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    It points out that you must be a leader that people follow, keep informed, make timely decisions and take effective action. In effect you must control the activities of your organization rather than being controlled by them. Here's what’s in the book: * How to lead and manage people; powerful tips and strategies to motivate and inspire your people to bring out the best in them. Be the boss people want to give 200 percent for. * How to Make a Good First Impression * How to Motivate Your Employees in the Workplace * How to Manage Change Effectively * How to Deal With Difficult Employees * Effective Business Negotiation Techniques * How To Set and Achieve Goals * Effective Delegating Strategies * How To Ensure the Profitability of Your Business * How to Create a Business Environment that Supports Growth * All these and much much more. My name is Meir Liraz and I'm the author of this book. According to Dun & Bradstreet, 90% of all business failures analyzed can be traced to poor management. This is backed up by my own experience. In my 31 years as a business coach and consultant to managers, I've seen practically dozens of managers fail and lose their job -- not because they weren't talented or smart enough -- but because they were trying to re-invent the wheel rather than rely on proven, tested methods that work. And that is where this book can help, it will teach you how to avoid the common traps and mistakes and do everything right the first time. Table of Contents 1. How to Lead and Manage People 2. How to Make a Good First Impression 3. How to Motivate Employees in the Workplace 4. How to Manage Change Effectively 5. How to Deal With Difficult Employees 6. Effective Business Negotiation Techniques 7. How To Set and Achieve Goals 8. Effective Delegating Strategies 9. How To Ensure the Profitability of Your Business 10. How to Create a Business Environment that Supports Growth Tags: leadership development, student leadership challenge, business leadership, leadership development program, leadership dynamics, management skills and application, developing management skills.

    In this fun, illuminating parable, we follow Charlie the Seagull as he learns that the secret to being a successful boss lies in a deeper understanding of what management really is and how our actions are perceived by those around us.

    

    Rogers argues that digital transformation is not about updating your technology but about upgrading your strategic thinking. Based on Rogers's decade of research and teaching at Columbia Business School, and his consulting for businesses around the world, The Digital Transformation Playbook shows how pre-digital-era companies can reinvigorate their game plans and capture the new opportunities of the digital world.Rogers shows why traditional businesses need to rethink their underlying assumptions in five domains of strategy--customers, competition, data, innovation, and value. He reveals how to harness customer networks, platforms, big data, rapid experimentation, and disruptive business models--and how to integrate these into your existing business and organization.Rogers illustrates every strategy in this playbook with real-world case studies, from Google to GE, from Airbnb to the New York Times. With practical frameworks and nine step-by-step planning tools, he distills the lessons of today's greatest digital innovators and makes them usable for businesses at any stage.Many books offer advice for digital start-ups, but The Digital Transformation Playbook is the first complete treatment of how legacy businesses can transform to thrive in the digital age. It is an indispensable guide for executives looking to take their firms to the next stage of profitable growth.

    It has made countless new businesses possible and presents a massive opportunity for large enterprises to innovate like startups and retire decades of technical debt. But making the most of the cloud requires much more from enterprises than just a technology change. Stephen Orban led Dow Jones’s journey toward digital agility as their CIO and now leads AWS’s Enterprise Strategy function, where he helps leaders from the largest companies in the world transform their businesses. As he demonstrates in this book, enterprises must re-train their people, evolve their processes, and transform their cultures as they move to the cloud. By bringing together his experiences and those of a number of business leaders, Orban shines a light on what works, what doesn’t, and how enterprises can transform themselves using the cloud.

