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Affiche du document Don't Kill the Bosses! — Don't Kill the Bosses!
John B. Ullmen
1h28min30
Efficacité professionnelle
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118 pages. Temps de lecture estimé 1h28min.
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

Don't Kill the Bosses!
John B. Ullmen
1h28min30
Efficacité professionnelle
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118 pages. Temps de lecture estimé 1h28min.
The boss/subordinate relationship is an age-old problem cited in almost every management book and on-the-job survey as an area rife with dishonesty and inefficiency. All too often, subordinates spin the truth for those above while bosses fail to establish the conditions required for subordinates to tell it to them straight. The end result is warped communication, corrupt internal politics, illusionary teamwork, pass-the-buck accountability, and personal dispiriting-and the company is always the big loser. Don't Kill the Bosses! reveals the "trap" created when people fail to differentiate between the positives of hierarchical structure and the negatives of hierarchical relationships. Far from being opposed to hierarchy, the authors believe strongly that an accurate and cleanly defined organization chart is vital. But they show how to implement an alternative model of hierarchy: two-sided accountability. Drawing on case studies from their consulting practice, Culbert and Ullmen show how this new model leads to a freer flow of information, more creative problem-solving, and quicker response to changing conditions. Unlike other books that acknowledge boss/subordinate relationships as a systematic, continuing problem and offer skill development suggestions for dealing with it, Don't Kill the Bosses! tells how to think about the problem in a way that will enable readers to understand the steps they need to take to change things. It diagnoses what's missing in boss/subordinate relationships, connects what's wrong with them to personal and organizational outcomes, and defines the whole new mentality required to make them work successfully.

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Affiche du document Fun Works — Fun Works
Leslie Yerkes
2h41min15
Efficacité professionnelle
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215 pages. Temps de lecture estimé 2h41min.
Leading-edge organizations have discovered that fun can--and does--translate into bottom line success. By harnessing the power of fun, companies find they can better retain employees and customers, motivate teams, improve productivity, increase innovation, and create a sense of community. Leslie Yerkes details precisely how eleven successful companies--including Southwest Airlines, Pike Place Fish, Isle of Capri Casinos, EmployEase, and Prudential--have integrated fun into the normal course of business. This new edition provides updates on how these same companies have grown, prospered, and continued to thrive--in spite of national tragedies, natural disaster, growing competition, and changing economic conditions--in part because of the culture they have created through what Yerkes calls "The Fun/Work Fusion." Yerkes illustrates eleven principles--from capitalizing on the spontaneous to hiring good people and getting out of their way--that will inspire you to inject a sense of playfulness and joy into your workplace. Full of real-life examples, strategies, ideas, resources, tools, tips, and techniques, Fun Works will help any company in any industry become a place where people love to work.

Fun Works
Leslie Yerkes
2h41min15
Efficacité professionnelle
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215 pages. Temps de lecture estimé 2h41min.
Leading-edge organizations have discovered that fun can--and does--translate into bottom line success. By harnessing the power of fun, companies find they can better retain employees and customers, motivate teams, improve productivity, increase innovation, and create a sense of community. Leslie Yerkes details precisely how eleven successful companies--including Southwest Airlines, Pike Place Fish, Isle of Capri Casinos, EmployEase, and Prudential--have integrated fun into the normal course of business. This new edition provides updates on how these same companies have grown, prospered, and continued to thrive--in spite of national tragedies, natural disaster, growing competition, and changing economic conditions--in part because of the culture they have created through what Yerkes calls "The Fun/Work Fusion." Yerkes illustrates eleven principles--from capitalizing on the spontaneous to hiring good people and getting out of their way--that will inspire you to inject a sense of playfulness and joy into your workplace. Full of real-life examples, strategies, ideas, resources, tools, tips, and techniques, Fun Works will help any company in any industry become a place where people love to work.

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Affiche du document Working PeopleSmart — Working PeopleSmart
Freda Hansburg
1h18min00
Efficacité professionnelle
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104 pages. Temps de lecture estimé 1h18min.
Bringing out the best in others is good business. When we bring both respect and interpersonal savvy to our work relationships, we do more than make people feel good. We enhance personal and organizational performance. And as the workplace grows more complex and competitive, managing our work relationships becomes even more essential and difficult. Now more than ever we need to work people smart. Working PeopleSmart describes the six core strategies used by people-smart individuals and shows how to apply them in the toughest workplace situations. Individuals who are people smart know how to open others up rather than make them defensive or resistant. They have a knack for diffusing tension rather than creating it. They set a good example through their own behavior on the job and can inspire and influence others with less developed skills. Working PeopleSmart can serve as your virtual coach to guide you through difficult work relationships skillfully. How do you deal with a critical colleague? Make your boss listen to you? React to an offensive joke? Get the resources you need? The authors look at over 50 real-life situations and offer people-smart prescriptions for handling them effectively. They provide coaching tips for each scenario and describe exactly what a people-smart response sounds like. As two psychologists with both organizational and clinical expertise, coauthors Mel Silberman and Freda Hansburg are highly qualified to deliver the message that we can emerge from even the toughest interpersonal moments on the job with dignity and grace. Where other books rely on typologies that categorize people according to their interpersonal styles and then offer advice on how to deal with each type, the strategies described in Working PeopleSmart are straightforward and universal. They can be used immediately to deal with any type of person or any situation, no matter how difficult or sensitive.

Working PeopleSmart
Freda Hansburg
1h18min00
Efficacité professionnelle
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104 pages. Temps de lecture estimé 1h18min.
Bringing out the best in others is good business. When we bring both respect and interpersonal savvy to our work relationships, we do more than make people feel good. We enhance personal and organizational performance. And as the workplace grows more complex and competitive, managing our work relationships becomes even more essential and difficult. Now more than ever we need to work people smart. Working PeopleSmart describes the six core strategies used by people-smart individuals and shows how to apply them in the toughest workplace situations. Individuals who are people smart know how to open others up rather than make them defensive or resistant. They have a knack for diffusing tension rather than creating it. They set a good example through their own behavior on the job and can inspire and influence others with less developed skills. Working PeopleSmart can serve as your virtual coach to guide you through difficult work relationships skillfully. How do you deal with a critical colleague? Make your boss listen to you? React to an offensive joke? Get the resources you need? The authors look at over 50 real-life situations and offer people-smart prescriptions for handling them effectively. They provide coaching tips for each scenario and describe exactly what a people-smart response sounds like. As two psychologists with both organizational and clinical expertise, coauthors Mel Silberman and Freda Hansburg are highly qualified to deliver the message that we can emerge from even the toughest interpersonal moments on the job with dignity and grace. Where other books rely on typologies that categorize people according to their interpersonal styles and then offer advice on how to deal with each type, the strategies described in Working PeopleSmart are straightforward and universal. They can be used immediately to deal with any type of person or any situation, no matter how difficult or sensitive.

