Self-Leadership September 6, 2012
Posted by McGraw-Hill Education (Asia) in Leadership, Management & Organization.Tags: book, coach, conversation, difficult employee, Employee, employee engagement, engage, Engagement, evaluate, evaluation, executive, fire, Firing, goals, Guide, Hiring, How-to, innovate, Innovation, inspiration, inspire, inspiring, lead, manage, management, managing, mentor, motivate, Motivation, Organization, performance, shareholder, staff, stakeholder, Strategy, team, team building, teams, workforce
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Self-Leadership
How to Become a More Successful, Efficient, and Effective Leader from the Inside Out
Authors: Andrew Bryant, Ana Kazan
ISBN: 9780071799096
©2013 | 1st Edition | 224 pages | Paperback
Pub Date: AUG-12
Price: US$ 25.00
An effective new approach for leading yourself and others to ultimate business success
With the flattening of hierarchies and global teams and the need for empowered and engaged employees, a new style of leadership is required. Self-Leadership gives managers and other business leaders the tools for greater self-observation, self-confidence, self-management, and decision-making.
Lead yourself to success—and others are sure to follow
“For leaders looking for a plan of ‘Why, What, and How’ to become a better leader, the answer is between the covers of this book.”
—Chester Elton, New York Times bestselling author of The Carrot Principle, The Orange Revolution, and All In
“Ever wish you could be more confident, more engaged, or more productive in your life? Look no further. All the concepts and tools are right here.”
—Ryan M. Niemiec, Psy.D., Psychologist and Education Director, VIA Institute on Character
“Self-reliance, courage, confidence, emotional self-awareness, and perseverance encompassed into one leadership concept.”
—Garee W. Earnest, Ph.D., Professor, The Ohio State University
“Bryant and Kazan’s groundbreaking work challenges us to take the first small steps of what will be for many a lifelong journey of self-discovery from the inside out.”
—R. Dale Safrit, Ed.D., Professor, North Carolina State University
“Andrew and Ana’s . . . research, insights, and experience provide a practical tool-kit on how you can choose to live your life and your work and influence others to do the same.”
—Philip Beck, Chairman, Dubeta
“It is generally accepted in the business literature that the heart of leadership is leading self. I believe that leading self is also the path to being a ‘responsible’ leader. The important contribution made by Self Leadershipis that it tells you what to do if you want to get better at leading self. Read this book if you desire to be more effective as a leader and remember, “You don’t have to be bad at leadership to get better.”
—Stephen C. Lundin Ph.D., author of the bestseller, Fish!
About the Author
Andrew Bryant, CSP, PCC is an international thought leader specializing in Self-leadership, the power of influence and developing leaders for the future with an emphasis on Asia specifically. He is the founder of Self Leadership International as well as an executive coach and leadership consultant.
Ana Kazan, PhD is a university professor and a researcher in Brazil and Research and Data Analysis Director of Kazan & Associates Consultants. She teaches Organizational Communication, Organizational Psychology and Leadership, Research Methods, and Self-Leadership courses in the state of Sao Paulo.
The Employee Engagement Mindset May 1, 2012
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: book, Business, coach, conversation, difficult employee, Employee, engage, evaluate, evaluation, executive, experiential learning, fire, Firing, goal setting, goals, Guide, Hiring, How-to, innovate, Innovation, inspiration, inspire, inspiring, lead, manage, management, managing, mentor, method, methodology, motivate, objective, organic growth, Organization, own, ownership, performance, share holder, shareholder, smart goals, staff, stake holder, stakeholder, Strategy, succeed, success, task, team, team building, teams, workforce
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The Employee Engagement Mindset
The Six Drivers for Tapping into the Hidden Potential of Everyone in Your Company
Authors: Tim Clark
ISBN: 9780071788298
©2012 | 1st Edition | 272 pages | Hardback
Pub Date: JUN-12
Price: US$ 26.00
The Employee Engagement Mindset shifts the paradigm of engagement from an employer-centered model to an employee-centered view. By putting an emphasis on shared manager and personal responsibility coupled with intrinsic motivation in order to increase engagement, companies can reach the levels of engagement necessary to outperform their competitors.
Based on years of research and based on a popular seminar with the same name, The Employee Engagement Mindset outlines a simple six-part shared manager/employee model for increasing engagement: Shaping, Connecting, Learning, Stretching, Achieving, and Contributing. The authors present research proving that companies with employee-engagement programs enjoy measurably greater profits, growth, productivity, and retention than those without.
About the Author
Timothy R. Clark is founder and CEO of TRClark Partners, a consultancy that provides advisory services in strategy, large-scale change and transformation, and executive development. He writes the syndicated column, “On Leadership” for the Salt Lake Deseret News, which holds the largest circulation in the state. He is a leading authority in the field of change leadership and organizational transformation. He is the author of the critically claimed book, Epic Change: How to Lead Change in the Global Age (John Wiley/Jossey-Bass), The Leadership Test: Will You Pass (2009). Some of his clients include Accenture, American Express, Chevron, Disney, Dow Chemical, Microsoft, NASA, and Wells Fargo Bank.
