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Co-Active Coaching
by Laura Whitworth , Henry Kimsey-House , Phil Sandahl |
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Co-Active Coaching offers a comprehensive view of the practice of coaching features instructive coaching examples, professional skill-building exercises, coaching tips and traps, coaching dialogues, and a coach’s toolkit containing worksheets, exercises, and forms to use with clients.
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Coaching That Counts
by Dianna Anderson and Merrill Anderson |
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The authors of Coaching That Counts have written a practical, readable guide for developing, delivering, and evaluating high-value leadership coaching. Coaching That Counts combines insights and practical experience about how to achieve transformational change through the strategic application and evaluation of leadership coaching.
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The Radical Leap: A Personal Lesson In Extreme Leadership
by Steve Farber |
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The business world is ready for an entirely new approach to leadership. Steve Farber has written the perfect book to energize business leaders and help them make the leap into extreme leadership. In fact, taking a giant "L.E.A.P." forward is exactly what Farber prescribes. What exactly is an extreme leader? One who cultivates love, generates energy, inspires audacity, and provides proof. In his exciting and innovative new business parable, The Radical Leap, Farber explores an entirely new leadership model, one in which leaders are not afraid to take risks, make mistakes in front of employees, or actively solicit employee feedback. His book dispenses with the typical, tired notions of what it means to be a leader. Farber, former Vice President and Official Mouthpiece of the Tom Peters Company, has written a business parable like no other, filled with vivid, fully realized, and eccentric characters, crazy plot twists, honest and believable conversations about leadership, and most importantly, an innovative program for leaders to inspire and engage their companies. In The Radical Leap, we meet Steve, a leadership consultant who is intrigued and challenged by an enigmatic man named Edg, from whom he learns the concept of L.E.A.P. Steve is then asked to help a friend, Janice, overcome conflicts at the biotech company where she works and bring back the company's inspiring former CEO. The company is revitalized, having undergone a radical and successful transformation.
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Taming Your Gremlin
by Rick Carson
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This is a completely updated edition of the 1983 classic that introduced a powerful method for gaining freedom from self-defeating behaviors and beliefs. Rick Carson, creator of the renowned Gremlin-Taming™ Method, has revised the book to include fresh interactive activities, real-life vignettes we can all identify with, and new loathsome gremlins ripe for taming. Carson blends his laid-back style, Taoist wisdom, the Zen Theory of Change, and sound psychology in an easy-to-understand, unique, and practical system for banishing the nemesis within.
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The Tipping Point: How Little Things Can Make a Big Difference
by Malcolm Gladwell
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Ideas are infectious, and sometimes evolve into full-blown epidemics. In his first book, New Yorker staff writer Malcolm Gladwell explores the elements of these epidemics, and finds three common characteristics: contagiousness, the fact that little causes can have big effects, and that change happens, not gradually, but at one dramatic moment. The Tipping Point is the name given to that special moment when everything can change, all at once. It is governed by three rules: the law of the few, the stickiness factor, and the power of context. The book is about taking these concepts, and helping the reader learn how to apply them in puzzling situations, whether it's marketing, teen-age smoking, social, or product epidemics. The book's greatest power, however, is in its delivery. Gladwell takes complex material, and presents it in a simple and natural way, allowing readers to apply his concepts into their own experiences. What is the tipping point for change in organizations? What is the tipping point for each of us in our individual growth? How can we really become conscience of these principals, these rules, as they relate to what creates very quick, monumental change in our world today?
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Blink: The Power of Thinking Without Thinking
by Malcolm Gladwell
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Blink is about the first two seconds of looking--the decisive glance that knows in an instant. Gladwell, the best-selling author of The Tipping Point, campaigns for snap judgments and mind reading with a gift for translating research into splendid storytelling. Building his case with scenes from a marriage, heart attack triage, speed dating, choking on the golf course, selling cars, and military maneuvers, he persuades readers to think small and focus on the meaning of "thin slices" of behavior. The key is to rely on our "adaptive unconscious"--a 24/7 mental valet--that provides us with instant and sophisticated information to warn of danger, read a stranger, or react to a new idea.