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Affiche du document The Power of Collective Wisdom — The Power of Collective Wisdom
Alan Briskin
1h36min00
Efficacité professionnelle
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128 pages. Temps de lecture estimé 1h36min.
An inspired and practical approach to developing the innate power of groups to make wise, compassionate, and creative decisions • Based on nine years of research involving scores of participants • Includes real-life examples and specific practices to help readers understand and cultivate collective wisdom and avoid collective folly If we are to disentangle the extraordinary challenges that we face today in organizations, communities, and nations we must transcend our divisions and develop solutions together. But what enables us to collectively make wise choices and sound judgments instead of splintering apart? When human beings gather together, a depth of awareness and insight, a transcendent knowing, becomes available. Based on nine years of research The Power of Collective Wisdom shows how we can tap into the extraordinary cocreative potential that exists in every group. Collective wisdom is elusive and unpredictable – it can’t be willed into being, but the authors describe six commitments people can adopt that will increase the likelihood of its appearing. Stories and historical examples throughout serve to illuminate and illustrate how collective wisdom has emerged in a range of settings and through the lives and traditions of varied cultures. Equally important, the authors describe how to recognize the pitfalls of polarization or false agreement, either of which can lead to collective folly – a phenomenon with which recent history has made us all too familiar. And they offer a set of practices to help readers maintain the key lessons of the book. The Power of Collective Wisdom is a foundational book for an emerging field of study and practice relevant to everyone seeking more effective and satisfying ways of working with others.

The Power of Collective Wisdom
Alan Briskin
1h36min00
Efficacité professionnelle
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128 pages. Temps de lecture estimé 1h36min.
An inspired and practical approach to developing the innate power of groups to make wise, compassionate, and creative decisions • Based on nine years of research involving scores of participants • Includes real-life examples and specific practices to help readers understand and cultivate collective wisdom and avoid collective folly If we are to disentangle the extraordinary challenges that we face today in organizations, communities, and nations we must transcend our divisions and develop solutions together. But what enables us to collectively make wise choices and sound judgments instead of splintering apart? When human beings gather together, a depth of awareness and insight, a transcendent knowing, becomes available. Based on nine years of research The Power of Collective Wisdom shows how we can tap into the extraordinary cocreative potential that exists in every group. Collective wisdom is elusive and unpredictable – it can’t be willed into being, but the authors describe six commitments people can adopt that will increase the likelihood of its appearing. Stories and historical examples throughout serve to illuminate and illustrate how collective wisdom has emerged in a range of settings and through the lives and traditions of varied cultures. Equally important, the authors describe how to recognize the pitfalls of polarization or false agreement, either of which can lead to collective folly – a phenomenon with which recent history has made us all too familiar. And they offer a set of practices to help readers maintain the key lessons of the book. The Power of Collective Wisdom is a foundational book for an emerging field of study and practice relevant to everyone seeking more effective and satisfying ways of working with others.

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Affiche du document One from Many — One from Many
Dee Hock
2h00min45
Efficacité professionnelle
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161 pages. Temps de lecture estimé 2h1min.
Revised edition of Hock's award-winning Birth of the Chaordic Age, updated throughout and featuring two new chapters • The only first-person account of the rise of VISA, the world's largest business enterprise--in 2004, VISA’s products were used by more than a billion people at 20 million locations in more than 150 countries • Hock, VISA’s founder, details the revolutionary "chaordic" organizational philosophy that was instrumental in VISA’s success Hock skillfully weaves together the story of VISA with his own remarkable life story and elaborates the visionary philosophy that allowed VISA to thrive. Hock calls his approach "chaordic"--simultaneously chaotic and orderly. Hock makes a compelling argument that this organizational philosophy is a more supple, responsive and creative alternative to mechanistic Industrial Age models, one more in tune with what we see in nature. One from Many--revised throughout from its original hardcover publication as The Birth of the Chaordic Age--includes two new chapters in which Hock reflects on his post-VISA experiences as an advocate for chaordic principles, and details some examples of chaordic principles in action: the Internet, World Weather Watch, Alcoholics Anonymous, and others. Lyrical, playful, philosophical, and straight from the heart, One From Many challenges us to change forever the way we think about money, organizations, leadership, management, the human spirit, and our relationship to the natural world.

One from Many
Dee Hock
2h00min45
Efficacité professionnelle
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161 pages. Temps de lecture estimé 2h1min.
Revised edition of Hock's award-winning Birth of the Chaordic Age, updated throughout and featuring two new chapters • The only first-person account of the rise of VISA, the world's largest business enterprise--in 2004, VISA’s products were used by more than a billion people at 20 million locations in more than 150 countries • Hock, VISA’s founder, details the revolutionary "chaordic" organizational philosophy that was instrumental in VISA’s success Hock skillfully weaves together the story of VISA with his own remarkable life story and elaborates the visionary philosophy that allowed VISA to thrive. Hock calls his approach "chaordic"--simultaneously chaotic and orderly. Hock makes a compelling argument that this organizational philosophy is a more supple, responsive and creative alternative to mechanistic Industrial Age models, one more in tune with what we see in nature. One from Many--revised throughout from its original hardcover publication as The Birth of the Chaordic Age--includes two new chapters in which Hock reflects on his post-VISA experiences as an advocate for chaordic principles, and details some examples of chaordic principles in action: the Internet, World Weather Watch, Alcoholics Anonymous, and others. Lyrical, playful, philosophical, and straight from the heart, One From Many challenges us to change forever the way we think about money, organizations, leadership, management, the human spirit, and our relationship to the natural world.

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Affiche du document Hands-On Training — Hands-On Training
Gary R. Sisson
57min45
Efficacité professionnelle
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77 pages. Temps de lecture estimé 58min.
On-the-Job Training (OJT) is the single most used training method in organizations today. But it is also the most misused-because very few of those doing OJT are ever trained how to do it. In Hands-On Training Gary Sisson draws on his thirty-five years of experience to lay out a simple, systematic approach to OJT that can be understood and applied by anyone in any organization-- managers, line or staff supervisors, employees and both internal and external human resource and training professionals.

Hands-On Training
Gary R. Sisson
57min45
Efficacité professionnelle
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77 pages. Temps de lecture estimé 58min.
On-the-Job Training (OJT) is the single most used training method in organizations today. But it is also the most misused-because very few of those doing OJT are ever trained how to do it. In Hands-On Training Gary Sisson draws on his thirty-five years of experience to lay out a simple, systematic approach to OJT that can be understood and applied by anyone in any organization-- managers, line or staff supervisors, employees and both internal and external human resource and training professionals.

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Affiche du document Courageous Training — Courageous Training
Robert O. Brinkerhoff
1h28min30
Efficacité professionnelle
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118 pages. Temps de lecture estimé 1h28min.
Dozens of books have been written about how to do training more effectively, with more impact, and so on. Yet despite all that well-meaning advice, of the $70 billion spent on training in the U. S., only 12-15 percent actually gets applied in ways that contribute tangible value to organizations. But Tim Mooney and Robert Brinkerhoff have discovered that some iconoclastic trainers achieve breakthrough results by having the courage to break away from the usual approaches and identify what is really needed and what really works. Studying why these bold training leaders were so successful implementing Brinkerhoff and Mooney’s High Impact Learning tools and methods led them to distill the principles and practices outlined in Courageous Training. Mooney and Brinkerhoff lay out the Four Pillars of Courageous Training, illustrating each with real-life examples that highlight specific concepts, methods, and tools. Going deeper, they delve into the mindset needed to truly transform training, which they summarize in the Courageous Training Code. And they present four in-depth case studies, written by training leaders in major organizations, showing the audacious actions these leaders took to produce dramatic—and measurable—business results.

