In recent years, while continuing to learn more about strengths, Gallup scientists have also been ex....

    The proctored TEAS test, developed by Assessment Technologies, Inc. (ATI), measures basic essential skills in reading, mathematics, science, and English and language usage. With revised and updated questions throughout, this study guide contains instructional content in each of the four key areas, along with practice tests and answer keys, and a comprehensive test and answer key.

    But Weisbrod and Janoff say that's only because of the way most meetings are run. In this book they offer ten principles that will allow you to get more done in meetings by doing less. The key is knowing what you can and can't control. You can't controol people's motives, behavior, or attitudes. That's one area where most meeting leaders' attempts to "do something" actually end up doing nothing at all. But you can control the conditions under which people interact, and you can control your own reactions. Based on over 30 years of experience and extensive research, the authors show exactly how to establish a meeting structure that will create conditions for success, efficiency, and productivity. And, equally important, they offer advice for making sure your own emotions don't get in the way; for knowing when to "just stand there" rather than intervene inappropriately, unproductively, or futilely.

    Cottrell introduces us to Jeff, a successful corporate manager who has hit a major wall. Jeff has been leading his team, quarter after quarter, to great sales and better profits for several years -- until now. The tricks that used to work wonders have lost their magic; Jeff is in a slump and is at a loss to find his way out of it.Overworked, stressed, and feeling that his personal and professional lives are at risk, Jeff reaches out to the father of a college buddy, a retired and tremendously accomplished former executive named Tony. Tony and Jeff agree to meet every Monday for ten weeks to work through Jeff's problems and get his career back on track.In the course of these intimate sessions, Jeff discovers the secrets of real leadership: "Until I accept total responsibility -- no matter what -- I will not be able to put plans in place to accomplish my goals." And, "My success is the result of making better choices and recovering quickly from poor choices."Tony leads Jeff through tough lessons in how to manage his people, how to manage his own time, how to manage his superiors, and how to escape from "management land." Most of all, Jeff learns that his success is intimately bound with the success of his people and that tolerating lackluster performance in himself and others on the team only leads to discontent from his most prized and productive employees.Through Jeff's mentoring sessions, the reader meets a character of integrity who dispenses homespun but effective wisdom. Spend time with Tony and Jeff at their Monday morning meetings, and you will find yourself on the road to becoming a better leader and being more successful at work.

    The Harvard Business Review Paperback Series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. Articles include: Listening to People by Ralph G. Nichols and Leonard A. Stevens; How to Run a Meeting by Anthony Jay; Creative Meetings Through Power Sharing by George M. Prince; Nobody Trusts the Boss Completely--Now What? by Fernando Bartolome; Skilled Incompetence by Chris Argyris; The Hidden Messages Managers Send by Michael B. McCaskey; Reaching and Changing Frontline Employees by T.J. Larkin and Sandar Larkin; and How Management Teams Can Have a Good Fight by Kathleen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois, III.

    When done right, though, PBL and Inquiry are challenging, inspiring and fun for students. Best of all, when project-based learning is done right, it actually makes the teacher's job easier.Now, you can demystify project-based learningAs questions and mysteries around PBL and inquiry continue to swirl, experienced classroom teachers and school administrators Ross Cooper and Erin Murphy have written a book that will empower those intimidated by PBL to cry, "I can do this!" while at the same time providing added value for those who are already familiar with the process. Hacking Project Based Learning demystifies what PBL is all about with 10 hacks that construct a simple path that educators and students can easily follow to achieve success.Hacking Project Based Learning provides a simple blueprint for PBL that helps you: Establish a culture of inquiry and creativity in your classroom Teach the kind of collaboration skills that harness dissonance Turn High Impact Takeaways (HITs) into a project based plan Create Umbrella questions that drive the project Build a Progress Assessment Tool (PAT) that helps students inform and assess their learning Use formative assessment throughout the entire PBL experience Seamlessly integrate direct instruction to enhances the process, rather than interfere with it Practice the patience that inspires a productive struggle, which leads to better understandingTeach and embrace reflection during and at the end of the project Publish work the right way, so all stakeholders can see it Experts rave about Hacking Project Based Learning"HACKING PROJECT BASED LEARNING is a classroom essential. Its ten simple "hacks" will guide you through the process of setting up a learning environment in which students will thrive from start to finish."-Daniel H. Pink, New York Times Bestselling author of DRIVE"Ross Cooper and Erin Murphy have researched PBL from every angle and offer practical steps to make the PBL experience highly beneficial to students because they are practitioners who use it. This book is a very important "How-to" for every teacher and leader who is interested in PBL. -Peter DeWitt, author/consultant, Finding Common Ground blog (Education Week)"The challenge for educators with project and inquiry based learning is finding the time and having the knowledge to implement effectively. Cooper and Murphy provide a much-needed resource that addresses both of these pain points in a concise, clear manner.-Eric Sheninger, Senior Fellow, International Center for Leadership in EducationAre you ready for an amazing productive struggle in your classroom?Start Hacking Project Based Learning today.

