This isn't just another ivory tower book on leadership. Employee Engagement 2.0 is the result of both massive research and real-world experience. The author, Kevin Kruse, is a former Best Place to Work winner, serial entrepreneur, and NY Times bestselling author. He has advised dozens of organizations, from Fortune 500 companies like SAP, to startups and non-profits, and even to the US Marines. This is your step-by-step guide that will teach you: - What employee engagement is (it does not mean happy or satisfied) - How engagement directly drives sales, profits, and even stock price - The secret recipe for making anyone feel engaged - How to quantify engagement, even if you have no budget - 7 questions to ask that will identify your engagement weakness - What to say to facilitate a team meeting on engagement - A communication system that ensures rapid, two-way flow of information - How to make your strategic vision memorable and "sticky" - How to implement a complete engagement plan in only 8 weeks! Being a great leader-one who drives massive passion, commitment and engagement-is within your reach. Follow the step-by-step plan in Employee Engagement 2.0 and prepare to be a great place to work.

    In this fun, illuminating parable, we follow Charlie the Seagull as he learns that the secret to being a successful boss lies in a deeper understanding of what management really is and how our actions are perceived by those around us.

    It is surprising how often we resort to criticism vs. an approach that actually results in a better worker and a better person.What if we could speak Words of Life that transform those under our influence and ignite fires of intrinsic motivation? What if those we lead found great purpose in what they do and worked at their jobs with all their heart? Isn't that what leaders, parents and teachers really want? Ultimately, don't we hope to foster intrinsic motivation so that the individuals we lead become better employees, better students or better athletes? Recent discoveries of brain science and the wisdom of top CEO's that Dr. Tim Irwin interviewed for this book give us the answers we've long sought.In most organizations, the methods used to provide feedback to employees such as performance appraisal or multi-rater feedback systems, in fact, accomplish the exact opposite of what we intend. We inadvertently speak Words of Death. Brain science tells us that these methods tend to engage a natural "negativity bias" that is hardwired in us all.Science in recent years discovered that affirmation sets in motion huge positive changes in the brain. It releases certain neuro chemicals associated with well-being and higher performance. Amazingly, criticism creates just the opposite neural reaction. The most primitive part of the brain goes into hyper defense mode, compromising our performance, torpedoing our motivation and limiting access to our higher-order strengths.How do we redirect employees who are out-of-line without engaging our natural "negativity bias?" Leaders must forever ban the term, "Constructive Criticism." Brain science tells us that we can establish a connection between the employee's work and his or her aspirations. This book calls for a new approach to align workers with an organization's mission, strategy and goals, called Alliance Feedback.

    In his latest book, management expert Ken Miller discusses how the processes of state and local government became so complicated and inefficient – and how to start cleaning up the mess. With his typical irreverent and funny tone, Ken lays out the simple ways that public-sector leaders can tear down all the twisted, broken parts of government and rebuild it stronger, leaner and better equipped to help citizens. Full of clear, concise tips on increasing government’s capacity, Extreme Government Makeover is essential reading for everyone in government, from top-level executives to managers and employees on the front lines.What you’ll learn in Extreme Government Makeover• The one and only thing government needs to focus on to get out of this crisis• How government can perform its vital functions 80 percent faster, at less cost and with better quality• The DNA of government complexity and how we can genetically modify it • How to spot the “moldy” thinking that is making us all sick• How to get rid of 40 percent of your agency’s workload• How to find the hidden costs of government• What the next generation of customers and employees are going to do to your operations• Why technology isn’t the answer• Most importantly, you’ll learn a new way of seeing the work of government – and a better way to make that work great.