Courageous Training
Robert O. Brinkerhoff
1h28min30
Efficacité professionnelle
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118 pages. Temps de lecture estimé 1h28min.
Dozens of books have been written about how to do training more effectively, with more impact, and so on. Yet despite all that well-meaning advice, of the $70 billion spent on training in the U. S., only 12-15 percent actually gets applied in ways that contribute tangible value to organizations. But Tim Mooney and Robert Brinkerhoff have discovered that some iconoclastic trainers achieve breakthrough results by having the courage to break away from the usual approaches and identify what is really needed and what really works. Studying why these bold training leaders were so successful implementing Brinkerhoff and Mooney’s High Impact Learning tools and methods led them to distill the principles and practices outlined in Courageous Training. Mooney and Brinkerhoff lay out the Four Pillars of Courageous Training, illustrating each with real-life examples that highlight specific concepts, methods, and tools. Going deeper, they delve into the mindset needed to truly transform training, which they summarize in the Courageous Training Code. And they present four in-depth case studies, written by training leaders in major organizations, showing the audacious actions these leaders took to produce dramatic—and measurable—business results.

Accès libre

Affiche du document Get Paid More and Promoted Faster — Get Paid More and Promoted Faster
Tracy Brian
48min00
Efficacité professionnelle
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64 pages. Temps de lecture estimé 48min.
Bestselling author Brian Tracy reveals how, no matter what your current job, you can apply the secrets and strategies used by the highest paid people in our society to make yourself more valuable, maximize your strengths, and become virtually indispensable to your company. Get Paid More and Promoted Faster is not a book on office politics. It doesn’t offer short cuts and work-arounds. It will help you develop the discipline and determination you need to get more done, earn the respect of co-workers and bosses, and move upward to greater and greater levels of success. It teaches the methods and behaviors that every manager wishes every employee to know. This book can serve not only as a guide to individual advancement but as the content of a career development plan for everyone in an organization. The easy-to-apply ideas and techniques in Get Paid More and Promoted Faster will help you move rapidly up the career ladder and achieve more than you ever thought possible. Not only will you make more money, but you will also experience greater personal satisfaction and fulfillment, and make your life and career into something truly extraordinary.

Get Paid More and Promoted Faster
Tracy Brian
48min00
Efficacité professionnelle
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64 pages. Temps de lecture estimé 48min.
Bestselling author Brian Tracy reveals how, no matter what your current job, you can apply the secrets and strategies used by the highest paid people in our society to make yourself more valuable, maximize your strengths, and become virtually indispensable to your company. Get Paid More and Promoted Faster is not a book on office politics. It doesn’t offer short cuts and work-arounds. It will help you develop the discipline and determination you need to get more done, earn the respect of co-workers and bosses, and move upward to greater and greater levels of success. It teaches the methods and behaviors that every manager wishes every employee to know. This book can serve not only as a guide to individual advancement but as the content of a career development plan for everyone in an organization. The easy-to-apply ideas and techniques in Get Paid More and Promoted Faster will help you move rapidly up the career ladder and achieve more than you ever thought possible. Not only will you make more money, but you will also experience greater personal satisfaction and fulfillment, and make your life and career into something truly extraordinary.

Accès libre

Affiche du document Helping — Helping
Edgar Schein
1h14min15
Efficacité professionnelle
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99 pages. Temps de lecture estimé 1h14min.
By the bestselling author of Career Anchors (over 431,000 copies sold) and Organizational Culture and Leadership (over 153,000 sold) • A penetrating analysis of the psychological and social dynamics of helping relationships • Named one of the best leadership books of 2009 by strategy+business magazine Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier? Many different words are used for helping: assisting, aiding, advising, caregiving, coaching, consulting, counseling, guiding, mentoring, supporting, teaching, and many more. In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful. The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the client on an equal footing, encouraging the client to open up and engage and giving the helper much better information to work with. And he shows how these techniques can be applied to teamwork and to organizational leadership. Illustrated with examples from many types of relationships—husbands and wives, doctors and patients, consultants and clients—Helping is a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.

Helping
Edgar Schein
1h14min15
Efficacité professionnelle
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99 pages. Temps de lecture estimé 1h14min.
By the bestselling author of Career Anchors (over 431,000 copies sold) and Organizational Culture and Leadership (over 153,000 sold) • A penetrating analysis of the psychological and social dynamics of helping relationships • Named one of the best leadership books of 2009 by strategy+business magazine Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused—and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier? Many different words are used for helping: assisting, aiding, advising, caregiving, coaching, consulting, counseling, guiding, mentoring, supporting, teaching, and many more. In this seminal book on the topic, corporate culture and organizational development guru Ed Schein analyzes the social and psychological dynamics common to all types of helping relationships, explains why help is often not helpful, and shows what any would-be helpers must do to ensure that their assistance is both welcomed and genuinely useful. The moment of asking for and offering help is a delicate and complex one, fraught with inequities and ambiguities. Schein helps us navigate that moment so we avoid potential pitfalls, mitigate power imbalances, and establish a solid foundation of trust. He identifies three roles a helper can play, explaining which one is nearly always the best starting point if we are to provide truly effective help. So that readers can determine exactly what kind of help is needed, he describes an inquiry process that puts the helper and the client on an equal footing, encouraging the client to open up and engage and giving the helper much better information to work with. And he shows how these techniques can be applied to teamwork and to organizational leadership. Illustrated with examples from many types of relationships—husbands and wives, doctors and patients, consultants and clients—Helping is a concise, definitive analysis of what it takes to establish successful, mutually satisfying helping relationships.

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Affiche du document They Just Don't Get It! — They Just Don't Get It!
Martin Randy
1h03min45
Efficacité professionnelle
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85 pages. Temps de lecture estimé 1h4min.
They Just Don't Get It! explores an all-too-common dilemma: when people around us just don't "get" our ideas. Through a charming illustrated fable, it tells the story of Julie Buffet, a hard-charging advertising executive with what she thinks is a fantastic idea for a new campaign. But nobody gets it-not the client, not her boss, and not her coworkers. And Julie can't understand why. We have all found ourselves in this situation at one time or another, and we typically see this problem as a failing on the part of the other party. They Just Don't Get It! shows that when they don't get it, the problem is really with ourselves. And it shows how we can finally really get it. If you've ever wondered why your ideas haven't been received or acted on in the way you expected, this book will reveal your own personal responsibility in helping others understand your intentions. Examining the root source of the problem, it details five keys to "getting it"-Take Responsibility; Practice Humility; Begin with Questions; Remain Open; and Believe They Can. These five simple steps will enable you to overcome the problem, and prevent it from happening in the future. They Just Don't Get It! will teach you how to communicate your ideas better, and how to motivate others to pull together and achieve your highest goals in any situation.

