Showing 33–48 of 74 results
Mentoring differs from instruction, teaching, and coaching in that it emphasizes not talents and skills used in executing a project, but the qualities and values of life that are needed to sustain oneself in the creative endeavor. In Leader Mentoring, Shenkman makes the case for leader mentoring. No mentors, no leaders, he says. For any executive who wants to succeed, mentoring shows how to shape your life so that you can step into larger challenges and risks to accomplish something greater than you ever have before.
Praise for Leading the High-Energy Culture
“If you’re looking for a step-by-step guide on how to become a high-energy leader, you’ve found it here!”
–Tom Croston, Vice President/General Manager of Corporate Shared Services, Gap, Inc.
“Whether its business, sports, or even parenting, successful leaders share one thing in common–high energy! David is right; it can be developed. I find it unique for someone to identify the truly key elements of leadership. David has done this in a way that fosters success in these endeavors as well as those of family, church, and community.”
–Pat Williams, Senior Vice President, Orlando Magic, and author of Leadership Excellence
“Jack Welch identified ‘energy’ as one of the critical characteristics he looked for in effective leaders but never talked about how they develop it. David Casullo’s book provides the road map for how to harness your own energy while energizing those around you. Every leader can increase their effectiveness by implementing the ideas he presents.”
–Patrick M. Wright, William J. Conaty GE Professor of Strategic Human Resources in the ILR School (Industrial and Labor Relations), Cornell University
Leaders and managers today are experiencing an “energy crisis” resulting from the failure to engage and inspire their people. Yet, a handful of leaders have found an endless supply of energy to fuel their organizations. They’re the ones who attract the top talent, the most loyal customers, and the public’s imagination. They’re leaders like Zappos’s Tony Hsieh and the late Steve Jobs, who’ve built cultures energized at every level to innovate, grow, and succeed. Leading the High-Energy Culture: What the Best CEOs Do to Create an Atmosphere Where Employees Flourish is the handbook to powering this kind of workplace with the energy that your workforce already possesses.
A change this big starts at the top. David Casullo, a leadership authority and strategic consultant to businesses large and small, explains the steps for establishing an authentic leadership presence based on your powerful personal truths. Then he shares the secrets for how to communicate your vision in order to create a sense of purpose throughout your organization and beyond, thereby spreading excitement to consumers, investors, and the media. Using his own experience, research, and demonstrated results from the leadership development program that he developed while helping transform Raymour & Flanigan from a small regional company to a billion-dollar furniture retail giant, Casullo outlines the specific steps that let you discover and unlock the latent energy in your team.
Casullo organizes these practices into 10 simple principles, each illustrated and reinforced with firsthand client interviews; real-world examples from businesses such as Ford, FedEx, and GE; and thought-provoking interactive exercises. These principles illuminate the path to creating real employee engagement by giving you an actionable model to:
Leading the High-Energy Culture uses methods proven to generate results. Beyond the bottom line, however, it will reignite your own commitment and passion by giving you a fresh perspective on how to become an energized leader of a charged-up organization.
We live in an exciting time. Technology, globalization and demographic shifts provide new potential for personal and business success. Yet, research tells that only 30% of our attempts to implement change succeed amid the turbulence we encounter both within and outside today’s organizations. We need new ways of thinking and doing if we are to turn potential into performance. Managing at the Leading Edge provides a new evidence-based roadmap for leadership success in a dynamic context.
Managing at the Leading Edge highlights lessons from the navigation and piloting practices used in high performing sailing. In the contemporary “white water” business environment, as at sea, achieving goals requires choosing a destination amidst uncertainty, adjusting to continually shifting conditions, converting the push and pull of environmental forces into momentum and using different skills at different times to negotiate hazards and achieve success.
Easy-to-grasp and recall, this book proposes a framework of leadership with a dual focus on navigating and piloting. This framework is supported by new evidence-based insights about personal and organizational high performance. Systematic comparisons of high performing leaders and organizations with leaders and organizations that have not yet achieved this distinction illustrate how the principles of navigation and piloting apply. This research featured surveys of over 1,000 senior and mid-level leaders, the results of over a 100 interviews and the author’s extensive consultation experience with a host of leaders and organizations.
