Showing titles in Organizational Behavior

With insights from leading experts including John Kotter and Indra Nooyi, this book will inspire you to: lead through the eight critical stages of change; create and instill a sense of urgency; transform your company's culture; get reorgs right; reshape your organization for climate sustainability; remodel the chief learning officer position to lead change; scale agile practices throughout your organization; and lead change when business is good - but also when times are tough.

The best bosses know this, and they know how to make it happen by thoughtfully designing people’s jobs around the skills they have today as well as the skills they'll need to be even more valuable tomorrow. That's how entire organizations stay competitive in an unpredictable, rapidly changing business environment. In this book, Johnson explains how to become one of those bosses and how to build your A-team.

A sharp and illuminating history of one of capitalism's longest-running tensions - the conflicts of interest among public-company directors, managers, and shareholders - told through entertaining case studies and original letters from some of our most legendary and controversial investors and activists.

In the modern workplace, employees collaborate. Managers are expected to be effective team leaders and employees are expected to be valued teammates. But many teams struggle. Being part of a struggling team can be unpleasant, but it can also hurt your career and waste company resources.

How to structure your business for exponential growth. Have you ever wondered why some businesses scale while others fail? For every company that triples in size, thousands lose their momentum and get stuck. Every business leader aspires to achieve and sustain growth, but most come up short. Usually this happens because the early start-up structure is not designed to support their next-stage business strategy. It is not designed to scale. Designed to Scale explains the principles of scalable organizational structure.

Unique insights from pioneers of Google’s Startup Accelerator on why building teams is harder than building tech—and a proven way to develop a strong, resilient and effective team.

If talent is the leading indicator of whether a business is up or down, a success or a failure (and it is)...do you know how to accurately judge raw human talent? Understand a person's unique combination of traits? Develop that talent? Convert what supposedly are "soft" subjective judgments about people into objective criteria that are as specific, verifiable, and concrete as the contents of a financial statement? The talent masters do. They put people before numbers for the simple reason that it is talent that delivers the numbers.

In this essential book written by a rural native and Silicon Valley veteran, Microsoft’s Chief technology officer tackles one of the most critical issues facing society today: the future of artificial intelligence, and how it can be realistically used to promote growth, even in a shifting employment landscape.

A sweeping leadership framework to institute clear and intentional actions throughout your organization so that people of all racial backgrounds are empowered to lead, collaborate, and excel at work.

All of us constantly broadcast information to others, even when we don't say a word. Sales professionals broadcast to potential clients in a way that wins new business. Managers broadcast to their teams about projects. Colleagues broadcast to one another about available resources. The messages we choose to broadcast shape others' beliefs in the potential for success and their ability to create positive change.

The Myers-Briggs Type Indicator is the most popular personality test in the world. It is used regularly by Fortune 500 companies, universities, hospitals, churches, and the military. Its language of personality types - extraversion and introversion, sensing and intuiting, thinking and feeling, judging and perceiving - has inspired television shows, Online dating platforms, and Buzzfeed quizzes. Yet despite the test's widespread adoption, experts in the field of psychometric testing, a $2 billion industry, have struggled to validate its results - no less account for its success.

A powerful manifesto for CEOs and employees alike: Influential and award-winning business leader Margaret Heffernan reveals how organizations can build ideal workplace cultures and create seismic shifts by making deceptively small changes.

As a response to the increasing violence in our culture, the widening ideological divides, and the growing gap in economic well-being, there is greater awareness that a deeper sense of community is desperately needed. But even as we acknowledge the need to build community, the dominant on-the-ground practices about how to engage people, civically and organizationally, remain essentially unchanged. We still believe community is built with better messaging, more persuasion, and social events for people to get to know each other better. All of which is naïve.

In the groundbreaking new book Accelerate (XLR8), leadership, change-management expert, and best-selling author John Kotter provides a fascinating answer - and a powerful new framework for competing and winning in a world of constant turbulence and disruption. Accelerate (XLR8) vividly illustrates the five core principles underlying the new network system, the eight accelerators that drive it, and how leaders must create urgency in others through role modeling.

Corporate boards are under great pressure. Scandals and malpractice at companies like Theranos, WeWork, Uber, and Wells Fargo have raised justified questions among regulators, shareholders, and the public about the quality of corporate governance. In How Boards Work, prizewinning economist and veteran board director Dambisa Moyo offers an insider's view of corporate boards as they are buffeted by the turbulence of our times.

Many workers believe that to compete with other top talent they must embrace a culture that rewards long hours and constant connection to work. Businesses and society have encouraged this by endorsing busyness, overwork, and extreme commitment as the most valued traits in workers. But more often it's an implicit contract, a buildup of organizational and cultural norms and the adoption of new technologies that increasingly make it easy to tether people to work. Either way, this workaholic behavior is unhealthy and counterproductive for workers and for organizations. It's time to fight back.

What really sets the best managers above the rest? It's their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly.

There is so much we get wrong about power: who has it, what it looks like, and the role it plays in our lives. Grounded in over two decades’ worth of scientific research and inspired by the popular class of the same name at Stanford’s Graduate School of Business, Acting with Power offers a new and eye-opening paradigm that overturns everything we thought we knew about the nature of power.

In their eagerly awaited book, Kim and Spear bring to light a new theory of high-achieving organizations. They examine how companies solve the most important problems better, faster, and easier than their competitors by quickly and regularly closing the gap between aspirations and real-world success. This book teaches companies that are struggling to perform how to achieve the continual greatness seen in the best of the best.

"Empowerment" can be a mind-numbing topic, but in The 3 Keys to Empowerment, Ken Blanchard and his coauthors use concrete examples, a Q&A format, case histories, and entertaining comments to keep the discussion lively. The authors show that empowerment is not about giving people power, it's about releasing the power they already have.