    In a 1995 interview, the late Steve Jobs claimed that the secret to his and Apple’s success was talent. “We’ve gone to exceptional lengths to hire the best people,” he said, believing that the talented resource was twenty-five times more valuable than an average alternative. For Microsoft founder Bill Gates, the multiple was even higher:A great lathe operator commands several times the wage of an average lathe operator, but a great writer of software code is worth 10,000 times the price of an average software writer.While the actual number might be up for debate, the importance of technical talent is not. The most successful companies today are those that understand the strategic role that developers will play in their success or failure. Not just successful technology companies – virtually every company today needs a developer strategy. There’s a reason that ESPN and Sears have rolled out API programs, that companies are being bought not for their products but their people. The reason is that developers are the most valuable resource in business.How did we get here? How did developers become the most important constituency in business seemingly overnight? The New Kingmakers explores the rise of the developer class, its implications and provides suggestions for navigating the new developer-centric landscape.

    I found this book unique in its capacity to benefit executives, planning staff, and students of strategy alike." -- Robert L. Joss, Dean of the Graduate School of Business, Stanford University Create successful strategies for today's dynamic business environment It isn't your Dad's (or Mom's) marketplace any more. Business environments once seemed quite stable and simple. Today, every market can be described as dynamic, and you need to adapt your strategies in order to counter the threats and maximize your opportunities. The Eighth Edition of Strategic Market Management is designed to give you the strategic management tools you need to meet the challenges created by the dynamic nature of markets. Using a variety of concepts and methods such as strategic questions, portfolio models, and scenario analysis, the book outlines the five competencies that spark successful, ongoing strategizing: Strategic analysis--With an emphasis on external market analysis, this new edition illustrates a structured approach to understanding the customer, the competitor, and important trends that you can apply to your strategic decision making Stimulating and managing innovation--Understand different types of innovation and deal with the organizational challenges involved in bringing innovations to market Managing multiple businesses--Know how to allocate resources towards businesses of the future and away from businesses that lack growth potential Creating advantage--Take a long-term perspective to develop truly sustainable competitive advantages (SCAs) Developing growth strategies--Gain the skills to energize, leverage, globalize the business, or create new businesses Significantly revised, with a wealth of new and updated material, Strategic Market Management, 8th Edition remains the most authoritative guide to creating business strategies that will be relevant and compelling to customers, sustainable even in face of competitive attack, and maximize the assets and competencies of your organization.

    Drop the Pink Elephant: 15 Ways to Say What You Mean...and Mean What You Say ...

    The population in this new land has different attitudes (many entitled and narcissistic) and speaks a different language (emojis and social media). Attention spans are six to eight seconds. They multi-task on five screens. They often possess multiple personas on social media platforms. Understanding and connecting with this generation is often times frustrating and draining. The old maps that helped adults navigate students through adolescence are now producing graduates who move back home, are afraid to take healthy risks, and are unwilling to start at the bottom of a career path. We’re in new territory. We need new strategies on how to navigate new land…to march off our old maps and create new ones. That is what this book is all about. From decades of research and hands-on experience, Dr. Tim Elmore and Andrew McPeak collate their conclusions into one resource. In Marching Off the Map, they share practical, research-based solutions that help adults: • Inspire students to own their education and their future • Lead students from an attitude of apathy to one of passion through metacognition • Enable students to push back from the constant digital distractions and practice mindfulness • Raise kids who make healthy progress, both emotionally and intellectually, through their teenage years • Give students the tools to handle the complexities of an ever-changing world • Understand and practically apply the latest research on Generation Z • Leverage what is cultural to instill in teens the wisdom and advice you know they need to succeed in any stage of life.

    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.

