Includes personal anecdotes, case examples, and vignettes with short, concise chapters making this book easy reading for the busy executive.

At this critical junction in the history of humankind, leaders that are proficient in magical thinking aren’t going to solve our problems. Creating alternative realities is not the answer. We need a very different kind of leadership―leaders who can resist the calls of regression and whose outlook is firmly based in reality. We need leaders who analyze and draw conclusions from, or use their own experiences as a development tool, face their strengths and weaknesses, and critique their own experiences in order to build new understandings.

In this very personal and entertaining book, Manfred Kets de Vries, one of the “gurus” in the field of leadership studies offers his thoughts on leadership and life, reflections written for executives and the people who deal with them. As a psychoanalyst and leadership professor let loose in the world of renowned global organizations―as a passionate educator and scholar, or just a human being at the receiving end of heart-rending emails―he examines the pitfalls of leadership and the challenges for the professionals who work with senior executives in today’s AI-focused world.

He points out why leaders can derail, and what steps they can take to prevent this from happening. Ultimately, this book encourages you to “Know yourself,” but makes no bones about the challenge it represents. Understanding our “inner theatre” will always be an uphill struggle. Kets de Vries points out why deep dives into our inner world are always fraught with many anxieties.

Included in the many subjects covered by the author are the loneliness of command, the management of disappointment, the destructive role of greed, the impact of stubbornness, the role of storytelling, the importance of wellness, and the role of corporate culture. In addition, the book addresses the important topic of how to create great teams and best places to work. Furthermore, the book touches on endings– the ending of our career and the growing realization of the inevitable ending of our life. As time grows short, Kets de Vries emphasizes that we have no time to lose in dealing with our anxieties, regrets, and the things we spend much of our life determined not to see.

Taking a deep dive into self-knowledge requires courage and support, and he is here to guide you through it.

'The great English novelists are Jane Austen, George Eliot, Henry James and Joseph Conrad. . .'

So begins what is arguably F. R. Leavis's most controversial book, The Great Tradition, an uncompromising critical and polemical survey of English fiction that was first published in 1948. He puts a powerful case for "moral seriousness" as the necessary criterion for inclusion in any list of the finest novelists. In the course of his argument he adds D. H. Lawrence to the pantheon, and singles out Charles Dickens's Hard Times as the one work of his that has the strength of 'a completely serious work of art'.

The Great Tradition is full of Leavis's characteristically austere rejections of styles of fiction that he found lacking in moral intensity. He dismissed Lawrence Sterne for his 'irresponsible (and nasty) trifling'. Of Henry Fielding he wrote that he is important 'not because he leads to Mr J. B. Priestley but because he leads to Jane Austen, to appreciate whose distinction is to feel that life isn't long enough to permit of one's giving much time to Fielding or any to Mr Priestley.' Joyce's Ulysses, he said, was less a new start for fiction than 'a dead end'.

Fiercely serious, pugnacious and stimulating, The Great Tradition is an unforgettable defence of 'those creative geniuses whose distinction is manifested in their being peculiarly alive in their time'.

What characterizes the phenomenon of (small) firm growth, and how can it best be studied? Why and how do firms grow - and why don't they? Is firm growth externally determined or the result of managers' visions and actions? What are the different paths that firms follow in order to achieve high growth? Is growth evidence of entrepreneurship - and is growth always desirable? In this book, three leading scholars have integrated some of their most important research in order to answer these questions on firm growth. The result is a volume that builds on studies of many thousands of firms in several different projects. It offers deep insights into the firm growth phenomenon and how it can be studied. This research-based study promises to be a valuable resource for academics and students focussing on business and management, and, more specifically, entrepreneurship. Researchers who aspire to design and conduct further studies leading to deeper and better established insights into firm growth will also find the book invaluable, as will those who encourage and assist firm growth as part of their profession.

What characterizes the phenomenon of (small) firm growth, and how can it best be studied? Why and how do firms grow - and why don't they? Is firm growth externally determined or the result of managers' visions and actions? What are the different paths that firms follow in order to achieve high growth? Is growth evidence of entrepreneurship - and is growth always desirable? In this book, three leading scholars have integrated some of their most important research in order to answer these questions on firm growth. The result is a volume that builds on studies of many thousands of firms in several different projects. It offers deep insights into the firm growth phenomenon and how it can be studied. This research-based study promises to be a valuable resource for academics and students focussing on business and management, and, more specifically, entrepreneurship. Researchers who aspire to design and conduct further studies leading to deeper and better established insights into firm growth will also find the book invaluable, as will those who encourage and assist firm growth as part of their profession.

Manfred Kets de Vries wears many “hats�—psychoanalyst, executive coach, consultant, management educator, researcher, writer—but he has noticed that whichever hat he is wearing, every question he is asked boils down to one thing: “How can I live a well-lived life?� Over many years of practice in all these disciplines, Professor Kets de Vries has realized the unsurpassed value of stories in tackling human dilemmas and providing answers to this question. The book is, therefore, one of the most important books he has written for coaches, students, leaders, managers, educators – or anyone seeking a more reflective text to guide them through the multitude of questions that we face in work and in life. He draws on a long literary tradition of the unexpected encounter with a wise “other�, fantastic or magical—think The Little Prince, Alice in Wonderland, The Once and Future King, the Harry Potter novels—to animate an exploration of the deepest questions and concerns of human beings. He constructs an extended Socratic dialogue between his two “selves,� the first a naïve traveler, lost in the Siberian wilderness, and the second a reflective avatar who comes to his aid. The avatar takes the form of a “kabouter�, a familiar figure in Dutch folklore whose counterpart can be found in different cultures around the world and throughout centuries of storytelling. Through stories, riddles, and puzzles, the kabouter challenges the traveler to question and reflect upon his life and values, guiding the traveler—and readers—toward the insights that will help them achieve a life well lived.

