From marriages to international relations, the more we know, the harder it is to love. We become cynics or stoics, protecting our hearts from the implications of what we know. But what if the vision of vocation can be recovered allowing us to step into the wounds of the world and for love's sake take up our responsibility for the way the world turns out? For decades Steve Garber has come alongside a wide range of people as they seek to make sense of the world and their lives. With him we meet leaders from the Tiananmen Square protest who want a good reason to still care about China. We also meet with many ordinary people in ordinary places who long for their lives to matter: Jonathan who learned he would rather build houses than study history, Todd and Maria who adopted creative schedules so they could parent better and practice medicine, D.J. who helped Congress move into the Internet Age, Robin who spends her life on behalf of urban justice, Hans who makes hamburgers the way they are meant to be made, Susan who built a home business of hand-printing stationary using a letterpress, Santiago who works with majority-world nations in need of capital, George who has given years to teaching students to learn things that matter most, Claudius and Deirdre whose openhearted home has always been a place for people, Dan who loves Wyoming, the place, its people and its cows Vocation is when we come to know the world in all its joy and pain and still love it. Vocation is following our calling to seek the welfare of the world we live in. And in helping the world to flourish, strangely, mysteriously, we find that we flourish too. Garber offers a book for everyone everywhere for students, for parents, for those in the arts, in the academy, in public service, in the trades and in commerce for all who want to discover the virtue of vocation."

    That's the vision of Proverbs 11:10, in which the --the people who see everything they have as gifts from God to be stewarded for his purposes--pursue their vocation with an eye to the greater good. Amy Sherman, director of the Center on Faith in Communities and scholar of vocational stewardship, uses the as a springboard to explore how, through our faith-formed calling, we announce the kingdom of God to our everyday world. But cultural trends toward privatism and materialism threaten to dis-integrate our faith and our work. And the church, in ways large and small, has itself capitulated to those trends, while simultaneously elevating the "special calling" of professional ministry and neglecting the vocational formation of laypeople. In the process, we have, in ways large and small, subverted our kingdom mandate. God is on the move, and he calls each of us, from our various halls of power and privilege, to follow him. Here is your chance, keeping this kingdom calling in view, to steward your faith and work toward righteousness. In so doing, you will bless the world, and as you flourish, the world will celebrate.

    These very real results were achieved through learning the management techniques that spell profitability for the organization and its employees.The One Minute Manager is a concise, easily read story that reveals three very practical secrets: One Minute Goals, One Minute Praisings, and One Minute Reprimands. The audio also presents several studies in medicine and the behavioral sciences that clearly explain why these apparently simple methods work so well with so many people. By the audio's end you will know how to apply them to your own situation and enjoy the benefits.

    Nor is it sufficient merely to critique culture or to copy culture. Most of the time, we just consume culture. But the only way to change culture is to create culture. Andy Crouch unleashes a stirring manifesto calling Christians to be culture makers. For too long, Christians have had an insufficient view of culture and have waged misguided "culture wars." But we must reclaim the cultural mandate to be the creative cultivators that God designed us to be. Culture is what we make of the world, both in creating cultural artifacts as well as in making sense of the world around us. By making chairs and omelets, languages and laws, we participate in the good work of culture making. Crouch unpacks the complexities of how culture works and gives us tools for cultivating and creating culture. He navigates the dynamics of cultural change and probes the role and efficacy of our various cultural gestures and postures. Keen biblical exposition demonstrates that creating culture is central to the whole scriptural narrative, the ministry of Jesus and the call to the church. He guards against naive assumptions about "changing the world," but points us to hopeful examples from church history and contemporary society of how culture is made and shaped. Ultimately, our culture making is done in partnership with God's own making and transforming of culture. A model of his premise, this landmark book is sure to be a rallying cry for a new generation of culturally creative Christians. Discover your calling and join the culture makers.

