Renowned expert Erin Meyer is your guide through this subtle, sometimes treacherous terrain where people from starkly different backgrounds are expected to work harmoniously together.When you have Americans who precede anything negative with three nice comments; French, Dutch, Israelis, and Germans who get straight to the point (“your presentation was simply awful”); Latin Americans and Asians who are steeped in hierarchy; Scandinavians who think the best boss is just one of the crowd—the result can be, well, sometimes interesting, even funny, but often disastrous.Even with English as a global language, it’s easy to fall into cultural traps that endanger careers and sink deals when, say, a Brazilian manager tries to fathom how his Chinese suppliers really get things done, or an American team leader tries to get a handle on the intra-team dynamics between his Russian and Indian team members.In The Culture Map, Erin Meyer provides a field-tested model for decoding how cultural differences impact international business. She combines a smart analytical framework with practical, actionable advice for succeeding in a global world.

    No organization—or individual—can successfully compete in the marketplace, achieve goals and objectives, provide outstanding service, engage in exceptional teamwork, or develop people without personal accountability.   John G. Miller believes that the troubles that plague organizations cannot be solved by pointing fingers and blaming others. Rather, the real solutions are found when each of us recognizes the power of personal accountability. In QBQ! The Question Behind the Question®, Miller explains how negative, ill-focused questions like “Why do we have to go through all this change?” and “Who dropped the ball?” represent a lack of personal accountability. Conversely, when we ask better questions—QBQs—such as “What can I do to contribute?” or “How can I help solve the problem?” our lives and our organizations are transformed.THE QBQ! PROMISEThis remarkable and timely book provides a practical method for putting personal accountability into daily actions, with astonishing results: problems are solved, internal barriers come down, service improves, teams thrive, and people adapt to change more quickly. QBQ! is an invaluable resource for anyone seeking to learn, grow, and change. Using this tool, each of us can add tremendous worth to our organizations and to our lives by eliminating blame, victim-thinking, and procrastination.                                                                                                 QBQ! was written more than a decade ago and has helped countless readers practice personal accountability at work and at home. This version features a new foreword, revisions and new material throughout, and a section of  FAQs that the author has received over the years.

    You cannot afford to be apolitical at work if you have any aspirations for advancement. The only way to avoid politics is to avoid people—by finding an out-of-the-way corner where you can do your job. Of course, it’s the same job you’ll likely be doing for the rest of your career.In any job, when you reach a certain level of technical competence, politics is what makes all the difference with regard to success. At that point, it is indeed all politics. Everyday brilliant people take a backseat to their politically adept colleagues by failing to win crucial support for their ideas. Sometimes politics involves going around or bending rules, but more typically it’s about positioning your ideas in a favorable light, and knowing what to say, and how and when to say it.…Keep in mind that people benefit from perpetuating the image of politics as something you either know or you don’t. Ignore them. Political acumen is largely learned from observation. And then it’s a matter of practice, practice, practice. When a journalist suggested that golfing great Gary Player was very lucky, he replied: “It’s funny, but the more I practice, the luckier I get.” The same is true of politics.An indispensable guide to mastering the ins and outs of office politics—the single most important factor in getting ahead in your careerAs management professor and consultant Kathleen Reardon explains in her new book, It's All Politics, talent and hard work alone will not get you to the top. What separates the winners from the losers in corporate life is politics.As Reardon explains, the most talented and accomplished employees often take a backseat to their politically adept coworkers, losing ground in the race to get ahead—sometimes even losing their jobs. Why? Because they’ve failed to manage the important relationships with the people who can best reward their creativity and intelligence. To determine whether you need a crash course in Office Politics 101, ask yourself the following questions:Do I get credit for my ideas?Do I know how to deal with a difficult colleague?Do I get the plum assignments?Do I have a mentor?Do I say no gracefully and pick my battles wisely?Am I in the loop?Reardon has interviewed hundreds of employees, from successful veterans to aspiring hopefuls, examining why some people who work hard and effectively at their jobs fall behind, while those who are adept at “reading the office tea leaves” forge ahead. Being politically savvy doesn’t mean being unethical or devious. At heart, it’s about listening to and relating to others, and making choices that advance everyone’s goals. Like it or not, when it comes to work, it’s all politics. And politics is all about knowing what to say, when to say it, and who to say it to.