George VI's biographer, Sir John Wheeler Bennett wrote "The actual turning of the tide in the 2nd World War may be accurately determined as the first week of July 1942." This book argues that it is possible to be even more exact: the tide turned at about 21.00 hrs on 2 July 1942, when Rommel's tanks withdrew for the first time since the fall of Tobruk on 20 June, or arguably since 14 January 1942 at El Agheila. At dusk on Wednesday 1 July 1942, Rommel broke through the centre of the British defences at Alamein. His tanks had overwhelmed the gallant defence of the 18th Indian Infantry Brigade in the Deir el Shein at the foot of the Ruweisat Ridge. At that moment, and for the next twelve hours, there was no further organised defence between the spearhead of the Afrika Korps and Alexandria. Throughout the next day, only a handful of men and guns stood between Rommel and his prize. In Cairo, black clouds of smoke from burning files showed that many people believed Rommel would not stop short of the Suez Canal, his stated objective. But, on Friday 3 July at 22.56 hrs, only 48 hours later, Rommel called off his attack and ordered his troops to dig in where they stood. The Delta was saved. Just a few weeks earlier, the 18th Indian Infantry Brigade, which took the brunt of the initial attack on 1 July, and the guns of the small column known as Robcol that stopped Rommel on 2 and 3 of July, had been in northern Iraq. General Auchinleck's desperate measure, pulling them 1,500 miles from Iraq into the Western desert, just succeeded but it greatly increased the price of failure. If Robcol had failed, it is doubtful that Rommel would have stopped at the canal; it does not require much imagination to see his forces threatening to link up with Barbarossa in the Ukraine. This vivid account of the battle of Ruweisat Ridge, the beginning of the battle of Alamein, was written by an officer who was part of Robcol on the fateful day.

Manfred Kets de Vries wears many “hats�—psychoanalyst, executive coach, consultant, management educator, researcher, writer—but he has noticed that whichever hat he is wearing, every question he is asked boils down to one thing: “How can I live a well-lived life?� Over many years of practice in all these disciplines, Professor Kets de Vries has realized the unsurpassed value of stories in tackling human dilemmas and providing answers to this question. The book is, therefore, one of the most important books he has written for coaches, students, leaders, managers, educators – or anyone seeking a more reflective text to guide them through the multitude of questions that we face in work and in life. He draws on a long literary tradition of the unexpected encounter with a wise “other�, fantastic or magical—think The Little Prince, Alice in Wonderland, The Once and Future King, the Harry Potter novels—to animate an exploration of the deepest questions and concerns of human beings. He constructs an extended Socratic dialogue between his two “selves,� the first a naïve traveler, lost in the Siberian wilderness, and the second a reflective avatar who comes to his aid. The avatar takes the form of a “kabouter�, a familiar figure in Dutch folklore whose counterpart can be found in different cultures around the world and throughout centuries of storytelling. Through stories, riddles, and puzzles, the kabouter challenges the traveler to question and reflect upon his life and values, guiding the traveler—and readers—toward the insights that will help them achieve a life well lived.

The transfer study, a technique used in cost-benefit analysis, is an increasingly important tool used by government agencies to assess environmental regulatory policy. This innovative book develops protocols for using the transfer method to approach environmental problems and introduces several significant conceptual and methodological advances that refine the transfer process. The transfer approach to quantitative policy analysis adapts information and data from existing studies and so provides an economical way to assess potential benefits and costs for projects. The book presents a detailed framework for examining the transfer of information, outlines the basic steps of the method, and discusses solutions to frequently encountered problems. It then illustrates the method with an extensive case study of environmental externalities from electricity generation. This case study provides the opportunity to discuss salient aspects of the transfer method in more detail, including conceptual principles, the quality of original studies, empirical difficulties and estimation techniques. It also demonstrates the use of state-of-the-art techniques such as meta analysis to synthesise and transfer information from multiple studies and assesses the reliability of the transfer estimates with repeated computer simulations, a technique known as Monte Carlo analysis. Environmental Policy Analysis with Limited Information will appeal to environmental policy analysts and managers as well as environmental economists.

Discover true leadership with this actionable guide from a world renowned leadership expert, psychoanalyst, and executive coach In Leading Wisely: Becoming a Reflective Leader in Turbulent Times, renowned leadership expert, psychoanalyst and executive coach Manfred Kets De Vries delivers an insightful and unique exploration of what it means to lead with wisdom. The book demonstrates that exclusive reliance on knowledge, data, and information yields a superficial leadership style lacking in depth and discernment. What's more important in the wisdom equation is possessing humility, judgment, empathy, compassion, and night vision. With eleven chapters full of anecdotes and tales from a variety of spiritual and cultural traditions that enrich and lend a deeper significance to the choices we make as leaders and members of organizations, Leading Wisely provides readers with: A thorough exploration of dealing with negative--but entirely natural motivations, like envy and greed An emphasis on the Golden Rule--treating others as we like to be treated ourselves An opportunity to be courageous--to consciously and intentionally pick our battles, saving energy for what really matters Lessons on how to listen intently and actively, truly hearing what our colleagues, friends, family, and followers are saying before reacting Finding happiness within ourselves Leading Wisely: Becoming a Reflective Leader in Turbulent Times is a startlingly incisive book, filled with messages that make the book required reading for anyone in a position of leadership or power. It also belongs in the libraries of well-being and health practitioners who frequently deal with businesspeople as clients or patients.