They Just Don't Get It!
Martin Randy
1h03min45
Efficacité professionnelle
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85 pages. Temps de lecture estimé 1h4min.
They Just Don't Get It! explores an all-too-common dilemma: when people around us just don't "get" our ideas. Through a charming illustrated fable, it tells the story of Julie Buffet, a hard-charging advertising executive with what she thinks is a fantastic idea for a new campaign. But nobody gets it-not the client, not her boss, and not her coworkers. And Julie can't understand why. We have all found ourselves in this situation at one time or another, and we typically see this problem as a failing on the part of the other party. They Just Don't Get It! shows that when they don't get it, the problem is really with ourselves. And it shows how we can finally really get it. If you've ever wondered why your ideas haven't been received or acted on in the way you expected, this book will reveal your own personal responsibility in helping others understand your intentions. Examining the root source of the problem, it details five keys to "getting it"-Take Responsibility; Practice Humility; Begin with Questions; Remain Open; and Believe They Can. These five simple steps will enable you to overcome the problem, and prevent it from happening in the future. They Just Don't Get It! will teach you how to communicate your ideas better, and how to motivate others to pull together and achieve your highest goals in any situation.

Accès libre

Affiche du document Effective Apology — Effective Apology
John Kador
1h39min45
Efficacité professionnelle
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133 pages. Temps de lecture estimé 1h40min.
There’s nothing easy about apology. The news is filled with examples of leaders apologizing, needing to apologize, or failing miserably at the attempt. And certainly we all have occasion to apologize ourselves—maybe more often than we realize. But we don’t need more apologies, says John Kador—we need better ones. Too many people just go through the motions, missing out on the power of apology to restore strained relationships, create possibilities for growth, and generate better outcomes for all. Effective Apology challenges you to think about the fundamental value and importance of apology as it delivers detailed advice for making an apology that truly heals and renews. Kador explores the Five Rs of apology: Recognize the wrong and the person harmed; accept moral Responsibility for your actions; express Remorse; provide meaningful Restitution; and offer assurance that the offense will not be Repeated. Making apology work in the real world—when and how to apologize, in what medium, and how to make it stick—is made clear through over seventy examples of good and bad apologies drawn from the news, popular culture, and the experiences of Kador, his clients, and his friends. The willingness to apologize signals strength, character, and integrity. Effective leadership is impossible without effective apology. John Kador shows how to craft and deliver a confident apology that will defuse resentment, reduce litigation, create goodwill, and transform a relationship ruptured by mistrust and disappointment into something stronger and more durable than it ever was before.

Effective Apology
John Kador
1h39min45
Efficacité professionnelle
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133 pages. Temps de lecture estimé 1h40min.
There’s nothing easy about apology. The news is filled with examples of leaders apologizing, needing to apologize, or failing miserably at the attempt. And certainly we all have occasion to apologize ourselves—maybe more often than we realize. But we don’t need more apologies, says John Kador—we need better ones. Too many people just go through the motions, missing out on the power of apology to restore strained relationships, create possibilities for growth, and generate better outcomes for all. Effective Apology challenges you to think about the fundamental value and importance of apology as it delivers detailed advice for making an apology that truly heals and renews. Kador explores the Five Rs of apology: Recognize the wrong and the person harmed; accept moral Responsibility for your actions; express Remorse; provide meaningful Restitution; and offer assurance that the offense will not be Repeated. Making apology work in the real world—when and how to apologize, in what medium, and how to make it stick—is made clear through over seventy examples of good and bad apologies drawn from the news, popular culture, and the experiences of Kador, his clients, and his friends. The willingness to apologize signals strength, character, and integrity. Effective leadership is impossible without effective apology. John Kador shows how to craft and deliver a confident apology that will defuse resentment, reduce litigation, create goodwill, and transform a relationship ruptured by mistrust and disappointment into something stronger and more durable than it ever was before.

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Affiche du document Intrinsic Motivation at Work — Intrinsic Motivation at Work
Kenneth W. Thomas
1h47min15
Efficacité professionnelle
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143 pages. Temps de lecture estimé 1h47min.
What motivates people to do their best work in any endeavor they undertake? Management theory and practice has traditionally focused on elements that Kenneth Thomas calls 'extrinsic motivators': pay, benefits, status, bonuses, commissions, pension plans, expense budgets, and the like. While these are powerful motivators, particularly in command/control job situations where workers have little or no say in how the job is managed, by themselves they are no longer enough. In today's organizations, where managers expect workers and teams to self-manage their work, intrinsic rewards are essential. This breakthrough book provides the first comprehensive treatment of intrinsic motivation in the workplace-the psychological rewards workers get directly from the work itself-offering clear advice on how companies can harness its tremendous power to develop a more committed, self-managing workforce. Written in an engaging, accessible style and grounded in solid academic research, the book provides a diagnostic framework for addressing problems of intrinsic motivation and essential ways to build it.

Intrinsic Motivation at Work
Kenneth W. Thomas
1h47min15
Efficacité professionnelle
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143 pages. Temps de lecture estimé 1h47min.
What motivates people to do their best work in any endeavor they undertake? Management theory and practice has traditionally focused on elements that Kenneth Thomas calls 'extrinsic motivators': pay, benefits, status, bonuses, commissions, pension plans, expense budgets, and the like. While these are powerful motivators, particularly in command/control job situations where workers have little or no say in how the job is managed, by themselves they are no longer enough. In today's organizations, where managers expect workers and teams to self-manage their work, intrinsic rewards are essential. This breakthrough book provides the first comprehensive treatment of intrinsic motivation in the workplace-the psychological rewards workers get directly from the work itself-offering clear advice on how companies can harness its tremendous power to develop a more committed, self-managing workforce. Written in an engaging, accessible style and grounded in solid academic research, the book provides a diagnostic framework for addressing problems of intrinsic motivation and essential ways to build it.

