Covey's eldest son comes a revolutionary new path towards productivity and satisfaction. Trust, says Stephen M.R. Covey, is the very basis of the new global economy, and he shows how trust—and the speed at which it is established with clients, employees and constituents —is the essential ingredient for any high–performance, successful organization. For business leaders and public figures in any arena, The Speed of Trust offers an unprecedented and eminently practical look at exactly how trust functions in our every transaction and relationship—from the most personal to the broadest, most indirect interaction—and how to establish trust immediately so that you and your organization can forego the time–killing, bureaucratic check–and–balance processes so often deployed in lieu of actual trust.

     into their ideal job   Each year tens of thousands of students will, after years of hard work and enormous amounts of money, earn their Ph.D. And each year only a small percentage of them will land a job that justifies and rewards their investment. For every comfortably tenured professor or well-paid former academic, there are countless underpaid and overworked adjuncts, and many more who simply give up in frustration.   Those who do make it share an important asset that separates them from the pack: they have a plan. They understand exactly what they need to do to set themselves up for success.  They know what really moves the needle in academic job searches, how to avoid the all-too-common mistakes that sink so many of their peers, and how to decide when to point their Ph.D. toward other, non-academic options.   Karen Kelsky has made it her mission to help readers join the select few who get the most out of their Ph.D. As a former tenured professor and department head who oversaw numerous academic job searches, she knows from experience exactly what gets an academic applicant a job. And as the creator of the popular and widely respected advice site The Professor is In, she has helped countless Ph.D.’s turn themselves into stronger applicants and land their dream careers.   Now, for the first time ever, Karen has poured all her best advice into a single handy guide that addresses the most important issues facing any Ph.D., including:   -When, where, and what to publish -Writing a foolproof grant application -Cultivating references and crafting the perfect CV -Acing the job talk and campus interview -Avoiding the adjunct trap -Making the leap to nonacademic work, when the time is right  The Professor Is In addresses all of these issues, and many more.

    Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when• coworkers push their work on you—then take credit for it• you accidentally trash-talk someone in an email then hit “reply all”• you’re being micromanaged—or not being managed at all• you catch a colleague in a lie• your boss seems unhappy with your work• your cubemate’s loud speakerphone is making you homicidal• you got drunk at the holiday party

    Updated forth edition of the 1996 title (see ISBN 0965571203 for further information)

    

    Since the initial publication of Strategy Safari, managers, consultants, and academics all over the world have found this book an indispensable and delightful tool—it has been translated into more than ten languages, including Chinese, Russian, and French, and has been used in top MBA programs worldwide. Strategy Safari makes sense of a field that often seems to make no sense. Mintzberg, Ahlstrand, and Lampel pair their sweeping vision of strategy making with an authoritative catalog in which they identify ten schools of strategy that have emerged over the past four decades. Why struggle through the vast, confusing terrain of strategy formation? With clarity and depth, Strategy Safari maps the strategic landscape and facilitates intelligent, informed strategy formation.

    It is the definitive reference guide, now in a second edition. Although the first edition was written in 1978, it continues to be a worldwide best-seller. This second edition brings the classic original up to date to include the ANSI standard. From the Preface: We have tried to retain the brevity of the first edition. C is not a big language, and it is not well served by a big book. We have improved the exposition of critical features, such as pointers, that are central to C programming. We have refined the original examples, and have added new examples in several chapters. For instance, the treatment of complicated declarations is augmented by programs that convert declarations into words and vice versa. As before, all examples have been tested directly from the text, which is in machine-readable form. As we said in the first preface to the first edition, C "wears well as one's experience with it grows." With a decade more experience, we still feel that way. We hope that this book will help you to learn C and use it well.

    Project Management For Dummies, Second Edition introduces you to the principles of successful project management and shows you how to motivate any team to gain maximum productivity. You'll find out how to:Define your project and what you intend to accomplish Identify project stakeholders and their expectations Develop a project plan Establish project schedules and timetables Determine which skill sets and resources the project requires Choose team members and define their roles Launch you project and track its progress Encourage peak performance Conclude your project successfully Complete with helpful tips on delegating, shortening schedules, and optimizing your own performance Project Management for Dummies, help you get your project, and your career, off the ground in no time.

    Maxwell’s first and most enduring leadership book, having sold more than one million copies. In this Christian Leaders Series edition of this Maxwell classic, you will discover the biblical foundation for leadership that John Maxwell has used as a pastor and business leader for more than forty years. These same principles and practices are available for everyday leaders in every walk of life. It is a lofty calling to lead a group—a family, a church, a nonprofit, a business—and the timeless principles in this book will bring positive change in your life and in the lives of those around you.You will learn:The True Definition of Leader. “Leadership is influence. That’s it. Nothing more; nothing less.”The Traits of Leadership. “Leadership is not an exclusive club for those who were ‘born with it.’ The traits that are the raw materials of leadership can be acquired. Link them up with desire, and nothing can keep you from becoming a leader.”The Difference Between Management and Leadership. “Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better work is the accomplishment of a leader.”God has called every believer to influence others, to be salt and light. Developing the Leader Within You will equip you to improve your leadership and inspire others.