    This isn't just another ivory tower book on leadership. Employee Engagement 2.0 is the result of both massive research and real-world experience. The author, Kevin Kruse, is a former Best Place to Work winner, serial entrepreneur, and NY Times bestselling author. He has advised dozens of organizations, from Fortune 500 companies like SAP, to startups and non-profits, and even to the US Marines. This is your step-by-step guide that will teach you: - What employee engagement is (it does not mean happy or satisfied) - How engagement directly drives sales, profits, and even stock price - The secret recipe for making anyone feel engaged - How to quantify engagement, even if you have no budget - 7 questions to ask that will identify your engagement weakness - What to say to facilitate a team meeting on engagement - A communication system that ensures rapid, two-way flow of information - How to make your strategic vision memorable and "sticky" - How to implement a complete engagement plan in only 8 weeks! Being a great leader-one who drives massive passion, commitment and engagement-is within your reach. Follow the step-by-step plan in Employee Engagement 2.0 and prepare to be a great place to work.

    If we don't candidly answer the pertinent questions, we will only paint a false picture.We are standing at a crucial and pivotal point in history. It's time for diversity in AI. This unprecedented technology will affect society as a whole and we need individuals from diverse disciplines and backgrounds to join the discussion. The issues surrounding AI can't be left to a small group of scientists, technologists or business executives to address. Our future and our children's future are at stake.More than ever, we need leaders who will stand on integrity and who will put people first.Do you want to take a glimpse into the future of leadership? The Future of Leadership: Rise of Automation, Robotics and Artificial Intelligence offers the most comprehensive view of what is taking place in the world of AI and emerging technologies, and gives valuable insights that will allow you to successfully navigate the tsunami of technology that is coming our way.

    . .Mr. O'Toole puts soul and values squarely back into a vital topic, leadership."--Tom Peters The New York Times Book Review"A deeply philosophical and eminently practical study of leadership as change."--James MacGregor BurnsPulitzer Prize and National Book Award winner, and author of LeadershipCurrent management philosophy advocates an outmoded Machiavellian approach to running organizations: Leaders are told in countless books that they can only accomplish their goals by being tough, manipulative, dictatorial, or paternalistic as the situation requires.In Leading Change, noted management theorist James O'Toole proposes a provocative new vision of leadership in the business world--a vision of leadership rooted in moral values and a consistent display of respect for all followers. As O'Toole brilliantly demonstrates, values-based leadership is not only fair and just, it is also highly effective in today's complex organizations.When leaders truly believe that their prime goal is the welfare of their followers, they get results. The finest leaders--from political giants like Washington, Jefferson, and Lincoln to contemporary CEOs like Max De Pree and James Houghton--have always shared leadership with their followers. They create organizations that encourage change and self-reevaluation; they foster an atmosphere of open-mindedness and fresh thinking, in which assumptions can be challenged and goals reassessed. Grounded in the ideas of moral philosophy, Leading Change powerfully transcends the standard how-to management primer to define a challenging new approach to leadership. As O'Toole so persuasively argues, growth and change are possible, indeed necessary, and they will be effected by individuals who have the stature and the courage to lead morally. This important book, at once thought-provoking and totally practical, is bound to take its place as one of the landmark business volumes of our times."Jim O'Toole has written the essential work for organizations to survive and thrive in today's changing world. His intellectually penetrating thinking shows us how the sometimes conflicting problems we wrestle with--often in piecemeal fashion--fit together to form a complete picture, even as the picture itself continues to change. His message is so critical to the very existence of every organization that any leader who fails to heed his advice condemns his or her company to mediocrity and/or early death. It's that basic."--Warren Bennis Professor and founding chairman of the Leadership Institute at the University of Southern California Author of An Invented Life and Why Leaders Can't Lead

    This guide provides a quick reference to all of the key topics around early-stage startup valuation and provides step-by-step examples for several valuation methods. In more detail, this Founder’s Pocket Guide helps startup founders learn: What a startup valuation is and when you need to start worrying about it. Key terms and definitions associated with valuation, such as pre-money, post-money, and dilution. How investors view the valuation task, and what their expectations are for early-stage companies. How the valuation fits with your target raise amount and resulting founder equity ownership. How to do the simple math for calculating valuation percentages. How to estimate your company valuation using several accepted methods. What accounting valuation methods are and why they are not well suited for early-stage startups.

