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Permission to speak freely : how the best leaders cultivate a culture of candor / by Crandall, Doug,1971-; Kincaid, Matt,author.;
Includes bibliographical references (pages 147-150) and index.Foreword / by Shann Ray Ferch -- Introduction -- What leaders need to hear -- Questions and uncertainties -- Great ideas and terrible ones -- Feedback and concerns -- The problem -- Leaders impede communication -- A leader's power suffocates -- People fear judgment -- Rejection leads to fatigue -- How to cultivate a culture of candor -- Assume positive intent -- Prove it's safe -- Dignify every try -- Be genuinely curious -- The promised land -- References -- Notes -- About the authors.
Subjects: Leadership.; Communication in management.;
Available copies: 1 / Total copies: 1
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Einstein's boss : 10 rules for leading genius / by Hromas, Robert.; Hromas, Christopher,author.;
Includes bibliographical references and index.Note from the author -- Introduction -- Einstein's boss -- Recognizing genius -- Genius is not enough -- Rule 1: Mirrors don't lie -- Rule 2: Get out of the way -- Rule 3: Shut up and listen -- Rule 4: Turn over the rocks -- Rule 5: Alchemy outperforms chemistry -- Rule 6: Your past is not the future's truth -- Rule 7: Ignore squirrels -- Rule 8: Harmonize hearts and minds -- Rule 9: Let the problem seduce the genius -- Rule 10: Make peace with chaos -- Afterword: Seeing yourself in another.A genius thinks more deeply and more creatively than other people. But in today's constantly shifting technical fields, intellectual power is not enough. Skilled leaders are needed to "focus" that brilliance, break down barriers, set goals, and successfully bing products to market. "Einstein's boss" recounts the story of Albert Einstein and his unconventional supervisor, Abraham Flexner, who shaped a fledgling scientific group into the world-renowned Institue for Advanced study. Drawing on historical lessons, and the author's own leadership experience, the book uncovers 10 essential rules for creating high-powered teams of genius who achieve more together than they ever could alone.
Subjects: Personnel management.; Communication in management.; Ability.;
Available copies: 1 / Total copies: 1
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Good leaders ask great questions : your foundation for successful leadership / by Maxwell, John C.,1947-;
Part I: Questions I ask. 1. Why are questions so important? -- 2. What questions do I ask myself as a leader? -- 3. What questions do I ask my team members? -- Part II: Questions leaders ask me. 4. What must I do to lead myself successfully? -- 5. How does leadership work? -- 6. How do I get started in leadership? -- 7. How do I resolve conflict and lead challenging people? -- 8. How can I succeed working under poor leadership? -- 9. How can I successfully navigate leadership transitions? -- 10. How can I develop leaders?" In GOOD LEADERS ASK GREAT QUESTIONS, John C. Maxwell delves into the process of becoming a successful leader by examining how questions can be used to advantage. What are the questions leaders should ask themselves? What questions should they ask members of their team? He then responds to the toughest problems leaders have presented to him. Using social media, Maxwell offered the floor to followers with unanswered questions about what it takes to achieve their professional best, and selected seventy questions on the most popular topics, including: -- How can I discover my unique purpose as a leader? -- What is the most effective daily habit that any leader should develop? -- How do you motivate an unmotivated person? -- How would you work with a difficult leader who has no vision? This book is a thorough, insightful response to those readers and anyone who feels they have plateaued on their journey to develop their ultimate potential. Every leader has room to grow, and the advice in these pages will help readers assess their current position, and structure an effective plan to achieve their goals. "--Includes bibliographical references (pages 291-292) and index.