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The 8th Habit: From Effectiveness to Greatness
by Stephen R. Covey
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In the more than fifteen years since its publication, the classic The 7 Habits of Highly Effective People has become an international phenomenon with over fifteen million copies sold. Tens of millions of people in business, government, schools, and families, and, most important, as individuals have dramatically improved their lives and organizations by applying the principles of Stephen R. Covey's classic book. Covey's new book will transform the way we think about ourselves and our purpose in life, about our organizations, and about humankind. Just as The 7 Habits of Highly Effective People helped us focus on effectiveness, The 8th Habit shows us the way to greatness.
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Built to Last: Successful Habits of Visionary Companies
by James C. Collins and Jerry I. Porras
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Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long - lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day - as start-ups, as midsize companies, and as large corporations.
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The E Myth Revisited: Why Most Small Businesses Don't Work and What to Do About It
by Michael E. Gerber
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An instant classic, this revised and updated edition of the phenomenal bestseller dispels the myths about starting your own business. Small business consultant and author Michael E. Gerber, with sharp insight gained from years of experience, points out how common assumptions, expectations, and even technical expertise can get in the way of running a successful business.
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Enlightened Leadership
by Ed Oakley and Doug Krug
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Being able to change to keep pace with a rapidly changing world is the key to business success in the '90s. Enlightened Leadership is a practical, hands-on guide to breaking through the barriers to organizational change. Doug Krug and Ed Oakley show why most efforts at change fail - and they provide leaders with proven methods for getting their people moving in the right direction.
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Even Angles Need a Push
by David McNally
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Maximize your creative potential. Find success with dignity. Deal with personal crises. Discover your answers in the book that will forever change the way you feel about your work, your dreams, and yourself, as it helps put your own personal powers to work.
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Execution: The Discipline of Getting Things Done
By Larry Bossidy and Ram Charan
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Disciplines like strategy, leadership development, and innovation are the sexier aspects of being at the helm of a successful business; actually getting things done never seems quite as glamorous. But as Larry Bossidy and Ram Charan demonstrate in Execution, the ultimate difference between a company and its competitor is, in fact, the ability to execute.
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Leadership and Self-Deception
by The Arbinger Institute
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Leadership and Self-Deception shows how most personal and organizational problems are the result of a little-known problem called “self-deception.” Through an entertaining and highly instructive story, Leadership and Self-Deception shows what self-deception is, how people get trapped in it, how it undermines personal achievment and organizational performance, and – most importantly – the surprising way to solve it.
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Leaders: Strategies for Taking Charge
by Warren Bennis and Burt Nanus
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In this illuminating study of corporate America's most critical issue - leadership - world-renowned leadership guru Warren Bennis and his co-author Burt Nanus reveal the four key principles every manager should know: Attention Through Vision, Meaning Through Communication, Trust Through Positioning, and The Deployment of Self.
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The Leadership Challenge
by James M. Kouzes and Barry Z. Posner
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Building on the knowledge base of their previous books, the third edition of The Leadership Challenge is grounded in extensive research and based on interviews with all kinds of leaders at all levels in public and private organizations from around the world. In this edition, the authors emphasize that the fundamentals of leadership are the same today as they were in the 1980s, and as they've probably been for centuries. In that sense, nothing's new. Leadership is not a fad. While the content of leadership has not changed, the context has - and in some cases, changed dramatically.
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The Seven Principles for Making Marriage Work: A Practical Guide from the Country's Foremost Relationship Expert
by John M. Gottman , PH.D. , and Nan Silver
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John Gottman has revolutionized the study of marriage by using rigorous scientific procedures to observe the habits of married couples in unprecedented detail over many years. Here is the culmination of his life's work: the seven principles that guide couples on the path toward a harmonious and long-lasting relationship. Packed with practical questionnaires and exercises, The Seven Principles for Making Marriage Work is the definitive guide for anyone who wants their relationship to attain its highest potential.
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Effectively managing personnel--as well as one's own behavior--is an extraordinarily complex task that, not surprisingly, has been the subject of countless books touting what each claims is the true path to success. That said, Marcus Buckingham and Donald O. Clifton's Now, Discover Your Strengths does indeed propose a unique approach: focusing on enhancing people's strengths rather than eliminating their weaknesses. Following up on the coauthors' popular previous book, First, Break All the Rules, it fully describes 34 positive personality themes the two have formulated (such as Achiever, Developer, Learner, and Maximizer) and explains how to build a "strengths-based organization" by capitalizing on the fact that such traits are already present among those within it.