What Makes Great Leaders Great September 15, 2011
Posted by McGraw-Hill Education (Asia) in Management & Organization.Tags: Bill Gates, innovate, Innovation, Leaders, Leadership, management, Peter Drucker, Steve Jobs, Warren Buffett
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What Makes Great Leaders Great
Management Lessons from Icons Who Changed the World
Author: Frank Arnold
ISBN: 9780071770514 / 0071770518
©2012 | 1st Edition | 288 pages | Hardback
Pub Date: NOV-11
Price: US$ 25.00
Learn More
What do Warren Buffett, Stephen Hawking, Bill Gates, and Pablo Picasso have in common? Great MANAGEMENT skills.
Based on the timeless management principles put forth by Drucker and other management scholars, in What Makes Great Leaders Great, Frank Arnold provides a series of profiles of more than 50 well-known and extraordinarily successful individuals from a wide spectrum of society and business. It is their “knowledge for success” we can all benefit from – for good management is important for everyone: leaders at all levels, entrepreneurs and freelancers, but also anybody interested in his/her personal development and career. By studying these inspiring examples, readers can understand their secrets to success and put them to use in their own life.
Profiles include: Larry Page, Ray Kroc, Michael Dell, Phil Knight, Winston Churchill, Joseph Schumpeter, Peter Drucker, Stephen Hawking, Ben Franklin, Picasso, and many more.
Endorsement
“Here, management wisdom is illustrated in an intelligent and knowledgeable way. The pragmatic approach of learning from the best makes this book beneficial for any manager, whether a beginner or a veteran.”
Dr. Helmut O. Mauche, Honorary Chairman of the Board of Nestle S.A.
About the Author
Frank Arnold (Zurich, Switzerland) was a board member at the management consulting firm Malik Management Zentrum St. Gallen. He now serves as a consultant to high-ranking executives and is a frequent keynote speaker on management topics.
Other books you might be interested:
- 9780071414968 Great Communication Secrets of Great Leaders
- 9780071600170 How We Lead Matters
Drucker’s Lost Art of Management April 14, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: book, compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, Guide, How-to, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Drucker’s Lost Art of Management
Peter Drucker’s Timeless Vision for Building Effective Organizations
Authors: Joseph A. Maciariello, Karen Linkletter
ISBN: 9780071765817 / 0071765816
©2011 | 1st Edition | 464 pages | Hardback
Pub Date: MAR-11
Pages: US$ 35.00
Introduction | Learn More
A framework for improving managerial effectiveness—based on the timeless principles of Peter Drucker
While corporate malfeasance was once considered the exception, the American public is increasingly viewing unethical, immoral, and even criminal business behavior as the norm. According to the authors of Drucker’s Lost Art of Management, there is some truth behind this new perception. Business management has lost its bearings, and the authors look to Peter Drucker’s vision of management as a liberal art to steer business back on course.
Recognized as the world’s leading Drucker scholar, Joseph Maciariello, along with fellow Drucker scholar Karen Linkletter, provides a blueprint for making corporate American management more functional and redeeming its reputation. Throughout his career, Peter Drucker made clear connections between the liberal arts and effective management, but he passed away before providing a detailed exposition of his ideas. Maciariello and Linkletter integrate their Drucker expertise in management and the liberal arts to finally define management as a liberal art and fulfill Drucker’s vision.
In Drucker’s Lost Art of Management, Maciariello and Linkletter examine Drucker’s contention that managers must concern themselves with the foundational concepts of political science, history, economic theory, and other liberal arts, such as:
- Societal values and standards
- The use and abuse of power
- Individual character development
- Innovation and technology
- The nature of good and evil
- The role managers play in a healthy society
The authors create a new philosophy of management based on the principles leaders throughout history have relied on to be effective both individually and as custodians of civilized society and healthy economies.
Our future executives, professionals, managers, and entrepreneurs are on track to learning (and perpetuating) the idea that only the bottom line matters in business—a concept that benefits no one in the end. It’s up to us to instill the ageless verities that make for good management, good society, and good business results.
A passionate call for radical change in today’s management practices, Drucker’s Lost Art of Management provides the ideas, concepts, and practical advice to make that change happen before it’s too late.
Endorsement
“Maciariello and Linkletter provide a very thoughtful and challenging journey in understanding Drucker’s profound insights into the meaning of management as a liberal art.”
—C. William Pollard, Chairman Emeritus, The ServiceMaster Company
“Linkletter and Maciariello have done a masterful job in bringing into focus the connections between Drucker’s visions of management as a liberal art, of leadership dominated by integrity, high moral values, a focus on developing people, an emphasis on performance and results, and on balancing stability and continuity vs. the discontinuities created by change.”
—Kenneth G. Wilson, Nobel Laureate in Physics 1982, 20-year disciple of Drucker’s writings
“Maciariello and Linkletter provide a must-read for a new class of managers and academics who see beyond the bottom line.”
—David W. Miller, Ph.D., Director Princeton Faith & Work Initiative and Associate Research Scholar, Princeton University, and President, The Avodah Institute
About the Authors
Joseph Maciarello (Claremont, CA) was a colleague of Peter Drucker for 26 years and taught Drucker’s courses once Peter Drucker reduced his teaching load. He coauthored The Daily Drucker and The Effective Executive in Action with Peter Drucker. He is the Director of Research and Academic Director at the Drucker Institute and Horton Professor of Management at The Peter F. Drucker and Masatoshi Ito Graduate School of Management.