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Affiche du document The Change Handbook — The Change Handbook
7h21min45
Efficacité professionnelle
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589 pages. Temps de lecture estimé 7h22min.
The Change Handbook (over 14,000 copies sold) is the only book that provides a view into a wide variety of change methods from around the world. This new edition is updated with the latest change methods—including cutting-edge technologies that have emerged since the first edition was published.The Change Handbook features chapters by the originators and foremost practitioners of such high-leverage change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology. The authors outline distinctive aspects of their approach; detail roles and responsibilities; share a story illustrating usage; and answer frequently asked questions about how to put it into practice. Examples of successful change efforts acquaint readers with the diverse array of methods being employed today. A one-stop comparative chart allows them to evaluate the methods to determine what will work best fro them, and an in-depth reference section helps them locate the resources they need to get started.Preface Acknowledgments Introduction and Essential Fundamentals Part I: Navigating Through the Methods 1. The Big Picture: Making Sense of More Than Sixty Methods 2. Selecting Methods: The Art of Mastery, Steven Cady3. Preparing to Mix and Match Methods, Peggy Holman4. Sustainability of Results, Tom DevanePart II: The MethodsAdaptable MethodsIn-depth 5. Appreciative Inquiry: A Positive Revolution in Change, David L. Cooperrider and Diana Whitney6. Collaborative Loops, Dick Axelrod and Emily Axelrod. 7. Dialogue and Deliberation, Sandy Heierbacher 8. Integrated Clarity: Energizing How We Talk and What We Talk about in Organizations, Marie Miyashiro and Marshall Rosenberg9. Open Space Technology, Harrison Owen10. The Technology of Participation, Marilyn Oyler and Gordon Harper11. Whole-Scale Change, Sylvia L. James and Paul Tolchinsky 12. The World Café, Juanita Brown, Ken Homer, and David IsaacsThumbnails13. Ancient Wisdom Council, Wind Eagle and Rainbow Hawk Kinney-Linton14. Appreciative Inquiry Summit, James D. Ludema and Frank J. Barrett15. The Conference Model, Dick Axelrod and Emily Axelrod16. Consensus Decision Making, Tree Bressen17. Conversation Café, Vicki Robin18. Dynamic Facilitation, Jim Rough and DeAnna Martin19. The Genuine Contact Program, Birgitt Williams 20. Human Systems Dynamics, Glenda H. Eoyang21. Leadership Dojo, Richard Strozzi-Heckler22. Evolutions of Open Systems Theory, Merrelyn Emery and Donaldde Guerre23. Open Space-Online Real-Time Methodology, Gabriela Ender24. Organization Workshop, Barry Oshry and Tom Devane25. PeerSpirit Circling: Creating Change in the Spirit of Cooperation, Sarah MacDougall and Christina Baldwin26. Power of Imagination Studio: A Further Development of the Future Workshop Concept, Petra Eickhoff and Stephan G. Geffers 27. Real-Time Strategic Change. Robert “Jake” Jacobs28. SimuReal: Action Learning in Hyperdrive, Catherine Perme and Alan Klein29. Study Circles, Martha L. McCoy30. Think Like a Genius: Realizing Human Potential Through the Purposeful Play of Metaphorming, Todd Siler31. Web Lab's Small Group Dialogues on the Internet Commons, Steven N. Pyser, J.D., and Marc N. WeissPlanning MethodsIn-depth 32. Dynamic Planning and the Power of Charrettes, Bill Lennertz33. Future Search: Common Ground Under Complex Conditions, Marvin Weisbord and Sandra Janoff34. Scenario Thinking, Chris Ertel, Katherine Fulton, and Diana Scearce35. Search Conference, Merrelyn Emery and Tom DevaneThumbnails36. Community Summits. Gilbert Steil, Jr., and Mal Watlington37. Large Group Scenario Planning, Gilbert Steil, Jr., and Michele Gibbons-Carr38. SOAR: A New Approach to Strategic Planning, Jackie Stavros, David Cooperrider, and D. Lynn Kelley39. Strategic Forum, Chris Soderquist40. Strategic Visioning: Bringing Insight to Action, David Sibbet41. The 21st Century Town Meeting: Engaging Citizens in Governance, Carolyn J. Lukensmeyer and Wendy JacobsonStructuring MethodsIn-depth 42. Community Weaving. Cheryl Honey43. Participative Design Workshop, Merrelyn Emery and Tom DevaneThumbnails44. Collaborative Work Systems Design, Jeremy Tekell, Jon Turner, Cheryl Harris, Michael Beyerlein, and Sarah Bodner45. The Whole Systems Approach: Using the Entire System to Change and Run the Business, William A. Adams and Cynthia A. Adams Improving MethodsIn-depth46. Rapid Results, Patrice Murphy, Celia Kirwan, and Ronald Ashkenas47. The Six Sigma Approach to Improvement and Organizational Change, Ronald D. Snee, Ph.D.Thumbnails48. Action Learning, Marcia Hyatt, Ginny Belden-Charles, and Mary Stacey49. Action Review Cycle and the After Action Review Meeting, Charles Parry, Mark Pires, and Heidi Sparkes Guber50. Balanced Scorecard, JohnAntos51. Civic Engagement: Restoring Community Through Empowering Conversations, Margaret Casarez52. The Cycle of Resolution: Conversational Competence for Sustainable Collaboration, Stewart Levine53. Employee Engagement Process, Marie McCormick54. Gemeinsinn-Werkstatt: Project Framework for Community Spirit, Wolfgang Faenderl 55. Idealized Design, Jason Magidson56. The Practice of Empowerment: Changing Behavior and Developing Talent in Organizations, David Gershon57. Values Into Action, Susan Dupre, Ray Gordezky, Helen Spector, and Christine Valenza58. Work Out, Ron Ashkenas and Patrice Murphy Supportive MethodsIn-depth 59. Online Environments That Support Change, Nancy White and Gabriel Shirley 60. Playback Theatre, Sarah Halley and Jonathan Fox61. Visual Recording and Graphic Facilitation: Helping People See What They Mean, Nancy Margulies and David SibbetThumbnails62. The Drum Café: Building Wholeness, One Beat at a Time, Warren Lieberman 63. Jazz Lab: The Music of Synergy, Brian Tate64. The Learning Map Approach, James Haudan and Christy Contardi Stone65. Visual Explorer, Charles J. Palus and David Magellan HorthPart III: Thoughts About the Future from the Lead Authors66. From Chaos to Coherence: The Emergence of Inspired Organizations and Enlightened Communities, Peggy Holman67. High-Leverage Ideas and Actions You Can Use to Shape the Future, Tom Devane68. Hope for the Future: Working Together for a Better World, Steven CadyPart IV: Quick SummariesPart V: References Suggested by Multiple Contributing Authors IndexAbout the Lead Authors

