Leaders of today must possess potent powers for logic, reason, discernment and strategic forecasting. Yet, they must also be empathic and therefore embodied; grounded and therefore intuitive; present and therefore awake. They must be skilled in mindfulness and deep listening, able to inspire authentic engagement and collaboration, and possess a clear and wholehearted sense of service, mission and purpose - restoring coherence where there is fragmentation and unity where there is division. Nicholas Janni presents this new and necessary leadership style as the Leader as Healer. The book outlines both a theoretical and practical map towards a new form of leadership, one that embodies the 'skill, heart, and wisdom' that the current moment demands. The pathway Janni describes is one of integration and restoration, which is designed to reawaken the innate human capacities - physical and emotional, individual and transpersonal - that were previously discarded and forgotten during our perilous journey towards profit-maximization and "infinite" economic growth. It offers a way to grow ourselves as leaders and to heal our organizations.

The Influential School Leader is a unique, accessible guide for any leader seeking to improve their vision and positively influence school communities in the face of adversity. A successful school today requires a nimble learning environment that is supportive, welcoming, and inspiring for teachers, students, and families. Based on numerous contributions from social and organizational psychology, this book provides a dynamic framework that prepares education stakeholders to examine problems from multiple perspectives and dimensions to create durable solutions. An ideal resource for principals, superintendents, department heads, school psychologists, and other educators in positions of leadership, this expansive toolkit is packed with pragmatic strategies and relatable vignettes.

Truly effective crisis management is--or should be--proactive. Burnett uses this guiding concept to offer managers in organizations of all types and sizes a system for handling crises more soundly, and with greater dexterity. He puts crises on a continuum, with minor events at one end and catastrophes at the other, creating a universal matrix that can be overlaid onto businesses of any kind.

Burnett's methods of crisis management are already well recognized and are analogous to other types of management processes. This book focuses on managing crises proactively, but also includes the more common reactive strategies. Burnett begins by discussing the history and traditional concepts of crisis management, offering a rationale for adopting his own notions of proactive strategy. Chapters provide readers with a set of tools for classifying crises in any type of company. This book will add a new dimension to our understanding of what crises really are, how to evaluate them, and ultimately how to respond to and cope with them more successfully.

Offers step-by-step expert advice that empowers women to understand and overcome the conflicts they face at work with coworkers and managers. Are you being harassed? Micromanaged? Or just plain annoyed by your gum-chewing, music-playing, lunch-stealing coworker? Are you ready to blow this popsicle stand and move on to a new job? Then let this book guide you through this process. Beginning with 15 common workplace personalities that you have likely encountered, this book helps you to diagnose your situation, and provides empowering strategies for dealing with this situation and preventing future disputes. Based on the latest research in the dispute resolution field, and decades of workplace mediation experience, these stories are based on real-life examples (though names have been changed to protect those who should be ashamed of themselves). Women are finally being given the training and opportunities to succeed in the workplace, but societal norms are still in the stone-age. This book offers concrete suggestions for women to determine their boundaries and strategies for reinforcing those boundaries. Women shouldn’t have to choose between being a baby or a bully. Women have amazing empathic and social skills—so why not build on those skills, armed with years of research and ideas, to create the career you have worked for? Perhaps it’s not just one mansplainer, or one frustrating coworker, but a whole department? Managerial style? Systemic issues? A toxic workplace that is in need of some major rebranding? This book is aimed at the frustrated employee, manager, conflict resolution practitioner, and HR office. There are simple skills to empower any employee. For the management team, learn how to design an effective training, identify red flags, triage employee concerns, and build a healthy workplace. As impossible as that may sound right now, it actually is achievable with some practical suggestions and a bit of work. So buckle up, grab some popcorn, and prepare for some great stories that will help you to take control of your worklife. This is a light-hearted guide for the heavy-hearted employee. This is the only book to take decades of conflict research and workplace examples and brings them to the hands of those who need this information: the workers going through difficult conflicts. The purpose of this book is to empower women in a frustrating office to not just understand the conflict but give them the tools to grow through it. This book takes the numerous academic studies about resolving workplace conflict, as well as experience from the mediation table, and provides a step-by-step guide for employees to resolve their own conflict. It is designed to be relatable, drawing upon numerous personalities, real examples, in a variety of settings, so that the reader can find comfort in knowing that others have worked through similar situations. The book is also humorous, to help ease the anxiety of a tense worker. The goal is to give the average employee the skills to understand and grow through their current workplace conflict. 15 frustrating workplace personalities and situations are described, and then examined from the female viewpoint or response.

