Organizational Leadership

What can you learn from the most successful companies in the world? The Spanx Story will help you understand and adopt the competitive strategies, workplace culture, and daily business practices that enabled entrepreneur Sara Blakely to dominate the shapewear industry and become a billionaire.

What should our post-COVID work world look like? In Connected Capitalism, David Weitzner shows us how to draw from the classic teachings of Judaism in order to positively transform our workplaces and our working lives. He outlines a philosophy that will empower the disenchanted to build a stable future in a world of crony capitalism, global pandemics, racial injustice, and social disconnect. Weitzner, a professor of management who chooses to look beyond management and mindfulness, envisions a workplace based on the ancient Jewish practices of mitzvah.

In the modern workplace, conflict has become a dirty word. After all, conflict is antithetical to teamwork, employee engagement, and a positive company culture. Or is it? The truth is that our teams and organizations require conflict to get things done. But we avoid conflict and build up conflict debt by deferring and dodging the difficult decisions. Our organizations are paying the price - becoming less productive, less innovative, and less competitive.

Two-time New York Times best-selling authors Roger Connors and Tom Smith show how leaders can achieve record-breaking results by quickly and effectively shaping their organizational culture to capitalize on their greatest asset - their people. Change the Culture, Change the Game joins their classic book The Oz Principle and their recent best seller How Did That Happen? to complete the most comprehensive series ever written on workplace accountability.

This book debunks the myth that leaders need to be creative like designers to apply design thinking. Applying design approaches and practices to organizational leadership is not just about its leaders becoming more creative. It is definitely not about the person at the top coming up with the grand answer. Design thinking starts with the 'pain point' related to the problem you are trying to solve. You get to the heart of the issue. It is a collaborative effort that neatly leads stakeholders and representatives affected by the problem to design novel leadership solutions that work.

An expert in dignity studies, Donna Hicks contributes a specific, practical guide to achieving a culture of dignity. Most people know very little about dignity, and when leaders fail to respect the dignity of others, conflict and distrust ensue. She highlights three components of leading with dignity: what one must know in order to honor dignity and avoid violating it; what one must do to lead with dignity; and how one can create a culture of dignity in any organization.

Publicamos el best-seller internacional "Reinventar las organizaciones", que presenta el próximo estadio en el progreso de las organizaciones humanas. Uno de los libros de management más aclamados e importantes de los últimos años. Es como ver el futuro. Reinventar las organizaciones es un libro distinto, que rompe con el enfoque tradicional de los libros de management.

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.

Leadership sabotage surrounds each of us. It's working - even when you are not - to find ways to limit your productivity, impact, and legacy. You have likely seen - and may have even experienced - leadership sabotage. The most common instances include employee defiance, bullying, reputation assassination, theft, and microaggressions that aim to stymie your life and career. Until now, leaders everywhere have been defenseless against leadership sabotage.

Women are acculturated within systems that encourage them to sabotage one another; this book shows how they can break free of this cultural programming and use whatever privilege and power they have to raise each other up. Joy Wiggins and Kami Anderson advocate that the only way women can successfully support each other is by addressing the varying intersections of our individual power and privileges, particularly focusing on how some privileges are inherited along lines of race, class, sexuality, and geography.

As leaders, how we are is as important as what we do. This new edition of a leadership classic shows how to master the inner and outer work needed to build relationships that unleash the transformational creative potential in everyone. Top-down, one-dimensional leadership models are hopelessly outmoded in today’s rapidly changing world. And they waste the leadership ability present throughout an organization, not just at the top.

A few rare leaders have learned to embrace a new organizational shape and mindset: Constellations. Organizations designed as constellations are dynamic and flexible networks of distinct yet interwoven individuals. Each member of the team feels like a singular star and is also connected to others to form something greater. That is how Visa reimagined how we pay for things, how Wikipedia beat the richest company in the world and how Barack Obama and his grassroots team revolutionized political campaigning. These leaders did what most leaders dread - they gave away power.

Almost 20 years ago, Clayton Christensen popularized the term disruption in his book The Innovator's Dilemma, describing it as a set of risks that established firms face. Since then, few have closely examined his account. Joshua Gans does so in this book. He looks at companies that have proven resilient and those that have fallen and explains why some companies have successfully managed disruption while others have not.

Helping is a fundamental human activity, but it can also be a frustrating one. All too often, to our bewilderment, our sincere offers of help are resented, resisted, or refused - and we often react the same way when people try to help us. Why is it so difficult to provide or accept help? How can we make the whole process easier?

In a world where women and communities of color were disproportionally impacted by the COVID-19 pandemic, it's more important than ever for leaders to truly understand how to support inclusion in the postpandemic workplace. Drawing on years of work with many leading organizations, Jennifer Brown shows what leaders at any level can do to spark real change and navigate uncharted waters. She guides listeners through anti-racism using the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate.

In 2001, when Jacqueline Novogratz founded Acumen, a global community of socially and environmentally responsible partners dedicated to changing the way the world tackles poverty, few had heard of impact investing - Acumen’s practice of “doing well by doing good”. Nineteen years later, there’s been a seismic shift in how corporate boards and other stakeholders evaluate businesses: Impact investment is not only morally defensible, but now also economically advantageous, even necessary.

What really drives workplace equity and inclusion - beyond strategies and systems? The truth is, all historically excluded persons who have broken through to greater levels of professional belonging and achievement have succeeded not by policy and systems change alone, but because of leaders who chose to remove barriers, open doors, and guide them toward their goals. The bottom line? Someone made a way for them. Using case studies, data, and candid storytelling, Tara Jaye Frank outlines how leaders with power and position can clear the path to workplace equity.

We’ve all had those perfect moments when events that could never be predicted, let alone controlled, remarkably seem to guide us along our path. Carl Jung called this phenomena “synchronicity” - “a collaboration between persons and events that seems to enlist the cooperation of fate.” In this book, Joseph Jaworski argues that the right state of mind will make you the kind of person who can enlist the cooperation of fate and take advantage of synchronicity, creating the conditions for “predictable miracles.”

Leadership is all about others - inspiring them to believe, then enabling that belief to become reality. That's the essence of Leadership U: it starts with U but it's not about U. Those timeless words are timelier than ever today, as leaders look to accelerate through the crisis curve. As author Gary Burnison observes, "There will likely be more change in the next two years than we have seen in the last 20." Now, in Leadership U, Burnison lays out a framework - his Six Degrees of Leadership - to show leaders how to create change.

Based on five years of proprietary research, How Remarkable Women Lead speaks to you as no other book has, with its hopeful outlook and unique ideas about success. It's the new "right stuff" of leadership, raising provocative issues such as whether feminine leadership traits (for women and men) are better suited for our fast-changing, hyper-competitive, and increasingly complex world. In this book, McKinsey & Company consultants Joanna Barsh and Susie Cranston establish the links between joy, happiness, and distinctive performance with the groundbreaking model of Centered Leadership.