Subjects: Leadership.; Communication in management.; Interpersonal communication.;
Available copies: 1 / Total copies: 1
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Say what you really mean! : how women can learn to speak up / by Johanyak, Debra,1953-;
Includes bibliographical references (pages 127-129) and index."Most of us claim to value honesty and openness in communication, but we often settle for insincerity and ambiguity. We valiantly try to say what we mean, all the while using words, attitudes, and expressions that sabotage the real message. Results can be frustrating, or even devastating. A recent workplace report claims that 25% of the business sector experience communication problems on the job. The actual percentage is probably much higher. Most large companies recruiting and hiring employees are looking for effective communication as one of the top three skills, in addition to being a team player and having job expertise. Knowing what to say, as well as how and when to say it, are critical factors in communicating about important issues. Finding the courage to give an honest response can give you a bad case of nerves or insomnia. Yet, keeping quiet or minimizing a message can be potentially problematic. In romantic relationships, avoiding sensitive topics may seem like the right thing to do. But chances are women are lighting the fuse to a cache of fireworks that?s bound to explode sooner or later, ruining any chance of a truly meaningful relationship ... Say What you Mean! How Women Can Learn to Speak Up offers hope for improving personal and professional communication for those who struggle to find the right words" --Amazon.com.
Subjects: Interpersonal communication.; Communication in organizations.; Communication in management.; Women;
Available copies: 1 / Total copies: 1
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Good leaders ask great questions [sound recording] : your foundation for successful leadership / by Maxwell, John C.,1947-;
Reading by the author of his 2014 book.Maxwell delves into the process of becoming a successful leader by examining how questions can be used to advantage. What are the questions leaders should ask themselves? What questions should they ask their team members? He then responds to the toughest problems leaders have brought to him. A thorough response to those who feel they have stalled on their journey to develop their ultimate potential. It will help listeners assess their current position and structure a plan to reach their goals.
Subjects: Audiobooks.; Leadership.; Communication in management.; Interpersonal communication.; Success in business.;
© [2014], Hachette Audio,
Available copies: 1 / Total copies: 1
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Soft skills revolution : a guide to connecting with compassion for trainers, teams, and leaders / by Kamin, Maxine.;
Includes bibliographical references (p. 215-217) and index.What are soft skills? -- The hidden side of communication -- The power of positive intentions -- Tact and diplomacy -- The challenge of problem solving -- Soft skills and teams -- The personality factor -- Taking the sting out of feedback -- Conflict and cooperation -- Conclusion."Soft skills are the cluster of personality traits, social graces, communication, language, personal habits, friendliness, and optimism that characterize relationships with other people in the workplace. In an increasingly competitive and sometimes toxic and bulling environment, soft skills training has never been more important for organizational health. This book is designed specifically to help trainers and other organizational leaders build these important skills through a variety of methods including structured training programs as well as informal learning, mentoring and coaching."--
Subjects: Communication in management.; Interpersonal communication.; Interpersonal relations.; Management; Communication in management.; Interpersonal communication.; Interpersonal relations.; Management;
Available copies: 1 / Total copies: 1
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The storyteller's secret : from TED speakers to business legends, why some ideas catch on and others don't / by Gallo, Carmine.;
Includes bibliographical references (pages 245-260) and index.Preface: Your story is my passion ; Introduction: Richard Branson, dopamine, and the Kalahari Bushmen -- Part I: Storytellers who ignite our inner fire. What makes your heart sing? ; From T-shirt salesman to mega producer ; Conquering stage fright to sell out Yankee Stadium ; A rock star rediscovers his gift in the backstory of his youth ; Change your story, change your life ; The power in your personal legend ; A coffee king pours his heart into his business ; We're not retailers with a mission, we're missionaries who retail ; If you can't tell it, you can't sell it -- Part II: Storytellers who educate. How a spellbinding storyteller received TED's longest standing ovation ; Turning sewage into drinking water ; What you don't understand can (and does) hurt you ; The $98 pants that launched an empire ; Japan unleashes its best storytellers to win Olympic gold ; A funny look at the most popular TED talk of