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.

This book argues that people-centric leadership is essential to succeed in the new dynamic business context. It offers four agile levers for leaders to unlock the full potential of people and turn valuable business opportunities into value for society. The challenge for leaders is to balance the tensions between the changing business context and the needs of people to apply their potential. People are at the centre of attention in this book. To unlock the full talent of people and succeed in a dynamic context, people need a work environment which differs from traditional organizations. It's an organization with tools, capabilities, and a culture designed for people. It caters to the individual. Organizations that want to deliver superior outcomes in a dynamic environment require agility - agile tools, agile capabilities - and a culture with a shared mindset that enables people to serve customers.

Management guru Henry Mintzberg defines "management" as the art, science and craft to get work done. In that sense, management touches everyone, everywhere, anytime. For all business leaders, management is one of the most basic and important processes to achieving your goals. This important book shows how management can be turned into your competitive advantage. For management to be a competitive advantage, it must be better management. Recent research has shown that companies that have established agile, people-centric and dynamic capabilities - and have got rid of traditional management methods - outperform others by a huge margin. From this, the author offers six key principles of better management, that will provide the platform for all business leaders and organizations to make the shift towards greater performance.

The time has come for better management. But better management is not merely about adding new labels to the current ways of doing things; it is much broader than efficiency and alignment. In this book, Lukas Michel offers senior executives and managers tools to understand a new way of discussing and thinking about management and work, which requires us to take on a broader perspective of the company and its culture. It's every manager's prime job to manage better: to change the way they lead people and how they organise work in the new (post-pandemic) business context. The book discusses the role of the operating system to do that and clarifies managerial priorities and goals. This then sets the stage for Diagnostic Mentoring - the methodology that enables the transformation of the way we manage.

Evidence suggests that only about 10% of start-ups and 30% of entrepreneurs make it beyond 5 years. Methods for control and leadership in the start-up or early growth stages are wildly different from those needed to successfully manage a complex organization consisting of multiple departments, divisions, product lines, or geographic spread. To succeed, business leaders should be aware of which stage their organization is in, the characteristics of the current stage, and the characteristics of the next stage. This book explores various common patterns of management styles and then offers transition strategies to help managers to succeed in the digital economy. The authors guide leaders to prepare for these transitions by laying the foundations or infrastructure needed to prevent a crisis that inhibits further growth. They also provide leaders with a greater understanding of the growth framework, which will help leaders to manage better the development of their companies.

It is a new era. To win in an increasingly dynamic and volatile environment, leadership teams must be agile - they must be flexible enough to react to early signs and act on them quickly. An agile company needs good decision-making at all levels - from the centre to the periphery, tapping into the full potential of the people, operating model, information technology and leadership practices. And decisions are made by people. This guide forces you to re-examine the assumptions underlying your leadership and how agility within your company can be built through a three-point, people-centric approach. The author's insights will help you understand your options, make the choices required to successfully coach your team, and start creating agility as a competitive advantage today.

Management in turbulent times needs greater vision and foresight. This book offers an exciting visual-thinking approach to help managers, leaders and entrepreneurs think through their options and find a way that best meets the needs of their businesses, that supports their talent to perform at their peak, and simultaneously builds the capabilities to cope with turbulent times. The author presents management as a system or a model through a combination of graphics, diagrams and text. Management models are immensely valuable and will enable managers to more easily think, make decisions, behave and act in line with the company's overall strategy and objectives. Moreover, when management models are articulated and shared, it can save time, focus attention and release productive energy. This book essentially helps managers to gain a better perspective of their businesses and key activities. It becomes a valuable tool for managing companies and people in these ever-changing and turbulent times.

What can we learn about the human mind by studying language? The predominant approaches in American linguistics use theoretical assumptions about the formal nature of grammar to answer this question. But these studies are restricted to unapplied models of language, not how language functions in actual speech situations--and as a result, their power to reveal the workings of the human mind is limited.
This book overcomes those limitations by examining data on naturally occurring language usage, not simplified theoretical examples. The cognitive and functional arguments made here start from psychologically realistic principles and arrive at perspectives of linguistics that unveil mechanisms of the mind--based on how language is actually used.
Moving within a cognitive and functional framework, this volume focuses on the motivations for linguistic patterning in human social and cognitive experience, and on the dynamic properties of language construal, use, and development. Among the main research avenues represented are first language acquisition, metaphor, language processing and discourse, and conceptual structure and grammar.