Authors Ulrich, Zenger, and Smallwood--world-renowned experts in human resources and training--argue that it is not enough to gauge leaders by personal traits such as character, style, and values. Rather, effective leaders know how to connect these leadership attributes with results. Results-Based Leadership shows executives how to deliver results in four specific areas: results for employees, for the organization, for its customers, and for its investors. The authors provide action-oriented guidelines that readers can follow to develop and hone their own results-based leadership skills. By shifting our focus to the connection between the attributes and the results of leadership, this perceptive new guide fundamentally improves our understanding of effective leadership. Results-Based Leadership brings a refreshing clarity and directness to the leadership discussion, providing a hands-on program to help executives succeed with their leadership challenges.

    In a groundbreaking study of these two disparate groups - affectionately labeled "geeks" and "geezers" - leadership experts Warren G. Bennis and Robert J. Thomas set out to find how era and values shape those who lead. What they discovered was something even more profound: the powerful process through which leaders of any era emerge." Geeks and Geezers will forever change how we view leadership, but also how we reflect on our own formative experiences. Illustrated by compelling interviews with extraordinary individuals under thirty-five and over seventy years of age, the authors present a new model that predicts who is likely to become and remain a leader - and explains why others fail to rise to the challenge. At its heart are what the authors call "crucibles" - utterly transformational experiences from which one can emerge either hopelessly broken or powerfully emboldened to learn and to lead.

    Written in six parts between 2009 and 2013 by Venkatesh Rao on ribbonfarm.com, and "Slashdotted" twice, this widely acclaimed series examines organizational dynamics through the lens of the NBC show, The Office and offers a comprehensive tragic philosophy of work for the modern world.

    Today's outliers in revenue growth and value creation are winning with a new set of rules. They are dominating by managing the information that surrounds people, organizations, processes, and products--what authors Malcolm Frank, Paul Roehrig, and Ben Pring call Code Halos. This is far beyond "Big Data" and analytics. Code Halos spark new commercial models that can dramatically flip market dominance from industry stalwarts to challengers. In this new book, the authors show leaders how digital innovators and traditional companies can build Code Halo solutions to drive success. The book:Examines the explosion of digital information that now surrounds us and describes the profound impact this is having on individuals, corporations, and societies; Shows how the Crossroads Model can help anticipate and navigate this market shift; Provides examples of traditional firms already harnessing the power of Code Halos including GE's Brilliant Machines, Disney's theme park Magic Band, and Allstate's mobile devices and analytics that transform auto insurance. With reasoned insight, new data, real-world cases, and practical guidance, Code Halos shows seasoned executives, entrepreneurs, students, line-of-business owners, and technology leaders how to master the new rules of the Code Halo economy.

    Maxwell's books on leadership, you know that leadership is developed daily, not in a day. That's why he's created "Go for Gold," " "a daily companion to "Leadership Gold." It's designed to help supercharge your growth as a leader."Go for Gold" offers daily bite-sized leadership lessons taken from Dr. Maxwell's catalog of leadership and personal development books.Organized into twenty-six weekly lessons with space for notes from your own leadership journey, "Go for Gold" will help you jump-start your leadership growth with wisdom and best practices from John C. Maxwell.

    The New York Times bestseller that introduced the business world to a future that s already here -- now in paperback with a new chapter about Long Tail Marketing and a new epilogue.Winner of the Gerald Loeb Award for Best Business Book of the Year.In the most important business book since The Tipping Point, Chris Anderson shows how the future of commerce and culture isn t in hits, the high-volume head of a traditional demand curve, but in what used to be regarded as misses -- the endlessly long tail of that same curve.

    This organizational structure results in both limited information and restricted thinking. The Silo Effect asks these basic questions: why do humans working in modern institutions collectively act in ways that sometimes seem stupid? Why do normally clever people fail to see risks and opportunities that later seem blindingly obvious? Why, as psychologist Daniel Kahneman put it, are we sometimes so “blind to our own blindness”?Gillian Tett, journalist and senior editor for the Financial Times, answers these questions by plumbing her background as an anthropologist and her experience reporting on the financial crisis in 2008. In The Silo Effect, she shares eight different tales of the silo syndrome, spanning Bloomberg’s City Hall in New York, the Bank of England in London, Cleveland Clinic hospital in Ohio, UBS bank in Switzerland, Facebook in San Francisco, Sony in Tokyo, the BlueMountain hedge fund, and the Chicago police. Some of these narratives illustrate how foolishly people can behave when they are mastered by silos. Others, however, show how institutions and individuals can master their silos instead. These are stories of failure and success.From ideas about how to organize office spaces and lead teams of people with disparate expertise, Tett lays bare the silo effect and explains how people organize themselves, interact with each other, and imagine the world can take hold of an organization and lead from institutional blindness to 20/20 vision.

    Everyone who wants to make the world a better place becomes possessed by a grand idea.But what does it take to turn your idea into action?  Whether you are an entrepreneur, intrapreneur, or not-for-profit crusader, there’s no shortage of advice available on issues such as writing a business plan, recruiting, raising capital, and branding. In fact, there are so many books, articles, and Web sites that many startups get bogged down to the point of paralysis. Or else they focus on the wrong priorities and go broke before they discover their mistakes. In The Art of the Start, Guy Kawasaki brings two decades of experience as one of business’s most original and irreverent strategists to offer the essential guide for anyone starting anything, from a multinational corporation to a church group. At Apple in the 1980s, he helped lead one of the great companies of the century, turning ordinary consumers into evangelists. As founder and CEO of Garage Technology Ventures, a venture capital firm, he has field-tested his ideas with dozens of newly hatched companies. And as the author of bestselling business books and articles, he has advised thousands of people who are making their startup dreams real. From raising money to hiring the right people, from defining your positioning to creating a brand, from creating buzz to buzzing the competition, from managing a board to fostering a community, this book will guide you through an adventure that’s more art than science—the art of the start.

    What does it take to keep them going strong? The authors of The New Strategic Selling and The New Conceptual Selling present a hard-hitting, no-nonsense book of techniques to improve your most important business relationships. Updated with recent examples of actual success stories, this new edition explores how online click speeds have resulted in highly sophisticated customers who expect all services to be done in "real time." Discover: * The Long View: Studying and really understanding your company-and your customer's business-can mean years of selling success * "Lamp" Strategies: Activate a Large Account Management Process strategy to turn your best customers into permanent "external assets" * Trends and Market Forces: Constantly identify and reappraise the conditions that can make your services more crucial than ever * Channels of Communication: The right contacts and communication lines will help you make key changes-before it's too late!