Through case studies, discussion of relevant research, practical tools and templates, Managing at the Leading Edge will help you learn:
• The critical tasks of leader navigating and piloting that lead to successful business change
• Leadership skills through which the critical tasks of navigating and piloting are successfully executed including accountability, influence, problem solving agility and engagement
• Strategies and tactics for managing points along a strategic initiative’s leading edge through with resistance to change is converted into momentum and progress
• The critical hand-offs between the navigating and piloting functions and these functions drive change at the leading edge as synchronized system of high performance leadership
• Leadership practices that create organizational high performance
Armed with leadership capabilities of high performance navigating and piloting you will be able to recognize and act on opportunities for enhanced leadership impact and achieve results that matter for you, your peers and your organization.
Here s the first book written specifically to help medical device and software engineers, QA and compliance professionals, and corporate business managers better understand and implement critical verification and validation processes for medical device software.
Offering you a much broader, higher-level picture than other books in this field, this book helps you think critically about software validation — to build confidence in your software s safety and effectiveness. The book presents validation activities for each phase of the development lifecycle and shows: why these activities are important and add value; how to undertake them; and what outputs need to be created to document the validation process.
From software embedded within medical devices, to software that performs as a medical device itself, this comprehensive book explains how properly handled validation throughout the development lifecycle can help bring medical devices to completion sooner, at higher quality, and in compliance with regulations. Additionally, an entire part of the book is devoted to the validation of software that automates any part of a manufacturer s quality system and is regulated by 21 CFR 820.70(i).
DVD Included! Contains a collection of FDA regulations and guidance documents related to software in the medical device industry, valuable sample forms and templates, and supplemental figures that support key topics covered in the book.
“An exciting read, you won’t want to put Motivate Like a CEO down until you’ve mastered all of its secrets!”
Marshall Goldsmith, New York Times bestselling author of What Got You Here Won’t Get You There
“Motivated leaders are rare, yet everyone seeks to become one. The greatness of this book is that it breaks down the process by giving you the ideas and the tools to motivate and inspire yourself first, and then others second. If you’re in a leadership position or hoping to get to the next level, make the decision to buy this book, study this book, and put it into practice.”
-Jeffrey Gitomer, author of The Little Red Book of Selling
The most successful leaders seem to possess a remarkable gift for inspiring and motivating people. They are not only hard workers who possess great business minds; they rally others to drive forward with a powerful, common vision. Motivate Like a CEO demonstrates how leaders at every level can develop this skill and use it to bring their teams together around a common purpose.
In this follow-up to her bestselling Speak Like a CEO, Suzanne Bates explains how you can become a powerful force of influence within your organization and position your company for greatness. You’ll learn how to translate simple, effective concepts into brilliant execution; get people working together on the highest priorities; and align warring factions to channel energy into the efforts that make your company profitable.
Inside, you’ll discover secrets to generate excitement all the way down the line to achieve superior results. Real-world stories of leaders who have transformed their organizations will inspire you to move your own organization to a position of strength. And, you’ll find helpful, easy-to-follow advice on how to communicate in a way that inspires people to act.
Motivate Like a CEO teaches you how to:
Even a well-positioned, strategically sound company will fail if its messages and focus are not clear. Successful leaders must be able to move the strategic plan from words on paper into the hearts and minds of the people who make it happen.
Motivate Like a CEO can help you significantly improve bottom line results, create a happier, more unified team of people, and allow you to leave a legacy of leadership.
We are surrounded by strangers—the people next to us on the bus, those we interact with for a moment in the store, taxi drivers, front-desk employees, people we meet at the gym, doctors, and so on. Though we often don’t realize it in the moment, we can learn something from every single one of these people.
Based on author Karen Friedman’s long-running column in the Philadelphia Business Journal, Perspective on People, Ordinary People: Extraordinary Lessons is a compilation of anecdotal lessons from everyday life. From hilarious to heartfelt, entertaining to enlightening, each story portrays a unique challenge and reveals a new perspective on how to overcome obstacles and create more meaningful interactions with others.
