Be more productive. Here's how. The idea of success embraced by the global economy means being always-on, never missing an opportunity, and outworking your peers. But working ever-longer hours isn't sustainable for companies or individuals. Fatigue-induced mistakes, whether in the operating room or factory line or trading floor, costs companies billions, and overwork alienates and burns out valuable workers. Yet as destructive as it is, the logic of modern capitalism demands that we work longer hours, and forever push ourselves to work even more.But what if there is another way? Shorter tells the story of entrepreneurs and leaders all over the world who find that by eliminating distractions, reducing inefficiencies, and carving out time for highly focused work and high-quality collaboration, they can make their businesses more productive, profitable, creative, and sustainable. Shorter days also empower workers and improve their work-life balance; improve company recruitment and retention; and make leaders more thoughtful and decisive. They show the way to a future of work that is more efficient, sustainable, and humane.Using design thinking, a business and product development process pioneered in Silicon Valley, futurist and consultant Alex Pang creates a step-by-step guide for readers to redesign their workdays-from reimagining the workday to designing initial trials, shortening meetings, streamlining communication, measuring the results, and selling the idea to investors and clients. He tells the story of this emerging global movement, the companies that are leading, it, and how readers can join it.

    Through in-depth interviews and discussions, the common attributes of these elite project managers—from character and beliefs to organizational approaches—are uncovered and help to explain their achievements. Painstakingly researched, this guide offers key insights by providing multiple perspectives on the character makeup of the world’s most successful project managers.

    It's tough, but true-the people you're trying to communicate with, sell to, or convince don't really care about you. Nor do they care what you're offering them-until they understand exactly how it'll benefit them. If you recognize that one hard, cold fact-and you know what to do about it-you'll make more money, achieve greater success, and even have more fun! Magnacca shows you how to answer the "So What?" question brilliantly, every time-no matter who's asking it or what you're trying to achieve. This book will transform the way you communicate: You'll use it every day to get what you want-in business and in life!

    Strategy and innovation expert, Max McKeown, draws on millions of years of evolution to create a practical and strategic set of rules which take adaption from an involuntary coping strategy to a deliberate winning strategy.To show how adaptability works McKeown looks at a rich set of examples, problems and situations. He includes the 15-year old geneticist working from his basement, and the Italian town that said no to seemingly inevitable change. Along the way, he visits the adaptation of Western technology to the social structures of sub-Saharan Africa and explores how quantum games may solve the world's trickiest problems. He looks inside global corporations like Starbucks, Netflix and McDonald's to see how they flirt with extinction, create internal barriers to adaptation, and adapt to transcend their situation.Adaptability proves that innovation is important but not enough. Strategy, branding, marketing and operations are all useful, but insufficient. And highlights that the ability to adapt smarter and faster than the situation changes is what makes the powerful difference between adapting to cope and adapting to win.

    Dr. Misner traces the history, growing pains, and innovations that have resulted in the best system for growing your business through referrals. Existing members should read to understand the organization and prospects should read so they will be compelled to seek out the group in their area. The other books in the series should be read subsequently so as to gain the greatest benefit. My involvement in BNI has been the single-largest contributor to the growth of my business. Read this first and then the others that follow so that you can claim your benefit, too!

    This text introduces readers to the theory and research findings needed to understand how to make groups effective, and it helps build the skills required to apply that knowledge in practical situations.

    Chief of Staff: The Strategic Partner Who Will Revolutionize Your Organization presents the results of his research in a clear and practical way. To help business leaders explore the value that a chief of staff offers as a trusted advisor and “chief get-it-done officer,” Parris presents three “pivots” to consider: Organization dynamics Most commonly reported benefits of the role (for leaders, chiefs of staff, and organizations) Deliverables that chiefs of staff most commonly manage for leaders He also explores the history and current context for the role, provides guidelines for how to find and hire the right candidate, suggests ways to make the most of the first 90–100 days, and offers advice on how to develop the role over time.As several of the CEOs Parris interviewed point out, even if you never hire a chief of staff, the thought process that goes into considering the possibility can be a useful exercise in finding strengths and gaps in your current team or approach—and can help you lead more effectively.

    Your heart will be challenged by the vision of Joshua, the passion of Nehemiah, and the faith of Joseph.

    Bureau of Labor Statistics, one in nine Americans works in sales. Every day more than fifteen million people earn their keep by persuading someone else to make a purchase.But dig deeper and a startling truth emerges:Yes, one in nine Americans works in sales. But so do the other eight.Whether we’re employees pitching colleagues on a new idea, entrepreneurs enticing funders to invest, or parents and teachers cajoling children to study, we spend our days trying to move others. Like it or not, we’re all in sales now.To Sell Is Human offers a fresh look at the art and science of selling. As he did in Drive and A Whole New Mind, Daniel H. Pink draws on a rich trove of social science for his counterintuitive insights. He reveals the new ABCs of moving others (it's no longer "Always Be Closing"), explains why extraverts don't make the best salespeople, and shows how giving people an "off-ramp" for their actions can matter more than actually changing their minds.Along the way, Pink describes the six successors to the elevator pitch, the three rules for understanding another's perspective, the five frames that can make your message clearer and more persuasive, and much more. The result is a perceptive and practical book--one that will change how you see the world and transform what you do at work, at school, and at home.