all time ; Dirt, cigars, and sweaty socks put a marketer on the map ; A burger with a side of story -- Part III: Storytellers who simplify. If something can't be explained on the back of an envelope, it's rubbish ; The Evangelizer in Chief ; A film mogul's granddaughter cooks up her own recipe for success ; The storytelling astronaut wows a TED audience ; "Dude's selling a battery" and still inspires ; An entrepreneur makes Shark Tank history -- Part IV: Storytellers who motivate. Find your fight ; The hospital Steve Jobs would have built ; A hotel mogul turns 12,000 employees into customer service heroes ; A revolutionary idea that took off on the back of a napkin ; When Amy lost her legs, she found her voice ; From Hooters to the C-suite -- a former waitress shares her recipe for success ; Trading Wall Street riches for the promise of a pencil ; The ice bucket challenge melts the hearts of millions ; His finest hour -- 180 words that saved the world -- Part V: Storytellers who launch movements. Great storytellers are made, not born ; Millions of women "lean in" after one woman dares to speak out ; The 60-second story that turned the wine world on its side ; From my heart rather than from a sheet of paper ; Story, story, story -- Conclusion: The storyteller's universe ; The storyteller's toolkit ; The storyteller's secrets at a glance ; The storyteller's checklist.Internationally bestselling author Carmine Gallo reveals the secrets to telling powerful, inspiring, and game-changing stories that will help you achieve any goal. --Publisher
Subjects: Business communication.; Communication in management.; Communication in organizations.; Storytelling.; Inspiration.; Persuasion (Psychology);
Available copies: 1 / Total copies: 1
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Glad we met : the art and science of 1:1 meetings / by Rogelberg, Steven G.,author.https://id.oclc.org/worldcat/entity/E39PBJqw6jWjgRRtr4rXpYtdwC;
Includes bibliographical references (pages 207-211) and index."In this section of the book, I discuss the following: 1. why 1:1s; 2. communicating about 1:1s; 3. 1:1 cadence; 4. scheduling and location of 1:1s; 5. questions making up a 1:1; and 6. what a 1:1 agenda can look like. These topics are designed to get you on the path toward excellent 1:1s. These are the critical foundational topics to understand before you move into actually conducting the 1:1, which is section 2 of the book"--
Subjects: Business meetings.; Staff meetings.; Communication in management.; Interpersonal communication.;
Available copies: 1 / Total copies: 1
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Widgets : the 12 new rules for managing your employees as if they're real people / by Wagner, Rodd.;
"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 ..."--Includes bibliographical references (pages 235-266) and index.Introduction: "Human resources" -- The foundation: The reciprocal employee -- The first rule: Get inside their heads -- The second rule: Make them fearless -- The third rule: Make money a non-issue -- The fourth rule: Help them thrive -- The fifth rule: Be cool -- The sixth rule: Be boldly transparent -- The seventh rule: Don't kill the meaning -- The eighth rule: See their future -- The ninth rule: Magnify their success -- The tenth rule: Unite them -- The eleventh rule: Let them lead -- The twelfth rule: Take it to extremes -- "Is 'paradise' too over the top?": Handling the truth -- The future of so-called engagement: The profitable pursuit of happiness -- Appendix: The science behind the new rules- engineering a better vehicle.
Subjects: Supervision of employees.; Employee motivation.; Communication in management.;
Available copies: 1 / Total copies: 1
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The infinite game / by Sinek, Simon.;
Includes bibliographical references (pages 229-241) and index.Why I wrote this -- Winning -- Finite and infinite games -- Just cause -- Cause, no cause -- Keeper of the cause -- The responsibility of business (revised) -- Will and resources -- Trusting teams -- Ethical fading -- Worthy rival -- Existential flexibility -- The courage to lead -- Afterword."In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more I started to understand the difference between finite and infinite games, the more I began to see infinite games all around us. I started to see that many of the struggles that organizations face exist simply because their leaders were playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. Any worthwhile undertaking starts with Why -- the purpose, cause or belief that inspires us to do what we do and inspires others to join us. Good leaders know how to build Circles of Safety that promote trust and cooperation throughout their organizations. But that's not enough to help us chart a course through the unpredictable, often chaotic landscape of today's marketplace. I now believe that the ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it"--
Subjects: Leadership.; Success in business.; Organizational behavior.; Communication in management.; Employee motivation.;
Available copies: 1 / Total copies: 1
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Results 1 to 10 of 223 |