Karen Linkletter (Newport Beach, CA) teaches American Studies at California State University at Fullerton. The first archivist at the Drucker Institute, she has experience in the financial services industry. She holds a Ph.D. and M.B.A. from Claremont Graduate University.
Other books you might be interested:
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9780071472333 The Definitive Drucker
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9780071638005 The Drucker Difference
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9780071700450 The Drucker Lectures
Toyota Under Fire March 7, 2011
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: compete, competition, competitive, edge, Employee, evaluate, evaluation, executive, goals, imperative, innovate, Innovation, knowledge, lead, Leadership, leading, manage, management, managing, motivate, optimization, Optimize, organic growth, Organization, perform, performance, performing, retention, Risk, share holder, shareholder, staff, stake holder, stakeholder, strategies, Strategy, team, team building, teams, workforce
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Toyota Under Fire
Lessons for Turning Crisis into Opportunity
Authors: Jeffrey Liker, Timothy N. Ogden
ISBN: 9780071762991 / 007176299X
©2011 | 1st Edition | 208 pages | Hardback
Pub Date: APR-11
Price: US$ 20.00
Sample Ch 01 | Learn More
TOYOTA UNDER FIRE has been awarded the prestigious Shingo Prize. Author Jeff Liker was recognized for providing new knowledge and understanding of lean operation excellence
The definitive inside account of Toyota’s greatest crisis—and lessons you can apply to your own company
For decades, Toyota has been setting standards that are the envy—and goal–of organizations worldwide. Its legendary management principles and business philosophy, first documented by Jeffrey K. Liker in his influential book The Toyota Way, changed the business world’s approach to operational excellence.
Granted unprecedented access to Toyota’s facilities worldwide, Liker, along with Timothy N. Ogden, investigated the inside story of how Toyota faced the challenges of the recession and the recall crisis of 2009–2010. In both cases, the company was caught off guard—and found that a root cause of the challenges it faced was its failure to live up to its own principles. But the fundamentals were still there, and the company has ultimately come out of the most challenging years of its postwar existence even stronger than before.
Toyota Under Fire chronicles all the events of the recession and the recall crisis in detail, providing valuable lessons any business leader can use to survive and thrive in a crisis, no matter how large:
- Crisis response must start by building a strong culture long before the crisis hits.
- Culture matters far more than decisions made by top executives.
- Investing in people, even in the depths of a recession, is the surest path to long-term profitability.
Because it had founded its culture on such principles, Toyota didn’t need to amass an army of public relations, marketing, and legal experts to “put out the fire”; instead, it redoubled efforts to live up to its founding tenet, going “back to basics.” Toyota began solving this crisis more than 70 years ago, when its organizational culture was first established.
Apply the lessons of Toyota Under Fire to your company, and you’ll meet any future management challenge calmly, responsibly, and effectively— the Toyota Way.
Praise for Toyota Under Fire
“Those who write off Toyota in the current climate of second guessing and speculation are making a profound mistake and need to read this book to get the facts. Toyota is a company that will channel the current challenges to push themselves to even more relentless continuous improvement.”
—Charles Baker, former Chief Engineer and Vice President for R&D, Honda of America
“Toyota Under Fire is a superb book and should prove very helpful to American industry’s understanding of the problems faced and how any company can prevent similar occurrences in the future.”
—Norman Bodek, author, founder of Productivity Press, and inductee in 2010 Industry Week Manufacturing Hall of Fame
“As a former automotive supplier executive and student of Toyota, I was concerned to see the many negative reports and investigations into the quality and safety of its vehicles. Toyota Under Fire tells the story of how this great company is growing wiser and stronger by living its culture and values.”
—Michael Fisher, CEO, Cincinnati Children’s Hospital Medical Center
“Just as Toyota has put itself through excruciating soul-searching in order to understand what went wrong, so should we all take advantage of the opportunity for learning presented to us by Toyota’s misfortune. In these pages, you will find that the actual circumstances were far more complex, nuanced, and uncertain than you saw reported in the news.”
—John Y. Shook, Chairman and CEO, Lean Enterprise Institute
Publicity
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Article “From Recalls to Redemption: Toyota Did Not Lose its “Way” on Process Excellence Network, Feb 18. to read, please click HERE
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Article “Toyota’s Recall Crisis: What Have We Learned?” on Harvard Business Review, The Conversation, Feb 11. to read, please click HERE
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Review on Business Standard – The Strategist, New Delhi. To read, please click HERE
About the Author
Jeffrey K. Liker, Ph.D., author of the bestselling The Toyota Way, is Professor of Industrial and Operations Engineering at the University of Michigan and coowner of lean consulting firm Optiprise, Inc. His Shingo-Prize winning work has appeared in The Harvard Business Review, Sloan Management Review, and other leading publications.
Timothy Ogden is Executive Partner at Sona Partners, a thought leadership communications firm. He has written for Harvard Business Review, Miller-McCune magazine, and Alliance magazine and he blogs regularly for Harvard Business Review and for the Stanford Social Innovation Review. He is frequently quoted in the New York Times, Chronicle of Philanthropy, Wall Street Journal and Financial Times.
