Higher Education Leadership

He spent over three decades proudly serving his country. But his greatest lessons came from one unique bond. For Dr. Burl Randolph, Jr., leadership began at home as a young boy. Though his father was a man of few words, he was molded by his parents' actions for a future filled with achievement. And when the decorated military officer faced his own retirement, he recalled the profound message his dad imparted many years before: "A man ought to always stay busy."

This audio summary contains key takeaways of the original book A Higher Loyalty by James Comey. It summarizes the book in detail to help people effectively understand, articulate, and imbibe the original work.

From vision setting and decision-making to creative thinking and risk-taking, you need to juggle numerous demands at a time to become an effective and thriving leader. This life-changing leadership book will help you better understand the concept of leadership and discover the leader hidden in you.

Fail Faster, Succeed Sooner is a new way to embrace lessons from the journey of learning. Many believe that one hires someone for their expertise. This is not quite complete. One hires someone for their ability to have learned from their failure to ensure that when they come to fix your problem with their expertise, they fix your problem the right way, the first time. If one wants to succeed, one has to learn how to fail in order to succeed more quickly, faster.

The Mentor Effect examines the vital role that mentors contribute to academic and career success, as well as how to assemble a team. As the student moves through their academic and career process, they will find that some of the most valuable people contributing the most to their success are their mentors. This audiobook examines the understanding of what a mentor is, how mentors help, why they help, how to assemble a mentor team, and how a student should engage with that team.

When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor - with a love of argument for argument’s sake and the freedom to experiment - into the head of a hierarchical organization. The professor is free to speak his mind against “the man.” The college president is “the man.” Maeda has had to teach himself, through trial and error, about leadership.