Showing titles in Workplace & Organisational Behaviour

Why is good leadership so rare? Everyone has to manage up to some extent, but, frankly, some bosses are worse than others. If you're being driven crazy by a micro-manager, frequently drown under your boss' unreasonable expectations or struggle with being handed out responsibilities but no authority, international behavioural expert Thomas Erikson is here to help.

Corporate Turnaround Artistry is a complete guide for entrepreneurial companies in times of financial distress - presenting effective strategies and proven methods to revive and rehabilitate your business. Uncertain economic times have significantly altered the financial resources available to struggling businesses. Narrowing margins and mounting internal and external pressure has taken their toll on many companies. Fortunately, most businesses can be repaired while maintaining their existing revenue structure.

Do you have a grip on your business, or does your business have a grip on you? All entrepreneurs and business leaders face similar frustrations: personnel conflict, profit woes, and inadequate growth. Decisions never seem to get made, or once made, fail to be properly implemented. But there is a solution. It’s not complicated or theoretical.

Every year, millions of top performers are promoted to management-level jobs - only to discover that the tactics that got them promoted are not the tactics that will make them effective in their new role. In Welcome to Management, Ryan Hawk provides practical, actionable advice and tools designed to ensure that transition is a successful one.

In 2008, the American economy collapsed, taking with it millions of Americans' jobs, homes, and life savings. The impending financial crisis was devastating, and many are still feeling its effects today. Though the crisis was debilitating, the US government has yet to implement policies that would prevent a repeat of the Great Recession. Nothing Is Too Big to Fail holds a microscope to the very policies and corruption that led to this major economic recession.

What valuable company is nobody building? The next Bill Gates will not build an operating system. The next Larry Page or Sergey Brin won't make a search engine. If you are copying these guys, you aren't learning from them. It's easier to copy a model than to make something new: doing what we already know how to do takes the world from 1 to 10, adding more of something familiar. Every new creation goes from zero to one. This book is about how to get there.

Having recently stepped down as chairman and CEO of Best Buy, Hubert Joly shares the leadership principles illustrated by multiple vivid and concrete stories that underpinned the remarkable resurgence of Best Buy and that he believes are at the heart of business: pursue a noble purpose, put people at the center, embrace all stakeholders, and treat profit as an outcome.

Previously published as Just Work and now substantially revised and updated, Radical Respect shows how organizations that respect individuality and optimize for collaboration are more successful, joyful places to work. We can create cultures where everyone does the best work of their lives and enjoys working together. Scott offers a simple framework that helps us identify what gets in the way - and practical, tangible tips for how to get back on track. No matter what your role is, this is the essential guide for creating the kind of workplace where you and those around you can thrive.

Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism - delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have strong relationships with their employees, and Scott has identified three simple principles for building better relationships with your employees.

Becoming a CEO is a high-stakes moment, whether it's your first, second, or third time in the seat. What you say and how you act in your early days as CEO sets the tone for how you'll be perceived for years to come. Yet, until now, few CEOs have shared their stories on what worked, what didn't, and what they wish they'd done differently. In The New CEO, Dr. Ty Wiggins, an experienced leadership advisor specializing in CEO transitions, explains how to land well as a new CEO, accelerate your impact, and unlock the most affirming experience of your career.

Hard work is irrelevant. Be radically honest. Adequate performance gets a generous severance. And never, ever try to please your boss. These are some of the ground rules if you work at Netflix. They are part of a unique cultural experiment that explains how the company has transformed itself at lightning speed from a DVD mail-order service into a streaming superpower - with 125 million fervent subscribers and a market capitalisation bigger than Disney. Finally Reed Hastings, Netflix chairman and CEO, is sharing the secrets that have revolutionised the entertainment and tech industries.

Intelligence is usually seen as the ability to think and learn, but in a rapidly changing world, there's another set of cognitive skills that might matter more: the ability to rethink and unlearn. In recent months, the pandemic has forced us all to reevaluate our assumptions about health and safety and multiple acts of police brutality have challenged most of us to reconsider our responsibility for fighting racism. Yet in our daily lives, too many of us still favor the comfort of conviction over the discomfort of doubt.

UCLA psychologist and organizational consultant Dr. Robert Maurer provides a simple and proven effective technique for making major changes with minimal disruption. Applying the operational concept of kaizen - small, continual improvements - to common management challenges, managers can drive major improvements with a series of well-planned techniques for boosting quality, innovation, sales, and morale.

In Indistractable, Eyal reveals the hidden psychology driving us to distraction. He describes why solving the problem is not as simple as swearing off our devices: Abstinence is impractical and often makes us want more. Eyal lays bare the secret of finally doing what you say you will do with a four-step, research-backed model. Indistractable reveals the key to getting the best out of technology, without letting it get the best of us.

The Good Enough Job reminds us that the biggest goal of all is to live a life we are happy with, and in which work is but one of the multitude of facets that make us who we are. An antidote to the toxic #hustle movement convincing us all we need to find fulfilment in the office, it denounces the dangers of burnout linked to those of us who cannot answer the question: beyond work, what's left?

In Leaders Eat Last, Simon Sinek, internationally best-selling author of Start With Why, investigates these great leaders from Marine Corps Officers, who don't just sacrifice their place at the table but often their own comfort and even their lives for those in their care, to the heads of big business and government - each putting aside their own interests to protect their teams.

As a leader, can you say with assurance that you consistently show up as your best and inspire others to do the same? Too many leaders cannot, and the underlying message is that performance suffers. In The Biology of Leadership, expert executive coach Carl Oxholm demonstrates how leaders can harness their better instincts and tap into the remarkable potential that exists in every voice, to get the outcomes they want and need.

In this, his first audiobook, Tony Hsieh - the widely admired CEO of Zappos, the online shoe retailer -explains how he created a unique culture and commitment to service that aims to improve the lives of its employees, customers, vendors, and backers. Using anecdotes and stories from his own life experiences, and from other companies, Hsieh provides concrete ways that companies can achieve unprecedented success.

Many organizations struggle to adapt to our fundamentally faster world. For companies and professionals, it often feels like they have to make an ultimate choice: Quality or speed. But speed does not have to result in bad work - and Formula 1 motor racing proves this. Within the two weeks between races, they perform the enormous job of analyzing all data, designing and producing new components, shipping, assembling and testing. How do they do that? And what can we learn from F1 in applying these lessons to our workplaces?

The New York Times best-selling author examines how people can drive creative, moral and organisational progress - and how leaders can encourage originality in their organisations. How can we originate new ideas, policies and practices without risking it all? Adam Grant shows how to improve the world by championing novel ideas and values that go against the grain, battling conformity and bucking outdated traditions.