Related Titles
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9780071477451 Toyota Talent
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9780071492171 Toyota Culture
Disrupting Class, Expanded Edition: How Disruptive Innovation Will Change the Way the World Learns September 24, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Management & Organization.Tags: Christensen Thinkers50, Education, Harvard, innovate, Innovation, inspiration, inspire, inspiring, Latter Day Saints, lead, manage, management, managing, motivate, Motivation, The McKinsey Way
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Disrupting Class, Expanded Edition
How Disruptive Innovation Will Change the Way the World Learns
Authors: Christensen, Clayton; Johnson, Curtis W.; Horn, Michael B.
ISBN-13: 978-0-07-174910-7
ISBN-10: 0071749101
©2011 | 2nd Edition | 272 pages , Hardcover
Pub Date: October 2010
Price: US$ 34.95
Learn More
Clay Christensen’s groundbreaking bestselling work in education now updated and expanded, including a new chapter on Christensen’s seminal “Jobs to Be Done” theory applied to education.
According to recent studies in neuroscience, the way we learn doesn’t always match up with the way we are taught. If we hope to stay competitive-academically, economically, and technologically-we need to rethink our understanding of intelligence, reevaluate our educational system, and reinvigorate our commitment to learning. In other words, we need “disruptive innovation.”
Now, in his long-awaited new book, Clayton M. Christensen and coauthors Michael B. Horn and Curtis W. Johnson take one of the most important issues of our time-education-and apply Christensen’s now-famous theories of “disruptive” change using a wide range of real-life examples. Whether you’re a school administrator, government official, business leader, parent, teacher, or entrepreneur, you’ll discover surprising new ideas, outside-the-box strategies, and straight-A success stories. You’ll learn how:
- Customized learning will help many more students succeed in school
- Student-centric classrooms will increase the demand for new technology
- Computers must be disruptively deployed to every student
- Disruptive innovation can circumvent roadblocks that have prevented other attempts at school reform
- We can compete in the global classroom-and get ahead in the global market
Filled with fascinating case studies, scientific findings, and unprecedented insights on how innovation must be managed, Disrupting Class will open your eyes to new possibilities, unlock hidden potential, and get you to think differently. Professor Christensen and his coauthors provide a bold new lesson in innovation that will help you make the grade for years to come.
The future is now. Class is in session.
Endorsement
“Provocatively titled, Disrupting Class is just what America’s K-12 education system needs–a well thought-through proposal for using technology to better serve students and bring our schools into the 21st Century. Unlike so many education ‘reforms,’ this is not small-bore stuff. For that reason alone, it’s likely to be resisted by defenders of the status quo, even though it’s necessary and right for our kids. We owe it to them to make sure this book isn’t merely a terrific read; it must become a blueprint for educational transformation.” — Joel Klein, Chancellor of the New York City Department of Education
“A brilliant teacher, Christensen brings clarity to a muddled and chaotic world of education.” — Jim Collins, bestselling author of Good to Great
About the Author
Clayton M. Christensen (Belmont, MA) is the Robert and Jane Cizik Professor of Business Administration at the Harvard Business School, and is widely regarded as one of the world’s foremost experts on innovation and growth. He is author or coauthor of five books including the New York Times bestsellers, The Innovator’s Dilemma and The Innovator’s Solution.
Michael Horn is the co-founder and Executive Director, Education of Innosight Institute, a non-profit think tank devoted to applying the theories of disruptive innovation to problems in the social sector. Tech&Learning magazine named him to its list of the 100 most important people in the creation and advancement of the use of technology in education. He holds an AB from Yale and an MBA from Harvard.
Curtis Johnson, once a teacher and later a college president, is a writer and consultant. He was head of the public policy research organization that launched the idea of chartered schools and chief of staff to former governor Arne Carlson of Minnesota. Co-author of three books on how metropolitan regions have to adapt to new realities to be successful places, Johnson is a partner with the Citistates Group and the managing partner of Education Evolving, a project of the Center for Policy Studies. He is a graduate of Baylor University with a PhD from the College of Education at the University of Texas.
