Fortunately, Jon McGee is an ideal guide through this dynamic marketplace. In Breakpoint, he argues that higher education is in the midst of an extraordinary moment of demographic, economic, and cultural transition that has significant implications for how colleges understand their mission, their market, and their management. Drawing from an extensive assessment of demographic and economic trends, McGee presents a broad and integrative picture of these changes while stressing the importance of decisive campus leadership. He describes the key forces that influence higher education and provides a framework from which trustees, presidents, administrators, faculty, and policy makers can address pressing issues in the aftermath of the Great Recession.Although McGee avoids endorsing one-size-fits-all solutions, he suggests a number of concrete strategies for handling prospective students and developing pedagogical practices, curricular content and delivery, and management structures. Practical and compelling, Breakpoint will help higher education leaders make choices that advance their institutional values and serve their students and the common good for generations to come.

    The course is typically found in the department of management but is also offered occasionally through the ROTC program and education departments.

    The authors acknowledge both the structural and sociological issues that contribute to low-performing schools and offer multiple tools and strategies to assess and improve classroom management, increase literacy, establish academic vocabulary, and contribute to a healthier school culture.

    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.

    This new edition gives expanded attention to the important symbolic roles of school leaders, including practical suggestions on how leaders can balance cultural goals and values against accountability demands, and features new and powerful case examples throughout. Most important, the authors show how school leaders can transform negative and toxic cultures so that trust, commitment, and sense of unity can prevail. Praise for Shaping School Culture "For those seeking enduring change that is measured in generations rather than months, and to create a legacy rather than a headline, then Shaping School Culture is your guide." —Dr. Douglas B. Reeves, founder, The Leadership and Learning Center, Englewood, CO "Deal and Peterson combine exquisite language, vibrant stories, and sage advice to support school leaders in embracing the paradoxical nature of their work. A 'must read' for all school leaders." —Pam Robbins, educational consultant and author "Once again, the authors have presented practitioners, researchers, professional developers, school coaches, and others with a tremendous resource for renovating and reinvigorating schools." —Karen M. Dyer, Ed.D., group director, Education and Nonprofit Sector Office, Center for CreativeLeadership, Greensboro, NC

    It is a promise he makes to them: "Fully invest in the present—and each other—and I guarantee it will serve your future."Here, for the first time, he distills his team-building methods in ways that apply to CEOs, business owners, coaches, teachers and leaders of all kinds—lessons for anyone seeking to inspire talented individuals to reach for their best selves and contribute to a greater good.A basketball team is an intimate workplace, in which blend is everything and character matters. As such, it is a window into the nature of successful leadership. Calipari views each new team like a startup business—one composed of new players, new relationships, and new challenges. Each season is a series of discoveries as he learns how to unleash the extreme talent in each of his players and mold them into championship material as college basketball comes to a crescendo every spring. While he can’t control everything, he is responsible for everything—just like a CEO.An enlightening look at leadership, management, and team building, Success Is the Only Option offers the keys to winning, on and off the court.

    It may be between tasks or people, money or mission, the present or the future. One often neglected tension is between our inner spiritual longings and the outward needs of the group we lead. But we need not feel forced to choose between the two. Leadership has more in common with an ellipse with two focal points than a bull's-eye with a single target. The Leadership Ellipse is designed to help Christian leaders embrace both halves of the tension--our internal relationship with God and our external relationship with others--to find a truly authentic, integrated way to lead. If you find yourself in a lonely, isolated place of leadership, this book can be your companion. If you find yourself longing to lead in a way that is truly Christian, this book can be your guide. And if you are simply exhausted, then this book can offer you a new way to find refreshment. There is life beyond the bull's-eye.

    Join Dr. Jerry B. Harvey as he clearly illustrates why no organization wants to find themselves goin' to Abilene. See how group dynamics can keep individuals from stating their true beliefs for fear of isolation and separation, and how that often leads to mismanaged agreement. You'll learn to recognize the warning signs of risky group dynamics and improve decision-making processes throughout your organization.

    Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. * Presents a clear explanation of practical management concepts for increasing learning capability for business results * Introduces a framework that clarifies how learning processes must be altered for different kinds of work * Explains how Collaborative Learning works, and gives tips for how to do it well * Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building t

    SOAR takes the Appreciative Inquiry philosophy and applies it to provide a strategic thinking and dialogue process. The authors have been instrumental in developing this process and will share the concept and case studies to give you the confidence to try SOAR.

