Praise for Confessions from the Corner Office

"As usual, Aylward and Moore have created a path that helps the reader identify and develop critical instincts, behaviors that not only create energy around business life, but can make personal lives richer and more rewarding."
---- Kenneth Keymer, CEO and President, VICORP Restaurants

"However you define your corner office, this book helps you develop the instincts you need to build deeper relationships and be more successful both personally and professionally."
---- Andy Andrews, author of the New York Times bestseller, The Traveler's Gift

"In Confessions, authors Aylward and Moore capture the reality of our humanity within the corridors of corporate America with real stories about real people."
---- Clifton L. Taulbert, Pulitzer Prize-nominated author of The Last Train North

"An insightful, practical guide to achieving a winning management style. I applaud the authors' ability to motivate with empathy rather than intimidation."
---- Jerry Langley, Executive in Residence, Mendoza College of Business, University of Notre Dame

Supermarket bag boy, frontline supervisor, corporate vice president, consultant, university and college professor: these are the kinds of work experiences Ken Chapman brings to The Leader's Code. Drawing on his diverse experience, Ken provides a practical guide to principle-centered leadership. Ken has provided leadership and business ethics development for Fortune 500 Companies and many lesser known organizations. Ken is the author of several books including Personality: Making the Most of It, The Shoulders of Giants, and Small Town Graces. Address inquiries to [email protected] The Leader's Code is about the principles which have guided leaders over the years. The best leaders have always led by example by first directing themselves. Having mastered the art of self-management, the best leaders turn their attention to those who follow them. Their ultimate goal is to lead others to lead themselves. Leaders who put into practice the time-tested principles of The Leader's Code enable us all to work today with a vision of what we want tomorrow to be.

OPEN, BALANCED DIALOGUE--THE KEY TO PEAK TEAM PERFORMANCEIn a world of rapid-fire change, it's more important than ever to build teams that work well when the pressure is on-and quality communication can mean the difference between success and failure. Conversational Capacity provides the communication tools you need to ensure that your team remains on track even when dealing with its most troublesome issues, that it responds to tough challenges with agility and skill, and performs brilliantly in circumstances that would incapacitate less disciplined teams. Praise for Conversational Capacity:"This book blows the lid off everything you have learned about team building and will have you asking, 'Why didn't someone show me this before?'" -- Rick Woodcock, Chief Technology Officer of the US Naval Institute, Annapolis "Easy to implement, Craig Weber's techniques will transform your organization. We put these principles into practice and saw immediate results." -- Scott Goodey, CEO, Greenpoint Technologies "A must-read for leaders and those who aspire to lead. It's one of the most influential books on the value of teaming." -- Benjamin Ola Akande, PhD, Professor of Economics and Dean of the George Herbert Walker School of Business and Technology, Webster University "Conversational Capacity is one of those rare books that will forever change how you see yourself and the people with whom you work. Read it. Recommend it to your boss, your team, and your friends." -- Jan Wilmott, Director of Leadership Development at the Royal Bank of Canada "This book provides a practical roadmap to learning the single most important skill that any leader can and should master. Conversational Capacity will change the way you lead and transform your relationships--at work and at home." -- Andy Restivo, President and CEO of Creative Channel Services, an Omnicom Group Company "Conversational Capacity shows leadership teams how to think actively and adapt quickly. Better yet, the simplicity of the book enables the reader to apply the concepts and ideas in any leadership position." -- Mark Milliner, CEO of Personal Insurance at Suncorp "Craig Weber has a gift for connecting what it means to build healthy relationships with the nuts and bolts of running an organization. In Conversational Capacity he brings a refreshing combination of practical tools, personal examples, and wisdom from having worked with hundreds of leaders over the years. If you are a leader or someone interested in getting better at what you do, Conversational Capacity is a must read." -- Rob McKenna, PhD, Executive Director of the Center for Leadership Research and Development and author of Dying to Lead "Craig Weber challenges us to think differently about the way we talk to each other. Not since the seminal work of Chris Argyris have I read a book that so well documents the promise and the peril of dialogue. Readers will learn to develop conversational competence with team members and with leaders at all levels. You will learn to become more mindful in difficult situations, appreciate the power of curiosity, and develop ways to experiment, compare, reframe, and reengage with renewed commitment. We need this book, now more than ever. Once you read it, you will want to share it as soon as possible!" -- Frank J. Barrett, PhD, Professor of Management and Organizational Behavior, Global Public Policy, at the Graduate School of Business and Public Policy, Naval Postgraduate School and author of Yes to the Mess "This book has transformed the way I lead, teach, and facilitate. Weber captures the essence of team effectiveness and provides a well-researched and tested model that supports the other building blocks of leadership." -- Dr. Tony Herrera, Direct of Partner Development at Schreiber Foods "Required reading! Improving the conversational capacity of your team and organization is invaluable. These same skills are needed to address the broader issues we face as a society. Get this book! Share it with your colleagues, friends, and family." -- Chris Soderquist, President of Pontifex Consulting and author of The Strategic Forum "Craig Weber's Conversational Capacity works. It works to build an internal culture that allows our organization to focus on the work at hand--without the drama, emotions, and egos that often get in the way of creating a high-functioning organization. It also works when building relationships with funders, stakeholders, and other clients, allowing our team to listen for commonalities and to find areas of true agreement." -- Michele Lueck, President and CEO of the Colorado Health Institute "Those who aspire to use a conversational process to facilitate and deliver high-impact team results have come to the right place. Having worked with Craig Weber to design training programs for colleagues, I can personally attest to his brilliance in using narratives to capture our attention and emotional intelligence with evidence-based methods to build our conversational skills. With clarity, practicality, and case examples, this book will help you find the sweet spot in any conversation while ensuring a productive outcome." -- Dr. Kathleen Keil, Senior Manager of Learning and Development at Pfizer Animal Health "Craig Weber's Conversational Capacity reduces organizational fear through a simple, effective technique that increases trust and maximizes creativity. It will help any organization realize new levels of confidence, creativity, and success. The tools within these pages may very well be the most important keys to both change and growth in the twenty-first century." -- Scott Eck, President of Leadership Masters "We often see the need for collaboration but do not have the tools and skills required to make it happen. Using Craig Weber's techniques to build conversational capacity is exactly what we need in both our professional and personal lives." -- Karen Minyard, PhD, Director of the Georgia Health Policy Center at the Andrew Young School of Public Policy, Georgia State University "The ideas in these pages are profound, life changing, and applicable to every area of life. My nonprofit team acquired a new set of skills that increased our capacity to tackle governance, interpersonal relationships, and the future in a dynamic and changing economy. Don't miss this opportunity to learn from a master the tools required to elevate awareness, skill, and discipline to achieve desired--and amazing--results." -- Jane Soderquist, Board Chair of the Upper Valley Waldorf School