Publicity
Disrupting Class, Expanded Edition was referenced in a Washington Times article relating to online courses and FCC regulation of the Internet. To read. please click HERE
Title by Clayton M. Christensen
The Big Book of People Skills Games: Quick, Effective Activities for Making Great Impressions, Boosting Problem-Solving Skills and Improving Customer Service July 5, 2010
Posted by McGraw-Hill Education (Asia) in Highlights.Tags: Beating the Global Consolidation Endgame, Beyond the Deal, Built to Serve, Chasing the Rabbit, coach, Coaching for Improved Work Performance, conversation, Crucial Conversations, Dealing with People You Can't Stand, dispute, distance learning, Employee, Ending the Management Illusion, engage, Equipped to Lead, Everything I Know About Business I Learned at McDonalds, Great Communication Secrets of Great Leaders, Grown Up Digital, How to Manage Performance, How to Plan and Execute Strategy, innovate, Innovation, Innovator's Prescription, inspiration, inspire, inspiring, lead, Lean Six Sigma for Federal Services, manage, management, Management Lessons from Mayo Clinic, managing, Managing in Times of Change, mentor, morale, motivate, Motivation, New Age of Innovation, Perfect Phrases for Documenting Employee Performance Problems, Perfect Phrases for Managers and Supervisors, Perfect Phrases for Perfect Hiring, Perfect Phrases for Performance Reviews, process improvement, processes, Product Manager's Desk Reference, Project Management, resolution, staff, Strategic Corporate Communication, team, The Big Book of Conflict Resolution Games, The Ghosn Factor, The New Gold Standard, The New Manager's Handbook, Toyota Supply Chain Management, training, Wargaming for Leaders, Why Employees Don't Do What They're Supposed to Do and What to Do About It, workforce, workplace support
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The Big Book of People Skills Games
Quick, Effective Activities for Making Great Impressions, Boosting Problem-Solving Skills and Improving Customer Service
Authors: Rickenbacher, Colleen; Scannell, Edward
ISBN-13: 978-0-07-174509-3
ISBN-10: 0071745092
©2010 | 1st Edition | 272 pages , Softcover
Pub Date: August 2010
Price: US$ 24.95
Learn More
More than 700,000 books sold in the Big Book series!
Always say and do the right thing at the right time! Developing the necessary skills critical to teamwork and company success—taught in a fun group format
Meeting new people, developing listening skills, learning proper business etiquette, or dealing with difficult customers or coworkers are all challenges every company faces. The Big Book of People Skills Games offers a host of interactive yet engaging games you can use to tackle all of these communication-challenged areas within your group. RESULTS: effective communication, greater team confidence, and improved customer service.
These short but fun games can be adapted to any setting, cost virtually nothing, and show you how to boost both employee and customer interaction, reduce absenteeism, and foster a more positive and productive environment–all necessary ingredients for company growth and success.
The Big Book of People Skills Games helps you:
- Improve internal and external communication
- Promote group thinking on potential problems facing the company
- Build stronger relationships with coworkers and clients
- Teach your team about proper work procedures
This is the complete reference for enhancing interpersonal skills—both personally and professionally—from the trusted Big Book series.
About the Authors
Colleen Rickenbacher (Dallas, Texas) is President of Colleen Rickenbacher, Inc. in Dallas, TX, which she started in 2001 after 20 years with the Dallas Convention & Visitors Bureau, and has been involved in the meeting industry for over 35 years. Colleen is the author of two books and hundreds of articles on business etiquette, protocol and communication and has presented and trained around the world. She has served on the Board of Advisors for the International Association of Protocol Consultants, Convention Industry Council, Meeting Professionals International, Religious Conference Management Association and both the Dallas Chapter and the international board of the International Special Events Society. Rickenbacher also served as the president and chairs in various associations including past chair of the Certified Meeting Professional Board and the Texas Chapter of the Association of Event & Convention Professionals.
Ed Scannell (Phoenix, AZ) is a speaker and trainer who has given thousands of presentations, seminars and workshops across the U.S. and overseas. He has written or co-authored twenty books and over a hundred articles in the fields of Creativity, Communication, Human Resource Development, Management, Meeting Planning and Teambuilding. The books in his Games Trainers Play series (McGraw-Hill) have sold over a million copies and are used by trainers, speakers, facilitators, and meeting planners around the globe. He earned his CMP (Certified Meeting Professional) designation in 1986 and currently serves on the CIC (Convention Industry Council) Board of Directors. He served as President of the National Speaker’s Association for 1991-92 and serves on the NSA Foundation Board of Trustees.
Strategy from the Outside In: Profiting from Customer Value June 15, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Strategy.Tags: asset, Beating the Global Consolidation Game, Beyond the Deal, brand, C level, c suite, Cats, CEO, Chasing the Rabbit, Closing the Innovation Gap, compete, competition, Customer Obsession, customer value, Disrupting Class, Energy Shift, Equipped to Lead, Executive Warfare, Grown Up Digital, Influencer, innovate, Innovation, Inside China Investment Corp, Jeffrey Immelt and the New GE Way, Lean Six Sigma for Federal Services, manage, management, managing, Market, marketing, Merge Ahead, organic growth, Perfect Phrases for Small Business Owners, Perfect Power, refocus, serve, Strategic Corporate Communication, Strategic Forecasting, Strategies for the Green Economy, The Customer Rules, The Innovator's Prescription, The McKinsey Mind, The McKinsey Way, The New Age of Innovation, The New Gold Standard, The Southwest Airlines Way, Toyota Kata, value leader, Wargaming for Leaders, When Markets Collide
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Strategy from the Outside In
Profiting from Customer Value
Authors: Day, George; Moorman, Christine
ISBN-13: 978-0-07-174229-0
ISBN-10: 0071742298
©2010 | 1st Edition | 304 pages , Hardcover
Pub Date: July 2010
Price: US$ 32.95
Learn More
Make customer value a C-Suite priority for lasting profits and growth
While the Great Recession ravaged the balance sheets of long-standing leaders in their respective industries, many companies have actually gained market share, grown revenues and profits, and created more value for customers. These are not flash-in-the-pan companies—world-beaters one year and stragglers the next. They are companies like Johnson & Johnson, Procter & Gamble, Fidelity, Cisco, Philips, Walmart, and Amazon.
