Career Organization

Successful Leaders Aren't Bullies empowers good leaders to choose leadership and to understand the benefits of leading with healthy behaviors and to intervene and to stop bullying. It will inspire and mobilize bullied victims to overcome and to thrive by presenting examples of resilient and healthy individuals and organizations.

Far from slowing down, change and transformation in business seems to come only at a more and more furious rate. The last ten years alone have seen the introduction of groundbreaking new trends that pose new opportunities and challenges for leaders in all industries.

Artificial intelligence, or AI, can recognize a pattern from any set of data it is given, which is what makes it such an extraordinarily powerful tool. But because not all patterns are authentic or reliable, AI’s pattern-finding superpower can lead to spurious patterns. Hence the conundrum at the heart of AI: its greatest strength can also be its greatest weakness. Targeting the businessperson who needs to know how to use AI profitably and responsibly, Caleb Briggs and Rex Briggs offer a foundational understanding of AI that is easy to grasp yet thorough enough to be used effectively.

In the modern workplace, conflict has become a dirty word. After all, conflict is antithetical to teamwork, employee engagement, and a positive company culture. Or is it? The truth is that our teams and organizations require conflict to get things done. But we avoid conflict and build up conflict debt by deferring and dodging the difficult decisions. Our organizations are paying the price - becoming less productive, less innovative, and less competitive.

The "Step Up, Step Back" approach suggests leaders need to step up and do more than they typically do in the early stages of the change - in specific ways and at specific times; and then step back and do less than they typically do in the later stages of the change - again, in specific ways, at specific times. The result is not only change that sticks, but empowered, motivated managers who can get on with delivering change, without needing ongoing input or cover from leaders.

Is it possible to create a positive workforce in negative times? Yes, it is, says speaker, strategist and consultant Liz Jazwiec, RN. But first, you have to get real about how tough a job in healthcare really is and also about the negative things you and your staff members do to make it even tougher. In her audiobook, Liz gets real about all that and more. In her darkly humorous, ever-so-slightly sarcastic style - after all she was an ER nurse - she builds a case for the powerful benefits of a positive workplace.

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.

In his previous book, The Elusive Quest for Growth, William Easterly criticized the utter ineffectiveness of Western organizations to mitigate global poverty, and he was promptly fired by his then-employer, the World Bank. The White Man's Burden is his widely anticipated counterpunch - a brilliant and blistering indictment of the West's economic policies for the world's poor.

As president and CEO of Scripps Health, one of America's most prestigious health systems, Chris Van Gorder presided over a dramatic turnaround, catapulting Scripps from near bankruptcy to a dominant market position. While hospitals and health systems nationwide have laid people off or are closing their doors, Scripps is financially healthy, has added thousands of employees (even with a no-layoff philosophy), and has developed a reputation as a top employer. What are the secrets to this remarkable story?

With its gripping narrative and relatable takeaways, The Grit Factor is both inspiring and pragmatic, a book that will energize and enlighten current and aspiring leaders everywhere - whether male or female.

Through her global consulting projects, keynote speeches, and work with thousands of leaders, Karen has seen first-hand how a pervasive lack of clarity strangles business performance and erodes employee engagement. Ambiguity is the corporate default state, a condition so prevalent that “tolerance for ambiguity” has become a clichéd job requirement. It doesn’t have to be this way.

That's Not How We Do It Here! is a business parable about a clan of meerkats who live in the Kalahari. Well-organised and efficient, the colony enjoys many years of successful growth until it suddenly comes under threat from a new form of predator and is forced to rethink its organizational structure. John Kotter uses this charming parable to explore why organizations often struggle no matter their past success and why they fall.

Drawing on military leadership knowledge and personal experience, 5 to 50 to 500 introduces The Business Navigation Framework™, designed to create the conditions for organizational scalability. To be scalable, organizations need to navigate toward an end state using an intent based decision-making and action-enabling framework. Scalability is not about resources, it's about an adaptability mindset. Organizations are complex organic living systems that can adapt and grow. Developing and sustaining adaptive capacity in organizations is the main job of a leader preparing to scale.

Today's organizations face two daunting challenges: how to create new sources of competitive advantage to sustain long-term growth, and how to engage leaders at every level of the organization so that they are more proactive and forward-looking in their area of responsibility. The Art of Strategic Leadership uses a unique approach to examine what it means to be a strategic leader.

After two decades in the trenches of helping companies design and build better, more efficient operations, Karen Martin has pinpointed why performance improvement programs usually fail: Chaos, the sneaky but powerful force that frustrates customers, keeps business leaders awake at night, and saps company morale. In The Outstanding Organization, Karen offers a toolbox for combating chaos by creating the organizational conditions that will allow your improvement efforts to return greater gains.

In How To Build “ Kingdom-Minded” Organizations, author, speaker and accomplished HR consultant Mark A. Griffin gives Christian leaders encouragement in building values-led organizations during these difficult economic times. Most importunately Mark shows you how to make it happen. Using a model he developed through years of organizational development experiences, Mark demonstrates how to integrate your Mission, Vision and Values into all of your HR practices. This ensures your Christ centered culture is integrated into your organization and maintained into the future.

A revelatory examination of how the wildfirelike spread of new forms of social interaction enabled by technology is changing the way humans form groups and exist within them, with profound long-term economic and social effects - for good and for ill. A handful of kite hobbyists scattered around the world find each other online and collaborate on the most radical improvement in kite design in decades. A midwestern professor of Middle Eastern history starts a blog after 9/11 that becomes essential reading for journalists covering the Iraq war.

In Ruthless Consistency, Michael Canic identifies the three surprising reasons most strategic change initiatives fail: Leaders unwittingly send mixed messages that demotivate their people and undermine those initiatives; leaders focus on what they do instead of what their people experience; and leaders are not as committed as they think they are or need to be. The book then introduces an intuitive yet comprehensive model for success.

Hiring for Diversity: The Guide to Building an Inclusive and Equitable Organization brings together the most cutting-edge practices for implementing a diversity hiring strategy that leaves your organization with a comprehensive view and an actionable plan.

Since the 1950s, nonprofits have relied on impersonal outreach to inspire generosity from their donors. They leveraged direct mail, mass marketing, and event fundraising to drive donations. With the introduction of social media, smartphones, and a hyper-connected world, everything changed. The new normal for everyone became transparency, personalization, and a feeling of ever-present engagement. In addition, donors also had new levels of access to information to the causes they cared about. Unfortunately, as expectations evolved, nonprofit fundraisers failed to keep up.