The aim of this short book is to understand which countries do well on key indicators and why. After a short philosophical and historical survey of the literature to put the book into context, the Better-Place Index is developed. This is subsequently tested against a number of policy variables, such as levels of taxation, immigration, and democratic institutions, and other measures. The book provides statistical evidence that these factors are correlated with higher scores on the Better Place Index.

This book is for the many men and women who find themselves in leadership roles, not necessarily at the top of their organisation - where a lot of the attention tends to go - but nevertheless responsible for orchestrating and coordinating the work of people. There have been many 'cookbooks' on leadership, academic treatises, case studies of successful leaders, and so forth, but this book tells leaders what most treatises on leadership don't tell them - that there are no easy recipes or models which actually work. Letters to a Leader addresses the problem of why 'pulling the levers' does not seem to work and of why it is often so difficult to 'get the message' through to people. Letters to a Leader places emphasis on the primacy of human interaction, and on the beneficial effects of an inclusive leadership style - liberating the leader from the burden of having to appear to know all the answers, and the risk of single-handedly making all the important decisions. Other books fail to address the inherent complexity and unpredictability of organisational life and tend to offer models and frameworks to minimise this uncertainty. This book proposes a leadership practice of accepting, responding and acting into uncertainty. The book combines theory and practice, with five principles each being translated into some implied lessons for practice. Overall, the book challenges many of the conventional ideas about the way we think about organisations, and consequently about leadership. The book constitutes, overall, a guide to thoughtful and ethical leadership, and what it means, in practice, to be 'emotionally intelligent'.

Explore the latest industry trends and issues as you examine services marketing from a unique, broad perspective with SERVICES MARKETING: CONCEPTS, STRATEGIES AND CASES, 6e. Fifteen streamlined chapters present services marketing as both an essential focus for service firms as well as a competitive advantage for companies that market tangible products. The latest examples and interesting end-of-chapter cases address current global issues, such as environmental, societal and governance (ESG) issues and changing consumer markets. New content introduces you to technological advancements like robotics and artificial intelligence in services marketing and recent challenges, such as the consequences of the pandemic, stressed employees and disruptive customers. You gain valuable insights for business success with this comprehensive, current approach to services marketing and this edition's practical global perspective.

A FINANCIAL TIMES BEST BOOK OF THE YEAR 2022: BUSINESS A DAILY UK NEWS BEST BOOK OF 2022: BUSINESS Everybody has regrets. They're a fundamental part of our lives. In The Power of Regret, Pink explains how we can enlist our regrets to make smarter decisions, perform better and deepen our sense of meaning and purpose. Drawing on the largest sampling of attitudes about regret ever conducted from his own World Regret Survey, Pink identifies the four core regrets that most people have. With his signature blend of big ideas and practical takeaways, captivating stories and crisp humour, he argues that by understanding what people regret the most, we can understand what they value the most. We can transform our regrets into a positive force for working smarter and living better.

A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want. Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches:Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office.Ford is redoing its office space so that most employees can work from home at least part of the time, and GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.