    Now he puts his insights into a book for readers everywhere, giving biblical perspectives on such pressing questions as:• What is the purpose of work?• How can I find meaning and serve customers in a cutthroat, bottom-line-oriented workplace?• How can I use my skills in a vocation that has meaning and purpose?• Can I stay true to my values and still advance in my field?• How do I make the difficult choices that must be made in the course of a successful career? With deep insight and often surprising advice, Keller shows readers that biblical wisdom is immensely relevant to our questions about our work. In fact, the Christian view of work—that we work to serve others, not ourselves—can provide the foundation of a thriving professional and balanced personal life. Keller shows how excellence, integrity, discipline, creativity, and passion in the workplace can help others and even be considered acts of worship—not just of self-interest.

    By 1993, the computer industry had changed so rapidly the company was on its way to losing $16 billion and IBM was on a watch list for extinction -- victimized by its own lumbering size, an insular corporate culture, and the PC era IBM had itself helped invent.Then Lou Gerstner was brought in to run IBM. Almost everyone watching the rapid demise of this American icon presumed Gerstner had joined IBM to preside over its continued dissolution into a confederation of autonomous business units. This strategy, well underway when he arrived, would have effectively eliminated the corporation that had invented many of the industry's most important technologies.Instead, Gerstner took hold of the company and demanded the managers work together to re-establish IBM's mission as a customer-focused provider of computing solutions. Moving ahead of his critics, Gerstner made the hold decision to keep the company together, slash prices on his core product to keep the company competitive, and almost defiantly announced, "The last thing IBM needs right now is a vision."Who Says Elephants Can't Dance? tells the story of IBM's competitive and cultural transformation. In his own words, Gerstner offers a blow-by-blow account of his arrival at the company and his campaign to rebuild the leadership team and give the workforce a renewed sense of purpose. In the process, Gerstner defined a strategy for the computing giant and remade the ossified culture bred by the company's own success.The first-hand story of an extraordinary turnaround, a unique case study in managing a crisis, and a thoughtful reflection on the computer industry and the principles of leadership, Who Says Elephants Can't Dance? sums up Lou Gerstner's historic business achievement. Taking readers deep into the world of IBM's CEO, Gerstner recounts the high-level meetings and explains the pressure-filled, no-turning-back decisions that had to be made. He also offers his hard-won conclusions about the essence of what makes a great company run.In the history of modern business, many companies have gone from being industry leaders to the verge of extinction. Through the heroic efforts of a new management team, some of those companies have even succeeded in resuscitating themselves and living on in the shadow of their former stature. But only one company has been at the pinnacle of an industry, fallen to near collapse, and then, beyond anyone's expectations, returned to set the agenda. That company is IBM.Lou Gerstener, Jr., served as chairman and chief executive officer of IBM from April 1993 to March 2002, when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM, Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco, Inc. This was preceded by an eleven-year career at the American Express Company, where he was president of the parent company and chairman and CEO of its largest subsidiary. Prior to that, Mr. Gerstner was a director of the management consulting firm of McKinsey & Co., Inc. He received a bachelor's degree in engineering from Dartmouth College and an MBA from Harvard Business School.

    It’s about getting the right things done—the things that count, make a difference, and move the world forward. In our current era of massive overload, this is harder than ever before. So how do you get more of the right things done without confusing mere activity for actual productivity?When we take God’s purposes into account, a revolutionary insight emerges. Surprisingly, we see that the way to be productive is to put others first—to make the welfare of other people our motive and criteria in determining what to do (what’s best next). As both the Scriptures and the best business thinkers show, generosity is the key to unlocking our productivity. It is also the key to finding meaning and fulfillment in our work.What’s Best Next offers a practical approach for improving your productivity in all areas of life. It will help you better understand:• Why good works are not just rare and special things like going to Africa, but anything you do in faith even tying your shoes.• How to create a mission statement for your life that actually works.• How to delegate to people in a way that actually empowers them.• How to overcome time killers like procrastination, interruptions, and multitasking by turning them around and making them work for you.• How to process workflow efficiently and get your email inbox to zero every day.• How your work and life can transform the world socially, economically, and spiritually, and connect to God’s global purposes.By anchoring your understanding of productivity in God’s purposes and plan, What’s Best Next will give you a practical approach for increasing your effectiveness in everything you do.

    Using information gathered from interviews with over 100 social sector leaders, Jim Collins shows that his "Level 5 Leader" and other good-to-great principles can help social sector organizations make the leap to greatness.