    . . . Steffy meets the burden by demonstrating that corporate behemoth BP (formerly British Petroleum) could have prevented the 11 deaths on April 20, 2010, aboard the Deepwater Horizon. . . . The deaths and the gigantic oil spill following the sinking of Deepwater Horizon will surely become a landmark of corporate ineptness and greed for the remainder of human history, thanks in part to Steffy's remarkable account." San Antonio Express-News "Steffy has produced a fascinating, gripping, revealing account. . . . The book details events aboard the Deepwater Horizon in April of 2010 to start, but it digs deeper into what is revealed as a culture of cost-cutting boiling over within BP. Steffy documents years of incidents and poor management decisions, detailing the rise of key characters like John Browne and Tony Hayward alongside riveting outlines of horrifying events in Texas City and at other BP locations. . . . The book reads like fiction at times, with the author's heavily-detailed accounts of explosions and conversations creating vivid, nearly fantastical images. The tragic history of BP is all-too-real, though, as the lost lives and environmental damage certainly attest to.. . . Steffy is a thorough, straightforward author. His concerns largely lie with the loss of life and the general culture of cost-cutting of BP, painting an apt and terrifying picture of rampant, steady, costly neglect." Seattle Post Intelligencer "Steffy provides valuable insight and crucial corporate context in explaining how so much oil ended up in the Gulf of Mexico." BusinessWeek "[Steffy's] investigations reveal a corporate culture of cost-cutting initiatives that put profits ahead of workers' lives and the environment, with repeated safety violations and an abysmal accident history. . . . Steffy details how, in the context of BP's record, the disaster was just part of a pattern of poor decision making in the relentless pursuit by BP to become the largest and most profitable oil company in the world." Booklist About the BookAs night settled on April 20, 2010, a series of explosions rocked Deepwater Horizon, the immense semisubmersible drilling platform leased by British Petroleum, located 40 miles off the Louisiana coast. The ensuing inferno claimed 11 lives, and it would rage uncontained for two days, until its wreckage sank to a final resting place nearly a mile beneath the waves. On the ocean floor, the unit's wellhead erupted. Over the next ten weeks, as repeated attempts to cap the geyser failed, an estimated 200 million gallons of oil--the equivalent of 20 Exxon Valdez spills--spewed into the Gulf of Mexico, eventually lapping up on beaches as far away as Florida.Drowning in Oil, by award-winning Houston Chronicle business reporter and columnist Loren Steffy--considered by many to be the writer with the best access to the story--is an unprecedented and gripping narrative of this catastrophe and how BP's winner-take-all business culture made it all but inevitable.Through never-before-published interviews with BP executives and employees, environmental experts, and oil industry insiders, Steffy takes us behind the scenes of 100 years of BP corporate history. Beginning with the conglomerate's early gambits in the Middle East to its recent ascent among energy titans, Steff unearths the roots of the Gulf oil spill in the unwritten bargain between oil producers and consumers, whose insatiable appetites drive the search for new supplies faster, farther, and deeper.Beyond this, the Deepwater Horizon disaster took place after a history of cost cutting in pursuit of profits, particularly under the guidance of its two most recent ex-CEOs, John Browne and Anthony Hayward.Exhaustively researched and documented, Drowning in Oil is the first in-depth examination of how a lack of corporate responsibility and government oversight led to the biggest offshore oil spill in U.S. history. It is an objective, no-punches-pulled account of the energy industry: its environmental impact and the intense competition among stakeholders in today's oil markets.This book puts all the pieces together, offering a definitive account of BP's pursuit of outsized profits as the industrial world awakens to the grim realities of Peak Oil."They fumbled around the darkened room and found an instruction manual. By flashlight, they read the starting procedures. They were doing everything right. After five or six futile tries, they gave up and headed back toward the bridge. Back on the bridge, alarms were shrieking and the captain knew they were running out of time. The subsea engineer had hit the emergency disconnect for the well, and although the control panel showed the rig should be free, it wasn't. The hydraulics were dead. Fire continued to shoot from the top of the derrick. The rig had no power, and without power, it had no pumps for the firefighting equipment, no way to shut off the flow of gas from the well, and no way to disconnect the rig from the flaming umbilical that had it tethered to the wellhead." --from Drowning in Oil

    Yet many companies and organizations encourage their leaders to coach teams without ever teaching them how and without creating a culture that supports coaching.Nathan Jamail—a leading consultant, professional speaker, and the president of his own group of businesses—trains coaches at several Fortune 500 companies and learned that it takes not only different skills to achieve success, but a truly effective coach needs an organizational culture that creates and multiplies the success of every motivated team member. The Leadership Playbook shows leaders the skills necessary to be an effective coach and to build effective teams by:Fostering employees’ belief in the culture of a companyResolving issues proactively rather than reactively and creating an involvement that constantly pushes employees to be their bestFocusing on the more humane principles of leadership—gratitude, positivity, and recognition—that keep morale highHolding teams and individuals accountableConstantly recruiting talent ("building the bench") rather than filling positions only when they are emptyCombining research, interviews, and inspiring stories with the lessons that have earned Jamail the respect of the world’s foremost corporations including CISCO, FedEx, Sprint, the U.S. Army, and State Farm; The Leadership Playbook will dominate the category for years to come.

    This guide provides a quick reference to all of the key topics around early-stage startup valuation and provides step-by-step examples for several valuation methods. In more detail, this Founder’s Pocket Guide helps startup founders learn: What a startup valuation is and when you need to start worrying about it. Key terms and definitions associated with valuation, such as pre-money, post-money, and dilution. How investors view the valuation task, and what their expectations are for early-stage companies. How the valuation fits with your target raise amount and resulting founder equity ownership. How to do the simple math for calculating valuation percentages. How to estimate your company valuation using several accepted methods. What accounting valuation methods are and why they are not well suited for early-stage startups.

