The courage to take command

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Perry M. Holley

"Learn how IBM has overcome its toughest challenges--and how you can replicate iconic company's success. Over the past 100 years, the IBM Corporation has survived several recessions and innumerable twists and turns in the global technology market. And even in an economy of global recession, this icon continues to repeat remarkable performance after remarkable performance--reinventing the meaning of corporate sustainability, employee loyalty and value-added leadership--and followed by memorable customer service. Repeat the Remarkable reveals the leadership lessons of a top IBM leadership development trainer. In it, Holley gives you the tools to tap into your own personal success--so you can lead your company to remarkable and repeatable performances. Perry Holley is program director, IBM Leadership Development"--

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Edgar Papke

""When leaders fail to confront conflict, they become the 'biggest elephant' in the room." In a survey of more than 4,000 CEOs, executives, and managers, more than 90 percent admitted they were uncomfortable confronting or engaging in conflict. Yet leaders must realize that every conflict presents an opportunity to reach higher levels of performance. In The Elephant in the Boardroom, award-winning leadership psychologist Edgar Papke explores the unique and challenging relationship that leaders have with conflict, and offers the know-how needed to use conflict as the engine of innovation and creativity. As a result, you will learn how to act courageously and be better equipped to lead and win in today's complex and turbulent world. The Elephant in the Boardroom will help you: Better understand the unique relationship leaders have with conflict. Gain the self-knowledge required to confront conflict and attain higher levels of leadership performance. Learn how to foster cultures of openness and higher accountability. Identify the sources of dysfunctional conflict to create constructive change effectively. Learn to use a proven, seven-step model for effectively managing and leveraging conflict. Are you ready to confront the "big elephant in the room," and manage the elephants living and thriving in your organization?"--

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Paul Leinwand, Cesare Mainardi

"In a recent survey of executives, two-thirds of the respondents said they didn't think their organization could execute the company's defined strategy. Why is the strategy-execution gap so pervasive? And what can executives do to close it? In Strategy that Works, Paul Leinwand and Cesare Mainardi share their latest research into how the best companies in the world connect strategy to execution. Having the right capabilities in place is essential; but subsequent research by the authors' firm, Strategy &, shows that capabilities alone don't close the gap between what companies aspire to do and what they can actually accomplish. The authors identify, in all, five fundamental principles for connecting strategy and execution, and show how the best companies in the world use these principles to out-execute and out-compete their opponents. They: - Commit to winning by what they do best, instead of chasing multiple opportunities - Focus on and build only those capabilities, instead of benchmarking against competitors - Prune what doesn't matter to invest more in what does - Leverage the culture they have instead of reengineering it - Shape demand instead of constantly reacting to market changes Based on in-depth interviews inside companies that are known for their flawless execution and for redefining the competition in their industries, this book provides executives with the path for connecting strategy to execution"--

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Gerri King, Ph. D

"Managerial styles are influenced by habit, familiarity, and workplace culture. It's no wonder that well-intentioned professionals doing their best to be good organizational leaders often repeat unhelpful supervisory practices experienced in their early careers, even if they disliked them at the time. In the DUH! Book of Management and Supervision, the author disagrees with many accepted leadership principles (unabashedly referring to them as myths) and makes new and different approaches easier to imagine. Her challenging and controversial concepts illustrated with poignant stories suggest common-sense and immediately applicable alternatives more suitable in today's workplace"--Back cover.