The success of these organizations isn’t the result of a brilliant strategy for bad times; it’s the outcome of a highly effective long-term strategy that manages the company from the outside in.
In Strategy from the Outside In, George S. Day and Christine Moorman explain that the key to such lasting and highly profitable success is the ability to compete on and profit from customer value. It means operating from the outside in. It means always building strategy on market insight, and ensuring that every part of the company puts customer value first.
Applying years of research, Day and Moorman illustrate that an outside-in view requires constant vigilance and focus on four customer value imperatives:
- Be a customer value leader
- Innovate new value for customers
- Capitalize on the customer as an asset
- Capitalize on the brand as an asset
Day and Moorman take you from theory to practice, with an emphasis on real world stories, practical models, and useable metrics so that you can profit from customer value. From the outside in.
Praise for Strategy from the Outside In
“Throughout P&G’s long history, we have focused on the four customer value imperatives outlined in this excellent book—and are as committed to them today as ever. This is essential reading for leaders focused on making a positive difference in the world and, as a direct result, delivering growth for both the near and long term.”
—Robert A. McDonald, Chairman, President, and CEO, The Procter & Gamble Company
“Strategy from the Outside In is thought-provoking, practical, and full of ideas on how to strengthen your company’s customer value proposition.”
—Tom Lynch, CEO, Tyco Electronics Corporation
“American Express’s success has rested largely on our ability to focus on our customers and adapt to their changing needs over the past 160 years. Strategy from the Outside In is an insightful book with practical advice about how to do just that.”
—Jud Linville, President and CEO Consumer Services, American Express
“An in-depth look into the basic premise of what, in my view, makes successful business. Certainly worth reading once and then once every year to remind all of us what keeps us in business. For marketers, a great benchmark to help focus on how to add value most effectively.”
—Geert van Kuyck, Executive Vice President and Chief Marketing Officer, Royal Philips Electronics
“Sam Walton said ‘there’s only one boss–the customer’. At Walmart we try to stay focused on that every day. But how? Strategy from the Outside In provides a blueprint for how to build a trusted brand based on consistently providing superior value to customers.”
—Stephen Quinn, Chief Marketing Officer, Walmart
“Getting your company to organize around what customers value most sounds easy in theory, but it’s very hard to do consistently well. Day and Moorman provide a thoughtful, realistic, and actionable blueprint for delivering the most value to your most valuable customers.”
—Beth Comstock, Chief Marketing Officer, GE
“Only a few books can really help marketing professionals make a difference in their organization. Strategy from the Outside In falls into this category. Creating superior customer value is or should be a priority of all marketers. Here, Day and Moorman provide a clear path for delivering on such value. Most important, their work is based on the real-world successes (and failures) of organizations which they have studied.”
—Dennis Dunlap, CEO, American Marketing Association
“Strategy from the Outside In offers a refreshing reminder that answers to managers’ most pressing questions always start by looking outside the organization and meeting consumer needs better than the other guys! It provides a combination of solid evidence and user-friendly frameworks that can be put to use immediately. A must-read not only for today’s challenged CMO but for the rest of the C-suite as a guiding framework for the entire enterprise.”
—Rob Malcolm, President, Global Marketing, Sales and Innovation, Diageo PLC
“Strategy from the Outside In provides a handbook to re-imagine a business through the eyes of customers. It is full of current case studies, research, and practical frameworks that senior marketers can use to refine their own thinking and influence their colleagues.”
—Greg Gordon, SVP Consumer Marketing, Liberty Mutual
“Day and Moorman advise companies to leave their comfortable positions of controlling their businesses to the uncomfortable position of allowing their customers control. This is a book only for companies courageous enough to listen to their customers instead of themselves.”
—Ron Nicol, Senior Partner and Managing Director, Boston Consulting Group
About the Authors
George S. Day (Philadelphia, PA) is the Geoffrey T. Boisi Professor and co-Director of the Mack Center for Technological Innovation at the Wharton School at the University of Pennsylvania.
He has been a consultant to numerous corporations such as General Electric, IBM, Metropolitan Life, Marriott, Unilever, E.I. DuPont de Nemours, W.L. Gore and Associates, Coca-Cola, Boeing, LG Corp., Best Buy and Medtronic. He is Chairman-elect of the American Marketing Association and a Trustee of the Marketing Science Institute. His primary areas of activity are marketing, the management of emerging technologies, organic growth and innovation, and competitive strategies in global markets.
Professor Day has authored fifteen books in the areas of marketing and strategic management. His most recent books are Peripheral Vision: Detecting the Weak Signals that Can Make or Break Your Company (with Paul Schoemaker) published in 2006, Wharton on Managing Emerging Technologies (with Paul Schoemaker) published in 2000, and The Market Driven Organization, published in 1999.
He has won ten Best Article awards with two of these articles among the top 25 most influential articles in marketing science in the past 25 years. He was honored with the Charles Coolidge Parlin Award in 1994, the Paul D. Converse Award in 1996, the Sheth Foundation Award in 2003, and the Mahajan Award for Career Contributions to Marketing Strategy in 2001. In 2003 he received the AMA/Irwin/McGraw-Hill Distinguished Marketing Educator Award.
