So why do so many companies act like adrenalin junkies, chasing after new customers at the expense of creating deeper, more profitable relationships with the ones they already have? Evergreen exposes the mad pursuit for what it is: a brief spike in metrics and an ongoing revenue drain, as one-time customers fail to return. A better solution is to shift resources from attracting new customers to engaging the base--the path to stable growth, season after season. The book's entertaining stories and action steps reveal how anyone can: * Cultivate the 3Cs of evergreen companies: character, community, and content * Build loyalty programs that turn satisfied customers into enthusiastic advocates * Nurture profitable customers while pruning those who sap time and money * Inject authenticity into social media communications * Invert the expectations gap that can drive customers away From Internet startups and mom-and-pop businesses to multinational giants, strong companies are rooted in customer retention. Evergreen helps anyone merge high-tech tools with the personal touch to forge lasting bonds and steady profits.

    The authors' experiential learning approach makes it easy to put these skills into practice in any health care setting. This book helps students develop the critical thinking ability needed to apply skills on the job—from organizing patient care to motivating staff to managing conflict.

    Do you know who you really are? Do you ever wonder how other people really see you? Though we are usually confident that we do, we are wrong more often than we think. And if we could see ourselves through others eyes, we might be really surprised. Yet regardless of our line of work or stage of life, success depends on understanding who we are and how we come across. Research shows that self-awareness means better work performance, smarter life choices, deeper, more meaningful relationships, and a more fulfilling career. There s just one problem: people can be remarkably poor judges of their behavior, performance, and impact on others. And despite the lip service given today to feedback, in the business world and beyond, it s rare to get candid, objective data on what we re doing well, and where we could stand to improve. Of course, at work and in life, we ve all come across people with a stunning lack of self-awareness but how often do we consider whether we might have the same problem? And if we did, how would we even know it? Drawing on her three-year, first-of-its-kind study of people who have dramatically improved their self-awareness, organizational psychologist Tasha Eurich reveals why we don t know ourselves as well as we think and what to do about it. Alongside her research, she integrates hundreds of academic studies and her 15 years of work with Fortune 500 clients, challenging conventional wisdom to reveal many surprising truths like why introspection is the enemy of insight, how experience isn t a bullet train to self-knowledge, and just how far others will go to avoid telling us the truth about ourselves. Readers will learn battle-tested techniques and tools to improve self-awareness and thus their work performance, leadership skills, interpersonal relationships, and more. Insight is a guide surviving and thriving in an unaware world."

    This text makes mastering its techniques easy, helping the reader to see things differently, master their thinking and become more efficient and effective in everything they do.

    For more than a decade, Belle Linda Halpern and Kathy Lubar have applied the lessons and expertise they have learned as performing artists to the work of their company, The Ariel Group. Halpern and Lubar have helped tens of thousands of executives at major companies around the country and the globe, including General Electric, Mobil Oil, Capital One, and Deloitte. In Leadership Presence, they make their time-tested strategies available to everyone, from high-profile CEOs to young professionals seeking promotion. Their practical, proven approach will enable you to develop the skills necessary to inspire confidence, command respect, build credibility, and motivate others. Halpern and Lubar teach you: * How to handle tough situations with heightened confidence and flexibility * How to build your relationships to enhance collaboration and business development * How to express yourself dramatically and motivate others* How to integrate your personal values into communication to inspire others and become a more effective leader Learning the skills of the true performance experts, readers will understand why Leadership Presence is the key to dynamic and authentic leadership.

    This work helps you learn what each game will accomplish, why it works, and how to play it with customers. It then shows how to integrate the results into your product development processes, helping you focus your efforts and reduce your costs. Full description

    Includes generic job models for entrepreneurs, technical professionals, salespeople, service workers and corporate managers. Defines JCA and describes in detail how to conduct JCA studies. Suggests future directions and uses for competency research.

    Barbara S. Peterson has been reporting on JetBlue since the “Jet who?” days when few outsiders believed in the company. Drawing on exclusive interviews with more than seventy-five insiders, from mechanics on the tarmac to the CEO, she weaves together a dynamic story of how JetBlue has blended outstanding customer service, inspirational leadership, savvy marketing, and disciplined financial management to come out on top. “It’s fun to read about simple ideas that change the way we do things . . . and it’s always fun to watch the whoosh of good ideas hit the brick walls of habit and bureaucracy. . . .The smart, fast, little guy wins!” —Los Angeles Times “A quick, breezy read studded with mini-profiles, snippets of aviation history and amusing anecdotes.” —The Wall Street Journal “An engaging peek into the open cockpits of the airline industry, its foibles and pitfalls, written by someone who knows the industry, yet still loves to fly. This book is the chronicle of one little airline that could.” —Book Page “Peterson moves beyond personalities to detail how Neeleman crafted more of a branded travel experience than an airline.” —BusinessWeek “[Peterson] gets the inside scoop on JetBlue’s quirky corporate culture and Neeleman’s fresh approach to an antiquated business model.” —Advertising Age

