Even senior people, business owners, and board members are unaware of the nuances of influence on a daily basis. They think in a straight line and try to "strike deals," use hierarchical power, make "trade-offs," or bargain as if at a flea market. They unwittingly sacrifice vital needs to gain minor and temporary bright, shiny things. Influence is not about fast-talking, it's about fast-thinking and carefully constructed language that one applies within a specific context. Influence is thought to be programmable-that is, it can create scarcity or consistency of positive responses. In reality, it's about accountability, innovation, and leverage. No pre-pandemic strategy is worth a cent in a post-pandemic world. There is no "new normal" or "return to normal." There are only new realities. In this book, one of the boldest, most aggressive, most successful consultants in the world makes his predictions and provides recommendations that may frighten and stun, but ultimately can lead to market domination. Million-dollar influencers understand that influence doesn't mean kissing up to everyone. While we may all be equal as human beings, not everyone has a stake in the outcomes in the business of influence. Some will resist change for the sake of resisting change. They lack imagination or let fear hold them in place. Recognizing actual stakeholders will guide your positioning of stakes in the ground that will mark critical positions leading to your desired outcome. Features How consensus building is something to live with, not something to die for The fundamental difference between accountability and authority The need for innovation and even improvisation in wielding influence The scientific and magical contrasts of language How to effectively maneuver within political environments How to rally the right stakeholders at the right time The powerful role of consequence

This timely book addresses contemporary and future dynamics of collaboration, combining public, private, and nongovernmental resources at a time when global concerns - ranging from economic insecurity to environmental threats to chronic diseases - cannot be solved by single sectors.David Maurrasse reveals that government alone cannot adequately address the myriad challenges of our complex times. Therefore, while the idea of collaboration is increasingly popular, such efforts are difficult to implement. The author expertly analyzes the strengths, weaknesses, and potential of cross sector partnerships, transcending the public/private paradigm by integrating the social sector into its framework. A number of diverse case studies from across the globe are presented alongside strategies, opportunities and future challenges for strengthening partnerships. This book captures current thinking and approaches to partnerships leveraging the public, private, and social sectors to address pressing contemporary issues and stimulate innovation. As such, it will prove an invaluable reference tool for not only academics, students and researchers in the fields of public sector economics, public policy and business and management, but also for practitioners and policymakers involved in the review of specific manifestations of cross sector partnerships. Contents: Introduction Part I: The Concept of Strategic Cross Sector Partnerships 1. The Emergence of Strategic Partnerships 2. Characteristics of Partnerships 3. The Value of Partnerships 4. Making Partnerships Effective Part II: Partnerships in Places 5. Increasing Urbanization 6. Partnerships in US Cities 7. Partnerships in Europe 8. Partnerships in Emerging Markets 9. The Rural Challenge Part III: Partnerships Around Critical Issues of Global Significance 10. Meeting the Climate Change Challenge 11. Improving Global Health 12. Addressing Poverty Part IV: Challenges and Opportunities Going Forward 13. The Viability of Partnerships 14. Steps Forward 15. Conclusions and Recommendations References Index

What is human resource strategy? How are human resources strategies formulated and how can we explain the variance between what is espoused and what is actually implemented? What impact - if any - does human resource strategy have on the organization's "bottom line," and how can this impact be explained? Is there one best HR strategy for all firms, or is the impact of HR strategy on performance contingent on some set of organizational, technological or environmental factors? Human Resource Strategy, 2nd edition, provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review 30 years' worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. Complex theoretical models and scientific findings are presented in an accessible and relevant way, in the context of the strategic decisions that executives are forced to make on a regular basis. This new edition features an updated literature review, coverage of the latest challenges to HR strategy, new mini-cases, discussion questions, additional examples, and an emphasis on the strategic implications of the research, making it an ideal resource for students and practitioners alike.