The prominence and growing dependency on information communication technologies in nearly every aspect of life has opened the door to threats in cyberspace. Criminal elements inside and outside organizations gain access to information that can cause financial and reputational damage. Criminals also target individuals daily with personal devices like smartphones and home security systems who are often unaware of the dangers and the privacy threats around them. The Handbook of Research on Information and Cyber Security in the Fourth Industrial Revolution is a critical scholarly resource that creates awareness of the severity of cyber information threats on personal, business, governmental, and societal levels. The book explores topics such as social engineering in information security, threats to cloud computing, and cybersecurity resilience during the time of the Fourth Industrial Revolution. As a source that builds on available literature and expertise in the field of information technology and security, this publication proves useful for academicians, educationalists, policy makers, government officials, students, researchers, and business leaders and managers.

Agility in business has become one of the most important management topics of recent times. The ability to create and respond to change in order to succeed in an uncertain and turbulent business environment is the essence of agile. But being agile starts with the leader, who has to make the shift from traditional "command and control" to "enabling people". This book is a practical workbook for leaders on their journey to achieving agility. It moves the conversation over agility into practice; exercising measures and techniques that will encourage leaders to adapt with changing times. To help and encourage leaders to make that personal shift, it offers ideas and tools to master agility in their organizations. Designed to be sensible and self-reflecting, the book also includes an appendix of over 20 exercises that have been tried and tested with executives all over the world in their successful pursuit of agile.

Trust in Contemporary Society, by well-known trust researchers, deals with conceptual, theoretical and social interaction analyses, historical data on societies, national surveys or cross-national comparative studies, and methodological issues related to trust. The authors are from a variety of disciplines: psychology, sociology, political science, organizational studies, history, and philosophy, and from Britain, the United States, the Czech Republic, the Netherlands, Australia, Germany, and Japan. They bring their vast knowledge from different historical and cultural backgrounds to illuminate contemporary issues of trust and distrust. The socio-cultural perspective of trust is important and increasingly acknowledged as central to trust research. Accordingly, future directions for comparative trust research are also discussed. Contributors include: Jack Barbalet, John Brehm, Geoffrey Hosking, Robert Marsh, Barbara A. Misztal, Guido Moellering, Bart Nooteboom, Ken J. Rotenberg, Jiri Safr, Masamichi Sasaki, Meg Savel, Marketa Sedlackova, Joerg Sydow, Piotr Sztompka.

