In co–active coaching, coaches help clients realize their potential by increasing their self-knowledge, perception and understanding. Clients learn to seek answers and make good choices. Co–active coaches do not consider their clients unmotivated, incompetent, untalented or unenthusiastic. LAURA WHITWORTH, KAREN KIMSEY-HOUSE, HENRY KIMSEY-HOUSER & PHILLIP SANDAHL (authors)
Collaborative intelligence, or CQ, is a measure of our ability to think with others on behalf of what matters to us all. It is emerging as a new professional currency at a time when the way we think, interact, and innovate is shifting. In the past, “market share” companies ruled by hierarchy and topdown leadership. Today, the new market leaders are “mind share” companies, where influence is more important than power, and success relies on collaboration and the ability to inspire.
n
nCollaborative Intelligence is the culmination of more than fifty years of original research that draws on Dawna Markova’s background in cognitive neuroscience and her most recent work, with Angie McArthur, as a “Professional Thinking Partner” to some of the world’s top CEOs and creative professionals. Markova and McArthur are experts at getting brilliant yet difficult people to think together. They have been brought in to troubleshoot for Fortune 500 leaders in crisis and managers struggling to inspire their teams.
n
nWhen asked about their biggest challenges at work, Markova and McArthur’s clients all cite a common problem: other people. This response reflects the way we have been taught to focus on the gulfs between us rather than valuing our intellectual diversity—that is, the ways in which each of us is uniquely gifted, how we process information and frame questions, what kind of things deplete us, and what engages and inspires us. Through a series of practices and strategies, the authors teach us how to recognize our own mind patterns and map the talents of our teams, with the goal of embarking together on an aligned course of action and influence.
n
nIn Markova and McArthur’s experience, managers who appreciate intellectual diversity will lead their teams to innovation; employees who understand it will thrive because they are in touch with their strengths; and an entire team who understands it will come together to do their best work in a symphony of collaboration, their individual strengths working in harmony like an orchestra or a high-performing sports team. DAWNA MARKOVA, ANGIE MCARTHUR (AUTHOR)
This collection of specially-commissioned letters offers clear, calming and concise advise from across the spectrum of current leadership thinking. THINKERS 50
We live in an era when business cycles are measured in months, not years. The only way to sustain long term innovation and growth is through creativity Æ at all levels of an organization. Disciplined Dreaming shows you how to create profitable new ideas, empower all your employees to be creative, and sustain your competitive advantage over the long term. Linkner distills his years of experience in business and jazz Æ as well as hundreds of interviews with CEOs, entrepreneurs, and artists Æ into a 5-step process that will make creativity easy for you and your organization. The methodology is simple, backed by proven results. Disciplined Dreaming shows even the stuffiest corporate bureaucracies how to cultivate creativity in order to become more competitive in today’s shifting marketplace. JOSH LINKNER (AUTHOR)
I’m getting more done in less time, but where are the rich relationships, the inner peace, the balance, the confidence that I’m doing what matters most and doing it well?
n
nDoes this nagging question haunt you, even when you feel you are being your most efficient? If so, First Things First can help you understand why we so often prioritize things that are unimportant to both our larger goals and our inner happiness. From the author that brought you the New York Times bestseller The 7 Habits of Highly Effective People comes a guide to building your work on the principles of effectiveness so that your life can spent cultivating genuine relationships, investing in pursuits you enjoy, and achieving balance in both your personal and professional lives.
n
nIn First Things First, Stephen M. R. Covey advocates categorizing tasks by urgency and importance so that you can focus on what actually needs to be done in the limited amount of time that you have. Using personal examples and insight from years of business experience, he argues for a new way of looking at your “to-do” list. Rather than offering you another clock, First Things First provides you with a compass, because where you’re headed is more important than how fast you’re going. STEPHEN R. COVEY, A.ROGER MERRILL, REBECCA R. MERRILL (AUTHOR)
Leadership is about creating a culture which will engage all employees in executing the Vision and Mission of the company. This book outlines the five principles required to be a successful manager in todays multi generational and geographically diverse world. iLead provides a comprehensive overview of sensible and actionable analyses that managers can apply to create successful and productive teams. This is a book about creating a workplace where people are doing what they love to do, and are doing it in an environment that supports that encourages the development of their strengths. JOSEPH SHARREN (author)
“Whether you were born a leader or have had leadership thrust upon you, you’re in for a whole new set of challenges when managing other leaders. Think of the qualities that have brought you to a leadership role: your vision, confidence, and charisma, or perhaps your experience, unique skills, expertise, or network of powerful allies. Now remind yourself that other leaders share some or all of these qualities with you.