The introduction is free to download here.This book is about empowering ordinary people to make a difference in the world. It explores the transformation that emerges when groups spread around the world working on similar issues discover synchronicities, often cross-pollinating, and collaborate rather than compete. A Collaboratory is a facilitated space where stakeholders meet to discuss burning societal issues. Each collaboratory is different and needs to be carefully designed to fit the context, ambition, purpose, stakeholders, culture, and space.Part 1 of the book sets the stage by explaining what a collaboratory is, where it emerges from, how it is defined and how it fits into the larger context of the social lab revolution that is happening all over the world.Part 2 of the book unpacks the many dimensions and considerations that contribute to the magic of a collaboratory experience. We offer nine unique insights and perspectives that need to be considered and form an integral part of a successful collaboratory.Part 3 offers eight inspiring examples of how a collaboratory could be applied. We look at applications in the educational field, within organizations, among institutions, and as movements.Part 4 offers a pragmatic outlook on how to get started if you want to use the Collaboratory in your own field of work. The book offers a narrative roadmap using a real-life example of a co-designed and co-created Collaboratory in Norway.Offering practical recommendations and benefits, and bringing together insights from a range of experienced academics, practitioners and facilitators, The Collaboratory is a handbook for experienced or aspiring practitioners in all fields of change: in society, in organizations of all kind and in the field of education.

When the chips are down you have to step forward, speak up and take action - or sink. Matthew Ingle, Yorkshire born and bred, left school in 1971 with four O levels. He went to work at a timber yard in Huddersfield, before joining the management training programme at Magnet. When he was made redundant in 1994, he had an idea for a business, jotted down on a single sheet of paper but no name, no products, no buildings and no backers. Howdens was founded in 1995, and today is a FTSE 100 company with 10,000 staff, sales of over GBP2 billion and a royal warrant. This is the story of how he got there: the highs and lows, the disasters turned to triumphs, the unsung heroes and the grafters - and the no-nonsense business principles that guided him along the way. Kitchens, or Sink weaves memoir with business insight, telling us a great deal about the state of manufacturing in the UK, how Matthew learned to turn setbacks into opportunities and established the standards he set for himself and his workforce. This is an honest and uplifting story, which also offers sound and pragmatic advice to anyone starting their own business.

Lean Thinking was launched in the fall of 1996, just in time for the recession of 1997. It told the story of how American, European, and Japanese firms applied a simple set of principles called 'lean thinking' to survive the recession of 1991 and grow steadily in sales and profits through 1996. Even though the recession of 1997 never happened, companies were starving for information on how to make themselves leaner and more efficient. Now we are dealing with the recession of 2001 and the financial meltdown of 2002. So what happened to the exemplar firms profiled in Lean Thinking? In the new fully revised edition of this bestselling book those pioneering lean thinkers are brought up to date. Authors James Womack and Daniel Jones offer new guidelines for lean thinking firms and bring their groundbreaking practices to a brand new generation of companies that are looking to stay one step ahead of the competition.

First published in 1989, this book is based on detailed comparative case studies of eight firms' responses to the recession of the early 1980s, the worst crisis for British manufacturing in the post-war period. Following these companies' progress from 1979 to 1985, Whittington examines the various recession strategies they adopted and the consequences of these for management change and financial performance in the recovery. Drawing on the Realist social theory of Roy Bhaskar, Whittington argues that the class, gender, generation and ethnicity of the decision-makers involved in the eight case studies collectively made an impact on their strategic choices. This is a timely and practical reissue, which will be of value to students, managers and academics concerned with strategic management, developments in organizational theory, and the current economic climate.

Adopting a strategic approach to risk management can maximize competitiveness and profitability. Total Safety and Productivity approaches offer managers a set of methods and tools to apply a Total Safety Management (TSM) philosophy to achieve this. The capability to anticipate, assess and plan for risks associated with future operations is a critical success factor, for enterprises of all types and sizes. The ability to risk assess actual operations with an easy to apply, resilient methodology can offer significant benefits in terms of the capacity to improve safety and performance. This book describes approaches that can be used alone or jointly to improve safety management in any organization. The methods are based on academic best practice and have been developed by leading experts, but are presented here in a practical way for application in industry by non-experts. The book outlines a professional approach to risk and safety management, which requires goal setting, planning and the measurement of performance, and encourages a safety management system that is woven holistically into the fabric of an organization so that it becomes part of the culture, the way people do their jobs, and helps ensure that issues are correctly prioritized and managed as they emerge. This book is essential reading for professionals, at both expert and non-expert level, who are interested in applying the TSM philosophy within their organization.