The Change Handbook
7h21min45
Efficacité professionnelle
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589 pages. Temps de lecture estimé 7h22min.
The Change Handbook (over 14,000 copies sold) is the only book that provides a view into a wide variety of change methods from around the world. This new edition is updated with the latest change methods—including cutting-edge technologies that have emerged since the first edition was published.The Change Handbook features chapters by the originators and foremost practitioners of such high-leverage change methods as Future Search, Real Time Strategic Change, Gemba Kaizen, and Open Space Technology. The authors outline distinctive aspects of their approach; detail roles and responsibilities; share a story illustrating usage; and answer frequently asked questions about how to put it into practice. Examples of successful change efforts acquaint readers with the diverse array of methods being employed today. A one-stop comparative chart allows them to evaluate the methods to determine what will work best fro them, and an in-depth reference section helps them locate the resources they need to get started.Preface Acknowledgments Introduction and Essential Fundamentals Part I: Navigating Through the Methods 1. The Big Picture: Making Sense of More Than Sixty Methods 2. Selecting Methods: The Art of Mastery, Steven Cady3. Preparing to Mix and Match Methods, Peggy Holman4. Sustainability of Results, Tom DevanePart II: The MethodsAdaptable MethodsIn-depth 5. Appreciative Inquiry: A Positive Revolution in Change, David L. Cooperrider and Diana Whitney6. Collaborative Loops, Dick Axelrod and Emily Axelrod. 7. Dialogue and Deliberation, Sandy Heierbacher 8. Integrated Clarity: Energizing How We Talk and What We Talk about in Organizations, Marie Miyashiro and Marshall Rosenberg9. Open Space Technology, Harrison Owen10. The Technology of Participation, Marilyn Oyler and Gordon Harper11. Whole-Scale Change, Sylvia L. James and Paul Tolchinsky 12. The World Café, Juanita Brown, Ken Homer, and David IsaacsThumbnails13. Ancient Wisdom Council, Wind Eagle and Rainbow Hawk Kinney-Linton14. Appreciative Inquiry Summit, James D. Ludema and Frank J. Barrett15. The Conference Model, Dick Axelrod and Emily Axelrod16. Consensus Decision Making, Tree Bressen17. Conversation Café, Vicki Robin18. Dynamic Facilitation, Jim Rough and DeAnna Martin19. The Genuine Contact Program, Birgitt Williams 20. Human Systems Dynamics, Glenda H. Eoyang21. Leadership Dojo, Richard Strozzi-Heckler22. Evolutions of Open Systems Theory, Merrelyn Emery and Donaldde Guerre23. Open Space-Online Real-Time Methodology, Gabriela Ender24. Organization Workshop, Barry Oshry and Tom Devane25. PeerSpirit Circling: Creating Change in the Spirit of Cooperation, Sarah MacDougall and Christina Baldwin26. Power of Imagination Studio: A Further Development of the Future Workshop Concept, Petra Eickhoff and Stephan G. Geffers 27. Real-Time Strategic Change. Robert “Jake” Jacobs28. SimuReal: Action Learning in Hyperdrive, Catherine Perme and Alan Klein29. Study Circles, Martha L. McCoy30. Think Like a Genius: Realizing Human Potential Through the Purposeful Play of Metaphorming, Todd Siler31. Web Lab's Small Group Dialogues on the Internet Commons, Steven N. Pyser, J.D., and Marc N. WeissPlanning MethodsIn-depth 32. Dynamic Planning and the Power of Charrettes, Bill Lennertz33. Future Search: Common Ground Under Complex Conditions, Marvin Weisbord and Sandra Janoff34. Scenario Thinking, Chris Ertel, Katherine Fulton, and Diana Scearce35. Search Conference, Merrelyn Emery and Tom DevaneThumbnails36. Community Summits. Gilbert Steil, Jr., and Mal Watlington37. Large Group Scenario Planning, Gilbert Steil, Jr., and Michele Gibbons-Carr38. SOAR: A New Approach to Strategic Planning, Jackie Stavros, David Cooperrider, and D. Lynn Kelley39. Strategic Forum, Chris Soderquist40. Strategic Visioning: Bringing Insight to Action, David Sibbet41. The 21st Century Town Meeting: Engaging Citizens in Governance, Carolyn J. Lukensmeyer and Wendy JacobsonStructuring MethodsIn-depth 42. Community Weaving. Cheryl Honey43. Participative Design Workshop, Merrelyn Emery and Tom DevaneThumbnails44. Collaborative Work Systems Design, Jeremy Tekell, Jon Turner, Cheryl Harris, Michael Beyerlein, and Sarah Bodner45. The Whole Systems Approach: Using the Entire System to Change and Run the Business, William A. Adams and Cynthia A. Adams Improving MethodsIn-depth46. Rapid Results, Patrice Murphy, Celia Kirwan, and Ronald Ashkenas47. The Six Sigma Approach to Improvement and Organizational Change, Ronald D. Snee, Ph.D.Thumbnails48. Action Learning, Marcia Hyatt, Ginny Belden-Charles, and Mary Stacey49. Action Review Cycle and the After Action Review Meeting, Charles Parry, Mark Pires, and Heidi Sparkes Guber50. Balanced Scorecard, JohnAntos51. Civic Engagement: Restoring Community Through Empowering Conversations, Margaret Casarez52. The Cycle of Resolution: Conversational Competence for Sustainable Collaboration, Stewart Levine53. Employee Engagement Process, Marie McCormick54. Gemeinsinn-Werkstatt: Project Framework for Community Spirit, Wolfgang Faenderl 55. Idealized Design, Jason Magidson56. The Practice of Empowerment: Changing Behavior and Developing Talent in Organizations, David Gershon57. Values Into Action, Susan Dupre, Ray Gordezky, Helen Spector, and Christine Valenza58. Work Out, Ron Ashkenas and Patrice Murphy Supportive MethodsIn-depth 59. Online Environments That Support Change, Nancy White and Gabriel Shirley 60. Playback Theatre, Sarah Halley and Jonathan Fox61. Visual Recording and Graphic Facilitation: Helping People See What They Mean, Nancy Margulies and David SibbetThumbnails62. The Drum Café: Building Wholeness, One Beat at a Time, Warren Lieberman 63. Jazz Lab: The Music of Synergy, Brian Tate64. The Learning Map Approach, James Haudan and Christy Contardi Stone65. Visual Explorer, Charles J. Palus and David Magellan HorthPart III: Thoughts About the Future from the Lead Authors66. From Chaos to Coherence: The Emergence of Inspired Organizations and Enlightened Communities, Peggy Holman67. High-Leverage Ideas and Actions You Can Use to Shape the Future, Tom Devane68. Hope for the Future: Working Together for a Better World, Steven CadyPart IV: Quick SummariesPart V: References Suggested by Multiple Contributing Authors IndexAbout the Lead Authors

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Affiche du document 301 Ways to Have Fun At Work — 301 Ways to Have Fun At Work
Dave Hemsath
1h44min15
Efficacité professionnelle
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139 pages. Temps de lecture estimé 1h44min.
The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity. With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace. The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings. Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity." Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

301 Ways to Have Fun At Work
Dave Hemsath
1h44min15
Efficacité professionnelle
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139 pages. Temps de lecture estimé 1h44min.
The most successful organizations add a healthy dose of play into their daily or weekly routines. In fact, research has shown that when people actually enjoy their jobs they're more creative, more productive, and more committed to doing their jobs well. Companies like the Colorado Health Sciences Center and Southwest Airlines attest to the positive effect of fun at work. Both trace increased job satisfaction and decreased employee downtime to concerted efforts to make fun a part of their corporate identity. With 301 Ways to Have Fun at Work , Dave Hemsath and Leslie Yerkes offer a complete resource anyone can use to create a dynamic workplace that encourages and inspires fun-and-games camaraderie among employees. It combines thorough research with practical hands-on tools, and features hundreds of ideas real companies have used to lighten up the workplace. The authors surveyed over 1,500 individuals from organizations around the world and received enthusiastic responses that yielded a broad range of ways to spice up the work day. The suggestions in 301 Ways to Have Fun at Work include humorous training films, dress-up and dress-down days, silly job titles, awards for people who go "above and beyond the call of duty" when a coworker is on vacation, "ritual dances" at the completion of a project, a fashion show when it's time to choose a new uniform-even foam dart fights after meetings. Hemsath and Yerkes offer ideas for instilling an element of fun into various business functions-from office environment, to meetings, training, communication, hiring, recognition, team building, and "simple acts of fun." In addition to the fun ideas in these chapters, a series of side bars, called "fun facts," "fun quotes," and "fun resources" offer humorous and interesting facts and statements about the effects of fun on workplace performance and job satisfaction, and direct readers to useful sources for products and services to enhance workplace "funativity." Hemsath and Yerkes show that creating a fun atmosphere in the workplace increases productivity and morale and has a positive effect on the bottom line. Most importantly, they give readers the tools to have more fun at work, no matter where they work, or what position they're in.