Christine Moorman (Durham, NC) is the T. Austin Finch, Sr. Professor and founder of The CMO Survey at the Fuqua School of Business, Duke University. Professor Moorman is the author of over 60 journal articles, reports, and conference proceedings. She has co-edited the book Assessing Marketing Strategy Performance (with Don Lehmann) and has made over 100 presentations of her work at universities all over the world.
She has served on the Board of Directors and chair of the Marketing Strategy Special Interest Group for the American Marketing Association, as Director of Public Policy for the Association for Consumer Research, and as an Academic Trustee for the Marketing Science Institute. She won the 2008 Mahajan Award for Career Contributions to Marketing Strategy from the American Marketing Association and the 2008 Distinguished Marketing Educator from the Academy of Marketing Science.
Professor Moorman’s research has won two best paper awards and been published in Journal of Marketing Research, Journal of Consumer Research, Marketing Science, Journal of Marketing, Journal of Public Policy & Marketing, International Journal of Research in Marketing, Academy of Management Review, and Administrative Science Quarterly. Her research has been supported by grants from the Marketing Science Institute, the Institute for the Study of Business Markets, and the National Science Foundation. She is on the Editorial Review Boards for all of the top journals in the field.
LEADERSHIP: Essential Selections on Power, Authority, and Influence June 15, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: Alinsky, Arendt, Barnard, book, Built to Serve, Burns, Carlyle, Carson, CEO Material, Churchill, coach, Confucius, Customer Driven Operations Management, difficult employee, Drucker, DuBois, Employee, engage, Engaging the Hearts and Minds of All Your Employees, Engels, evaluate, evaluation, executive, Executive Warfare, Fanon, fire, Firing, Follett, Freud, Friedan, Friere, Gandhi, goals, Guide, Hamilton, Handbook for Leaders, Havel, Hiring, Hitler, Hobbes, How to Be a Great Coach, How to Manage Performance, How to Motivate Every Employee, How We Lead Matters, How-to, In Search of Leadership, innovate, Innovation, inspire, James, JFK, Julius Caesar, Just Ask Leadership, Kennedy, King, Kramer, Lao Tzu, Leadership, leadership classics, Leadership Enhancing the Lessons of Experience, leadership philosophies, Leadership When the Heat is On, Leadership Without Excuses, Lenin, Lincoln, Locke, Machiavelli, Madison, manage, management, management skills, managing, Mandela, Mao, Marx, Milgram, motivate, organic growth, Organization, Paine, Perfect Phrases for Building Strong Teams, Perfect Phrases for effective Managers, Perfect Phrases for Motivating and Rewarding Employees, performance, Performance Leadership, Plato, Plutarch, Red Rubber Ball at Work, Roosevelt, Say it Like Obama, Secrets of the White House Fellows, share holder, shareholder, Singer, Soros, Spencer, stake holder, stakeholder, Stanton, Stowe, Strategic Forecasting, Strategy, team, team building, teams, The Confident Leader, The Essential Wooden, The Lombardi Rules, The Powell Principles, The Welch Way, Tolstoy, Weber, Wollstonecraft, Wooden on Leadership, workforce
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LEADERSHIP
Essential Selections on Power, Authority, and Influence
Authors: Kellerman, Barbaral
ISBN-13: 978-0-07-163384-0
ISBN-10: 0071633847
©2010 | 1st Edition | 352 pages , Hardcover
Pub Date: July 2010
Price: US$ 34.95
Learn More
Indispensable advice for business professionals—from history’s wisest leaders
A highly regarded scholar of leadership and the qualities shared by outstanding leaders, Barbara Kellerman provides expert analysis of the works of history’s greatest authorities on leadership—theorists and practitioners alike.
On Leadership contains writings from some of history’s most influential figures, ranging from Lincoln to Lenin, Hobbes to Havel, and Machiavelli to Marx. Kellerman chose her entries based on their contemporary significance regarding power, authority, and influence, and she clearly explains how today’s business leader can put the words of the masters to practical use.
Providing a remarkably wide scope of perspectives, including history, psychology, philosophy, and government, On Leadership is an eminently instructive book for any leader in any field.
Part I of Leadership consists of writings about leadership:
- Lao Tzu—on how to lead lightly
- Plato—on tyrants and philosopher-kings
- Machiavelli—on the preservation of power
In Part II, you’ll find examples of what Kellerman uniquely identifies as writing as leadership—works and words that thanks to their persuasiveness and power, changed the world:
- Thomas Paine—Common Sense
- Elizabeth Cady Stanton—”Declaration of Sentiments”
- Rachel Carson—Silent Spring
Part III presents leaders in action—individuals who seized the moment to captivate, motivate, and lead with their singular personal power to persuade:
- Abraham Lincoln—on war and redemption
- Elizabeth I—on gender and power
- Vaclav Havel—on the power of the powerless
The selections themselves, each a classic of the leadership literature, together with Kellerman’s expert commentary, make Leadership required reading for those who want to learn about, reflect on, and even apply the greatest leadership literature lessons, ever.