This book puts successful startup tools in the hands of creators: performers, artists, entertainers, creatives, and media makers seeking to launch like a business and generate more income. Readers will learn essential entrepreneurial principles taught to founders in the startup community. Creatives who read this book will learn: How to launch their creative startups Ways to run and market their venture efficiently Effective methods to test new services, products, and experiences To incorporate their entire skill set in an authentic way That they can do all of this now, without business classes or special training With actionable information, real-world case studies as examples, and specific steps to build business acumen from an artistic perspective, this book puts entrepreneurial tools into the frameworks and mindsets of those working in creative fields. Paula Landry, MBA, is a creator, writer/filmmaker, and musician who has been teaching and coaching creatives for a decade, through undergraduate and graduate programs in New York City, as well as at various non-profits.

In today's business environment, strategic planning stresses the importance of making decisions that will ensure an organization's ability to successfully respond to changes in the environment and plan for sustainable viability. Providing practical, field-tested techniques and a complete 6-phase plan, Strategic Planning Kit For Dummies shows you how to make strategy a habit for all organizations, no matter the size, type, or resource constraints.

Strategic Planning Kit For Dummies is for companies of all types and sizes looking to build and sustain a competitive edge, set up an ongoing process for market assessment and trend analysis, and develop a vision for future growth. This revised edition includes: new and updated content on planning for both the short and the long-term; crucial information on succession planning; help preparing for the unexpected using scenario planning and agile strategy; strategies for implementing change and integrating strategic plans successfully by involving all staff members; and more.

• Provides value for any business or entrepreneur looking to improve efficiency, focus, and competitive edge
• Includes practical, field-tested techniques

Strategic Planning Kit For Dummies gives today's business owners and upper-level management the tools and information they need to think and act strategically in order to more effectively weather current economic storms while planning for future growth.

PLEASE NOTE: This is a print-on-demand title and no supplementary CD is included.

What is internal communication? What role does it play in contemporary organizations? What are the consequences of malfunctioning internal communication? There are many aspects of internal communication - work related, social, formal, informal, vertical, horizontal, between coworkers, between coworkers and managers, communication before and under organizational changes, internal crisis communications and so forth. We think of different forms of communication channels such as intranet, staff magazines, electronic billboards and internal television. This book interconnects these different parts and emphasizes the strategic value and importance of internal communication. We understand internal communication as an unused capital with a large potential for organizational success. Further, we understand internal communication as a basic prerequisite of organizations that is performed by all members of an organization - managers, coworkers and communication professionals. Traditionally, there has been too much emphasis on the work and function of communication professionals when internal communication is discussed, but most of the communication value is actually produced by managers and coworkers. However, communication professionals are the communication experts in organizations that strategically facilitate the organization. This book is based on a cooperation between Susanne Dahlman, senior communication consultant, and Mats Heide, Professor in Strategic Communication at Lund University. Hence, this book has a unique approach that covers both practical and academic aspects of internal communication. This book is a response to the demand for a book that covers the strategic aspects of internal communication in practice, and as such is ideal reading for both practitioners and advanced students.

Bring your company into the digital era without compromising your core business In The Digital Transformer's Dilemma: How to Energize Your Core Business While Building Disruptive Products and Services, the authors show companies how to go digital while also advancing their core business. The book emphasizes how to strike a difficult balance between establishing a new (digital) business and re-vitalizing - and digitizing - the legacy business. The core of the book is focused on the actual implementation of the digital transformation across both businesses, providing concrete tips, tricks, tools and action plans across six key dimensions: Crafting a flexible organization Using technology as a driver Designing the necessary processes Building transformational leaders "Right-skilling" the workforce of the future Galvanizing cultural change The Digital Transformer's Dilemma is a very visual book, filled with dozens of engaging illustrations that bring the contained concepts to life on the page. Based on 100+ interviews with senior executives at leading companies (such as Nestle, Novartis, Volkswagen, BNP Paribas, BASF and Michelin) and smaller hidden champions, numerous illuminating case studies, and the authors' own experience from working in international management consulting and years of academic experience, the book highlights the fundamental principles required for executives and businesspeople to transform legacy organizations into digitally empowered companies.

Technology Transfer and US Public Sector Innovation provides an overview of US technology policies that are the genesis for observed technology transfer activities. By describing the technology transfer process from US federal laboratories and other public sector organizations, this exploration informs the reader in detail of how the transfer process behaves and the social benefits associated with it. Empirical information and evidence are presented on myriad forms of technology transfer including, but not limited to, patents, licenses and CRADA activity. Publications are a form of technology transfer as are new metrics that quantify the efficiency of the technology transfer process. Link and Oliver's work will be of great use to public policy makers in industrialized countries, scientists in federal laboratories worldwide and academic researchers. In addition, it will hold an important position in national and academic libraries.