Most original and potentially most revealing, however, is a Web-based interactive component that allows readers to complete a questionnaire developed by the Gallup Organization and instantly discover their own top-five inborn talents. This device provides a personalized window into the authors' management philosophy which, coupled with subsequent advice, places their suggestions into the kind of practical context that's missing from most similar tomes. "You can't lead a strengths revolution if you don't know how to find, name and develop your own," write Buckingham and Clifton. Their book encourages such introspection while providing knowledgeable guidance for applying its lessons.
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In business, politics, marriage, indeed in any significant relationship, trust is the essential precondition upon which all real success depends. But what, precisely, is trust? How can it be achieved and sustained? And, most importantly, how can it be regained once it has been broken?
In Building Trust, Robert C. Solomon and Fernando Flores offer compelling answers to these questions. They argue that trust is not something that simply exists from the beginning, something we can assume or take for granted; that it is not a static quality or "social glue." Instead, they assert that
trust is an emotional skill, an active and dynamic part of our lives that we build and sustain with our promises and commitments, our emotions and integrity. In looking closely at the effects of mistrust, such as insidious office politics that can sabotage a company's efficiency, Solomon and Flores
demonstrate how to move from trust that is easily shattered to an authentic trust that is sophisticated, reflective, and possible to renew. As the global economy makes us more and more reliant on "strangers," and as our political and personal interactions become more complex, Building
Trust offers invaluable insight into a vital aspect of human relationships.
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When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation badly and suffer the consequences; or read Crucial Conversations and discover how to communicate best when it matters most. This wise and witty guide gives you the tools you need to step up to life's most difficult and important conversations, say what's on your mind, and achieve positive outcomes that will amaze you.
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A proven tool for sharpening one's competitive edge, today's leading organizations have seized on the concept of transparency as the key to gaining the confidence of investors, employees, and customers--and gaining profits. In The Transparency Edge, leadership expert Barbara Pagano demonstrates that transparency is more than an excellent policy--it is a powerful management skill that managers can learn and use to make themselves and their organizations more competitive. Presenting the nine behaviors that every successful leader uses to gain a transparency edge, Pagano shows readers how to use these techniques to build loyalty, gain trust, and establish an impeccable reputation for integrity. She also shows how this nothing-to-hide approach enables organizations and their leaders to: Make decisions more efficiently and execute them more effectively Speed up operations Identify problems sooner and solve them faster Build trust and collaboration within the organization Establish a higher level of credibility.
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The concept of transparency in today's instant-access global business environment is as fluid and flexible as business itself. What is Transparency? provides you with an impartial look at this increasingly vital imperative, along with guidelines for understanding and practicing transparency in business, government, and more.
Far-reaching in its coverage yet specific and hands-on in its approach, this latest addition to McGraw-Hill's popular What is... series will give you a firm foundation of knowledge in just a single evening's reading. Today's most proactive organizations are realizing the necessity of adopting a top-to-bottom attitude of total transparency. What is Transparency? explains how to turn the act of full disclosure from a negative into a positive, and outlines ways in which organizations can use transparency as a competitive advantage--and a powerful driver of shareholder value.
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There was a time when IQ was considered the leading determinant of success. In this fascinating book, based on brain and behavioral research, Daniel Goleman argues that our IQ-idolizing view of intelligence is far too narrow. Instead, Goleman makes the case for "emotional intelligence" being the strongest indicator of human success. He defines emotional intelligence in terms of self-awareness, altruism, personal motivation, empathy, and the ability to love and be loved by friends, partners, and family members. People who possess high emotional intelligence are the people who truly succeed in work as well as play, building flourishing careers and lasting, meaningful relationships. Because emotional intelligence isn't fixed at birth, Goleman outlines how adults as well as parents of young children can sow the seeds.
