A recent Wall Street Journal study revealed that the most sought-after executive skill is strategic thinking, but only three out of ten managers have this skill set. Author Rich Horwath explains the three keys to strategic thinking, breaks them down into simple, attainable skills, and gives you practical tools to apply them every day, providing managers with a clear path to mastery of the three disciplines: 1. Acumen-generate critical insights through a step-by-step evaluation of your business and its environment2. Allocation-focus your limited resources through strategic trade-offs 3. Action-implement a system to guarantee effective execution of strategy at all levels of your organization Based on new research with senior executives from 150 companies and the author's experience as a thought-leading strategist, Deep Dive is the first book to focus on the most important level of strategy-you. Armed with this knowledge and dozens of effective tools, you can become a truly strategic leader for your organization.

    Warnecke tells the inspiring story of Cindi Rigsbee, a three-time Teacher of the Year, and Barbara Warnecke, the first-grade teacher who had a profound and lasting impact on Cindi's life. Cindi, an insecure child who craved positive attention, started her first-grade year with a teacher who was emotionally abusive and played favorites in the classroom. Two months into the school year, her principal came into the classroom and announced that half the students were being moved to another classroom--a dank, windowless basement room, with a young and inexperienced teacher. This change turned out to be the best thing that ever happened to Cindi. Her new teacher, Mrs. Warnecke, made learning come alive for her students. She went overboard caring for each child, made her classroom magical, and encouraged students to pursue their dreams. Although Cindi was reluctant to explore her creativity as a student, Mrs. Warnecke encouraged her to read and write poetry, which became a lifelong passion. The two kept in touch for several years but lost track of each other when Mrs. Warnecke moved out of state. Cindi spent many years trying to reconnect so she could thank Mrs. Warnecke for making such a difference in her life, but to no avail. Eventually Cindi became a teacher herself, and thirty years later she has taught more than 2,000 children and been named Teacher of the Year for her home state. She later came to realize that all those years she wasn't really trying to track down Barbara Warnecke, but rather, she was trying to find Mrs. Warnecke within herself. In Fall 2008 Cindi and Barbara were reunited on Good Morning America; the show's producers had tracked Barbara down and brought both women on-set for a tearful reunion. Barbara was floored at this attention--she had no idea she could have made such an impact on a former student's life. As Cindi travels around talking with new and veteran educators, she is always approached by audience members who are moved to tears and want to share the story of the Mrs. Warnecke in their own lives. Finding Mrs. Warnecke not only tells the story of this teacher who made a lifelong impact on her students, it illustrates the importance of the teacher/student relationship in the classroom, and offers principles for other teachers to follow to make a positive impact in their own classrooms.

    The authors use multiple sources, including biographies and dialogues, to increase student interest and involvement with the material, and encourage students to regard becoming a teacher a positive challenge.

    Rather, other factors can be even more crucial such as identifying our passions and following through on our commitments.Drawing on her own powerful story as the daughter of a scientist who frequently bemoaned her lack of smarts, Duckworth describes her winding path through teaching, business consulting, and neuroscience, which led to the hypothesis that what really drives success is not genius, but a special blend of passion and long-term perseverance. As a professor at the University of Pennsylvania, Duckworth created her own character lab and set out to test her theory.Here, she takes readers into the field to visit teachers working in some of the toughest schools, cadets struggling through their first days at West Point, and young finalists in the National Spelling Bee. She also mines fascinating insights from history and shows what can be gleaned from modern experiments in peak performance. Finally, she shares what she's learned from interviewing dozens of high achievers; from JP Morgan CEO Jamie Dimon to the cartoon editor of The New Yorker to Seattle Seahawks Coach Pete Carroll.Winningly personal, insightful, and even life-changing, Grit is a book about what goes through your head when you fall down, and how that not talent or luck makes all the difference.

    Beers and Probst offer insights into how to create text dependent questioning in assisting students to develop greater reading comprehension skills.

    Get a grip and gain control with the Entrepreneurial Operating System (EOS). Inside Traction, you’ll discover simple yet powerful ways to run your company with more focus, growth and enjoyment. Based on years of real-world implementation, the EOS is a practical method for achieving the business success you have always envisioned.

    For millions of years, humans have been seeking out tribes, be they religious, ethnic, economic, political, or even musical (think of the Deadheads). It's our nature.Now the Internet has eliminated the barriers of geography, cost, and time. All those blogs and social networking sites are helping existing tribes get bigger. But more important, they're enabling countless new tribes to be born—groups of ten or ten thousand or ten million who care about their iPhones, or a political campaign, or a new way to fight global warming. And so the key question: Who is going to lead us?The Web can do amazing things, but it can't provide leadership. That still has to come from individuals—people just like you who have passion about something. The explosion in tribes means that anyone who wants to make a difference now has the tools at her fingertips.If you think leadership is for other people, think again—leaders come in surprising packages. Consider Joel Spolsky and his international tribe of scary-smart software engineers. Or Gary Vaynerhuck, a wine expert with a devoted following of enthusiasts. Chris Sharma leads a tribe of rock climbers up impossible cliff faces, while Mich Mathews, a VP at Microsoft, runs her internal tribe of marketers from her cube in Seattle. All they have in common is the desire to change things, the ability to connect a tribe, and the willingness to lead.If you ignore this opportunity, you risk turning into a "sheepwalker"—someone who fights to protect the status quo at all costs, never asking if obedience is doing you (or your organization) any good. Sheepwalkers don't do very well these days.Tribes will make you think (really think) about the opportunities in leading your fellow employees, customers, investors, believers, hobbyists, or readers. . . . It's not easy, but it's easier than you think.