    Yet men still predominate in the corporate world. In The Confidence Code, Claire Shipman and Katty Kay argue that the key reason is confidence.Combining cutting-edge research in genetics, gender, behavior, and cognition—with examples from their own lives and those of other successful women in politics, media, and business—Kay and Shipman go beyond admonishing women to "lean in."Instead, they offer the inspiration and practical advice women need to close the gap and achieve the careers they want and deserve.

    It’s Always Personal combines the latest information on the intricacies of the human brain, candid stories from employees, and the surprising results of two new national surveys, reported here for the first time, which reached out to workers from all walks of life about their emotions on the job. Both timely and crucial, It’s Always Personal also reveals   • a neurological understanding of the six main emotional flashpoints: anger, fear, anxiety, empathy, joy, and crying • an exploration of why we as a society self-defeatingly regard displays of emotion in the workplace as shameful, and how the different emotional rules applied to men and women affect our modern notions of gender equality • evidence that suppressing emotions can actually have a negative impact on companies’ bottom lines • a step-by-step guide for identifying your emotional type: Spouter, Accepter, Believer, or Solver, with appropriate tactics for dealing with that style in a complex work environment • Emotion Management Toolkits that provide the means to cope with specific emotionally challenging situationsAn innovative study of gender, emotion, and power, It’s Always Personal is an essential companion for everyone—managers and employees alike—navigating the often confusing and challenging realities of the contemporary workplace.

    Each entry deals with one fallacy, explaining what the fallacy is, giving and analysing an example, outlining when/where/why the particular fallacy tends to occur and finally showing how you can perpetrate the fallacy on other people in order to win an argument. Originally published to great acclaim in 1985 as "The Book of Fallacy", this is a classic brought up-to-date for a whole new generation.

    Tenzing and Hillary were first to scale Everest. Malone and Stockton were the key to each other’s success on the basketball court. Eisner was never as effective at Disney without Wells. But while some partnerships reach great heights, others fall short. Why do some people click while others clash? What do great pairs have in common? And what can you learn from the most powerful partnerships to strengthen collaboration in your work and personal life? Based on Gallup’s groundbreaking research, Power of 2 details the eight elements that prepare partners to succeed in their most important endeavors. Gallup shares the science and the secrets of successful collaboration. Mixing key insights about human nature, field-tested discoveries and inspiring stories of partnerships that reached the pinnacle, Power of 2 will change the way you think about working with someone else.

    This is especially relevant for anyone seeking to break free from repetitive and ineffective patterns, actions and outcomes. It?s immediately valuable for everyone for whom building and maintaining mutually-beneficial relationships is important. And it?s particularly useful for leaders, managers, administrators and anyone else who "gets paid to have effective conversations!" In this book, the author leads you on an eye-opening exploration of yourself, your language, your conversations and their connections to your physical and emotional well-being. He introduces you to an emerging and thought-provoking way of thinking, one with very old and very new roots. You will see clearly that our collective common-sense understanding of language as merely a "tool for communicating" or "a way we describe how things are" is only a small and limited part of the full story. Having nothing at all to do with grammar, sentence structure or nouns and verbs, this book instead takes you on a journey through the many ways in which your internal and external conversations ? fully inter-twined and braided together wi

    Humes—who wrote speeches for five American presidents—shows you how great leaders through the ages used simple yet incredibly effective tricks to speak, persuade, and win throngs of fans and followers. Inside, you'll discover how Napoleon Bonaparte mastered the use of the pregnant pause to grab attention, how Lady Margaret Thatcher punctuated her most serious speeches with the use of subtle props, how Ronald Reagan could win even the most hostile crowd with carefully timed wit, and much, much more.Whether you're addressing a small nation or a large staff meeting, you'll want to master the tips and tricks in Speak Like Churchill, Stand Like Lincoln. "As a student of speech, I very much enjoyed this intriguing historic approach to public speaking. Humes creates a valuable and practical guide."—Roger Ailes, chairman and CEO, FOX News"I love this book. I've followed Humes's lessons for years, and he combines them all into one compact, hard-hitting resource. Get this book on your desk now."—Chris Matthews, Hardball