    Godin shows that winners quit fast, quit often, and quit without guilt--until they commit to beating the right Dip.Every new project (or job, or hobby, or company) starts out fun...then gets really hard, and not much fun at all. You might be in a Dip--a temporary setback that will get better if you keep pushing. But maybe it's really a Cul-de-Sac--a total dead end. What really sets superstars apart is the ability to tell the two apart.Winners seek out the Dip. They realize that the bigger the barrier, the bigger the reward for getting past it. If you can beat the Dip to be the best, you'll earn profits, glory, and long-term security. Whether you're an intern or a CEO, this fun little book will help you figure out if you're in a Dip that's worthy of your time, effort, and talents. The old saying is wrong--winners do quit, and quitters do win.

    When stakes are high, you can't get great results by just changing what you do. You also need to change how you think. Organizational psychologist and leadership consultant Roger Schwarz applies his 30+ years of experience working with leadership teams to reveal how leaders can drastically improve results by changing their individual and team mindset.Provides practical guidance to help teams increase decision quality, decrease implementation time, foster innovation, get commitment, reduce costs and increase trust Outlines 5 core values leadership teams can adopt to exponentially improve results Author of The Skilled Facilitator and The Skilled Facilitator FieldbookGet the results you and your team need. Start by applying the practical wisdom of Smart Leaders, Smarter Teams.

    Written by the two original Master Trainers for LEGO SERIOUS PLAY (LSP), the book outlines how LSP can develop teams, people, relationships and business . Based on the merging of play with organizational development, systems thinking and strategy development, LSP can foster improved meetings, faster innovation processes, team growth, and better communication.The belief that everyone intends to do good and has the potential to do it is at the heart of LSP. The method nurtures the idea that everyone in an organization can contribute to discussions and outcomes. Building with LEGO bricks is a type of creative play that triggers a different kind of thought process, unleashing imagination and potential that is frequently untapped by the logical mind. The book explains this hands-on, minds-on approach, and discusses the theory as well as the practical implementation of LSP. Topics include:Observation of internal and external interaction dynamics Fostering a free and honest exchange of opinions Suspending hierarchy for better, more effective communication Facilitating change by encouraging exploration The LEGO SERIOUS PLAY method is employed by start-ups and multinational corporations alike to maximize synergy among teams and throughout organizations. For leaders looking to boost effectiveness and see better results, Building a Better Business Using the LEGO(R) SERIOUS PLAY(R) Method is a comprehensive introduction to this creative management technique.

    A circuitous route through troubled teenage years and four years in the Marines led him to Fort Wolters, Texas, and the US Army’s Warrant Officer Rotary Wing Aviation Course. For the first time in his life, he felt a deep sense of belonging. John’s successful struggle to master the beast called helicopter earned him an all-expense-paid trip to South Vietnam and the opportunity to prove himself as a combat pilot. His year of war was not as expected. Awed by the lush landscapes of Vietnam and the unexpected moments of war’s savage beauty, Bercaw changed his mind about war and its effect on the men who fought in it. He found himself able to overcome fear and doubt in combat and do his job to the best of his ability. Based on the books he had read and the movies he had seen, he had not anticipated the addiction to the highs and lows brought on by the intensity of war. The difficult part came at the end. Leaving Vietnam before the war was over, the sudden end to the daily adrenalin rushes and the sense of being part of something important—aggravated by the shameful reception experienced by all returning veterans—initiated a period of depression that haunted him for years.

    Dweck, Ph.D., discovered a simple but groundbreaking idea: the power of mindset. In this brilliant book, she shows how success in school, work, sports, the arts, and almost every area of human endeavor can be dramatically influenced by how we think about our talents and abilities. People with a fixed mindset — those who believe that abilities are fixed — are less likely to flourish than those with a growth mindset — those who believe that abilities can be developed. Mindset reveals how great parents, teachers, managers, and athletes can put this idea to use to foster outstanding accomplishment.In this edition, Dweck offers new insights into her now famous and broadly embraced concept. She introduces a phenomenon she calls false growth mindset and guides people toward adopting a deeper, truer growth mindset. She also expands the mindset concept beyond the individual, applying it to the cultures of groups and organizations. With the right mindset, you can motivate those you lead, teach, and love — to transform their lives and your own.

    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.

    To create lasting change we have to learn to work fluidly with two distinct, fundamental drives that are in tension: power—the single-minded desire to achieve one’s solitary purpose; and love—the drive towards unity.  They are seemingly contradictory but in fact complimentary. As Martin Luther King put it, “Power without love is reckless and abusive, and love without power is sentimental and anemic.” Using revealing stories from complex situations he has been involved in all over the world—the Middle East, South Africa, Europe, India, Guatemala, the Philippines, Australia, Canada and the United States—Kahane reveals how to dynamically balance these two forces. Just as when we are toddlers we learn to shift from one foot to the other to move ourselves forward, so we can learn to shift back and forth between power and love in order to move society forward.