    With controversial ideas and funny stories, it covers topics that readers will recognize from their course and some new but equally important areas to challenge their thinking. Part of a highly popular new series this book will make you better able to question and understand this burgeoning field.

    One performs much worse than the rest, and one performs far better. Which type are you?Based on a first-of-its-kind, wide-ranging global study of over 9,000 people, analysts at the global research and advisory firm Gartner were able to classify all managers into one of four types:- Teacher managers, who develop employees' skills based on their own expertise and direct their development along a similar track to their own. - Cheerleader managers, who give positive feedback while taking a general hands-off approach to employee development. - Always-on managers, who provide constant, frequent feedback and coaching on all aspects of the employee's performance. - Connector managers, who provide feedback in their area of expertise while connecting employees to others in the team or organization who are better suited to address specific needs.Although the four types of managers are more or less evenly distributed, the Connector manager consistently outperforms the others by a significant margin. Meanwhile, Always-on managers tend to see their employees struggle to grow within the organization. Why is that?Drawing on their groundbreaking data-driven research, as well as in-depth case studies and extensive interviews with managers and employees at companies like IBM, Accenture, and eBay, the authors show what behaviors define a Connector manager, and why they are able to build powerhouse teams. They also show why other types of managers fail to be equally effective, and how they can incorporate behaviors of Connector managers in order to be more effective at building teams.

    Whether you are a newly elected president, CEO, or executive at any level, what you do in your first 100 days will be absolutely pivotal to your success or failure. Your First 100 Days in a New Executive Job will help you to seal your leadership, build a team you can count on, and have a bottom line impact before your first few months on the job is up. It will take you through all the steps of successful executive onboarding and show you how to avoid the typical pitfalls. Hargrove emphasizes the importance of getting clear on your going-in mandate—your contract with key stake holders. He also shows you how to use your first 100 days to declare an Impossible Future that represents the difference you want to make, while delivering on your Day Job. According to Hargrove, the key idea is to go for "quick wins" that establish a virtuous circle of increasing credibility and help you to avoid a vicious circle of decreasing credibility. This book will expand your aspirations and motivations, and give you a treasure trove of practical, down-to-earth tips to immediately apply in your new leadership role. * Have a story ready day one, as key stakeholders look for signals immediately—take symbolic action within 72 hours * Develop a "teachable point of view"—This is how we intend to win in this business * Build a team of 'A' players—get the right people on the bus * Declare an Impossible Future that unites warring tribes * Jump start your vision with 30, 60, 90-day catalytic breakthrough projects * Master the political chessboard and culture—It's all politics! * Drive bottom-line results before the end of your first 100 day

    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!

    The first is titled The Ideal Executive: Why You Cannot Be One and What to Do About It. The third is Leading the Leaders: How to Enrich Your Style of Management and Handle People Whose Style is Different From Yours. Each book in this series can be read independently, but all together they provide a methodology on how to lead organizations as a team.The capabilities that textbooks and trade journals demand from a leader do not and cannot exist in any single individual because the task of leading an organization is far too complicated for any one individual to perform well. These books and journals describe what a leader should be because that is what the organization needs. They ignore, however, that being human, people have strengths and weaknesses. No one is perfect. Management / Mismanagement Styles analyzes why the ideal executive or leader cannot exist and thus does not exist. Attempts to train and develop the ideal leader, by definition, cannot produce expected results.This book helps managers identify the style of real people, not imaginary templates, and provides tools to build a team of people with complementary strengths and weaknesses, based on their different management styles.This book provides a methodology to classify styles identify their strengths and weaknesses, and predict how each style will make decisions, staff, motivate, and communicate; in a word, manage.Management / Mismanagement Styles is based on Dr. Adizes 30 years of consulting experience worldwide, from start-ups to Fortune 100 companies. Dr. Adizes has also used the methodology described in this book in working with prime ministers, presidents and cabinets of governments around the world. His previous books have been translated into 26 languages and are best sellers in several countries.