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Скачивание или чтение онлайн электронных книг.The Differentiated Workforce
Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In The Differentiated Workforce, the authors expand on their previous books, The HR Scorecard and The Workforce Scorecard, and recommend that you manage your workforce like a portfolio – with disproportionate investments in the jobs that create the most wealth. You'll learn to:Rise above talent management «best practice» and instead create a differentiated workforce that can't be easily copied by competitorsDifferentiate those capabilities in your company that are truly strategicIdentify your wealth-creating "A" positionsCreate a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategyDevelop the right measures for your organizationBased on two decades of academic research and experience working with hundreds of executives, The Differentiated Workforce gives you the tools to translate your talent into strategic impact.
The First 90 Days in Government
More than 250,000 public sector managers in the United States take on new positions each year and many more aspire to leadership. Each will confront special challenges—from higher public profiles to a greater number of stakeholders to volatile political environments—that will make their transitions even more challenging than in the business world.Now Michael Watkins, author of the bestselling book The First 90 Days, applies his proven leadership transition framework to the public sector. Watkins and coauthor Peter Daly address the crucial differences between the private and public sectors that go to the heart of how success and failure are defined, measured, and rewarded or penalized.This concise, practical book provides a roadmap that will help new government leaders at all levels accelerate their transitions by overcoming nine transition challenges, ranging from clarifying expectations to defining goals to building a team to managing personal stress. The authors also offer detailed strategies for avoiding major “transition traps.”Zeroing in on the challenges faced by new government leaders, The First 90 Days in Government is the indispensable guide for anyone seeking to lead and succeed in the public sector.
Silver Lining
Experts agree: The turbulence triggered by the economic shock of 2008 constitutes the «new normal.» Unfortunately, too many managers have become paralyzed by it, capable only of slashing costs indiscriminately.Though examining spending during recessions makes sense, the smartest executives do much more. As Scott Anthony reveals in The Silver Lining, these leaders continue innovating–by stopping ineffective initiatives, changing key business processes, and starting more productive behaviors. Result? Their companies emerge from downturns stronger than ever.Providing a wealth of ideas, tools, and examples from diverse industries, Anthony explains how to safeguard your company's profitability during even the toughest recessions. You'll discover how to:-Prune your innovation and business portfolio to liberate resources for more promising initiatives- Adopt a radical new market-segmentation scheme that helps you re-feature your offerings to reduce costs while delivering new value to customers- Reinvent your innovation process to drive fresh growth- Mitigate innovation risks by conducting strategic experiments and forging alliances with customers and other external entities- Appeal to increasingly value-conscious customers to fend off low-cost attackersIn today's brutal economic climate, executives must pare costs to the bone while planting and nurturing seeds for tomorrow's growth. The Silver Lining explains how to master this seemingly impossible challenge.
When Professionals Have to Lead
For too long, professional services firms have relied on the “producer-manager” model, which works well in uncomplicated business environments. However, today’s managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations of partners at all levels.When Professionals Have to Lead presents an overarching framework better suited to such complexity. It identifies the four critical activities for effective PSF leadership: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example. Through examples from consulting practices, accounting firms, investment banks, and other professional service organizations, industry veterans DeLong, Gabarro, and Lees show how this model works to:• Align your firm’s culture and key organizational components.• Satisfy your clients’ needs without sacrificing essential managerial responsibilities.• Address matters of size, scale, and complexity while maintaining the qualities that make professional services firms unique.A valuable new resource, this book redefines the role of leadership in professional services firms.
Becoming a Resonant Leader
What distinguishes great leaders? Exceptional leaders capture passion. They lead for real: from the heart, smart and focused on the future, and with a commitment to being their very best.As Annie McKee and Richard Boyatzis have shown in their bestselling books Primal Leadership and Resonant Leadership, they create resonance with others. Through resonance, leaders become attuned to the needs and dreams of people they lead. They create conditions where people can excel. They sustain their effectiveness through renewal.McKee, Boyatzis, and Frances Johnston share vivid, real-life stories illuminating how people can develop emotional intelligence, build resonance, and renew themselves. Reflecting twenty years of longitudinal research and practical wisdom with executives and leaders around the world, this new book is organized around a core of experience-tested exercises. These tools help you articulate your strengths and values, craft a plan for intentional change, and create resonance with others.Practical and inspiring, Becoming a Resonant Leader is your hands-on guide to developing emotional intelligence, renewing and sustaining yourself and your relationships, and taking your leadership to a whole new level. This book is ideal for anyone seeking personal and professional development and for consultants, coaches, teachers, and faculty to use with their clients or students.