    We wrote this book to capture our ideas about how to best prepare for and command a U.S. Army company-level unit. In the book, we lay out a leadership framework that was very effective for us and, based on feedback from hundreds of readers, is making a significant difference in how others think about leading. One of the best things that emerged out of this project was the idea for creating CompanyCommand and PlatoonLeader, but that is another story. Here is an excerpt from the preface that introduces the book: Combat is the ultimate team sport; the cost of losing is death. As an Army leader, your mission is to build a winning team of disciplined, fit, and motivated soldiers that will accomplish the mission. In this book, you will find some input into to the age-old dialogue on how to create a team and harness its energy to accomplish uncommon results. Leading soldiers is our inspiration; doing so has affected every part of our lives. To begin with, the knowledge that we would command a company motivated us to prepare doggedly for command. This book is a compilation of our research and thinking, validated by experience (both success and failure!). It is not meant to be prescriptive in nature; nor will all these ideas work for you and your situation. Rather, our intent is to spark your thinking and encourage you as you prepare for command. We were fortunate to work with and watch some great leaders in action and to learn from some challenging experiences. Now we are in a position to pass on some of what we have learned. Our desire is that reading this book motivates and challenges you while you prepare for and execute the most honorable mission in the world--leading American soldiers! Finally, many people wonder about the title of the book. We wrote this to clearly explain that: Significance of the title, Taking the Guidon The unit guidon serves to identify the unit, is a symbol of the commander's authority and presence, and represents the collective pride and spirit of all soldiers--past and present--who have served under it. Historically, the guidon accompanied the commander into battle where, in the heat and confusion of the close fight, it emboldened and rallied the soldiers to accomplish the mission. Today, the unit guidon continues to be an honored symbol of the commander's authority and responsibility, and it connects the valorous deeds of past warriors with today's soldiers who continue the proud tradition of selfless service to our Nation. An Army unit conducts a change-of-command ceremony whenever a new commander takes charge. The central rite of this ceremony is the passing of the unit guidon from the outgoing commander to the incoming commander. By taking the guidon, the new commander signals his or her selfless commitment to the traditions, values, and soldiers that the guidon represents.

    

    In this updated and expanded 10th anniversary edition, internationally known leadership transition expert Michael D. Watkins gives you the keys to successfully negotiating your next move—whether you’re onboarding into a new company, being promoted internally, or embarking on an international assignment.In The First 90 Days, Watkins outlines proven strategies that will dramatically shorten the time it takes to reach what he calls the "breakeven point" when your organization needs you as much as you need the job. This new edition includes a substantial new preface by the author on the new definition of a career as a series of transitions; and notes the growing need for effective and repeatable skills for moving through these changes. As well, updated statistics and new tools make this book more reader-friendly and useful than ever.As hundreds of thousands of readers already know, The First 90 Days is a road map for taking charge quickly and effectively during critical career transition periods—whether you are a first-time manager, a mid-career professional on your way up, or a newly minted CEO.

    Leadership isn't broken, but how it's currently being practiced certainly is. Everyone has blind spots. The purpose of Hacking Leadership is to equip leaders at every level with an actionable framework to identify blind spots and close leadership gaps. The bulk of the book is based on actionable, topical leadership and management hacks to bridge eleven gaps every business needs to cross in order to create a culture of leadership: leadership, purpose, future, mediocrity, culture, talent, knowledge, innovation, expectation, complexity, and failure. Each chapter:Gives readers specific techniques to identify, understand, and most importantly, implement individual, team and organizational leadership hacks. Addresses blind spots and leverage points most leaders and managers haven't thought about, which left unaddressed, will adversely impact growth, development, and performance. All leaders have blind-spots (gaps), which often go undetected for years or decades, and sadly, even when identified the methods for dealing with them are outdated and ineffective - they need to be hacked. Showcases case studies from the author's consulting practice, serving as a confidant with more than 150 public company CEOs. Some of those corporate clients include: AT&T, Bank of America, Deloitte, EMC, Humana, IBM, JP Morgan Chase, Merrill Lynch, PepsiCo, and other leading global brands. Hacking Leadership offers a fresh perspective that makes it easy for leaders to create a roadmap to identify, refine, develop, and achieve their leadership potential--and to create a more effective business that is financially solvent and professionally desirable.

    Then, in the first game of his junior year, disaster struck in the form of a torn MCL. During rehab, James’s health continued to inexplicably deteriorate until a chest X-ray and biopsy confirmed the unthinkable: a diagnosis of Hodgkin’s lymphoma. Suddenly, it wasn’t just the dream of an NFL career that was in jeopardy; it was James’s life. Yet when he shared the news of his diagnosis publicly, James rallied family, friends, and fans, with his message of hope and courage: “Fear is a choice. I choose not to fear cancer.” In just ten words, James defined his own journey on his own terms and refused to back down from one of the most dreaded diseases known to man. Drawing strength from his faith in God and the support of his community and loved ones, James underwent treatment but continued to practice with his team despite the intense physical toll of chemotherapy. He was declared cancer-free within a year. Returning to the field in 2016, he finished his college career with a record-breaking 3,733 rushing yards and 56 touchdowns. Entering the NFL draft early, his success continued. Selected in the third round by the Pittsburgh Steelers, he quickly became one of the most beloved rookies in the league.  In Fear is a Choice, James candidly shares his experiences during his battle with cancer and beyond, encouraging readers and illustrating the spiritual truths and personal principles that got him through his darkest days. Conner’s warm, intimate, and inspiring story offers wisdom and advice for anyone who has faced adversity or the loss their dreams—and everyone who wants to learn how to tackle life’s problems with dignity, faith, and determination.