There is a new business landscape, where companies are increasingly being judged on their ability to generate _social value_. But there is no off-the-shelf solution for the leaders and change makers in this new domain. Creating social value is a journey, and each company must chart its own path through uncertain and complex terrain. We invite you to discover how the entrepreneurial leaders profiled in this book have become trailblazers, using strategy and innovation to generate profits and social value simultaneously.Creating Social Value provides insights into the motivations and preoccupations of groundbreaking entrepreneurial leaders as they look to activate change not just within their companies, but also in their sectors, value chains and even through co-creating partnerships with their competitors. Such change requires fundamentally new styles of leadership and business design where companies seek to be generative rather than extractive.This book also bears witness to the emergence of new language to describe these innovative concepts. Working with and sharing ideas with social entrepreneurs and entrepreneurs inside, the authors became aware of the building blocks of a new lexicon with the power to inspire and positively influence the culture of an organization. Many of the leaders included in this book have driven change by harnessing the power of language to reroute their company's direction.For example, The Campbell Soup Company has created _destination goals_ to describe the long-term vision of the company to nourish its customers, employees and neighbours. Roshan has worked on _nation building_, creating physical infrastructure in Afghanistan, a country decimated by war. UPS has worked to understand its impact on the planet, building a _materiality matrix_ of the issues that matter to its stakeholders, while working to create a culture that fosters social innovation and seeks to understand _constructive dissatisfaction_. Ford is redefining its mission, imagining a different future in which it provides _mobility solutions_, rather than only manufacturing cars. Ford is working with Toyota to co-create technologies to combat climate change.This book sets out a manifesto for Social Value Creation, which is defined as a strategy that combines a unique set of corporate assets (including innovation capacities, marketing skills, managerial acumen, employee engagement, scale) in collaboration with the assets of other sectors and firms to co-create breakthrough solutions to complex economic, social and environmental issues that impact the sustainability of both business and society. Social innovation differs from corporate responsibility in two significant ways: it is strategic and it leverages a wide range of corporate assets and core competencies.Creating Social Value has been designed as a manual for change. It will be essential reading for business students, entrepreneurs and all of those wishing to effect positive, generative change in larger organizations.

In response to the world's rapidly growing social, economic and environmental challenges, a growing wave of "social intrapreneurs" are harnessing the power of large companies to create new business solutions to address societal problems. Social Intrapreneurism and All That Jazz reveals how these highly creative social innovators are improvizing alliances across, as well as beyond, their companies to create micro-insurance products for low-income people; offer delivery services to millions of small businesses in slums around the world; develop alternative-energy solutions inside a major gas and oil corporation; partner with a Brazilian community to produce new natural care products; establish a green advertising network within a major media company; apply engineering expertise to help alleviate poverty and much more - all while generating commercial value for their companies.Distilling insights from interviews with social intrapreneurs, their colleagues and experts around the world, the authors bring to life how business can be about more than just maximizing profit. They identify the mind-sets, behaviours and skills that have helped successful social intrapreneurs journey from initial idea to roll-out by their company - and some of the pitfalls.Although their journeys may be lonely at times and require considerable hard work while working "against the grain" of large conventional businesses, successful social intrapreneurs are, above all, great communicators who inspire others to join them in achieving a higher purpose beyond the realms of conventional business.Drawing on the metaphors of ensemble jazz music-making, the authors describe how "woodshedding", "jamming", "paying your dues", being a "sideman", joining and building a "band" but, above all, "listening" to what is happening in business and the wider world - are all part of the life of a successful social intrapreneurism project.Whether you're an aspiring social intrapreneur who wants to change the world while keeping your day job, or want to renew the entrepreneurial spirit of your own company, this book is for you.

The second book in Bob Gorzynski's acclaimed strategic thinking trilogy. Much of the current management thinking is dominated by fear - fear of failure, fear of recession, fear of competition, fear of making a mistake, fear of going out on a limb...To succeed in the new economy requires courage, conviction, and a willingness to take risks - not necessarily financial risks, but personal risks, by having "courage for the truth" and finding the new way which others have feared to tread. Bob Gorzynski, author, lecturer, and business adviser, explains how strategic leaders should change their mindset and plan for a sustainable future in the 21st century.

