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The Strengthspath Principle
Do What You Do Best! This book is for anyone interested in becoming the Best Version of Themselves. It is designed to help you, Do Your Best, Doing What You Do Best. This is a terrific resource if you are: Shifting - contemplating a career transition Shaping - crafting a job that partially fits Succeeding striving to be world class in a job you love Serving wanting to make a bigger contribution Selecting - a college major or first career Stumbling Struggling Stuck with a career direction
Best of the Gallup Management Journal 2001-2007
Since 2001, the "Gallup Management Journal" has provided leaders with essential insights into managing the human side of their businesses: their employees and customers. This book features articles from the first seven years of the journal that could not be more relevant today, as executives continue to struggle with the transition into a 21st century global economy. A range of voices is included in these pages. A Ritz-Carlton executive tells how his company is reinventing its world-class brand, while a leader at Ann Taylor describes how the retailer invests in talent. Nobel Prize winner Daniel Kahneman probes how customers think, while one of the founding fathers of the Internet, Vinton Cerf, speculates on the future of a connected world. With its lively writing and penetrating, research-driven insights, "The Best of the Gallup Management Journal 2001-2007" is essential reading for leaders who want to engage employees and customers in a hyper-competitive and ever-changing global economy.
The Inner Edge
An esteemed executive coach shows managers and leaders how they can achieve personal and professional success—and leave a mark on the world. Dr. Joelle Jay's The Inner Edge: The 10 Practices of Personal Leadership draws on timeless principles and Jay's experiences with hundreds of leaders from America's most successful and admired companies, setting out ten essential components of leading well and living well. In The Inner Edge, Dr. Jay offers customized coaching to help leaders overcome challenges, leverage opportunities, and maximize their talents, teams, and time. Through vivid examples, conversations with accomplished leaders, insightful perspectives on leadership, and thought-provoking questions and exercises, Jay shows readers that leadership is not just a label, but a way of life. Finding your edge, gaining clarity, focusing and taking action, expanding your knowledge—under Jay's training these and other principles become concrete achievable assets for living and leading. The result is an essential resource for helping leaders get results for their organizations in a way that capitalizes on—and enriches—their own unique identity.
The Four Conversations
Talk is powerful. Engaging in the right conversation at the right time is key to both personal and organizational success. And it isn’t just ‘difficult’ conversations that matter. The Four Conversations clearly demonstrates it is the everyday dialogue we have with one another that is critical. Armed with a solid body of research and their own first-hand observations, Jeffrey and Laurie Ford identify four types of conversations that every one of us must use to get things done: initiative conversations to introduce something new; understanding conversations to help people relate to new ideas or processes; performance conversations to request specific actions and results; and closure conv...
The Best Place to Work
For readers of Malcolm Gladwell, Daniel Pink, and Freakonomics, comes a captivating and surprising journey through the science of workplace excellence. Why do successful companies reward failure? What can casinos teach us about building a happy workplace? How do you design an office that enhances both attention to detail and creativity? In The Best Place to Work, award-winning psychologist Ron Friedman, Ph.D. uses the latest research from the fields of motivation, creativity, behavioral economics, neuroscience, and management to reveal what really makes us successful at work. Combining powerful stories with cutting edge findings, Friedman shows leaders at every level how they can use scienti...
Widgets: The 12 New Rules for Managing Your Employees as if They're Real People
New York Times bestselling author Rodd Wagner tackles one of the most destructive problems facing organizations today–the breakdown of the relationship between employees and the organizations they work for "Your people are not your greatest asset. They're not yours, and they're not assets." With this declaration, one of the leading authorities on employee performance rolls up his sleeves against the weasel words, contradictions, bad habits, and intrusions that reduce people to "human resources." To "FTEs." To "human capital." To flesh-and-blood widgets. Armed with empirical evidence from the provocative studies he leads around the globe, Wagner guides you through the new realities of what it takes to get the highest levels of intensity from people in a more mercenary, skeptical, and wired work world. He explains how elements such as individualization, fearlessness, transparency, recognition, and coolness are reciprocated with loyalty, productivity, innovation, and--inescapably--corporate reputation.
Widgets: The 12 New Rules for Managing Your Employees as if They're Real People
New York Times bestselling author Rodd Wagner tackles one of the most destructive problems facing organizations today–the breakdown of the relationship between employees and the organizations they work for "Your people are not your greatest asset. They're not yours, and they're not assets." With this declaration, one of the leading authorities on employee performance rolls up his sleeves against the weasel words, contradictions, bad habits, and intrusions that reduce people to "human resources." To "FTEs." To "human capital." To flesh-and-blood widgets. Armed with empirical evidence from the provocative studies he leads around the globe, Wagner guides you through the new realities of what it takes to get the highest levels of intensity from people in a more mercenary, skeptical, and wired work world. He explains how elements such as individualization, fearlessness, transparency, recognition, and coolness are reciprocated with loyalty, productivity, innovation, and--inescapably--corporate reputation.
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12 (Summary)
getAbstract Summary: Get the key points from this book in less than 10 minutes.The Gallup Organization has studied employment and management issues for decades. Rodd Wagner and James Harter distill its findings into 12 pivotal concepts that managers can use to develop and keep great employees. These range from creating strong teams to managing them so that they support corporate goals. getAbstract lauds the way the authors illustrate their points with real-life examples. They show how and why managers implement each of the 12 factors, which are usefully broken down into business cases. The 12 principles are nicely interconnected. Each one explains a way to provide employees with direct manag...
Incentive
Managing and marketing through motivation.