     A pioneer in the sports physical therapy industry, Pat Croce went from the training room to the boardroom in one of the most unlikely stories in sports history -- a classic rags-to-riches tale made possible by his indestructible positive attitude. With the same unstoppable character that has made him a favorite motivational speaker of Fortune 500 executives, Croce recounts the moments that taught him to strive for and achieve greatness. But I Feel Great and You Will Too! is more than just the story of one man's remarkable journey. Throughout this moving, often hilarious, and always brutally honest book, Croce hits you with pointers on goal setting, communication, creative thinking, desire, dedication, and much more. Croce also includes his "Ten Commandments of Customer Service," the same guidelines he used to become one of the most successful entrepreneurs in the sports industry.

    The former CEO of Medtronic draws from his own in-the-trenches experience and lessons from leaders (representing an array of companies) who have weathered tough economic storms. With straight talk and clear directions, George shows leaders specifically what they must do to become strong leaders and survive any crisis. His seven lessons include: Face Reality, Starting with Yourself; Never Waste a Good Crisis; and Be Aggressive: This is Your Best Chance to Win in the Market. Seven Lesson for Leading in Crisis is a survival kit for anyone in a leadership position.A concise handbook for applying proven leadership lessons in tough times Written by Bill George one of America's most trusted business leaders and author of True North and Authentic LeadershipOffers realistic actions leaders can take to put their companies on the right long-term path Seven Lesson for Leading in Crisis gives leaders a solid strategy for staying the course.

    Such recent new trends as flextime, telecommting, 360-degree feedback, the flattening of hierarchies, and the increased use of temps and contract workers present tough new challenges for supervisors in every field. This timely, completely revised and updated edition of Ferdinand Fournies's classic management coaching bible shows you proven ways to get workers to perform at the highest level while eliminating the self-destructive kinds of behaviors that have become increasingly prevalent in recent years. In this book, you'll be taught specific face-to-face interventions you can use to enhance performance in every kind of workplace situation--from sales to creative brainstorming. There are also interventions uniquely suited to resolving problems ranging from low productivity to absenteeism to conflicts between individuals. You'll learn precisely what to say and do so that each person you supervise will want to give you his or her best work--even when that person was previously thought to be a problem employee. Packed with brand-new case studies from Fournies's latest research into the dynamics of the modern workplace, this classic guide takes all the guesswork out of becoming the kind of inspired, hands-on manager that every company today is looking for!

    The renewal of interest in India is all the greater because of what’s happening in neighboring China. For over thirty years, China was the growth engine for many Western multinational companies, but the combination of a slowing economy, rising wages, and increasing political risk has most companies looking for the next China. No other country is better positioned to play that role than India. In the short term, though, India will remain a challenging market, with a well-deserved reputation for corruption, uncertainty, and stultifying bureaucracy. Those hurdles are unlikely to go away soon. Yet India may be on the verge of unprecedented growth. Can you afford to wait or should you plunge into this complex market today? What does it really take to win there? How do executives deal with India’s volatility, uncertainty, and intense competition—and even prosper from it? Ravi Venkatesan, the former Chairman of Microsoft India and Cummins India, offers expert advice on how your company can overcome the unique challenges of the Indian market. He argues that India is in fact an archetype for most developing nations, many of which present similar challenges. Succeeding in India is important not just because it is a big market but also because it is a litmus test for your corporation’s ability to succeed in other emerging markets. If you can win in India, you should be able to win anywhere. Hard as these frontier markets are, Venkatesan argues, the bigger hurdle may well be the internal culture and mind-set at a multinational’s headquarters. The unwillingness to make a long-term commitment or to adequately trust local leadership, combined with the propensity to rigidly replicate the products, business models, and operating systems that have worked at home, drives many companies into a “midway trap.” That often results in India remaining an irrelevantly small contributor to the company’s global growth and profits. Combining personal experience and in-depth interviews with CEOs and senior leaders at dozens of companies—including Microsoft, GE, JCB, Dell, Honeywell, Volvo, Bosch, Deere, Unilever, and Nestlé—Venkatesan shows you how to tackle political changes, policy uncertainty, and corruption and thrive in India. He proves that you can break through, but it takes a very different type of leadership, both locally and at corporate headquarters. If you want to succeed in the twenty-first century, you must succeed in emerging markets. This practical book, written by one of India’s most respected CEOs, gives you the keys to win in India, other emerging markets, and, indeed, globally.

