Leadership Problems

The ability to make sound and timely decisions is the mark of a good leader. But when leaders with otherwise strong track records suddenly begin making poor decisions - as seen in the recent corporate scandals that rocked the business world - the impact can be widespread. In The Stress Effect, leadership expert Henry L. Thompson argues that stress is often the real culprit behind this leadership failure.

Unleashing your humble alpha is the key factor to unlocking profound leadership, unshakable confidence, clarity of purpose, and the quality of life you dream of. It’s a natural power created by you when in alignment that supercharges your ability to take massive charge in business and life so you can stop grappling for power, failing to motivate staff, or struggling in your relationships. It’s the momentum you’ve been searching for.

A vital blueprint for organizations that want to thrive in the competitive fray, Business Analytics for Managers presents a sustainable business analytics (BA) model focusing on the interaction of IT technology, strategy, business processes, and a broad spectrum of human competencies and organizational circumstances.

Author Nigel Cumberland distills all the wisdom and knowledge of a lifetime of starting and selling businesses and coaching hundreds of wealthy leaders into 100 short chapters of advice on building and retaining sustainable wealth. Every chapter features a habit, mindset, or technique that’s common to wealthy people and instructions for how to use them in your own life. 100 Things Millionaires Do unpacks the habits, tools, techniques, and mentality of self-made millionaires and shows you how to begin your own journey to a wealthy future.

A "brilliant, fun, and wise" (Cass R. Sunstein) tour of nine common business decision-making traps - and practical tools for avoiding them - from a professor of strategic thinking.

With Peter Drucker's five essential questions and the help of five of today's thought leaders, this little book will challenge readers to take a close look at the very heart of their organizations and what drives them. A tool for self-assessment and transformation, answering these five questions will fundamentally change the way you work, helping you lead your organization to an exceptional level of performance.

Jobs to Be Done gives you a clear-cut framework for thinking about your business, outlines a road map for discovering new markets, new products, and new services, and helps you generate creative opportunities to innovate your way to success.

Preeminent leadership scholar Linda Hill, along with former Pixar tech wizard Greg Brandeau, MIT researcher Emily Truelove, and Being the Boss coauthor Kent Lineback, found among leaders a widely shared, and mistaken, assumption: that a "good" leader in all other respects would also be an effective leader of innovation. The truth is, leading innovation takes a distinctive kind of leadership, one that unleashes and harnesses the "collective genius" of the people in the organization.

This groundbreaking audiobook includes the same material used by leaders and employees of Koch companies to apply Marker-Based Management (MBM) to get results. Koch outlines this unique management methodology, developed and implemented by Koch Industries, which has experienced 2,000-fold growth since 1967. MBM is a scientific approach to management that integrates theory and practice while providing a framework for dealing with the ongoing challenges of growth and change.

How to Stop Yourself Before You Make Another Costly Decision - No one intentionally makes bad decisions. Yet we make them all the time. In fact, some of the worst disasters in recent history - the collapse of major investment banks, the global financial meltdown - were the result of seemingly reasonable decisions made by a lot of smart people. How does this happen? Michael J. Mauboussin argues that the correct process for deciding well - especially when the stakes are high - conflicts with how our minds naturally work.

Much of our business thinking is shaped by delusions that distort our understanding of the real reasons for a company's performance. The most pervasive delusion is the Halo Effect. When a company's sales and profits are up, people often conclude that it has a brilliant strategy, a visionary leader, capable employees, and a superb corporate culture. When performance falters, they conclude the opposite. In fact, little may have changed.

This program is read by the author. It also includes a bonus conversation between the author and Amnon Levav, cofounder and chief innovation officer at Systematic Inventive Thinking, and an additional conversation with the author and Bob Johnston, founder and managing associate at the Strategy...

How much do misunderstandings, miscommunications, and other errors cost us? Can we eliminate dangerous & expensive errors in our workplaces? Why don’t people follow #$&@%! procedures? Can we improve reliability, safety, and trust together? How do successful teams around the world actually do this? In this book, you’ll get practical answers you can apply immediately plus eye-opening insights you can explore for years to come. Explore these seven key steps used by: pilots, firefighters, military paratroopers, nurses, electric power lineworkers & other high-reliability experts across the globe

The traditional attitude toward creativity in the American business world is to "think outside the box": to brainstorm without restraint in hopes of coming up with a breakthrough idea, often in moments of crisis. Sometimes it works, but it’s a problem-specific solution that does nothing to engender creative thinking more generally. Inside the Box demonstrates Systematic Inventive Thinking (SIT), a method that systemizes creativity as part of the corporate culture. SIT requires thinking "inside the box", working in one’s familiar world to create new ideas independent of specific problems.

If you read (or listen to) nothing else on inspiring and executing innovation, listen to these ten articles. We've combed through hundreds of articles in the Harvard Business Review archive and selected the most important ones to help you innovate effectively.

Are you new to TRIZ and looking for an easy-to-follow guide on how you can use it to enhance your company's creativity, innovation, and problem-solving abilities? Look no further! Written in plain English and packed with tons of accessible and easy-to-follow instruction, TRIZ for Dummies shows you how to use this powerful toolkit to discover all the ways of solving a problem, uncover new concepts, and identify previously unseen routes for new product development.

Not all heroes wear capes. You might not think of yourself as a hero, but every time you create value for others, you're benefiting people and making life easier or better for them in some way. The question is, "Who do you want to be a hero to?" By identifying the key audience you want to create value for, you focus yourself on the most crucial people in your life, helping them to grow their capabilities - and growing your own as well.

In Friend and Foe, researchers Galinsky and Schweitzer explain why this debate misses the mark. Rather than being hardwired to compete or cooperate, humans have evolved to do both. It is only by learning how to strike the right balance between these two forces that we can improve our long-term relationships and get more of what we want.

This book adds examples from over twenty years of experience by Dr. Liker in working with companies outside of Toyota. This audiobook treats you as a student who will be actively engaged in developing lean leader skills as you read. It acts as a tutorial for beginning the journey!

Negotiation has always been at the heart of solving problems at work. Yet today, when people in organizations are asked to do more with less, be responsive 24/7, and manage in rapidly changing environments, negotiation is more essential than ever. What has been missed in much of the literature of the past 30 years is that negotiations in organizations always take place within a context - of organizational culture, of prior negotiations, of power relationships - that dictates which issues are negotiable and by whom.