    Highly respected education leaders and innovators focus on why these skills are necessary, which are most important, and how to best help schools include them in curriculum and instruction.

    They explain, step-by-step, how to help children become successful risk-takers: ready to leap at lifes opportu... Full description

    Born and raised in China and now a distinguished professor at Michigan State University, Zhao bases many of his observations on firsthand experience as a student in China and as a parent of children attending school in the United States. His unique perspective leads him to conclude that American education is at a crossroads and we need to change course to maintain leadership in a rapidly changing world. To make his case, Zhao explains* What's right with American education; * Why much of the criticism of schools in the United States has been misleading and misinformed;* Why China and other nations in Asia are actually reforming their systems to be more like their American counterparts;* How globalization and the death of distance are affecting jobs and everyday life; and* How the virtual world is transforming the economic and social landscape in ways far more profound than many people realize.Educators, policymakers, parents, and others interested in preparing students to be productive global citizens will gain a clear understanding of what kinds of knowledge and skills constitute digital competence and global competence, and what schools can--and must--do to meet the challenges and opportunities brought about by globalization and technology.

    Heartened by the positive response to previous editions of Leadership: Theory and Practice, this Fourth Edition is written with the same objective to bridge the gap between the often simplistic popular approaches to leadership and the more abstract theoretical approaches.

    It's Tuesday morning and on his drive into the office, Bill gets a call from the CEO. The company's new IT initiative, code named Phoenix Project, is critical to the future of Parts Unlimited, but the project is massively over budget and very late. The CEO wants Bill to report directly to him and fix the mess in ninety days or else Bill's entire department will be outsourced. With the help of a prospective board member and his mysterious philosophy of The Three Ways, Bill starts to see that IT work has more in common with manufacturing plant work than he ever imagined. With the clock ticking, Bill must organize work flow streamline interdepartmental communications, and effectively serve the other business functions at Parts Unlimited. In a fast-paced and entertaining style, three luminaries of the DevOps movement deliver a story that anyone who works in IT will recognize. Readers will not only learn how to improve their own IT organizations, they'll never view IT the same way again.

    The children who heard more words were better prepared when they entered school. These same kids, when followed into third grade, had bigger vocabularies, were stronger readers, and got higher test scores. This disparity in learning is referred to as the achievement gap.Professor Dana Suskind, MD, learned of this thirty million word gap in the course of her work as a cochlear implant surgeon at University of Chicago Medical School and began a new research program along with her sister-in-law, Beth Suskind, to find the best ways to bridge that gap. The Thirty Million Word Initiative has developed programs for parents to show the kind of parent-child communication that enables optimal neural development and has tested the programs in and around Chicago across demographic groups. They boil down to getting parents to follow the three Ts: Tune in to what your child is doing; Talk more to your child using lots of descriptive words; and Take turns with your child as you engage in conversation. Parents are shown how to make the words they serve up more enriching. For example, instead of telling a child, “Put your shoes on,” one might say instead, “It is time to go out. What do we have to do?” The lab's new five-year longitudinal research program has just received funding so they can further corroborate their results. The neuroscience of brain plasticity is some of the most valuable and revolutionary medical science being done today. It enables us to think and do better. It is making a difference in the lives of both the old and young.  If you care for children, this landmark book is essential reading.

    Green and Robert M. Galford to bring us the essential tool for all consultants, negotiators, and advisors.In today's fast-paced networked economy, professionals must work harder than ever to maintain and improve their business skills and knowledge. But technical mastery of one's discipline is not enough, assert world-renowned professional advisors David H. Maister, Charles H. Green, and Robert M. Galford. The key to professional success, they argue, is the ability to earn the trust and confidence of clients. To demonstrate the paramount importance of trust, the authors use anecdotes, experiences, and examples -- successes and mistakes, their own and others' -- to great effect. The result is an immensely readable book that will be welcomed by the inexperienced advisor and the most seasoned expert alike.

    If you majored in the humanities or social sciences, you were a fuzzy. If you majored in the computer sciences, you were a techie. This informal division has quietly found its way into a default assumption that has mistakenly led the business world for decades: that techies are the real drivers of innovation.But in this brilliantly contrarian book, Hartley reveals the counterintuitive reality of business today: it's actually the fuzzies-not the techies-who are playing the key roles in developing the most creative and successful new business ideas. They are often the ones who understand the life issues that need solving and offer the best approaches for doing so. They also bring the management and communication skills that are so vital to spurring growth.Hartley looks inside some of today's most dynamic new companies, reveals breakthrough fuzzy-techie collaborations, and explores how such collaborations work to create real innovation.