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Affiche du document The Circle Way — The Circle Way
Ann Linnea
2h11min15
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175 pages. Temps de lecture estimé 2h11min.
An authoritative and accessible guide to this foundational form of collaborative decision-making Uses images, stories and step-by-step instructions to teach the basics of circle and explore it’s deeper meanings Written by two pioneers in reviving, standardizing and popularizing circle process More and more organizations are looking for alternatives to rigid, top-down hierarchy. Even the most old-school now realize that good ideas can come from anywhere and that fostering collaboration and group cohesion is vital to any healthy enterprise. But what approach can best create an environment that ensures clear speaking, compassionate listening, and the making of well-grounded decisions? The most ancient one: the circle. The circle was the form of original gathering that taught human beings how to create social patterns. All modern group processes open to collaboration or to flattening the hierarchy are based in some way on circle practices. Here two veteran practitioners offer a comprehensive guide to this foundational form of human interaction The Circle Way lays out the basics of circle conversation based on the original work of the coauthors, who have studied and standardized the essential elements of circle practice and have been implementing them in a variety of organizations for over fifteen years. It opens with a unique visual guide to circle and then presents both structure and story so that readers understand how these elements come into play and how they are interrelated and interactive. Baldwin and Linnea include detailed instructions and suggestions for getting started, setting goals, and solving conflicts. And they delve into the deeper aspects of circle, illuminating the profound transformation the process has on people who participate in it.

The Circle Way
Ann Linnea
2h11min15
Efficacité professionnelle
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175 pages. Temps de lecture estimé 2h11min.
An authoritative and accessible guide to this foundational form of collaborative decision-making Uses images, stories and step-by-step instructions to teach the basics of circle and explore it’s deeper meanings Written by two pioneers in reviving, standardizing and popularizing circle process More and more organizations are looking for alternatives to rigid, top-down hierarchy. Even the most old-school now realize that good ideas can come from anywhere and that fostering collaboration and group cohesion is vital to any healthy enterprise. But what approach can best create an environment that ensures clear speaking, compassionate listening, and the making of well-grounded decisions? The most ancient one: the circle. The circle was the form of original gathering that taught human beings how to create social patterns. All modern group processes open to collaboration or to flattening the hierarchy are based in some way on circle practices. Here two veteran practitioners offer a comprehensive guide to this foundational form of human interaction The Circle Way lays out the basics of circle conversation based on the original work of the coauthors, who have studied and standardized the essential elements of circle practice and have been implementing them in a variety of organizations for over fifteen years. It opens with a unique visual guide to circle and then presents both structure and story so that readers understand how these elements come into play and how they are interrelated and interactive. Baldwin and Linnea include detailed instructions and suggestions for getting started, setting goals, and solving conflicts. And they delve into the deeper aspects of circle, illuminating the profound transformation the process has on people who participate in it.

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Affiche du document Changing How the World Does Business — Changing How the World Does Business
Roger Frock
1h54min00
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152 pages. Temps de lecture estimé 1h54min.
From humble beginnings, FedEx has literally revolutionized the way business is conducted. Not too long ago, overnight shipping was barely an option for even the largest companies. Today, thanks to FedEx, it's available to every living room start-up. With annual revenues of $30 billion, more than 250,000 employees, 600 aircraft, and 70,000 surface vehicles, FedEx handles nearly six million shipments a day in two hundred countries. FedEx has become a household name, and has been named one of the top ten of America's Most Admired Companies by Fortune magazine. But it wasn't always easy. From his inside vantage point as the company's first general manager and chief operating officer, Roger Frock reveals the remarkable details of how Fred Smith and his team endured their tumultuous early years--fraught with a seemingly unending series of legal, financial, and operational crises that continually threatened the company's ability to stay in business--and, in the end, created an entirely new industry. Frock chronicles the dramatic last-minute saves and turnarounds the company engineered from its inception to the present. He entertains with stories of the trials and tribulations of the company's early struggles and victories--from Pilots using personal credit cards to fuel planes, to the courier who hocked his watch to put gas in his delivery van, and, one of the most memorable episodes, the time that founder Fred Smith literally gambled the company's last remaining funds to keep the planes flying. Frock's story introduces all the players--FedEx's resourceful and resilient leaders and employees--and shows how these remarkable individuals gave Fred Smith's original concept wings and, through flexibility, creativity, and commitment, made a fledgling startup into one of the great success stories in modern business. Changing How the World Does Business is an inspirational tale for leaders and entrepreneurs everywhere.

Changing How the World Does Business
Roger Frock
1h54min00
Efficacité professionnelle
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152 pages. Temps de lecture estimé 1h54min.
From humble beginnings, FedEx has literally revolutionized the way business is conducted. Not too long ago, overnight shipping was barely an option for even the largest companies. Today, thanks to FedEx, it's available to every living room start-up. With annual revenues of $30 billion, more than 250,000 employees, 600 aircraft, and 70,000 surface vehicles, FedEx handles nearly six million shipments a day in two hundred countries. FedEx has become a household name, and has been named one of the top ten of America's Most Admired Companies by Fortune magazine. But it wasn't always easy. From his inside vantage point as the company's first general manager and chief operating officer, Roger Frock reveals the remarkable details of how Fred Smith and his team endured their tumultuous early years--fraught with a seemingly unending series of legal, financial, and operational crises that continually threatened the company's ability to stay in business--and, in the end, created an entirely new industry. Frock chronicles the dramatic last-minute saves and turnarounds the company engineered from its inception to the present. He entertains with stories of the trials and tribulations of the company's early struggles and victories--from Pilots using personal credit cards to fuel planes, to the courier who hocked his watch to put gas in his delivery van, and, one of the most memorable episodes, the time that founder Fred Smith literally gambled the company's last remaining funds to keep the planes flying. Frock's story introduces all the players--FedEx's resourceful and resilient leaders and employees--and shows how these remarkable individuals gave Fred Smith's original concept wings and, through flexibility, creativity, and commitment, made a fledgling startup into one of the great success stories in modern business. Changing How the World Does Business is an inspirational tale for leaders and entrepreneurs everywhere.

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Affiche du document Seeing Systems — Seeing Systems
Oshry Barry
2h07min30
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170 pages. Temps de lecture estimé 2h07min.
When breakdowns occur in organizational life, the tendency is to blame them on the personalities, motivations, and abilities of the individuals involved or on the specific characteristics of one’s organization. Barry Oshry demonstrates how everyday breakdowns stem from our failure to see how human systems shape our feelings about ourselves and our relationships with other individuals and groups. He shows how we can transform “system blindness” into system sight, enabling us to live and work together in productive partnership. Based on Oshry’s 30+ years of studying human interaction in social system life, Seeing Systems is profound in its implications while being easily accessible. In addition to illustrative cases and solid systems theory, the book is populated with pinballs; talking body parts; mysterious “swimmers”; amebocytes, slugs, and earthworms; dances of blind reflex; and tunnels of limited options. The result is a unique foundation for revolutionizing our understanding of system life. This new edition is revised throughout and features an extensive new section on having the wisdom and courage to face and work with the reality of uncertainty, a hopeful antidote to today’s righteous battles of certainty versus certainty. The new epilogue describes how Oshry is currently using theater, blogs, and podcasts to extend his multipronged revolution aimed at transforming system blindness into system sight.