    As Ferrazzi discovered early in life, what distinguishes highly successful people from everyone else is the way they use the power of relationships--so that everyone wins. In "Never Eat Alone," Ferrazzi lays out the specific steps--and inner mindset--he uses to reach out to connect with the thousands of colleagues, friends, and associates on his Rolodex, people he has helped and who have helped him. The son of a small-town steelworker and a cleaning lady, Ferrazzi first used his remarkable ability to connect with others to pave the way to a scholarship at Yale, a Harvard MBA, and several top executive posts. Not yet out of his thirties, he developed a network of relationships that stretched from Washington's corridors of power to Hollywood's A-list, leading to him being named one of Crain's 40 Under 40 and selected as a Global Leader for Tomorrow by the Davos World Economic Forum. Ferrazzi's form of connecting to the world around him is based on generosity, helping friends connect with other friends. Ferrazzi distinguishes genuine relationship-building from the crude, desperate glad-handling usually associated with "networking." He then distills his system of reaching out to people into practical, proven principles. Among them: Don't keep score: It's never simply about getting what you want. It's about getting what you want and making sure that the people who are important to you get what they want, too. "Ping" constantly: The Ins and Outs of reaching out to those in your circle of contacts all the time--not just when you need something. Never eat alone: The dynamics of status are the same whether you're working at a corporation or attending a society event-- "invisibility" is a fate worse than failure. In the course of the book, Ferrazzi outlines the timeless strategies shared by the world's most connected individuals, from Katherine Graham to Bill Clinton, Vernon Jordan to the Dalai Lama. Chock full of specific advice on handling rejection, getting past gatekeepers, becoming a "conference commando," and more, "Never Eat Alone" is destined to take its place alongside "How to Win Friends and Influence People" as an inspirational classic.

    This is especially true when at work, particularly when managing others. It is considered terribly unprofessional to express emotion while on the job, and many of us believe that our biggest mistakes and regrets are due to our reactions at those times when our emotions get the better of us. David R. Caruso and Peter Salovey believe that this view of emotion is not correct. The emotion centers of the brain, they argue, are not relegated to a secondary place in our thinking and reasoning, but instead are an integral part of what it means to think, reason, and to be intelligent. In The Emotionally Intelligent Manager, they show that emotion is not just important, but absolutely necessary for us to make good decisions, take action to solve problems, cope with change, and succeed. The authors detail a practical four-part hierarchy of emotional skills: identifying emotions, using emotions to facilitate thinking, understanding emotions, and managing emotions--and show how we can measure, learn, and develop each skill and employ them in an integrated way to solve our most difficult work-related problems.

    But, with Max Bazerman's Judgment in Managerial Decision Making, Sixth Edition, you can learn how to overcome those biases to make better managerial decisions. The text examines judgment in a variety of organizational contexts, and provides practical strategies for changing your decision-making processes and improving these processes so that they become part of your permanent behavior. Throughout, you'll findnumerous hands-on decision exercises and examples from the author's extensive executive training experience that will help you enhance the quality of your managerial judgment. Past editions have been used in top universities, in business schools, and in public policy, psychology, and economics classes. In addition, the text has been widely recognized by practitioners in the world of behavioral finance. Revised with two new chapters This Sixth Edition now adds chapters on bounded ethicality (Chapter 8) and bounded awareness (Chapter 11). Both of these chapters are based on Bazerman's recent writing with Dolly Chugh and Mahzarin Banaji. Max H. Bazerman is the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School. In addition, Max is also formally affiliated with the Kennedy School of Government, the Psychology Department, and the Program on Negotiation at Harvard. He is the author or co-author of over 150 research articles and chapters, and the author of numerous other books. Max was named one of the top 30 authors, speakers, and teachers of management by Executive Excellence in each of their two most recent rankings.

    Throughout, the emphasis is on promoting a plain English style. This little book can help you communicate more effectively by showing you how to enliven your sentences.

    Long recognized as very applied and practical, Eggen and Kauchak's Educational Psychology: Windows on Classrooms, seventh edition is now even more applied and concise, giving students exactly what they need to know in the course. The author's hallmark cases remain, in both written and videotape format, to introduce real-world applications in a way that no other text can. Along with expanded applications to diversity (urban, suburban, and rural areas), technology, and a new pedagogical system that completely restructures how information is delivered in the book and will help students really understand what they should be getting out of every single chapter. The text now comes with two new DVDs of video material and an access code for the new Teacher Prep Website that will be automatically shrinkwrapped with all new copies of the text. Educational Psychology: Windows on Classrooms once again truly fulfills the promise of its title, giving students a window on the classrooms in which they will someday teach.

    Each essay distills complex concepts and challenges into practical nuggets of useful advice, and the new edition now adds more value for leaders and managers of projects everywhere. Based on his nine years of experience as a program manager for Internet Explorer, and lead program manager for Windows and MSN, Berkun explains to technical and non-technical readers alike what it takes to get through a large software or web development project. Making Things Happen doesn't cite specific methods, but focuses on philosophy and strategy. Unlike other project management books, Berkun offers personal essays in a comfortable style and easy tone that emulate the relationship of a wise project manager who gives good, entertaining and passionate advice to those who ask. Topics in this new edition include:How to make things happenMaking good decisionsSpecifications and requirementsIdeas and what to do with themHow not to annoy peopleLeadership and trustThe truth about making datesWhat to do when things go wrongComplete with a new forward from the author and a discussion guide for forming reading groups/teams, Making Things Happen offers in-depth exercises to help you apply lessons from the book to your job. It is inspiring, funny, honest, and compelling, and definitely the one book that you and your team need to have within arm's reach throughout the life of your project. Coming from the rare perspective of someone who fought difficult battles on Microsoft's biggest projects and taught project design and management for MSTE, Microsoft's internal best practices group, this is valuable advice indeed. It will serve you well with your current work, and on future projects to come.