    The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide.” —Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty FallSome people have it, and others don’t. Jeffrey Pfeffer explores why, in Power.One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real world.

    Maxwell has done exactly that in The 21 Irrefutable Laws of Leadership. He has combined insights learned from his thirty-plus years of leadership successes and mistakes with observations from the worlds of business, politics, sports, religion, and military conflict. The result is a revealing study of leadership delivered as only a communicator like Maxwell can.

    Others might point to the qualities of today’s so-called celebrity CEOs—charisma, virtuoso communication skills, and a confident management style. But what really matters when you run an organization? What is the hallmark of exceptional CEO performance? Quite simply, it is the returns for the shareholders of that company over the long term.In this refreshing, counterintuitive book, author Will Thorndike brings to bear the analytical wisdom of a successful career in investing, closely evaluating the performance of companies and their leaders. You will meet eight individualistic CEOs whose firms’ average returns outperformed the S&P 500 by a factor of twenty—in other words, an investment of $10,000 with each of these CEOs, on average, would have been worth over $1.5 million twenty-five years later. You may not know all their names, but you will recognize their companies: General Cinema, Ralston Purina, The Washington Post Company, Berkshire Hathaway, General Dynamics, Capital Cities Broadcasting, TCI, and Teledyne. In The Outsiders, you’ll learn the traits and methods—striking for their consistency and relentless rationality—that helped these unique leaders achieve such exceptional performance.Humble, unassuming, and often frugal, these "outsiders” shunned Wall Street and the press, and shied away from the hottest new management trends. Instead, they shared specific traits that put them and the companies they led on winning trajectories: a laser-sharp focus on per share value as opposed to earnings or sales growth; an exceptional talent for allocating capital and human resources; and the belief that cash flow, not reported earnings, determines a company’s long-term value.Drawing on years of research and experience, Thorndike tells eye-opening stories, extracting lessons and revealing a compelling alternative model for anyone interested in leading a company or investing in one—and reaping extraordinary returns.

    Not only do the authors reveal why the world is so completely screwed up, but they provide proven techniques for creative control of personal, social, and business problems. They analyze the reasons for human failure and tell how to achieve a state of well-being by avoiding that unwanted, ultimate promotion.Students of Freud, Potter, and Parkinson will be fascinated by this satirical examination of man's tendency to escalate himself to oblivion at his level of incompetence.

    Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment.According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.Previously published by MIT-CAES

    It's that simple. It will happen. Slowly, silently, and with little fanfare, organizations routinely drift from their purpose, and many never return to their original intent. Harvard and the YMCA are among those that no longer embrace the Christian principles on which they were founded. But they didn't drift off course overnight. Drift often happens in small and subtle ways. Left unchecked, it eventually becomes significant. Yet Mission Drift is not inevitable. Organizations such as Compassion International and InterVarsity have exhibited intentional, long-term commitment to Christ. Why do so many organizations--including churches--wander from their mission, while others remain Mission True? Can drift be prevented? In "Mission Drift," HOPE International executives Peter Greer and Chris Horst tackle these questions. They show how to determine whether your organization is in danger of drift, and they share the results of their research into Mission True and Mission Untrue organizations. Even if your organization is Mission True now, it's wise to look for ways to inoculate yourself against drift. You'll discover what you can do to prevent drift or get back on track and how to protect what matters most.

    Churches and individual Christians typically have faulty assumptions about the causes of poverty, resulting in the use of strategies that do considerable harm to poor people and themselves. Don't let this happen to you, your ministry or ministries you help fund! A must read for anyone who works with the poor or in missions, When Helping Hurts provides foundational concepts, clearly articulated general principles and relevant applications. The result is an effective and holistic ministry to the poor, not a truncated gospel."Initial thoughts" at the beginning of chapters and "reflection questions and excercises" at the end of chapters assist greatly in learning and applying the material. A situation is assessed for whether relief, rehabilitation, or development is the best response to a situation. Efforts are characterized by an "asset based" approach rather than a "needs based" approach. Short term mission efforts are addressed and economic development strategies appropriate for North American and international contexts are presented, including microenterprise development.Now with a new preface, a new foreword, and a new chapter to assist in the next steps of applying the book's principles to your situation, When Helping Hurts is a new classic!