START-UP NATION addresses the trillion dollar question: How is it that Israel-- a country of 7.1 million, only 60 years old, surrounded by enemies, in a constant state of war since its founding, with no natural resources-- produces more start-up companies than large, peaceful, and stable nations like Japan, China, India, Korea, Canada and the UK?
With the savvy of foreign policy insiders, Senor and Singer examine the lessons of the country's adversity-driven culture, which flattens hierarchy and elevates informality-- all backed up by government policies focused on innovation. In a world where economies as diverse as Ireland, Singapore and Dubai have tried to re-create the "Israel effect," there are entrepreneurial lessons well worth noting. As America reboots its own economy and can-do spirit, there's never been a better time to look at this remarkable and resilient nation for some impressive, surprising clues.

MCKINSEY TOP 5 RECOMMENDED READ 'An underground hit' – Best Politics Books, Financial Times 'Jon has one of the few big ideas that's easily applied' – Sam Conniff, Be More Pirate 'A wonderful guide to how to be human in the 21st Century' –  Ece Temelkuran, How to Lose a Country: the Seven Steps from Democracy to Dictatorship Citizens opens up a new way of understanding ourselves and shows us what we must do to survive and thrive as individuals, organisations, and nations. Over the past decade, Jon Alexander’s consultancy, the New Citizenship Project, has helped revitalise some of Britain’s biggest organisations including the Co-op, the Guardian and the National Trust. Here, with the New York Times bestselling writer Ariane Conrad, he shows how history is about to enter age of the Citizen. Because when our institutions treat people as creative, empowered creatures rather than consumers, everything changes. Unleashing the power of everyone equips us to face the challenges of economic insecurity, climate crisis, public health threats, and polarisation.  Citizens is an upbeat handbook, full of insights, clear examples to follow, and inspiring case studies, from the slums of Kenya to the backstreets of Birmingham – and a foreword by Brian Eno. It is the perfect pick-me-up for leaders, founders, elected officials –and citizens everywhere. Organise and seize the future! Reviews 'Society is like an out of control house party – eating, drinking and consuming everything. Jon is the organiser of the campfire gathering behind the party. It’s calm and welcoming and you won’t want to leave. In Citizens, Jon and Ariane show how to leave the burning house of the Consumer Story and join the campfire that is the Citizen Story.' – Stephen Greene, CEO of RockCorps and founding Chair of National Citizen Service UK 'The belief that every single one of us has both the potential and the desire to make the world better drives me every day, in everything I do. In Citizens, Jon shows how taking that belief as a starting point really could transform our world. This is a truly powerful book, in every sense of the word.' - Josh Babarinde, Forbes 30 Under 30 Social Entrepreneur 'Every great transformation requires a new story. A story that reveals new possibilities and points toward an optimistic alternative to the current situation. Citizens presents just such a story.' – Tim Brown, Chair of IDEO and author of Change By Design 'The shift from consumer to citizen is a truly big idea. If you’re in a position of strategic influence, I strongly recommend you engage with this and consciously explore what it might mean for your organisation.' – Dame Fiona Reynolds DBE, Former Director General, National Trust, and Trustee, BBC 'There is such a thing as an idea whose time has come. This is that idea.' – James Perry, Board Member, B Lab Global, and Founding Partner, Snowball Investment Management

Can we solve big public problems anymore? Yes, we can. This provocative and inspiring book points the way.

The huge challenges we face are daunting indeed: climate change, crumbling infrastructure, declining public education and social services. At the same time, we've come to accept the sad notion that government can't do new things or solve tough problems—it's too big, too slow, and mired in bureaucracy.

Not so, says former public official, now Harvard Business School professor, Mitchell Weiss. The truth is, entrepreneurial spirit and savvy in government are growing, transforming the public sector's response to big problems at all levels. The key, Weiss argues, is a shift from a mindset of Probability Government—overly focused on safe solutions and mimicking so-called best practices—to Possibility Government. This means public leadership and management that's willing to boldly imagine new possibilities and to experiment.

