With enormous tasks, like installing a lift, plus the beginnings of lifelong traditions, this much-anticipated follow-up includes many firsts for the Strawbridge family. As Dick and Angel recount stories of the next two years at the château, we start to understand the true extent of the work and skill that it has taken to make this incredible house into a much-loved home.With never-before-told stories of remarkable discoveries, amazing transformations and once-in-a-lifetime celebrations, this book is sure to delight and inspire in equal measure!

    And Mother Teresa was its leader.How did this nun with no formal business training create a global brand, become a powerful fund-raising and public relations magnet, and lead a worldwide organization through every phase of growth over the course of forty-seven years? What were her secrets?When we shift our lens and view Mother Teresa from a leadership perspective, a wonderful success story emerges, one filled with inspiration, life lessons, and impact.Ruma Bose spent time in Calcutta working as a volunteer with Mother Teresa and her Missionaries of Charity in 1992. Over time, she discovered that Mother Teresa’s success resulted from the careful application of eight simple and unexpected principles.Through the pages of this book you will have the unique opportunity to learn these principles, share Bose’s experience with Mother Teresa, and discover how to apply Mother Teresa’s principles whether on a single project, throughout an organization, or in your life.Modern, well-timed, and humane, Mother Teresa, CEO helps you discover how you don’t have to be a saint to be a great leader!

    Recalling the tragedies that shaped his life and career—his unsuccessful tenure as Celtics coach,  the devastating loss on 9/11 of his best friend and his brother-in-law and the deep depression that followed—Coach Pitino shares his Rebound Rules, demonstrating how he emerged wiser and rose to new heights with a richer perspective on life and work…and how you can, too.

    It's become more expensive, more exclusive, and effectively off-limits to huge swaths of the potential sports-loving population. Youth registration numbers are stagnant; efforts to appeal to new Canadians are often grim at best; the game, increasingly, does not resemble the country of which it's for so long been an integral part. These signs worried Sean Fitz-Gerald. As a lifelong hockey fan and father of a young mixed-race son falling headlong in love with the game, he wanted to get to the roots of these issues. His entry point: a season with the Peterborough Petes, a storied OHL team far from its former glory in a once-emblematic Canadian city that is finding itself on the wrong side of the country's changing demographics. Fitz-Gerald profiles the players, coaches and front office staff, a mix of world-class talents with NHL aspirations and Peterborough natives happy with more modest dreams. Through their experiences, their widely varied motivations and expectations, we get a rich, colourful understanding of who ends up playing hockey in Canada and why. Fitz-Gerald interweaves the action of the season with portraits of public figures who've shaped and been shaped by the game: authors who captured its spirit, politicians who exploited it, and broadcasters who try to embody and sell it. He finds his way into community meetings full of angry season ticket holders, as well as into sterile boardrooms full of the sport's institutional brain trust, unable to break away from the inertia of tradition and hopelessly at war with itself. Before the Lights Go Out is a moving, funny, yet unsettling picture of a sport at a crossroads. Fitz-Gerald's warm but rigorous journalistic approach reads, in the end, like a letter to a troubled friend: it's not too late to save hockey in this country, but who has the will to do it?

    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.

    His abrupt style and zero-tolerance policy on nonsense have become the highlights of every series. But what is he like in real business?Single-Minded reveals the story of Claude's varied career and the turbulent years that shaped him. From being told at school that he would never amount to anything to his current status as a boardroom heavyweight both on-screen and off it, success has never come easy. Claude's complex, fascinating work has taken him into many different industries and countries, encompassing retail start-ups; knife-edge company rescue missions; the bruising rough-and-tumble of Premier League football; facing down French trade unions; taking on Texan oil barons in multi-million-dollar deals; and, in the private sphere, conquering life-threatening illness.Told with characteristic candour and disarming modesty, Single-Minded is an unflinching account of a remarkable career in the spotlight.

    Cal and Bill Ripken understand this like few others.From their father, Cal Sr., a legend in the Baltimore Orioles organization for 37 years, they learned to play the game the right way. Those lessons, paired with their combined 33 years of big league experience, helped develop the Ripken Way, a method of teaching the game through simple instruction, solid explanations, encouragement, and a positive atmosphere. In Coaching Youth Baseball the Ripken Way, Cal and Bill share this approach to coaching and development.Whether you're teaching your children at home, managing the local travel team, or working with high school-level players, Coaching Youth Baseball the Ripken Way will help you make a difference both on and off the field, with these features:More than 50 drills covering defense, hitting, pitching, and baserunningAge-specific practice plans for players ranging from 4 to 15+Strategies for setting goals and reasonable expectations for your players and teamAdvice on communicating with parents, players, and staffMethods for creating a positive and fun environment in which kids can learn the skills and strategies of the gameBill Ripken was once voted by his peers as one of the big league players most likely to become a manager. Cal Ripken, Jr., known as baseball's Iron Man, is a member of the game's All-Century Team and a future Hall of Famer. Together, they are proof positive that the Ripken Way is the right way to teach the game of baseball.

    The authors guide individuals and teams on an inspiring journey to show them how to persevere through challenges, overcome obstacles, and create success together.Stick Together follows Coach David, a high school basketball coach looking to motivate his team for the new season. The team members are given sticks with words written on them and tasked with a number of missions:To find another player with the same word written on their stick To explain why that word is important for a team to be their best To render their sticks unbreakable As the players work together to complete their tasks, they discover how to make their team stronger and create an unbreakable bond. Perfect for student athletes and teams in all industries including business, education, healthcare, and nonprofit, and for readers of all ages, Stick Together will resonate with anyone looking to improve their team performance and excel in a group environment.