This timely book explores the psychological repercussions of Brexit in the workplace. Illustrating the mental and emotional impact of the Brexit process, interdisciplinary chapters demonstrate its effect on the wellbeing of workers and its implications for the welfare of the workforce in the future. Bringing together international contributors from a range of disciplines, this topical book focuses on key areas of workplace functioning, including higher education institutions, corporate social responsibility and the emerging experiences of businesses, migrant workers and politicians. The major psychological, political and economic implications for employers, employees and policy-makers are considered, and the importance after Brexit of actions that preserve and build on progress already achieved in the UK workplace are highlighted. Brexit in the Workplace will appeal to scholars and students of politics, psychology and business, as well as business leaders and policy-makers wishing to gain valuable insights into the range of issues facing the workforce in the current atmosphere of political change and uncertainty around Brexit.

This book introduces a powerful system that explains how to run a company with a focus on continuous improvement. The results are a satisfied customer base, evolving products and an increase in revenue and profits. These factors determine the success for any company because business transformation involves making fundamental changes in how business is conducted to cope with shifts in the market environment. This a comprehensive book for valuable guidance on framing strategy and overcoming challenges for successful and sustainable implementation of a lean production system, daily management system and lean accounting system in companies to empower the managers to serve their customers with timely delivery of quality products while maximizing profits and easing workloads. The main challenge is ensuring operations colleagues in different functions understand the link between their daily work and the profit and loss statement. In addition, it illustrates how finance personnel can assist the operations team and be a part of the transformation journey. This book is not meant to impart theoretical knowledge of the lean production system, daily management and lean accounting, as there are many books already available that focus on the methodology instead of the implementation. This book empowers people in each function of a company, irrespective of which level they work in the company, and shows them the way to operate on a daily basis to achieve the company's strategy while simultaneously fulfilling their career goals. The book lays out a brief history of the evolution of lean concepts with a focus on lean accounting. This book guides the successful implementation and sustenance of lean and kaizen tools and provides answers to the questions: Who should lead the lean and kaizen implementation in the company? Where should the lean and kaizen journey begin? Which lean and kaizen tools should be implemented first? How important is capacity for the company? How much current capacity is wasted and how much free capacity is available? Where exactly are the resources being wasted in the company? How can the company reduce waste to release capacity for more production? Why should the daily management system and lean accounting system be implemented simultaneously with the lean production system? Why must managers understand the monetary value of their daily activities? Is there an easy way of making a profit and loss statement that is understood at each level in the company? Why is one-day closing of accounts important and how can it be done?

In a world where entrepreneurial success often seems deceptively accessible, it is not always clear what makes a person entrepreneurial. In this book, Dimo Dimov offers a reflective insight into the entrepreneurial journey, striking up a conversation about entrepreneurship in order to challenge and untangle existing preconceptions. A discussion of challenges and tensions such as idea versus opportunity, genius versus lunatic, and skill versus luck forms the foundation of the book, while the second part offers actions and considerations which can help the reader to seek opportunities in a fractious environment. The final part of the text focuses on the collective spirit in entrepreneurship, arising from the interplay between participation and outcomes. The author brings a succinct diversity to the field, making this book essential reading for undergraduate and postgraduate students on entrepreneurship courses, as well as scholars, researchers, and practitioners looking for a new perspective on entrepreneurship.

This set brings together two essential books in understanding how to deliver and manage business transformation - A Handbook of Business Transformation Management Methodology and Business Transformation Essentials. The Handbook of Business Transformation Management Methodology providesa '360-degree' view on what business transformation means and how to manage it successfully. Suitable for business executives dealing with organizational change, illustrative case studies ensure this is also a valuable resource for academics interested in change and transformation management. Using a variety of case studies including: Allianz SE, Shell, SAP, Vodafone, and Mercedes-Benz, Business Transformation Essentials provides unprecedented insights into characteristics of current transformation programs and the potential that can be leveraged by applying a holistic transformation management approach.

We spend a lot of our time at work and would be depressed with nothing to do. But when it gets to Monday, many of us are already longing for the weekend and the prospect of escape. How did work become so tedious and stressful? And is there anything we can do to make it better?