    Advertised only by word of mouth, the book became a favorite training and counseling guide in many institutions -- government, church, business -- and colleges across the nation adopted it as an auxiliary text in a dozen different departments. Why? Perhaps it was the user-friendly way that Please Understand Me helped people find their personality style. Perhaps it was the simple accuracy of Keirsey's portraits of temperament and character types. Or perhaps it was the book's essential message: that members of families and institutions are OK, even though they are fundamentally different from each other, and that they would all do well to appreciate their differences and give up trying to change others into copies of themselves.Now: Please Understand Me IIFor the past twenty years Keirsey has continued to investigate personality differences -- to refine his theory of the four temperaments and to define the facets of character that distinguish one from another. His findings form the basis of Please Understand Me II, an updated and greatly expanded edition of the book, far more comprehensive and coherent than the original, and yet with much of the same easy accessibility. One major addition is Keirsey's view of how the temperaments differ in the intelligent roles they are most likely to develop. Each of us, he says, has four kinds of intelligence -- tactical, logistical, diplomatic, strategic -- though one of the four interests us far more than the others, and thus gets far more practice than the rest. Like four suits in a hand of cards, we each have a long suit and a short suit in what interests us and what we do well, and fortunate indeed are those whose work matches their skills. As in the original book, Please Understand Me II begins with The Keirsey Temperament Sorter, the most used personality inventory in the world. But also included is The Keirsey Four-Types Sorter, a new short questionnaire that identifies one's basic temperament and then ranks one's second, third, and fourth choices. Share this new sorter with friends and family, and get set for a lively and fascinating discussion of personal styles.

    Top performers just like you face problems every day. If you know how to deal with conflict well, you can turn it into your biggest opportunity for success.The Coward's Guide to Conflict is your essential conflict handbook, giving you the tools you need to manage conflict and come out on top. Discover:Why you must know how to handle conflict How to recognize conflict before it happens How to bring out the best in difficult people How to build strength by overcoming problems Secrets to impacting and leading others Techniques to guide you past conflictTop performers face conflict head-on and come out on top. You are just a short read away from mastering this essential skill.

    Breathe deep. This is the last business book you will ever need. For in these pages, Stanley Bing solves the ultimate problem of your working life: How to manage the boss.The technique is simple . . . as simple as throwing an elephant. All it takes is the proper state of mind, a step-by-step plan, and a great leap of faith. This humble guide provides all these and more. It is Zen that enables one to take an object of enormous weight and size and mold it in one's grasp like a ball of Silly Putty. For senior management, in truth, is the silliest putty of them all.This comprehensive course walks budding business bodhisattvas through basic skills needed to provide the simple elephant handling that makes everyday life possible, including but not limited to the primary task of following along after the elephant with a little broom and dustpan. Serious students will then move to intermediate steps, from Polishing the Elephant's Tusks to Hiding from the Elephant When It Has Been Drinking and Feels Quite Nasty. Beyond this level lies the land of the practiced Zen masters, culminating in the ability to leverage and then throw the now-weightless elephant--and even play catch with it at corporate retreats.If What Would Machiavelli Would Do? was the meanest business book since the Renaissance, Throwing the Elephant provides the yang to that yin. Because sometimes you've got to be selfless, compassionate, and completely empty to get the job done.Stanley Bing is a columnist for Fortune magazine and the author of What Would Machiavelli Do? and Lloyd: What Happened, a novel. By day, he works for a gigantic multinational conglomerate whose identity is one of the worst-kept secrets in business.

    Originally published entitled: Don't shoot the dog!: how to improve yourself and others through behavioral training, New York: Simon and Schuster, 1984.

    In The Power of Attitude, entrepreneur Mac Anderson presents some strong suggestions that can guide readers toward success. A complement to his first book The Nature of Success, this book features the same powerful imagery but emphasizes the internal workings of the mind and heart that drive a person in productive paths. As founder of Successories, the leading manufacturer of inspirational and motivational wall decor, Anderson practices what he preaches with notable results. In his introduction, he writes of his hope to "energize and inspire you to live the life of your dreams, and then also to make a positive difference in the lives of others."

    How to Work a Room, 25th Anniversary Edition by Susan RoAne has descriptive copy which is not yet available from the Publisher.