n
nThe leaders you are called upon to lead may be other executives, highly educated experts, investors, board members, government officials, doctors, lawyers, or other professionals. The potential contributions of these elites to any organization are vital, but the likelihood of friction is also high if you don’t manage relationships carefully. In any case, they are people with significant resources — and strong opinions. How do you leverage the assets of the talented and powerful while making sure that egos remain unbruised?
n
nLeading Leaders breaks the challenge down into the Seven Daily Tasks of Leadership, and shows you how to carry out each task when you have to manage other leaders. The seven tasks and the special challenges they entail in leading leaders are:
n
n1. Direction How do you negotiate a vision for the organization that other leaders will buy into?
n
n2. Integration How do you make stars a team?
n
n3. Mediation How do you resolve conflicts over turf and power among other leaders so the organization can move forward?
n
n4. Education How do you educate people who think they are already educated?
n
n5. Motivation How do you move other leaders who already seem “to have everything” to do the right thing for the organization?
n
n6. Representation How do you lead your organization’s outside constituents while still leading leaders inside?
n
n7. Trust Creation How do you gain and keep other leaders’ trust, the vital capital that your own leadership depends on?
n
nDrawing on the author’s own leadership experience as well as his research in the corporate, political, academic, and professional worlds, Leading Leaders answers these questions with a clear set of effective rules for all managers to follow in successfully leading other leaders.” JESWALD W. SALACUSE (AUTHOR)
Lean Thinking clearly demonstrates that these simple ideas can breathe new life into any company in any industry in any country. But most managers need guidance on how to make the lean leap in their firm. Part II provides a step-by-step action plan, based on in-depth studies of more than fifty lean companies in a wide range of industries across the world.
n
nEven those readers who believe they have embraced lean thinking will discover in Part III that another dramatic leap is possible by creating an extended lean enterprise for each of their product families that tightly links value-creating activities from raw materials to customer. JAMES P. WOMACK & DANIEL T. JONES (authors)
According to sales managers, their biggest challenges are getting sales people to do the tasks they’ve been trained on and get paid to do. Managers overwhelmingly say their role seems too much like babysitting, coaxing and pep-talking talented people to work consistently at the business development aspects of the sales job. If often feels that managers care more about their sales representatives’ success than the reps themselves do. About 50 percent of sales managers fail within the first 18 months because they cannot successfully navigate these challenges.
n
Whether you are an old pro or a new sales manager, the Managing Effort: Getting Results Sales Coaching Workshop makes the difference. It is the curriculum taught by the top-rated National Strategic Selling Institute at Kansas State University. Using this approach, sales managers can reclaim their schedules, effectively coach their sales team to over-quota performance — often seeing double digit increases in year one — and establish a foundation to thrive for years to come.
n
n
n
The two-day workshop will provide you with an approach to leadership that will positively affect and stay with you throughout your career. Graduates of the workshop have seen and learned:
n
n
n
n
n
n
n
n
n
In Our Turn, Kirstine Stewart, Twitter’s VP of North American media partnerships – and recently named as one of Canadian Business’s Power 50 of 2016 list because she ‘helps women discover their leadership potential’ – draws on her extensive experience to share her smart and practical approach to business.
n
nKirstine Stewart has joined the ranks of technology leaders Sheryl Sandberg and Marissa Mayer, but she has come to that position by a very different route. She got her first job when she applied for an entry-level position at a film distribution house. Having worked her way up from the bottom – under women and men, leaders good and bad – she believes it’s time we looked past the question of how women might create change in the working world and exploit the fact that profound change is already under way.
n
nThe digital revolution, and the wave of millennials who are entering the workforce with very different expectations than the generations who preceded them, have created an environment that demands a new style of leader – one with attributes and perspectives that make women the natural front-runners.