    of the APA manual (2nd printing) < < < This handbook is ideal for preparing undergraduate essays. It was specifically designed with the average student's needs in mind. The book is intended to cover the vast majority of situations that the normal student will encounter while writing a college essay. Organized for speed and brevity, the book is primarily a concentrated, up-to-date guide on APA format (11 pages) and documentation requirements (12 pages In-Text, 19 pages References) with a heavy emphasis on examples and visual aids (90 to be exact). Additionally the book contains pointers on how to get started, what to document, what notes to take (by source type), and how to handle quotes of varying length. All of this in a book designed to fit in a shirt pocket. Product Dimensions: 60 Pages - 5 5/16" x 3 3/4" x .166 " Continuously Updated - Coincides with most recent APA standards (APA Manual 6th Edition) Last Update 6/2/10

    He knows precisely what makes the difference between those who are simply bosses and those who are superior leaders, and between those who continue to rise to the top levels and those who get stuck along the way.In this lively and remarkably empowering book, Peshawaria offers readers the opportunity to experience the highest level of leadership training available in the world. Introducing the three core principles he has observed are the foundation of the best leadership––that great leaders clearly define their purpose and values; that nobody can motivate another person because everyone comes premotivated; and that a leader’s job is not to directly produce results but to create the conditions that will harness the energy of others—he details his unique and proven program for achieving leadership excellence. Sharing a wealth of illuminating stories, from those of Mulally’s achievement at Ford and Mack’s at Morgan Stanley, to how Harvey Golub and Ken Chenault successfully restored American Express to long-term sustainable growth, how Neville Isdell turned the Coca-Cola Company around, and the continuing prowess of Jeff Bezos in growing Amazon.com, he first reveals how extraordinary leaders marshal and sustain the level of energy in themselves that is required and how they enlist a core group of proficient co-leaders. He then outlines how to harness the energy and talents of those at all levels of an organization, igniting their motivation by following his RED guidelines for addressing their core needs concerning their Role, their work Environment, and their career Development. Finally, he introduces his unique Brains, Bones, and Nerves framework for: developing a clear strategy for competitive advantage (the Brains); crafting an optimal organizational structure (the Bones); and fostering a highly cooperative and motivated company culture (the Nerves). Filled with specific tips about the vital questions to ask and simple but powerful steps to follow, Too Many Bosses, Too Few Leaders is a manager’s essential tool kit for long-term superior performance.

    Inthissense,the coach has to become a discriminating eclectic,developingakeen sense of judgment to select which threads are bestwovenintothe fabric and those that it would be better to simplythrowaway.Coaching for Leadership is intended to be acherishedcompanion inthat learning journey presented by the world'sgreatestcoaches,including: Marshall Goldsmith, Paul Hersey, BeverlyKay,DaivdUlrich and many more. Contents PART I: FOUNDATIONS OF COACHING 1 Coaching for Behavioral Change 2 Coaching at the Heart of Strategy 3 Situational Leadership and Executive Coaching 4 Coaching and Consultation Revisited: Are They the Same? 5 Demystifying the Coaching Mystique PART II: PORTRAIT OF A LEADER 6 The Accomplished Leader 7 Writing for Leadership: Penning Your Leadership Voice 8 Seeking Value in a Shattered World of Work 9 The Right Stuff of Leadership 10 The Purposeful Leader: A Purpose Checkup 11 When Leaders Are Coaches PART III: CHALLENGES AND FORCES OF CHANGE 12 Awareness Coaching for Men and Women 13 Coaching to Empower 14 Leading Across National Boundaries 15 Coaching for Governance 16 Leadership Insight: Going Beyond the DehydratedLanguageofManagement PART IV: RECOGNIZING AND DEVELOPINGHIGH-POTENTIALS 17 Coaching for Engagement and Retention 18 Coaching Future Lawyer-Leaders: A Case Study 19 Team Building Without Time Wasting 20 Leaders Building Leaders: High-PotentialDevelopmentandExecutive Coaching at Microsoft 21 The Care and Feeding of Hi-Po Leaders 22 Mentoring Is Circular PART V: INTO ACTION 23 Effectively Influencing Decision Makers: EnsuringThatYourKnowledge Makes a Difference 24 From the FastForward Playbook: SuccessfullyTransitionintoBigger Roles 25 Strength in Numbers: The Advantage of Being a

    Roff-Marsh calls these executives his silent revolutionaries. This revolution has been brewing for a long time. For the last 20 years, organizations’ ability to produce has overtaken their ability to sell, and, for at least as long, customers have unfailingly embraced every opportunity to avoid interacting with traditional field salespeople. Applying the division of labor to sales might not seem controversial, but this innocent-sounding idea decimates the sales management orthodoxy and replaces it with a strange new world where sales is primarily an inside activity, where salespeople earn fixed salaries and focus their attention exclusively on selling conversations, where regional sales offices become redundant, and where marketing and engineering become seamlessly integrated with sales.The Machine is a field guide for the executive who’s prepared to wrestle sales away from autonomous field-based artisans in favor of a tightly synchronized team of specialists. Readers will embrace The Machine either to exploit the new sales order or to avoid falling victim to it.