At life’s every turn, people deal with issues of love and loyalty, staying true to one’s values, and navigating difficult situations. Their different perspectives can change the way we see everyday moments and help us improve our own communication skills.
This astute take on life and people around us provides vital leadership lessons for personal empowerment and better relationships.
Ask leaders what their biggest challenge is, and they’re likely to say: “It’s the people part of the job . . . the soft stuff . . . the so-called intangibles.” Otherwise Engaged shines a bright light on the cause of this challenge: a fundamental misunderstanding of the true nature of intangibles, like engagement, empowerment, respect. The book focuses on the too-often overlooked first step in any such effort: How to stop doing the things that cause people to dis-engage. Once you gain a better, deeper understanding of the true nature of the intangibles, you’ll discover that you already know what to do in order to be more effective in this domain.
Through a story told in a light, humorous style, the author helps you discover what the problem is. You’ll learn why good faith efforts to promulgate values throughout an organization can be ineffectual and, in some cases, even damaging. In the process, you’ll develop a felt need to challenge the assumptions under which you’ve been working and to become more open to the possibility of considering a different way.
Nominated for The Book Review Company’s 2016 Leadership Book of the Year.
“Get inspired to hold onto your business dream and keep heading upward Parallel Peaks: Business Insights While Climbing the World s Highest Mountains By John McQuaig This book ties together eight common elements of mountaineering and business management that make the crucial difference between success and failure in either endeavor. John McQuaig is uniquely qualified to write this book. He co-founded a bank, served as its chairman of the board and watched it grow to more than $250 million in assets. He also has climbed many mountains and is one the few people who successfully climbed Mount Kilimanjaro. He challenges and motivates readers to think about eight key questions as they go to the summit: · Vision: What is yours and where is your summit? · SWOT analysis: What strengths can you capitalize on, what weaknesses are holding you back and what threats and opportunities are ahead? · Planning and preparation: How well have you planned and prepared? Do you have the right tools and assets? · Your own story writing: Are you willing to keep your possibilities open and write your own story? Can you take constructive advice? · A supportive team: Do members work together? Are there any weak players? · An experienced guide: Do you have a coach or mentor to guide you? · Taking it one step at a time: Do you have performance indicators and metrics in place? · Luck: Are you prepared to capitalize on good luck and counter the effects of bad luck?
Several years ago, cardiologist Bob Carey, M.D., decided he wanted his grandchildren to understand how much he had learned over his 56-year career not from his colleagues or from medical school but from his patients and their caregivers. “I wanted to share their kindness and courage,” he explains. “I wanted to write stories about my patients so my 12 grandchildren could learn from them as I had.” His daughter shared what he had written to an author who encouraged Bob to realize a book. Now Dr. Carey’s dream has finally come true! “Patients Teach a Doctor About Life and Death: Tales from Fifty-Six Years of Practicing” is a compendium of detailed and inspiring personal vignettes culled from Bob’s experiences over half a century. Beginning with his early years at Boston University Medical School’s main teaching hospital (now called Boston Medical Center) in the early 1950s, Bob’s book recounts the story of his treating his very first patient, Gladys: “a tall lady with enlarged lymph nodes in her neck” originally diagnosed with Hodgkin’s disease. Though ultimately dying from heart disease and kidney failure, Gladys remained Bob’s patient for nearly two decades, teaching Bob that “one can never be absolutely certain of a person’s ultimate prognosis.” This lesson stayed with him throughout his many years of practice. After the initial introduction, “Patients Teach a Doctor About Life and Death” is divided into sections that describe his years in medical school, his military service in Okinawa, his years of medical residency as well as private practice, family experiences, time in China and extensive pro-bono work in South America. Each section conveys heartwarming stories from Dr. Carey’s unique point of view. A fellow doctor and friend R.A. Macdonald testifies that Bob’s book is the story of a doctor “who is a product of a largely bygone era… A time when doctors actually listened to their patients.” An absorbing read, “Patients Teach a Doctor About Life and Death” has much to say about how relationships work between doctors and patients from a medical standpoint as well as teaching us how curiosity and compassion play into successful outcomes. Proceeds of the book are being donated to a foundation established by Bob to provide scholarships for medical students to work with doctors in poor countries. Born in Arlington, Massachusetts in 1929, Bob Carey is a graduate of Harvard College and Boston University School of Medicine. In 1954 he married his high school sweetheart, Mary O’Neill, and the two went on to raise five children. In 1960 he joined a practice in Arlington, and later helped found Internist Inc., a group practice, in 1970. This practice joined Lahey Clinic in 1993 until Bob officially retired from medical practice in 1998. Since then, he has been teaching at BU and Harvard Medical School, and volunteering annually for pro bono medical service in Bolivia and Ecuador.