n
nThe opportunity is there. The question Stewart poses and then tackles is how do we seize it? KIRSTINE STEWART (author)
The time management experts at FranklinCovey share their five critical techniques for avoiding distractions and paying focused attention to our most important goals and tasks in our daily lives. This is accomplished by understanding and implementing the 5 choices. KORY KOGON, ADAM MERRILL & LEENA RINNE (authors)
In this carefully researched, vivid narrative, Roberts lays out the stark economic realities behind modern food and shows how our system of making, marketing, and moving what we eat is growing less and less compatible with the billions of consumers that system was built to serve. PAUL ROBERTS (author)
The Leadership Challenge is the gold-standard manual for effective leadership, grounded in research and written by the premier authorities in the field. With deep insight into the complex interpersonal dynamics of the workplace, this book positions leadership both as a skill to be learned, and as a relationship that must be nurtured to reach its full potential. This new sixth edition has been revised to address current challenges, and includes more international examples and a laser focus on business issues; you’ll learn how extraordinary leaders accomplish extraordinary things, and how to develop your leadership skills and style to deliver quality results every time. Engaging stories delve into the fundamental roles that great leaders fulfill, and simple frameworks provide a primer for those who seek continuous improvement; by internalizing key insights and putting concepts into action, you’ll become a more effective, more impactful leader.
n
nA good leader gets things done; a great leader aspires, inspires, and achieves more. This book highlights the differences between good and great, and shows you how to bridge the chasm between getting things done and making things happen.
n
n
n
n
n
nBusiness is evolving at an increasingly rapid rate, and leaders must keep pace with the changes or risk stagnation. People work differently, are motivated differently, and have different expectations today—business as usual is quickly losing its effectiveness. The Leadership Challenge helps you stay current, relevant, and effective in the modern workplace. KOUZES, POSNER (AUTHOR)
Become a better manager by challenging the myths of commonly accepted management wisdom
n
nA humorous review of current management practice with a very serious message, The Management Mythbuster makes an entertaining case for questioning much of the conventional wisdom that pervades the corporate world today.
n
nThrough contrarian and provocative points of view, real world examples and deep analysis, author and management thought leader David Axson offers over a dozen short, pithy commentaries on the important issues in management today:
n
n
n
n
n
nIf you are brave enough, this concise, easily read book is for you, returning a sense of common-sense perspective to the practice of management. DAVID A.J. AXSON (author)
Randori/ ran-door-ee/ v. (from the Japanese martial art Aikido) means to be in the right place, with the right technique, at the right time, with the right level of power.
n
nOut of the chaos of business change, mergers, acquisitions, and upheavals, leaders continually seek practical new ways of thinking about-and doing-business. Many will identify with this description: Suddenly you are attacked from multiple directions at once, seemingly with no pattern or reason. Unrelenting, simultaneous, and armed, the attacks keep coming.
n
nThe solution draws from ancient Aikido principles. It is called Randori.
n
nIn the above attack, consider: Instead of panicking or flailing, you respond effortlessly and impeccably. Each movement, each technique you bring forward perfectly parries every force you encounter. You flow with the attacks, almost without thought, and in doing so rise brilliantly above the flurry of opposition. THAT is Randori.
n
nApplying The Randori Principles to business is a perfect match, for Aikido is about mastering the chaos of multiple attacks, the scenario facing companies daily. Leaders will learn to:
n
n Apply the right action, right timing, and right use of power.
n
n Bring focus to leadership.
n
n Master Irimi-the use of the single sword strike.
n
n Turn resistance into collaboration.
n
n Know when to disengage.
n
nCoauthors Baum and Hassinger identify essential techniques and encourage heightened awareness in 60 time-tested management lessons. Their fast-paced and refreshingly brief scenarios are rich with action ideas to try. DAVID BAUM (AUTHOR)
When salespeople know the rules, they get results. All prospects lie, all the time. Never ask for the order. Get an I.O.U. for everything you do. Don’t spill your candy in the lobby.
n
nUntil now, these unique rules (and 45 more) were given out only to Sandler Trainingsm clients in special seminars and private coaching. After three decades of proven success, the secrets are out in The Sandler Rules.
n
nUsing Eric Berne’s Transactional Analysis, Mr. Sandler devised a selling system and distilled 49 unforgettable rules that are frank, sometimes fun and always easy to put to use. Sandler Training CEO David Mattson, co-author of Five Minutes with VITO, delivers this fresh and often funny guidebook, filled with real-world tactics for successful prospecting, qualifying, deal-making, closing and referral generation. DAVID MATTSON (author)
