Leadership isn't broken, but how it's currently being practiced certainly is. Everyone has blind spots. The purpose of Hacking Leadership is to equip leaders at every level with an actionable framework to identify blind spots and close leadership gaps. The bulk of the book is based on actionable, topical leadership and management hacks to bridge eleven gaps every business needs to cross in order to create a culture of leadership: leadership, purpose, future, mediocrity, culture, talent, knowledge, innovation, expectation, complexity, and failure. Each chapter:Gives readers specific techniques to identify, understand, and most importantly, implement individual, team and organizational leadership hacks. Addresses blind spots and leverage points most leaders and managers haven't thought about, which left unaddressed, will adversely impact growth, development, and performance. All leaders have blind-spots (gaps), which often go undetected for years or decades, and sadly, even when identified the methods for dealing with them are outdated and ineffective - they need to be hacked. Showcases case studies from the author's consulting practice, serving as a confidant with more than 150 public company CEOs. Some of those corporate clients include: AT&T, Bank of America, Deloitte, EMC, Humana, IBM, JP Morgan Chase, Merrill Lynch, PepsiCo, and other leading global brands. Hacking Leadership offers a fresh perspective that makes it easy for leaders to create a roadmap to identify, refine, develop, and achieve their leadership potential--and to create a more effective business that is financially solvent and professionally desirable.

    At Mach 2, the instrument panel of an F-15 is screaming out information, the horizon is a blur, the wingman is occupied, the jet is hanging on the edge -- and yet fighter pilots routinely handle the stress. It's not much different in today's unforgiving business world. One slipup and your company is bankrupt before your employees know what hit them.What works on the squadron level for F-15 pilots will also work for your marketing team, sales force, or research and development group. By analyzing the work environment and attacking its centers of gravity in parallel, you'll begin to utilize the Plan-Brief-Execute-Debrief-Win cycle that will rapidly impact your business's future success. U.S. fighter squadrons have been using this program for nearly fifty years to reduce their mistake rate, cut casualties and equipment losses, and rack up an envious victory record. Now, with Flawless Execution, your business can too.

    Leadership: A Practical Guide is packed with examples of famous leaders who achieved brilliant things against all odds.You’ll discover their ideas, strategies and tried and tested winning solutions, which can be applied to the opportunities and challenges that you face.So whether you’re starting from scratch as a new leader, needing to raise your game, or aiming to do what great leaders do and aim even higher, this practical yet inspirational guide will help you to perform at your very best.

    Instead, The 12 Week Year avoids the pitfalls and low productivity of annualized thinking. This book redefines your "year" to be 12 weeks long. In 12 weeks, there just isn't enough time to get complacent, and urgency increases and intensifies. The 12 Week Year creates focus and clarity on what matters most and a sense of urgency to do it now. In the end more of the important stuff gets done and the impact on results is profound.Explains how to leverage the power of a 12-week year to drive improved results in any area of your lifeOffers a how-to book for both individuals and organizations seeking to improve their execution effectivenessAuthors are leading experts on execution and implementation Turn your organization's idea of a year on its head, and speed your journey to success.©2013 Brian P. Moran and Michael Lennington (P)2014 Audible Inc.

    

    He has been passionate about personal development for over fifty years, and for the first time, he teaches everything he has gleaned about what it takes to reach our potential. In the way that only he can communicate, John teaches . . .The Law of the Mirror: You Must See Value in Yourself to Add Value to YourselfThe Law of Awareness: You Must Know Yourself to Grow YourselfThe Law of Modeling: It's Hard to Improve When You Have No One But Yourself to FollowThe Law of the Rubber Band: Growth Stops When You Lose the Tension Between Where You are and Where You Could BeThe Law of Contribution: Developing Yourself Enables You to Develop OthersThis third book in John Maxwell's Laws series (following the 2-million seller The 21 Irrefutable Laws of Leadership and The 17 Indisputable Laws of Teamwork) will help you become a lifelong learner whose potential keeps increasing and never gets "used up."