Seeing Systems
Oshry Barry
2h07min30
Efficacité professionnelle
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170 pages. Temps de lecture estimé 2h07min.
When breakdowns occur in organizational life, the tendency is to blame them on the personalities, motivations, and abilities of the individuals involved or on the specific characteristics of one’s organization. Barry Oshry demonstrates how everyday breakdowns stem from our failure to see how human systems shape our feelings about ourselves and our relationships with other individuals and groups. He shows how we can transform “system blindness” into system sight, enabling us to live and work together in productive partnership. Based on Oshry’s 30+ years of studying human interaction in social system life, Seeing Systems is profound in its implications while being easily accessible. In addition to illustrative cases and solid systems theory, the book is populated with pinballs; talking body parts; mysterious “swimmers”; amebocytes, slugs, and earthworms; dances of blind reflex; and tunnels of limited options. The result is a unique foundation for revolutionizing our understanding of system life. This new edition is revised throughout and features an extensive new section on having the wisdom and courage to face and work with the reality of uncertainty, a hopeful antidote to today’s righteous battles of certainty versus certainty. The new epilogue describes how Oshry is currently using theater, blogs, and podcasts to extend his multipronged revolution aimed at transforming system blindness into system sight.

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Affiche du document QUITTER SON BOULOT EN 24 MOIS - 10 Idées pratiques pour réussir en RDC — QUITTER SON BOULOT EN 24 MOIS - 10 Idées pratiques pour réussir en RDC
Aimé Bokandé
48min45
Efficacité professionnelle
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65 pages. Temps de lecture estimé 49min.
Si tu cherches une formule magique ou un moyen de t’enrichir sans efforts, tu perds ton temps. Ce livre ne va pas te mentir : tu vas souffrir. Tu vas galérer. Tu vas vouloir abandonner. Mais si tu restes jusqu’au bout, tu ne seras plus jamais le même. Ce que tu construiras, personne ne pourra te le voler. Pas même l’État. Pas même une crise. Parce que tu porteras en toi une chose rare : la capacité de créer de la valeur à partir de rien. Ce livre est plus qu’un guide. C’est un appel au réveil. Un cri de guerre contre la résignation. Contre l’attentisme. Contre la dépendance. Contre le syndrome du “quand j’aurai l’argent, je vais commencer”. Non. Tu commences maintenant. Avec ce que tu as. Même si tu n’as rien d’autre que ton cerveau, ton téléphone, et ta foi. ???? Tu n’as pas d’argent ? Parfait. On va commencer. La seule chose que je te demande, c’est d’y croire au moins 10%. Le reste viendra en avançant. Je te promets que si tu appliques ce que tu vas lire ici, avec constance et sincérité, alors dans 24 mois maximum, tu pourras changer de vie. Vraiment. Alors respire. Éteins les bruits du monde. Et commence ce voyage. Ce n’est pas un livre. C’est une mission.

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Affiche du document Badass Advocacy — Badass Advocacy
Victor Waid
4h32min15
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Livres audio
363 pages. Temps de lecture estimé 4h32min.
The critical steps to prepare for a small claims court case with confidence. Your tenant rights decoded – navigate any housing dispute with ease. Overcome public speaking anxiety with proven techniques to project authority and calm. Discover the most effective strategies for negotiating salary increases that lead to success. How to file a complaint against a company while maintaining professionalism and poise. Essential advocacy skills that transform you into a powerful advocate. Navigate bureaucracy effortlessly with insider tips and tricks. The secret to finding reliable legal information and avoiding misinformation. What to do if you've been wrongfully terminated – know your rights!

Badass Advocacy
Victor Waid
4h32min15
Efficacité professionnelle
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Livres audio
363 pages. Temps de lecture estimé 4h32min.
The critical steps to prepare for a small claims court case with confidence. Your tenant rights decoded – navigate any housing dispute with ease. Overcome public speaking anxiety with proven techniques to project authority and calm. Discover the most effective strategies for negotiating salary increases that lead to success. How to file a complaint against a company while maintaining professionalism and poise. Essential advocacy skills that transform you into a powerful advocate. Navigate bureaucracy effortlessly with insider tips and tricks. The secret to finding reliable legal information and avoiding misinformation. What to do if you've been wrongfully terminated – know your rights!

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Affiche du document The Thin Book of Trust, Third Edition — The Thin Book of Trust, Third Edition
Charles Feltman
51min00
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68 pages. Temps de lecture estimé 51min.
“I have used his definitions of trust and distrust in every book I’ve written, because they are practical and actionable and, at the same time, deep and meaningful. It was important to me to dig into these definitions and explore how they play out at work, in relationships, and in our everyday lives.” —Brené Brown, bestselling author of Dare to LeadBest-selling author Charles Feltman updates his business classic, The Thin Book of Trust, with new resources and tools to build trust in the post-pandemic world.Feltman's phenomenal bestseller with almost 100,000 copies sold across two editions outlines in a very simple and quick way the art of building trust between people in organizations as a core essential workplace competency.The updated Thin Book of Trust offers a framework that supports trust building as a workplace competency. It is based on the idea that building trust is a competency, a set of skills that can be learned, improved, and practiced. It will help you continuously improve your ability to build and maintain trust with others. It can also help you create and contribute to a high-trust culture at work.The third edition includes a new study guide and a new resource download page.Charles Feltman says: "Whether you lead others, contribute individually, or serve as a coach, consultant, facilitator, HR or OD professional, your ability to generate and sustain strong trust is critical to the success and well-being of your enterprise. It is my hope this new edition serves you well in becoming an exceptional trust-builder."

The Thin Book of Trust, Third Edition
Charles Feltman
51min00
Efficacité professionnelle
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68 pages. Temps de lecture estimé 51min.
“I have used his definitions of trust and distrust in every book I’ve written, because they are practical and actionable and, at the same time, deep and meaningful. It was important to me to dig into these definitions and explore how they play out at work, in relationships, and in our everyday lives.” —Brené Brown, bestselling author of Dare to LeadBest-selling author Charles Feltman updates his business classic, The Thin Book of Trust, with new resources and tools to build trust in the post-pandemic world.Feltman's phenomenal bestseller with almost 100,000 copies sold across two editions outlines in a very simple and quick way the art of building trust between people in organizations as a core essential workplace competency.The updated Thin Book of Trust offers a framework that supports trust building as a workplace competency. It is based on the idea that building trust is a competency, a set of skills that can be learned, improved, and practiced. It will help you continuously improve your ability to build and maintain trust with others. It can also help you create and contribute to a high-trust culture at work.The third edition includes a new study guide and a new resource download page.Charles Feltman says: "Whether you lead others, contribute individually, or serve as a coach, consultant, facilitator, HR or OD professional, your ability to generate and sustain strong trust is critical to the success and well-being of your enterprise. It is my hope this new edition serves you well in becoming an exceptional trust-builder."

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