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With real-life anecdotes of EI factors interacting at work, home, and in social situations, this book defines EI, demonstrates new evidence on its importance, provides useful steps to improve it, and enables readers to begin the process of change at their own pace. Steven J. Stein, Ph.D., is a clinical psychologist and the founder and president of Multi-Health Systems, Inc. (MHS), a leading psychological test publishing company. He is a past president of the Ontario Psychological Association and an assistant professor of psychiatry at the University of Toronto. An organizational consultant and psychiatrist, Howard E. Book, M.D., is a founding member of Associates in Workplace Consultation; a former board member of the International Society of Psychoanalytic Study of Organizations; a member of the Family Firm Institute; and an associate professor in the departments of psychiatry and health administration at the University of Toronto.
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Business leaders who maintain that emotions are best kept out of the work environment do so at their organization's peril. Bestselling author Daniel Goleman's theories on emotional intelligence (EI) have radically altered common understanding of what "being smart" entails, and in Primal Leadership, he and his coauthors present the case for cultivating emotionally intelligent leaders. Since the actions of the leader apparently account for up to 70 percent of employees' perception of the climate of their organization, Goleman and his team emphasize the importance of developing what they term "resonant leadership." Focusing on the four domains of emotional intelligence--self-awareness, self-management, social awareness, and relationship management--they explore what contributes to and detracts from resonant leadership, and how the development of these four EI competencies spawns different leadership styles. The best leaders maintain a style repertoire, switching easily between "visionary," "coaching," "affiliative," and "democratic," and making rare use of less effective "pace-setting" and "commanding" styles. The authors' discussion of these methods is informed by research on the workplace climates engendered by the leadership styles of more than 3,870 executives. Indeed, the experiences of leaders in a wide range of work environments lend real-life examples to much of the advice Goleman et al. offer, from developing the motivation to change and creating an improvement plan based on learning rather than performance outcomes, to experimenting with new behaviors and nurturing supportive relationships that encourage change and growth. The book's final section takes the personal process of developing resonant leadership and applies it to the entire organizational culture.
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Robert E. Quinn has written a survival manual for anyone trying to stay afloat in a constantly changing organization. Through a series of stories, Quinn offers a new path that will help people in the trenches of today's modern organizations move beyond daily struggles into a position of peace, power, freedom and influence. Deep Change explores the process of internally driven leadership, where the most important skill is to "know thyself." It is not only about change - management but also a new way of thinking about change and how it affects our lives. The author inspires readers to discover new ways of seeing and responding; allowing them to see themselves and their organizations in new and more productive ways.
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In this clinical study cum management guide, psychologist and business lecturer Conner discusses change as an inevitable, often disorienting element of the modern worker's business life. Citing the dysfunction likely to occur among employees facing corporate-merger upheavals or new high-tech equipment, he defines "resilience" as essential to viewing change as an "understandable and manageable process." Conner charts a system of "support patterns" for achieving transitions at "appropriate" speed.
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In Leading Change, John Kotter examines the efforts of more than 100 companies to remake themselves into better competitors. He identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalition, developing a vision and strategy, communicating the change vision, empowering others to act, creating short-term wins, consolidating gains and producing even more change, and institutionalizing new approaches in the future. This highly personal book reveals what John Kotter has seen, heard, experienced, and concluded in 25 years of working with companies to create lasting transformation.
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Rethinking the Sales Force: Redefining Selling to Create and Capture Customer Value
by Neil Rackham and John De Vincentis
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In today's markets, success no longer depends on communicating the value of products or services. It rests on the crucial ability to create value for customers. Sales forces need to retool current strategies by recognizing the customer's dominant power in today's economy and what that means for those who sell. Capitalizing on research into the practices of cutting edge companies, the authors show how the successful sales force breaks away from traditional thinking and transforms themselves into complex business processes with multiple sales approaches and selling models that meet the demands of today's sophisticated customers.
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Spin Selling
by Neil Rackham
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The Huthwaite Corporation’s 12-year, $1 million research into effective sales performance – published here for the first time in the United States – is the best-documented account of sales success ever collected. It has resulted in the unique sales strategy, SPIN – Situation, Problem, Implication, Need-payoff. The SPIN strategy is already used by many of the world’s top sales forces.
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Smart Salespeople Sometimes Wear Plaid
by Barry Graham Munro
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Whether you are a novice salesperson or a veteran, you want the best possible advice to achieve sales success. Smart Salespeople Sometimes Wear Plaid offers you exactly that. With a fresh style and a “tell it like it is” approach, this essential guide goes beyond the normal business success book to reveal the tools you need and how best to implement them.
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