About a century ago, Dean John Wigmore, Northwestern University School of Law, hypothesized that if “there is ever devised a psychological test for the valuation of witnesses, the law will run to meet it.” But his prophesy has yet to prove itself. In fact, it often seems that the law has been running away from the polygraph. In his new book, Ken Blackstone explains that this has less to do with the validity of the polygraph and more to do with the lack of a bright line between forensic and utility polygraph.
POWERHOUSE gives you the answer! Topics include: How to build your Balanced Scorecard to align human capital with a successful business strategy The importance of turning your cultural norms, values and beliefs into tangible assets Why employees are your best ambassadors to recruit and retain talent•How to balance work and life to honor your employees’ personal lives Recruiting and onboarding techniques to ensure that you get started on the right foot The importance of accountability through a reward and retention strategy The advantage of finding a higher purpose to motivate and challenge key talent Simple, cost-free measures to ensure that you are an Exceptional Workplace Practical examples and stories from Exceptional Workplaces Turn your business into a POWERHOUSE today!
Collaborative relationships open doors to markets and careers. Build the right ones, integrate and apply them, and they become assets for individuals, teams, and companies. In PowerSkills: Building Top-Level Relationships for Bottom Line Results, James P. Masciarelli demonstrates how leaders and professionals at every level can grow relationship-smart and produce spectacular business results. Based on interviews with over 10,000 executives, and on the author’s own successful business practices, PowerSkills will provide you with a proven SYSTEM and five core skills: positioning, hunting, coaching, leading and farming to help you build the “right” business relationships for both personal and organizational effectiveness.
With PowerSkills, you can:
Develop a powerbase of key relationships.
Have greater impact/broader influence.
Leverage your time/accomplish more.
Make better decisions.
Enhance your professional/career development.
Develop loyal customers and clients.
Foster growth for yourself and others.
Grow your business!
PowerSkills will help you to map your goals, diagnose your personal development needs, develop powerful business strategies, take appropriate actions and track your progress.
Apply the PowerSkills, and profit by putting the human touch back in business.
As most managers know, you need a vision to motivate employees to achieve goals. But people, and companies, lose focus, and the future appears hazy. People say, We’re getting stale, or, I just don’t know where we’re headed. Leaders know they need a vision to bring people together. And they know a good vision will renew enthusiasm and commitment. But waiting for inspiration rarely works―sometimes you need a vision now. But how? Recharge Your Team not only shows managers how to create an effective vision―it shows how to do it in as little as four hours, using a time-tested, proven approach.
Traditionally, companies call in consultants to help create a vision. Experts can help―for $4,000 per day plus expenses. And then there’s the time involved: Visioning efforts can take months. This book offers a less-expensive, faster method. Called Grounded Visioning, and based on a concept called appreciative inquiry, the process allows groups to come up with a revitalizing vision that everyone buys into in half a day or less. How? As this book shows, the key is to be sure everyone takes part, to base the vision on how the team acts when at its best, and to imagine a vision bold enough to inspire but practical enough to feel achievable. This book covers the six quick but essential steps that ensure such results―with small teams or large groups. And any manager, not just trainers or HR people, can lead a successful Grounded Visioning session. Grounded visioning is a breakthrough concept of breathtaking simplicity and power that any leader can put to use today. It works, because it frees employees to share their dreams, hopes, and aspirations. As they soar, a vision naturally arises that recharges the team.