Weiss shares the three basic tenets of this new way of governing:

• Government that can imagine: Seeing problems as opportunities and involving citizens in designing solutions
• Government that can try new things: Testing and experimentation as a regular part of solving public problems
• Government that can scale: Harnessing platform techniques for innovation and growth
• The lessons unfold in the timely episodes Weiss has seen and studied: the US Special Operations Command prototyping of a hoverboard for chasing pirates; a heroin hackathon in opioid-ravaged Cincinnati; a series of experiments in Singapore to rein in Covid-19; among many others.

“Brilliant, ambitious, and often surprising. A remarkable contribution to the current global debate about Empire and a small masterpiece of research and conceptual reimagining.� —William Dalrymple, author of The Anarchy: The East India Company, Corporate Violence, and the Pillage of an Empire An award-winning historian places the corporation—more than the Crown—at the heart of British colonialism, arguing that companies built and governed global empire, raising questions about public and private power that were just as troubling four hundred years ago as they are today. Across four centuries, from Ireland to India, the Americas to Africa and Australia, British colonialism was above all the business of corporations. Corporations conceived, promoted, financed, and governed overseas expansion, making claims over territory and peoples while ensuring that British and colonial society were invested, quite literally, in their ventures. Colonial companies were also relentlessly controversial, frequently in debt, and prone to failure. The corporation was well-suited to overseas expansion not because it was an inevitable juggernaut but because, like empire itself, it was an elusive contradiction: public and private; person and society; subordinate and autonomous; centralized and diffuse; immortal and precarious; national and cosmopolitan—a legal fiction with very real power. Breaking from traditional histories in which corporations take a supporting role by doing the dirty work of sovereign states in exchange for commercial monopolies, Philip Stern argues that corporations took the lead in global expansion and administration. Whether in sixteenth-century Ireland and North America or the Falklands in the early 1980s, corporations were key players. And, as Empire, Incorporated makes clear, venture colonialism did not cease with the end of empire. Its legacies continue to raise questions about corporate power that are just as relevant today as they were 400 years ago. Challenging conventional wisdom about where power is held on a global scale, Stern complicates the supposedly firm distinction between private enterprise and the state, offering a new history of the British Empire, as well as a new history of the corporation.

Are you unstoppable? You can be. Most people allow others to put limitations on them. They even put limitations on themselves. Don't ever do that again. You don't have to be stoppable. Instead, unleash your potential. When John Maxwell started his career in small-town Indiana, few people would have guessed he would go on to become a bestselling author and world-wide leadership expert. How did he do it? He didn't put limits on himself. He believed he could make a difference in the world, and he kept going until he achieved it. You can too. In The Unstoppable You, Maxwell teaches the seven ways you can tap into your potential and start overcoming obstacles, solving problems, and accomplishing results you previously thought impossible. Go ahead. Take your next steps and achieve the success you've always dreamt of. Then never stop. About Maxwell Moments Maxwell Moments is an innovative new series that will encourage personal growth, leadership development, and success. Find direct and practical advice to grow your career, business, or interpersonal skills. These easy-to-read books include short chapters for busy readers that can be savored in small bites, read in a single sitting, given as gifts, and used as mentoring tools.

Riahi-Belkaoui argues that the multidivisional organizational structure is far superior to the standard, functional form of corporate organization. The M-form overcomes the problems of strategic direction and control implicit in the standard form, among other benefits, and, depending on the diversification strategy employed by the firm before reorganization is contemplated or implemented, it will positively affect a firM's profitability and productivity, while lessening its slack and financial risk. A research-based analysis, the book will be of particular importance to management accountants, professors and graduate students of management and accounting, and corporate staff responsible for organizational planning and development.

The formula for the Future of Work is called SMAC - social, mobile, analytics and cloud on one integrated stack where each function enables another to maximize its effect. This is the new enterprise IT model delivering an organization that is more connective, collaborative, real time and productive. This book provides a comprehensive view of how SMAC Technologies are impacting the entire banking "eco-system" as well as the key stakeholders, namely customers, employees and partners.