    A part fails and your helicopter comes apart in flight, or, another aircraft runs into you and the pieces of both fall to the ground below, or the enemy gunner pulls the trigger at just the right moment and his rounds find your aircraft in exactly the right spot to take it out of the sky. Whichever way it happens, it wasn t your day. Which is why, after 24 years and over 5,000 flight hours with four armed services, Major Robert Curtis was so surprised at being alive when he passed his retirement physical. Starting with enlisting in the Army to fly helicopters during Vietnam, and continuing on through service with the National Guard, Marine Corps and Royal Navy, he flew eight different helicopters from the wooden-bladed OH-13E, through the Chinook, SeaKnight and SeaKing, in war and peace around the world. During that time over 50 of his friends died in crashes, both in combat and in accidents, but somehow his skill, and not an inconsiderable amount of luck and superstition, saw him through. His flying career began with a misbegotten strategy for beating the draft by enlisting. With the Vietnam War raging full blast in 1968 the draft was inevitable, so he wanted to at least get some small measure of control of his future. Although he had no thought of flying when he walked into the recruiting office, he walked out signed up to be a helicopter pilot. What he did not know was that 43% of all the aircraft sent to Vietnam were destroyed in combat or accidents. Soon he was in the thick of the war, flying Chinooks with the 101st Airborne. After Vietnam he left the Army, but kept flying in the National Guard while going to college. He was accepted at two law schools, but flying is addictive, so he instead enlisted in the USMC to fly some more. Over the next 17 years he would fly around the world off US and British ships from Egypt to Norway and all points in between. His engaging story will be a delight to all aviation enthusiasts.REVIEWS one of those books that you read that gives you the feeling of Deja Vu, and makes the hairs on the back of your neck riseNeall Ellis Robert Curtis gives us a compelling account of his exemplary service in wartime and beyond. The combat missions he flew out of Phu Bai/Camp Eagle in Vietnam did so much for so many, and remain alive and meaningful for all of us today. Gary Matthews, American Ambassador (ret)Former Deputy and Province Senior Adviser, Thua Thien/Hue"

    There is a better way: one that increases the engagement of employees and managers alike, reduces micromanaging and other limiting approaches, and promotes organizational and individual success.In this book, self-management expert Samantha Slade presents seven concrete practices to help your organization flatten its existing hierarchy and develop a horizontal organization. The result will be enhanced creativity, greater growth, and a increased employee retention and productivity--and a better bottom line.These days, more than ever, successful organizations must respond quickly and nimbly to change--they need every employee's best thinking. A horizontal organization creates an environment of true collaboration, respect, and openness. It allows everyone more freedom to express unconventional ideas or to work through issues that are getting in the way of organizational goals. And it's a more human way to organize--after all, we function perfectly well in our day-to day lives without someone telling us what to do.But when an organization decides to go horizontal, it can be overwhelming for both managers and employees. Slade offers a practical, proven, incremental method to help organizations of all kinds and sizes ease in to a non-hierarchical model. She includes techniques for using your organization's purpose to stay focused and aligned, developing shared decision-making, creating a mutual feedback culture, nurturing autonomy, holding co-managed meetings, and maintaining an environment of collective learning.Going Horizontal will help organizations become more adaptive, collaborative and innovative, which is vital in today's highly competitive and constantly-evolving world.

    Former co-teacher and national presenter Anne Beninghof shares stories, and real-life co-taught lesson examples that emphasize creative yet time-efficient instructional strategies that lend themselves beautifully to the co-taught classroom. Teachers and instructional leaders at all levels and in a wide variety of content areas will find this book replete with valuable co-teaching guidance so that success is guaranteed.Offers tips for effective teaching strategies for every type of team teaching situation imaginable Includes guidelines for successful team-teaching with specialists in technology; literacy; occupational/physical therapy; special education; speech-language therapy; ELL; gifted The author is an internationally recognized consultant and trainer This user-friendly, comprehensive book is filled with concrete ideas teachers can implement immediately in the classroom to boost student learning and engagement.

    But, says Michael Fullan--an internationally acclaimed authority on organizational change--we have an increasing understanding of how to tackle complex change. This involves developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels. These leaders need a deep understanding of what motivates us as human beings and how we tap into and influence other people's self-motivation. In his previous best-selling books The Six Secrets of Change, Leading in a Culture of Change, and Turnaround Leadership, Michael Fullan examined the concepts and processes of change. In Change Leader he turns his focus to the core practices of leadership that are so vital for leading in today's complex world. He reveals seven core practices for today's leaders, all of which appear to be deceptively simple but actually get to the essence of what differentiates a powerful leader from one who is merely competent:Practice Drives Theory Be Resolute Motivate the Masses Collaborate to Compete Learn Confidently Know Your Impact Sustain Simplexity Throughout the book Fullan argues that powerful leaders have built bedrocks of credibility, have learned how to identify the few things that matter most, and know how to leverage their skills in ways that benefit their entire organization. The author shows leaders how to avoid policies and strategies that focus on shallow and short-term goals and develop leadership skills for long-term success.With a wealth of illustrative examples from business, education, nonprofit, and government sectors Change Leader provides a much-needed leadership guide for today's turbulent climate.