The Practice of Adaptive Leadership
The guide to approaching leadership in a rapidly changing world. When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context–whether in the private or the public sector–many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work. Ron Heifetz first defined this problem with his distinctive theory of adaptive leadership in Leadership Without Easy Answers . In a second book, Leadership on the Line , Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as an adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges. The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today's rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in the midst of complexity.
Does It Matter?
Over the last decade, and even since the bursting of the technology bubble, pundits, consultants, and thought leaders have argued that information technology provides the edge necessary for business success. IT expert Nicholas G. Carr offers a radically different view in this eloquent and explosive book. As IT's power and presence have grown, he argues, its strategic relevance has actually decreased. IT has been transformed from a source of advantage into a commoditized «cost of doing business»–with huge implications for business management. Expanding on Carr's seminal Harvard Business Review article that generated a storm of controversy, Does IT Matter? provides a truly compelling–and unsettling–account of IT's changing business role and its leveling influence on competition. Through astute analysis of historical and contemporary examples, Carr shows that the evolution of IT closely parallels that of earlier technologies such as railroads and electric power. He goes on to lay out a new agenda for IT management, stressing cost control and risk management over innovation and investment. And he examines the broader implications for business strategy and organization as well as for the technology industry. A frame-changing statement on one of the most important business phenomena of our time, Does IT Matter? marks a crucial milepost in the debate about IT's future. An acclaimed business writer and thinker, Nicholas G. Carr is a former executive editor of the Harvard Business Review.
Executing Innovation
The Pocket Mentor series offers immediate solutions to the challenges managers face on the job every day. Each book in the series is packed with handy tools, self-tests, and real-life examples to help you identify strengths and weaknesses and hone critical skills. Whether you're at your desk, in a meeting, or on the road, these portable guides enable you to tackle the daily demands of your work with greater speed, savvy, and effectiveness.Ideas are not enough: successful innovation requires people to pick up where the creative process leaves off. These people must take the creative idea and apply it to a real-life problem to design a new product, service, or process. They must construct a carefully articulated vision for the project, draw up a feasible financial plan, and advocate the project over the whole course of its development and implementation.This book teaches you how to execute an innovation from start to finish:– Develop a vision statement that stands up to evaluation criteria- Build a strong business case to the stakeholders who will be affected- Manage both explicit and hidden resistance to change- Sustain the passion around your idea and keeping its momentum going
Discovery-Driven Growth
You've been charged with growing your business. Incremental growth can no longer deliver the results you need. You need truly dynamic growth – and you need to achieve it without risking a hugely expensive gamble. How can you encourage innovative new ventures and pursue ambitious growth while minimizing risk?In Discovery-Driven Growth, authors McGrath and MacMillan show how companies can plan and pursue an aggressive growth agenda with confidence. By carefully framing their strategic growth opportunities, testing each project assumption against a series of checkpoints, and creating a culture that acts on evidence and learning instead of blind stumbling, companies can better control their costs, minimize surprises, and know when to disengage from questionable projects–before it's too late.Providing tools that will help you select and better assess the potential of any strategic venture, from new product lines to entirely new businesses, the authors outline a comprehensive process that lets you identify, manage, and leverage your company's full portfolio of opportunities. By reducing up-front costs and eliminating unnecessary risks, you'll be able to avoid missteps and explore more options to create the breakthrough growth that your business requires.
My Darkest Days, My Brightest Future
“How much of each relationship is based on reality versus what we hope to believe about who the other is?” (Maggie Walther). While Maggie Walther is a fictional character in Richard Paul Evans’s lovely book, The Noel Stranger, I am not a fictional character. How I wished I would have asked myself this question, among others, many years ago.
How do you determine if you should stay in a relationship with someone? How can you live with someone for years and not be able to decide? How can you put up with very serious issues and still stay in the relationship? How can anyone who hears your story not think you are out of your mind to stay in a relationship that is not good for you in so many ways? How many times do you forgive someone and just let it go? How do you determine if there is more good in a person than bad? How do you determine if someone has mental issues and really cannot help what they do? How do you determine if someone is without feelings for anyone but themselves? How do you know if you have done enough to keep the relationship going, or if there is more you can do, but you just don’t know what the “more” is? How many years do you have to know someone before you can say you really know them? How do you determine if your relationship is a facade?
These are the questions I spent years trying to answer by seeking medical advice, reading articles and books, and praying my heart out because I wanted to do the right thing, because I did not want another failed marriage, because I had many regrets from my first marriage and didn’t want any from this one.