to Volkswagen and The Gap -- in this accessible, thought-provoking, and immediately applicable set of insights. Here's all the help innovators of this era need to reconnect with their own core competencies as well as the passion fueling them.

    

    Based on 114 intriguing interviews with nineteen former chief justices of India and more than sixty-six former judges of the Supreme Court of India, Abhinav Chandrachud opens a window to the life and times of the former judges of India's highest court of law and in the process offers a history that largely remained in oblivion for a long time.

    Many of these stories never made it back home - until now.

    Sears distils over 20 years’ experience as a management consultant and coach into six simple conversational structures that cover every management situation. A natural storyteller with a great narrative gift, Sears delivers his message in an entirely unique manner – as a work of business fiction. In this compelling and highly instructive tale you can follow the journey of newly promoted Operations Manager Sam Mitchell as he faces the everyday pressures and challenges of managing a team, and then relate his experiences to real life scenarios in your workplace. Conversation #1 – What can you do about that? Conversation #2 – Who should really own this? Conversation #3 – How should we be behaving? Conversation #4 – Who’s really doing this? Conversation #5 – Where are we heading? Conversation #6 – How are we doing?   This highly practical guide concludes with a simple how-to chapter, explaining why and how each conversation works, and when to use them, as well as providing accompanying tips and techniques. The Six Conversations of a Brilliant Manager is an instantly-applicable and hugely powerful toolkit for every manager and HR department looking to get the very best out of their people.

    "People think that because I am against the death penalty and don't think people should be executed, that I forgive those people for what they did. Well, it isn't my place to forgive people, and if it were, I probably wouldn't. I'm a judgmental and not very forgiving guy. Just ask my wife."It this spellbinding true crime narrative, Dow takes us inside of prisons, inside the complicated minds of judges, inside execution-administration chambers, into the lives of death row inmates (some shown to be innocent, others not) and even into his own home--where the toll of working on these gnarled and difficult cases is perhaps inevitably paid. He sheds insight onto unexpected phenomena-- how even religious lawyer and justices can evince deep rooted support for putting criminals to death-- and makes palpable the suspense that clings to every word and action when human lives hang in the balance.

    Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:• Define the central idea of the company• Ensure that the right CEO is in place and potential successors are identified• Recruit directors who add value• Root out board dysfunction• Select a board leader who deftly bridges the divide between management and the board• Set a high bar on ethics and riskWith a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for businesspeople everywhere—whether they occupy the boardroom or the C-suite.

    How should we honor those whose behavior and achievement is essential to our overall success? Is it fair or right to lavish rewards on the superstar at the expense of the hardworking rank-and-file? How do we distinguish an impartial fairness from what is truly just? Woodruff builds his answer to these questions around the ancient conflict between Ajax and Odysseus over the armor of the slain warrior Achilles. King Agamemnon arranges a speech contest to decide the issue. Ajax, the loyal workhorse, loses the contest, and the priceless armor, to Odysseus, the brilliantly deceptive strategist who will lead the Greeks to victory. Deeply insulted, Ajax goes on a rampage and commits suicide, and in his rage we see the resentment of every loyal worker who has been passed over in favor of those who are more gifted, or whose skills are more highly valued. How should we deal with the Ajax dilemma? Woodruff argues that while we can never create a perfect system for distributing just rewards, we can recognize the essential role that wisdom, compassion, moderation, and respect must play if we are to restore the basic sense of justice on which all communities depend.This short, thoughtful book, written with Woodruff's characteristic elegance, investigates some of the most bitterly divisive issues in American today.