Endorsement
“Bravo to Barbara Kellerman! Building upon a lifetime of scholarship and upon a popular course she has created at Harvard, Kellerman brings between the covers of a single volume the world’s classic literature on leadership. Every thoughtful leader will find deep, rich rewards here.” — David Gergen, Director, Center for Public Leadership Harvard Kennedy School, Former Presidential Adviser
About the Author
Barbara Kellerman (Cambridge, MA) is the James MacGregor Burns Lecturer in Public Leadership at Harvard University’s John F. Kennedy School of Government. She was the Founding Executive Director of the Kennedy School’s Center for Public Leadership, from 2000 to 2003; from 2003 to 2006, she served as the Center’s Research Director. Kellerman has held professorships at Fordham, Tufts, Fairleigh Dickinson, George Washington, and Uppsala Universities. She also served as Dean of Graduate Studies and Research at Fairleigh Dickinson, and as Director of the Center for the Advanced Study of Leadership at the Academy of Leadership at the University of Maryland.
Kellerman received her B.A. from Sarah Lawrence College, and her M.A., M.Phil., and Ph.D. (1975, in Political Science) degrees from Yale University. She was awarded a Danforth Fellowship and three Fulbright fellowships. At Uppsala (1996-97), she held the Fulbright Chair in American Studies. Kellerman was cofounder of the International Leadership Association (ILA), and is author and editor of many books including Leadership: Multidisciplinary Perspectives; The Political Presidency: Practice of Leadership; and Reinventing Leadership: Making the Connection Between Politics and Business. She has appeared often on media outlets such as CBS, NBC, PBS, CNN, NPR, Reuters and BBC, and has contributed articles and reviews to The New York Times, The Washington Post, The Boston Globe, The Los Angeles Times, and Harvard Business Review.
Her most recent books are Bad Leadership: What It Is, How It Happens, Why It Matters (2004); a co-edited (with Deborah Rhode) volume, Women & Leadership: State of Play and Strategies for Change (2007); and Followership: How Followers are Creating Change and Changing Leaders (2008). Kellerman speaks to audiences around the world, including in recent years in Berlin, London, Moscow, Rome, Sao Paolo, and Shanghai. She holds an Honorary Degree from Ripon College, and is currently ranked by Leadership Excellence as 6th on the list of the 100 “best minds on leadership.”
Leadership Secrets of Hillary Clinton March 12, 2010
Posted by McGraw-Hill Education (Asia) in Highlights, Leadership.Tags: book, coach, communication, difficult employee, Employee, engage, evaluate, evaluation, executive, fire, Firing, goals, Guide, Hillary Clinton, Hiring, How-to, innovate, Innovation, inspire, Leadership, manage, management, managing, motivate, organic growth, Organization, performance, Rebecca Shambaugh, resilience, service, share holder, shareholder, stake holder, stakeholder, Strategy, team, team building, teams, workforce
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Leadership Secrets of Hillary Clinton
Author: Shambaugh, Rebecca
ISBN-13: 978-0-07-166417-2
ISBN-10: 0071664173
©2010 | 1st Edition | 208 pages , Hardcover
Pub Date: February 2010
Price: US$ 22.95
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Lead your company through tough times using Clinton’s unique brand of leadership!
Few understand better than Hillary Clinton what it’s like to fight uphill battles. Yet, despite her uncanny tendency to draw fire, she has achieved remarkable success, working her way up from first lady to U.S. Secretary of State. How did she do this? By fully leveraging her brilliant and unique leadership skills.
Leadership Secrets of Hillary Clinton examines Clinton’s leadership techniques and explains how to get results by putting them to work in your own environment. Rebecca Shambaugh breaks down Clinton’s powerful leadership style into easy-to-understand parts, each of which is imperative for successfully leading an organization through periods of intense change. Among Clinton’s most effective traits are her abilities to:
- Continuously learn and grow
- Stay optimistic in tough times
- Be adaptive while remaining authentic
- Connect with diverse people
- Appeal to both hearts and minds
Shambaugh also includes lessons from other great leaders in history, whom Clinton has cited as instrumental to her own leadership development.
Ask Hillary Clinton and she’ll tell you that being a great leader isn’t about winning or losing. It’s about stepping back, scrutinizing your environment, and having the courage to reinvent yourself along the way. Clinton’s savvy and strategic leadership approach spelled out in Leadership Secrets of Hillary Clinton is exactly what business leaders need to succeed today.
About the Author
Rebecca Shambaugh (Washington, DC) is the founder and CEO of SHAMBAUGH Leadership which has been providing leadership development services nationally and globally to companies such as IBM, The Brookings Institution, Marriott, Intelsat, The Forte Foundation, Microsoft, Baxter, and Oracle for more than 15 years.
She is a nationally known global speaker on timely leadership issues, and speaks regularly at major conferences on a variety of topics. Recently, she has published in US News and World Report, Time Magazine, NY Times, Entrepreneur Magazine, Cosmopolitan Magazine, and Leader to Leader. Her previous book is It’s Not a Glass Ceiling, It’s a Sticky Floor.
McGraw-Hill Education (Asia)