    How can we originate new ideas, policies, and practices without risking it all?   Using surprising studies and stories spanning business, politics, sports, and entertainment, Grant explores how to recognize a good idea, speak up without getting silenced, build a coalition of allies, choose the right time to act, and manage fear and doubt; how parents and teachers can nurture originality in children; and how leaders can build cultures that welcome dissent. Learn from an entrepreneur who pitches his start-ups by highlighting the reasons not to invest, a woman at Apple who challenged Steve Jobs from three levels below, an analyst who overturned the rule of secrecy at the CIA, a billionaire financial wizard who fires employees for failing to criticize him, and a TV executive who didn’t even work in comedy but saved Seinfeld from the cutting-room floor. The payoff is a set of groundbreaking insights about rejecting conformity and improving the status quo.

    Phil M. Jones has trained more than two million people across five continents and over fifty countries in the lost art of spoken communication. In Exactly What to Say, he delivers the tactics you need to get more of what you want.Best-selling author and multiple award-winner Phil M. Jones is highly regarded as one of the world's leading sales trainers.

    The book reveals the secrets, deals, schemes and dreams of these, the world's fiercest business competitors.

    and Others Don't is a 2001 management book by James C. Collins that aims to describe how companies transition from being average companies to great companies and how companies can fail to make the transition. “Good to Great” attained long-running positions on the New York Times, Wall Street Journal and Business Week best-seller lists, sold 2.5 million hardcover copies since publication, and has been translated into 32 languages."Greatness" is defined as financial performance several multiples better than the market average over a sustained period. Collins finds the main factor for achieving the transition to be a narrow focusing of the company’s resources on their field of competence. Collins used a large team of researchers who studied "6,000 articles, generated more than 2,000 pages of interview transcripts and created 384 megabytes of computer data in a five-year project". In this book summary of "Good to Great" you can discover the condensed wisdom to be gained from the book. You can discover what differences there were in companies that managed to achieve greatness. Do you want to know the characteristics of a leader most likely to take their company from good to great? Do you want to know how to hire the right people? The book summary includes information on each of the topics covered in “Good To Great” in a format that will help you while reducing the time required for reading the entire book.Chapter One: Good is the Enemy of GreatChapter Two: Level 5 Leadership Chapter Three: First Who… Then What Chapter Four: Confront the Brutal Facts Chapter Five: The Hedgehog Concept Chapter Six: A Culture of DisciplineChapter Seven: Technology AcceleratorsChapter Eight: The Flywheel and the Doom LoopChapter Nine: From Good to Great to Built to LastThe author of “Good to Great”, James C. "Jim" Collins, III is an American business consultant, author, and lecturer on the subject of company sustainability and growth. Jim Collins frequently contributes to Harvard Business Review, Business Week, Fortune and other magazines, journals, etc. Collins began his research and teaching career on the faculty at Stanford University's Graduate School of Business, where he received the Distinguished Teaching Award in 1992. In 1995, he founded a management laboratory in Boulder, Colorado, where he now conducts research and teaches executives from the corporate and social sectors.

    Authors, Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level--culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives.

    Managers will learn to recognize their leadership style and understand how they, too, can become Hundred Percenters." Laura Christiansen, Vice President Human Resources, VTech Communications, Inc."Heavily-researched and loaded with tools and examples, this book shows you how to challenge your employees to achieve the kind of extraordinary results and innovations that every CEO dreams about. Every leader needs to read this book!"Ned Fitch, CEO, Kalahari Tea"Murphy finds that most workplaces are brimming with untapped talent. Only it's suppressed by goal-setting that discourages big ideas and leaders who focus on happiness rather than greatness.""Training Magazine"We've all heard the saying that a happy employee is a motivated employee. But what if that's not true?Leadership IQ CEO Mark Murphy says the "happy employee" philosophy doesn't work. A study of more than 500,000 leaders and employees shows that despite the billions of dollars organizations spend to satisfy and engage workers, 72% of employees admit they're still not giving their best effort at work. Rather, it's leaders who focus on making their people great--not happy--who inspire Hundred Percenter performance.If you talk to the employees behind today's great innovations, you're unlikely to hear, "I was inspired by a boss who coddles me." Instead you'd probably hear, "My boss challenges me and pushes me past my limits." Most workplaces are brimming with untapped talent-- only it's suppressed by leaders who fail to connect with and challenge employees to unleash their true potential.Here are just a few of the big ideas in "Hundred Percenters" The harder the goals you set, the better your employees will perform You should never use a Compliment Sandwich to deliver feedback Talented Terrors--people with great skills and a bad attitude--can destroy your company culture Before you can start motivating Hundred Percenters, you have to stop demotivating them You should never ask your employees if they're "satisfied"This groundbreaking book debunks management fads that don't apply to today's workplace and provides the facts, theories, and direction you need to become a 100% Leader. Apply Murphy's leadership lessons and you'll see innovation, productivity, and profits soar, while employee turnover rates plummet. "Hundred Percenters" will bring out the best in your workforce.