Public policy makers and managers in public administration operate under a unique set of circumstances that differ significantly from those in the private sector. Collaboration through networks is a feature of both sectors, but in the private sector it is often characterized by partnerships and alliances meant to benefit a particular company or industry, whereas collaboration through networks in the public sector involve disparate organizations working toward a common goal and not merely to enhance the performance of one among them. Therefore, much of the work that has been published in the business management literature on collaboration through networks does not apply wholesale, without revisions, to the public sector. Mandell and her contributors fill that gap by bringing together academic and practitioner perspectives into a coherent, holistic examination of the operative processes in public-sector networks and network structures.

Networks and network structures by definition imply interactions among many organizations, individuals, or interest groups. The definition is broadened here to include collaborative efforts that take place within different countries as well as those that cross national borders. Going beyond the usual emphasis on the opportunities and promises of collaboration through networks, Mandell and her contributors take a hard look at such pitfalls and constraints as those involving power conflicts between individual and organizational commitments, the dichotomy between the need for flexibility and the need for rules and procedures, the difference between the needs and expectations of a national public and a local public, and accountability issues that arise from the need to satisfy outside regulators as well as the goals of the network. In addition to these unique contributions to the literature on networks and network structures, Mandell addresses the important but often overlooked behavioral (micro) issues--e.g., motivation, change, and communication--that tend to be drowned out by the overriding emphasis in the literature on structural (macro) issues. Reflects the latest thinking in the field and explores up-to-the-minute innovations currently being developed.

Ask any established business owner to identify his or her toughest challenge when just starting out, and you'll likely get this answer: raising capital. Most aspiring entrepreneurs know far too little about the sources of money that can help start a business or fuel its growth. Where do you get capital? What are investors looking for? How do you ask for money in a way that gets results? This book answers these and many other critical questions. Even more important, entrepreneur and consultant David Nour shows how to develop long-term relationships with financial partner--the people who can help keep a business humming throughout its life.

"The Entrepreneur's Guide to Raising Capital," designed to help entrepreneurs navigate the money-raising maze, shows how to attract financing to fund the start-up and growth phases any business moves through. It answers the most common--and the most perplexing--questions entrepreneurs have about financing a business: How do I put together a credible request for funds? How do I choose wisely from among the plethora of financial and strategic investors, consultants, investment bankers, and other intermediaries? How do I identify and avoid the risks associated with various sources of capital? How do I plan for the right kind, amount, and source of smart capital as the business evolves? How do I get the highest return on invested capital? How do I avoid the biggest mistakes entrepreneurs make when raising capital?

This book provides real-life, pragmatic advice from entrepreneurs who have raised money from friends, family, angel investors, and banks, as well as institutional investors such as venture capitalists and private equity firms. It details the process from start to finish while spotlighting the danger spots and ways to avoid them. It will be especially useful to those who are uncomfortable making important financial decisions, and to those who are confused by all the conflicting opinions offered by advisors--both well meaning and otherwise. By showing readers the financing ropes, Nour removes a major source of stress for budding entrepreneurs and moves them closer to their dream come true: a successful business.

In sales, it's not just about convincing a client to pay the highest price, selling the highest volume, generating the highest profit, or obtaining the highest client satisfaction. It is about integrating all of these elements to contribute to the company's value creation mission in a sustainable way. Value Creation Selling takes the reader through a number of essential areas: Sales & negotiation training Decision-making Building key competencies in negotiation, sales and revenue management The value creation mindset In this new book, Jean-Claude Larreche explores how we create value in sales and negotiation - and explains that value selling is always followed by value creation. The book will be made up of four key parts: Corporate Strategy for Value Creation Sales Efectiveness for Value Creation The Salesperson as a Leader Customer Satisfaction for Value Creation Only when all four of the above are understood and incorporated into the sales strategy can true value creation selling be successfully implemented.

This is a handbook of tactics based on the ancient Chinese military classics. This unique work draws on over two thousand years of experience of warfare to present a distillation of a hundred key strategic principles applicable to modern life, including business and human relations.