This volume brings together researchers from a diverse array of academic disciplines - including sociology, organization theory, strategy and psychology - to address the question of what organizations can do to better recognize novel ideas and support their proponents in implementing those ideas. The contributors draw from different theoretical perspectives and empirical papers use both qualitative and/or quantitative methods in their analysis. All contributions speak to a common set of phenomena at the intersection of creativity, innovation, and social evaluation in a variety of cultural fields. In the first section of the volume - searching for novelty - the papers discuss different conceptualizations of novelty and examine the conditions that foster the creation of new ideas or product offerings. In the second section of the volume - seeing novelty - the papers discuss how novelty is evaluated and recognized both within and outside organizations. Papers in the third and final section - sustaining novelty - explore how these evaluations affect the support that novelty receives in its journey to gain legitimacy. Setting an agenda for a more holistic theory on the emergence, evaluation, and legitimation of novelty, this volume showcases how novelty generation, recognition, and legitimation correspond to distinct phases of the journey of novelty, from the moment it makes its appearance in the world to the moment it takes root and propagates.

Founded in 1959, York University is now the second largest university in Ontario and third largest university in Canada. However, starting in 1970s the success of the university was far from guaranteed. Leading the Modern University documents the challenges and solutions that five successive university presidents (H. Ian Macdonald, Harry Arthurs, Susan Mann, Lorna Marsden, and Mamdouh Shoukri) encountered from the very early 1970s up to 2014. This book is the rare occurrence where a series of university presidents describe and analyze the challenges they faced regarding financing, morale crises, and succession. With each president contributing a chapter, covering her or his own years in office, Leading the Modern University reveals that large public institutions have internal dynamics and external forces that supersede any individual leader's years in office. This is a case study for those interested in organizational change as seen by the leadership of a major public institution during a dynamic period in higher education.

Global Strategic Management in the Service Industry: A Perspective of the New Era covers recent changes within the service industry during the COVID-19 Pandemic and new and emerging consumer trends, providing a holistic view of this new era within the service industry. Across a range of thematic chapters, issues in digital marketing, online retailing and experiential marketing are examined, as well as the challenges faced by small and large businesses in the service sector. Tabari and Chen provide a fresh view of changes in the strategic management and marketing strategies within the service industry, exchanging new ideas for both the mid and post-pandemic crisis. Global Strategic Management in the Service Industry illustrates how strategic managers in service industry appraise the sectors in which their organisations are involved; appraise their competitors; and reassess their strategy and fix goals to meet all the challenges presented. This is important particularly due to rapid growth and technological advancements developed in service sectors being applied to other industries.

Why does history matter to our understanding of management, organizations, and markets? What theoretical insights can it offer into organizational processes? How can scholars use historical sources and methods to address research questions in management and organization studies? This book brings together leading organization scholars and business historians to examine the opportunities and challenges of incorporating historical research into the study of firms and markets. It examines the reasons for the growing interest in historically grounded research in management departments and business schools, and considers both the intellectual and practical questions the endeavour faces. The volume is divided into three parts. The first part, History and Organization Theory, considers the relationship between historical reasoning and key theoretical schools of organizational thought, including institutional theory, evolutionary theory, and critical theory. The second part, Actors and Markets, considers how historical perspective can provide researchers with insights into organizational change, entrepreneurial processes, industry emergence, and the co-evolution of states and markets. In the final section, Sources and Methods, the contributors explicate historical methodologies within the context of other approaches to studying organizations and provide concrete suggestions for researchers in the field. The introduction places these issues within the broader context of developments in the fields of business history and organization studies, and orients readers to the 'future of the past in management and organization studies.'

Discover how to overcome adversities by changing your mind-set and identifying your purpose for living, the core of all the tips mentioned. Once your purpose is identified and lived, everything will miraculously fall in place. Through her entrepreneurial experiences, the author shares some personal anecdotes as she takes her journey pursuing her passion. This book teaches how to leverage your personal experiences, networks and opportunities to accomplish your dream. Learn practical business tips from this motivational book to implement in your business or to motivate you to start your own. The author reveals tenets that have allowed her to achieve entrepreneurial success since she began her journey. Important business tips in areas such as registering your Trademark, Marketing your products, Negotiation, and importantly writing a business plan as well as important agencies to contact in setting up a business are mentioned in the book. The simple yet profound writing style will engage you all the way to the end.