Career Organization

Two distinguished scholars offer eight steps to help organizations discover and embrace an authentic higher purpose - something that will dramatically improve every aspect of any enterprise, including the bottom line. This iconoclastic audiobook will help any organization discover its authentic purpose and weave it into the fabric of everything it does, leading to unprecedented levels of personal satisfaction, service and product innovation, and economic growth.

In his new audiobook, The Heart-Led Leader, Spaulding turns his focus to ourselves - to who we are. Authentic leaders, Spaulding says, live and lead from the heart. The values and principles that guide our lives and shape our ability to lead others is far more important than our titles or our ability to crunch numbers or the impressive degrees we display on our walls. To effect true transformational change, heart-led leaders draw on the qualities of humility, vulnerability, transparency, empathy, and love.

A comprehensive guide to successful event management, this audiobook serves as a valuable resource for both beginners and seasoned professionals, equipping them with the tools needed to plan, execute, and evaluate memorable events. The guide takes listeners through a deep exploration of understanding their audience, conceptualizing resonant events, managing budgets, procuring vendors, effectively marketing, and embracing technology. It also emphasizes the power of networking and the importance of post-event evaluation for continuous improvement.

In The 24-Hour Rule and Other Secrets for Smarter Organizations, business consultant Adrienne Bellehumeur shows how her six steps of documentation can become your and your team’s new superpower.

With the explosion of social media, the competition for attention - and customers - is more intense than ever before. Standing out is not only more challenging than ever, it now has less of an impact on sustained growth. To be a lasting company, leader, or brand on a positive trajectory today, one must become iconic. Award-winning author and speaker Scott McKain examines what an iconic organization or leader is and helps you attain and retain that rare status. If your company has slipped in its standing, McKain teaches you how you can regain your position.

Who makes the important decisions in your organization? Strategy, product development, budgeting, compensation - such key decisions typically are made by company leaders. That's what bosses are for, right? But maybe the boss isn't the best person to make the call. That's the conclusion Dennis Bakke came to, and he used it to build AES into a Fortune 200 global power company with 27,000 people in 27 countries.

Welcome to the future of internet coordination. By now you’ve heard the buzz about Decentralized Autonomous Organizations (DAOs), and how they are going to redefine how we work and earn. But when you peel away the hype and tech jargon, what are they really? How do they operate, why do they...

Leading for Organisational Change is an intelligent and practical guide to the human side of merger integration and other organizational change. Building a clear sense of common purpose and then reinforcing it through storytelling can underpin the success of an integration or significant change program. Pulling together the best thinking from neuroscience, psychology, business, and her rich personal experience in 20 years of leading change projects in professional services organizations and other people-centered businesses, author Jennifer Emery presents a framework for change.

Mastering the Cube skillfully lays out proven organization design principles. Comparing today's complex organizations to a Rubik's Cube, the authors explain how focusing improvement efforts on just one or two facets of the organization is akin to concentrating on just one side of the cube. Doing so is bound to affect - and more likely jumble - the other areas needed to generate a healthy and sustainable organization. They advocate stepping back and taking a systems-wide, comprehensive view of change and bringing all elements into alignment with strategy.

Every team has a manager.... But not every team is lucky enough to have a true leader. Get ready to break the mold! Did you know that 82 percent of employees would consider quitting their job because of a bad boss? And it isn’t just that you don’t want to be a bad boss…. You don’t want to be a boss at all – you want to be a leader.

An innovator in contemporary thought on economic and political development looks here at decline rather than growth. Albert O. Hirschman makes a basic distinction between alternative ways of reacting to deterioration in business firms and, in general, to dissatisfaction with organizations: one, “exit,” is for the member to quit the organization or for the customer to switch to the competing product, and the other, “voice,” is for members or customers to agitate and exert influence for change “from within.”

Essential insights that get to the heart of who you want to be as a leader and help you identify the actions that will take you there. What is it that differentiates a good enough leader from a truly great one? In What Great Leaders Do, bestselling author Andy Stanley shares timeless and...

Neuroscience is revolutionizing our understanding of human psychology and behavior. By showing how to apply this new understanding to how you recruit, manage, and develop your people, Brann is enabling you to deliver a step change in organizational performance and individual achievement.

With irresistibly persuasive vigor, David Shenk debunks the long-standing notion of genetic “giftedness,” and presents dazzling new scientific research showing how greatness is in the reach of every individual. DNA does not make us who we are. “Forget everything you think you know about...

Trust is a nonnegotiable for high -erforming relationships and organizations. Yet trust is fragile, and 90 percent of the behaviors that break it are subtle, fleeting, and unintentional. Drs. Dennis and Michelle Reina have rewritten this third edition of their best-selling, award-winning book Trust and Betrayal in the Workplace to empower everyone at every level of responsibility--not just leaders--to build and sustain trust in their workplaces.

After a period of tremendous upheaval, it is necessary for organizations to transform alongside their employees and welcome new ways of working. While it is impossible to predict which changes will be successful, it is crucial for leaders to now ask: what should work look like to achieve productive, healthy, and safe organizations? In Brave New Workplace, Julian Barling argues that we should focus on creating environments in which employees can flourish, rather than relying on the resiliency of workers to withstand difficult working conditions.

New York Times bestselling author and award-winning educator Ron Clark applies his successful leadership principles to the business world in this effective and accessible guidebook, perfect for any manager looking to inspire and motivate his or her team. Includes a foreword by bestselling author...

We humans crave security. Yet, continual change and adaptation are the lifeblood of a company. Keeping an organization competitive and relevant means regular change, thus shattering the sense of security people have with their jobs and their livelihoods. It’s no wonder people resist change. No matter a global corporation or small business, change is often "done" to a voiceless workforce.

Are you getting a true picture of your company’s performance? The disturbing answer, for most senior managers and CFOs today, is no. The culprit? Current management accounting practices produce financial statements that are unnecessarily complex and confusing. As a result, most companies are run by executives who do not fully understand their own financial information. This explosive issue and its implications are fully explored in Real Numbers.

Whether you're the new kid in a cubicle, the boss in the executive suite, or self-employed, you have huge potential for greater productivity and fulfillment. Even very high performers in excellent organizations - large and small, for profit and nonprofit - report that 30 to 40 percent of their talent is untapped. Imagine what lies waiting for you.