    This text is organized into two sections. The first section, Chapters 1-7, examines the context of strategic HR and develops a framework and conceptual model for the practice of strategic HR. The second section, Chapters 8-14, examines the actual practice and implementation of strategic HR through a discussion of strategic issues that need to be addressed while developing specific programs and policies related to the traditional functional areas of HR (staffing, training, performance management, etc.). The integrative framework that requires linkage between, consistency among these functional HR activities, and the approach toward writing about these traditional functional areas from a strategic perspective distinguish the text from what is currently on the market.

    While most B2B startups obsess over scalability and tracking, Drift takes a different approach. In This Won't Scale, you'll find insider lessons and plays from the Drift Marketing team that have helped the business grow at a hypergrowth rate. It contains 41 plays organized into easy-to-read and reference chapters. Keep it on your desk, thumb through it when you're looking for inspiration and come back to it over time. You’ll discover not only Drift's abnormal approach, but also hear never-before-told stories and learn how to implement Drift's marketing plays into your own marketing strategy.

    All I Need to Know About Manufacturing I Learned in Joe's Garage: World Class Manufacturing Made Simple

    Now it's a game for grown-ups. What really sets you apart is the relationships you build with people of influence. These people can include your peers, your employees, your organization's directors, reporters, vendors, and regulators-as well as the people directly above you in the organizational hierarchy.In senior management, you no longer answer to just one boss. There is now a hazy matrix of hundreds of bosses both inside and outside the office, any one of whom can stop you cold or give you a tremendous push forward. "Executive Warfare" offers concrete advice for handling all of them, including YOUR PEERS: They are the most valuable of allies or the most dangerous of enemies THE CEO: Her office is often where the real fairy dust is kept. Make sure you have a good relationship here THE BOARD OF DIRECTORS: They won't judge you fairly if all they see of you is your PowerPoints YOUR DIRECT REPORTS: They are your vital organs, so treat them accordingly. And if you find a blood clot among them-excise that person before he kills you YOUR RIVALS: It's not always wise to shoot at them, but if you do, do "not" shoot to woundIn his bestsellers "Brand Warfare" and "Career Warfare," author David D'Alessandro offered sharp advice for building a brand and building a career. Now "Executive Warfare" is the advanced class for the truly ambitious. Learn what it takes to rise to the top-and to do the even harder thing, which is survive there.

    But few have developed the deep cultural intelligence (CQ) required to really thrive in our multicultural workplaces and globalized world. Now everybody can tap into the power of CQ to enhance their skills and capabilities, from managing multi cultural teams and serving a diverse customer base to negotiating with international suppliers and opening offshore markets. The Cultural Intelligence Difference gives readers: * Customized strategies for improving interactions with people from diverse cultures * New findings on the bottom-line benefits of cultural intelligence * Examples of major organizations that use CQ to achieve success A high CQ points to more than just cultural sensitivity. It is linked to improved decision making, negotiation, networking, and leadership skills-and provides a crucial advantage in a crowded job market. The Cultural Intelligence Difference delivers a powerful tool for navigating today's work world with finesse-and success.

    Included are The Very Strange Mr. Fish, The Butcher of Plainfield, From the Pros to the Penitentiary, Nightmare on Elm Drive, The Brown's Chicken Murders, The Kitty Genovese Murder, The Wichita Horror, The Hi Fi Murders, The Poster Boy for Capital Punishment, The Yogurt Shop Murders, The Vampire Rapist, The Murder of James Bulger, Thrill Killers: Leopold and Loeb, The Killing of Anita Cobby, Death in a Bottle: The Tylenol, Excedrin and Sudafed Murders, The Easter Sunday Murders, Murder at McDonald's, The Luby's Massacre, Charles Manson and Helter Skelter. Part Two: Quick Hits holds 13 shorter chapters that include Eric Smith, The Camden Killer, Killed Over a Kiss, The Bed & Breakfast Murders, Who Shot the War Hero?, The Colorado Springs Killings, Joseph Vacher, Jeanne Weber, Michael Hernandez, The Tourniquet Killer, Patricia Johnson and Killed Over Facebook Status. The book ends with I Don't Like Mondays.

    Their clockwork precision and incredibly low error rate has got the world to sit up and take note of this awesome army of 5000 men, who make sure office-goers get a hot, home-cooked meal every day, come rain or shine. It is a stupendous feat of coordination, efficiency, honesty and sheer hard work that could teach many a corporate honcho a lesson or two in running a business successfully. The humble dabbawalas of Mumbai shot into fame when Prince Charles requested a meeting with them on a visit to the city in 2003, after having seen a BBC documentary on them. It was a meeting that the heir to the British throne did not forget. In April 2005, the Dabbawalas Association received an invitation to the wedding of Prince Charles and the Duchess of Cornwall, Camilla Parker-Bowles. A few days later, Sopan Rao Rao Mare and Raghunath Medge attended the royal wedding as representatives of the Dabbawalas Association. The story is narrated alternately by the man who has made it happen – Raghunath Medge, president of the Dabbawalas Association, and the author Shobha Bondre. .