Based on his popular Economist Bartleby column, Philip Coggan rewrites the rules of work to help us survive the daily grind. Ranging widely, he encourages us to cut through mindless jargon, pointless bureaucracy and endless meetings to find a new, more creative - and less frustrating - way to get by and get on at work.

Incisive, original, and endlessly droll, this is the guide for beleaguered underlings and harried higher-ups alike. As Rousseau might have said: "Man was born free, but is everywhere stuck in a meeting." If you've ever thought there must be a better way, this is the book for you.

* Authored by a collaborative, diverse, and inclusive community of contributors, rather than offering a singular point of view on change efforts * Addresses the topic of transformational change from multiple perspectives including individual, team, organization, and society, and through business, personal, and social lenses * Presents a pragmatic practitioner-based emphasis on the why, when, where, who, and how of successes and failures - including related patterns and threads of key learnings that do not rely on one specific framework or model

Behavior Space proposes that corporations do not design products or services anymore: they design behavior spaces. Facebook is not a product, not a technology, but a behavior space. Innovation is the creation of a new behaviour space. The product or service is simply the catalyst that enables a new behavior space to emerge. The size of the behaviour space footprint, represents the potential value a product or service offers; the greater the value potential, the greater the monetization potential. Alexander Manu illustrates how these new concepts are transforming design and product development so that the process changes from a static and product-centred approach to one that is entirely centred on the user and their behaviours that emerge as they interact with what they have bought. He provides a new language to describe the way in which the physical, intellectual and emotional features of products and services achieve a relationship between the user and the brand. And he explains the concept of Play Value, which underpins the attraction for customers and depends on compelling experiences that are challenging, rewarding and absorbing; that never frustrate and that encourage repeated use. Designers and brand managers seeking to understand and exploit commercially the fundamental changes in consumers that are driven by technology, experience and social interaction will find Behavior Space a wonderful place to start.

Packed with nuggets of wisdom from the experiences of champion-level leaders across industries, Dr. Irving demonstrates how champion leaders engage their curiosity and courage to learn from the past, enhance the present and anticipate the future. -Marshall Goldsmith, #1 New York Times bestselling author of Triggers, Mojo, and What Got You Here Won't Get You There and Thinkers 50 #1 Executive Coach Curiosity and courage are unstoppable forces. In this insightful book, Joanne Irving deftly shows how to enlist them to become a leader fit for the future. -Daniel H. Pink, #1 New York Times bestselling author of WHEN and DRIVE The cover graphic is a trailer for this profound book. The magical power of leadership is the effective blend of the courage of a lion with the curiosity of a cat. This myth-busting book will alter your leadership perspectives and practices by providing cutting edge substance, compelling examples, and insightful tools. -Chip R. Bell, author of Inside Your Customer's Imagination All we know with absolute certainty is that we live in complex, uncertain, and rapidly changing times. Despite our best attempts to predict the future, we are often caught off-guard and surprised when it arrives. Whether a once-in-a-lifetime pandemic, global economic shifts, political upheaval, or technological evolution, as senior leaders we must navigate these tumultuous times and make tough decisions to guide our organizations to success. Champion leaders want to be truly exceptional regardless of the maelstrom of change they are experiencing. Not only do they want their organizations to succeed, but they also want to live fulfilling lives. They want the same for those in their organizations and personal lives as well. How do we effectively lead in times of constant, often dramatic change? And, equally important, how do we simultaneously create a satisfying, meaningful life? The C(2) Factor - the synergistic application of curiosity and courage - offers a path to both. This book reveals that when leaders manifest both traits, they embrace the professional and personal opportunities the future brings. When the landscape is shifting beneath our feet the C(2) Factor enables us to lead more effectively and helps us cultivate more fulfilling personal lives. While other books have looked at curiosity and courage separately, The C(2) Factor for Leadership examines how, when combined, profound curiosity and relentless courage lead to remarkable outcomes. One enhances the other in a powerful alchemy that improves our outcomes, how we show up as leaders in our organizations and as human beings in our personal lives. Beginning with ourselves and expanding to our relationships, our teams, our organizations, and to the world, this book demonstrates how the C(2) Factor can be applied for superior results.To be a truly exceptional leader, to live a satisfying life, we must have profound curiosity and relentless courage. We must exercise the C(2) Factor. Without it, we run the risk of being leaders who are robotic, academic, or reckless. With the C(2) Factor, we can be champions.