Bøger udgivet af BERRETT KOEHLER PUBL INC

Time management remains a huge challenge for most people. This book shares the habits and processes used by top leaders worldwide to minimize distractions and maximize accomplishments.In researching more than 1,260 managers and executives from more than 108 different organizations, Steve and Rob Shallenberger discovered that 68 percent of them feel like their number one challenge is time management, yet 80 percent don't have a clear process for how to prioritize their time.Drawing on their forty years of leadership research, this book offers three powerful habits that the top 10 percent of leaders use to Do What Matters Most. These three high performance habits are developing a written personal vision, identifying and setting Roles and Goals, and consistently doing Pre-week Planning. And Steve and Rob make an audacious promise: these three habits can increase anyone's productivity by at least 30 to 50 percent. For organizations, this means higher profits, happier employees, and increased innovation. For individuals, it means you'll find hours in your week that you didn't know were there--imagine what you could do!You will learn how acquiring this skillset turned an "average" employee into her company's top producer, enabled a senior vice president to reignite his team and achieve record results, transformed a stressed-out manager's work and home life, helped a CEO who felt like he'd lost his edge regain his fire and passion, and much more. By implementing these simple and easy-to-understand habits, supported by tools like the Personal Productivity Assessment, you will learn how to lead a life by design, not by default. You'll feel the power that comes with a sense of control, direction, and purpose. En nuestra investigación de más 1260 gerentes, descubrimos que más del 68% sentían que su mayor desafío es cómo priorizar su tiempo, pero el 80% de los mismos carecían de un proceso para organizarlo y centrarse en lo que más importa. Este libro trata sobre los tres hábitos de alto rendimiento que te empoderarán para tomar el control de tu horario, priorizar el tiempo y aumentar la productividad entre un 30 y 50%. Esto se traduce en un mejor liderazgo, un aumento de las ventas, una mayor productividad, más beneficios y una cultura mejorada. A nivel personal, implica un mejor equilibrio vital, mejoras en la salud, menos estrés, mejores relaciones, más dinero y un enfoque preciso en tus prioridades.

What makes for a truly exceptional leader? Certainly, leaders need people skills, execution skills, a deep knowledge of industry trends, the ability to articulate a vision, and more--they must be competent--but that's just the tip of the iceberg. What's below the waterline? What's deep inside the best leaders that makes them different?Mark Miller contends it is their leadership character. In this enlightening and entertaining business fable, young and ambitious leader Blake Brown goes on a journey to discover the five unique traits exhibited by exceptional leaders and how to cultivate them. This book shows us that leadership needn't be the purview of the few--it is within reach for millions around the world. The Heart of Leadership is a road map for every person who desires to make a difference in the lives of others and become a leader people want to follow. ¿Qué es lo que hace que un líder sea verdaderamente excepcional? Sin duda, los líderes necesitan don de gentes, habilidades de ejecución, un conocimiento profundo de las tendencias de la industria, y la capacidad de articular una visión; y más aún: deben ser competentes. Pero eso es sólo la punta del iceberg. ¿Qué hay debajo de la línea de flotación? ¿Qué se esconde dentro de los mejores líderes, que los hace diferentes? Mark Miller sostiene que es el carácter. En esta fábula empresarial, clarificadora y amena, el joven y ambicioso líder Blake Brown emprende un viaje para descubrir los cinco rasgos únicos que distinguen a los líderes excepcionales, y cómo cultivarlos. Este libro nos muestra que el liderazgo no tiene por qué ser la meta de unos pocos, sino que está al alcance de millones de personas de todo el mundo. El corazón del liderazgo es un mapa para todo aquel que desee marcar una diferencia en la vida de los demás y convertirse en un líder que la gente quiera seguir.

Combining insights from the new science of complexity with insights from psychoanalysis, Stacey posits that repressing the anxiety caused by the unstable, ever-changing nature of today's business world also represses the creative impulses - the ""spaces for novelty"" - that allow members of a workforce to produce their best work. Using the science of complexity as a starting point, he pulls together many insights into behavior and organizational functioning that currently lie at the edges of research and practice. This book invites people to explore what the new science might mean for understanding life in organizations, and shows how it can be used as a framework for understanding the processes that produce emergence rather than intentional strategies. Stacey presents an entirely new perspective on what it means for an organization to learn.

Follow Toro's history - from a peak in 1979 following unparalleled expansion and development in 1979, to the brink of disaster in 1981, and back again. Learn about the company's cut-backs and sacrifices, its self-examination, its decision to embark on the path of servant leadership, and its ultimate return to profitability and customer satisfaction. Ken Melrose recounts his own process of refining his personal commitment to leadership principles and gaining the courage to implement fundamental changes. He tells which culture initiatives and leadership strategies the company applied, which worked, and why. Melrose describes a ""servant leadership"" model in which leaders operate from a principle-centered base by working for and serving the rest of the organization. This approach allows employees to grow and contribute inways that best serve the long-term interests of the company. Melrose tells of both the successes and struggles in applying the model to the Toro environment.