    With an emphasis on self assessments, "Developing Management Skills" gets readers involved in the learning experience, helping them connect the theories to their own lives. Further, this text focuses on developing the ten essential skills needed for success and gives readers tangible goals to work towards. Based on suggestions from reviewers, instructors, and students, a number of changes including new skill-assessments and cases, and updated research have been incorporated in the eighth edition. "

    Robert Holden is the creator of a unique program—called Success Intelligence—used worldwide by artists and writers, entrepreneurs and leaders, and also global companies and brands such as DOVE, the Body Shop, the BBC, and Virgin. This landmark book is an invaluable guide to genuine success and happiness.

    Every so often employees are sent to “Brainstorm Island”: an off-site replete with trendy lectures, creative workshops, and overenthusiastic facilitators. But once they return, it’s back to business as usual.Innovation experts Paddy Miller and Thomas Wedell-Wedellsborg suggest a better approach. They recommend that leaders at all levels become “innovation architects,” creating an ecosystem in which people engage in key innovation behaviors as part of their daily work.In short, this book is about getting to a state of “innovation as usual,” where regular employees—in jobs like finance, marketing, sales, or operations—make innovation happen in a way that’s both systemic and sustainable.Instead of organizing brainstorming sessions, idea jams, and off-sites that rarely result in success, leaders should guide their people in what the authors call the “5 + 1 keystone behaviors” of innovation: focus, connect, tweak, select, stealthstorm, (and the + 1) persist:• Focus beats freedom: Direct people to look only for ideas that matter to the business• Insight comes from the outside: Urge people to connect to new worlds• First ideas are flawed: Challenge people to tweak and reframe their initial ideas• Most ideas are bad ideas: Guide people to select the best ideas and discard the rest• Stealthstorming rules: Help people navigate the politics of innovation• Creativity is a choice: Motivate everyone to persist in the five keystone behaviorsUsing examples from a wide range of companies such as Pfizer, Index Ventures, Lonza, Go Travel, Prehype, DSM, and others, Innovation as Usual lights the way toward embedding creativity in the DNA of the workplace.So cancel that off-site. Instead, read Innovation as Usual—and put innovation at the core of your business.

    In the third edition of this text, all chapters are completely infused with additional content, updated examples, and new case studies. Like its predecessors, it identifies core strategies for preventing and resolving both intermittent and chronic conflicts in the workplace. In addition, the bookIncludes a new foreword by Warren Bennis, which represents his most recent thinking about judgment calls and candid communications in the workplace Presents new chapters on leadership and transformational conflict coaching, and organizational systems design This definitive and comprehensive work provides a handy guide for managers, employees, union representatives, human resource experts, and consultants seeking to maintain stable and productive workplaces.

    It explains how to set clear expectations and focus on the endpoint as opposed to managing the process that gets you there. With eyes set on getting rid of distractions, long meetings, and unnecessary updates, this book offers quick, everyday strategies to experience huge increases in productivity (without adding resources) and dramatic drops in turnover.Authors Ressler and Thompson began their work together at Best Buy where they are credited with revolutionizing the workplace Reframes thinking away from counting on general availability (Where's Bob?) to creating clear expectations (Does Bob know exactly what's expected of him?) Explains how to reduce the number of meetings while increasing their quality Shows how to eliminate scheduled events in order to increase critical thinking and improve communication ROWE is a bold, cultural transformation that permeates the attitudes and operating style of an entire workplace, leveling the playing field and giving people complete autonomy--to manage their measurable results using adult common sense.

    Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive.He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.

    Most leaders need reminding everyday that with their privileges comes responsibility and obligation. If any young man or woman seeking to become a leader and not a manager only reads one book on leadership, let it be this one!

     In this new edition, Management, 9e has been extensively revised with a sincere commitment to help instructors teach and students learn in today's complex and globally competitive environment. The subject matter has been carefully chosen to meet AACSB accreditation guidelines while allowing extensive flexibility to fit various course designs and sizes. Along with updates of core material, Management, 9e offers a number of changes in the organization, content, and design that respond to current themes and developments in the theory and practice of management.

    The better news is that by celebrating the inner strengths and uniqueness of being an "innie" THE INTROVERT ADVANTAGE shows introverts, and the extroverts who love them, how to work with instead of against their temperament to enjoy a well-lived life. Covering relationships, parenting - including parenting the introverted child - socialising, and the workplace, here are coping strategies, tactics for managing energy, and hundreds of valuable tips for not only surviving but truly thriving in an extrovert world.