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WHAT MAKES TOP ACHIEVERS SUCCESSFUL?
Is it more energy? Luck? Drive? Focus? Vision? These are some of the questions answered in Herb Greenberg and Patrick Sweeney's illuminating book, Succeed on Your Own Terms.
Greenberg and Sweeney spent two years traveling in more than two dozen countries interviewing some of the world's most accomplished individuals - including renowned architect Michael Graves; Chief Financial Officer of Dun and Bradstreet, Sara Mathew; former Dallas Cowboy Roger Staubach; legendary civil rights advocate Congressman John Lewis; actor Ben Vereen; Holocaust survivor Samuel Pisar; President of Home Depot Canada, Annette Verschuren; mountain climber Rebecca Stephens; the shortest NBA player of all time, Muggsy Bogues; Senator Barbara Boxer; cancer survivor Janet Lasley; and Philadelphia Eagles owner Jeffrey Lurie.
Through in-depth interviews and results from a comprehensive personality assessment, the authors uncover the defining qualities that set each of these remarkable individuals apart. These inspiring individuals exemplify 19 defining qualities that can drive your success, such as
* Optimism * Resilience * Empathy * Persuasiveness * Courage * Perseverance * Willingness to Take Risks * Creativity * Competitiveness * Confidence * Self-Awareness
And you'll learn how to identify these qualities in yourself by taking a free, in-depth personality assessment that can help you discover your unique potential and strengths. Then you will be poised to seek out situations that play to your natural abilities, recognize your defining moments and seize opportunities to succeed on your own terms.
In this timely manifesto, the authors of the New York Times bestseller Rework broadly reject the prevailing notion that long hours, aggressive hustle, and "whatever it takes" are required to run a successful business today. In Rework, Jason Fried and David Heinemeier Hansson introduced a new path to working effectively. Now, they build on their message with a bold, iconoclastic strategy for creating the ideal company culture-what they call "the calm company." Their approach directly attack the chaos, anxiety, and stress that plagues millions of workplaces and hampers billions of workers every day. Long hours, an excessive workload, and a lack of sleep have become a badge of honor for modern professionals. But it should be a mark of stupidity, the authors argue. Sadly, this isn't just a problem for large organizations-individuals, contractors, and solopreneurs are burning themselves out the same way. The answer to better productivity isn't more hours-it's less waste and fewer things that induce distraction and persistent stress. It's time to stop celebrating Crazy, and start celebrating Calm, Fried and Hansson assert. Fried and Hansson have the proof to back up their argument. "Calm" has been the cornerstone of their company's culture since Basecamp began twenty years ago. Destined to become the management guide for the next generation, It Doesn't Have to Be Crazy at Work is a practical and inspiring distillation of their insights and experiences. It isn't a book telling you what to do. It's a book showing you what they've done-and how any manager or executive no matter the industry or size of the company, can do it too.
Unfortunately, far too many people don't like where they work. Some organizations are unhealthy and full of disrespectful behavior. Other workplaces are simply uninspiring. For various reasons, countless people feel trapped, indifferent, or bored at work. The authors of this book believe that people should be able to like where they work. When employees like the places they work, it's not only good for their mental health and well-being, it's also good for their organizations - both financially and otherwise. When a workplace culture is purposely created to be respectful and inspiring, employees are happier, more productive, and more engaged. By exploring six key elements that make up a healthy workplace culture, The Culture Question answers two fundamental questions: "How does your organization's culture impact how much people like where they work?" and "What can you do to make it better?" Discover how to create a workplace where people like to work by focusing on these six elements of healthy workplace culture: Communicating Your Purpose and Values. Employees are inspired when they work in organizations whose purpose and values resonate with them. Providing Meaningful Work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. Focusing Your Leadership Team on People. How leaders relate to their employees plays a major role in how everyone feels about their workplace. Building Meaningful Relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. Creating Peak Performing Teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own. Practicing Constructive Conflict Management. When leaders don't handle conflict promptly and well, it quickly sours the workplace. This book includes survey feedback from over 2,400 leaders and employees and resources for putting these ideas into action.
When the Harvard Business Review asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed, the tricks they used to survive with dignity in asshole-infested places, the revenge stories that made him laugh out loud and the other small wins that they celebrated against mean-spirited people, Sutton was persuaded to write THE NO ASSHOLE RULE. He believes passionately that civilised workplaces are not a naive dream, that they do exist, do bolster performance and that widespread contempt can be erased and replaced with mutual respect when a team or organisation is managed right. There is a huge temptation by executives and those in positions of authority to overlook this trait especially when exhibited by so-called producers, but Sutton shows how overall productivity suffers when the workplace is subjected to this kind of stress.
Across the social sciences, scholars are increasingly showing how people 'work' to construct organizational life, including the rules and routines that shape and enable organizational activity, the identities of people who occupy organizations, and the societal norms and assumptions that provide the context for organizational action. The idea of work emphasizes the ways in which people and groups engage in purposeful, reflexive efforts rooted in an awareness of organizational life as constructed in human interaction and changeable through human effort. Studies of these efforts have identified new forms of work including emotion work, identity work, boundary work, strategy work, institutional work, and a host of others. Missing in these conversations, however, is a recognition that these forms of work are all part of a broader phenomenon driven by historical shifts that began with modernity and dramatically accelerated through the twentieth century. This book introduces the social-symbolic work perspective, which addresses this broader phenomenon. The social-symbolic work perspective integrates diverse streams of research to examine how people purposefully and reflexively work to construct organizational life, including the identities, technologies, boundaries, and strategies that constitute their organizations. In this book, the authors define social-symbolic work and introduce three forms - self work, organization work, and institutional work. Social-symbolic work highlights people's efforts to construct the social world, and focuses attention on the motivations, practices, resources, and effects of those efforts. This book explores eight distinct streams of social-symbolic work research, drawing on a broad range of examples from the worlds of business, politics, sports, social movements, and many others. It provides researchers, students, and practitioners with an integrative theoretical framework useful in understanding social-symbolic work, a survey of the main forms of social-symbolic work, a rich set of theoretical opportunities to inspire new studies, and practical methodological guidance for empirical research on social-symbolic work.
People 's work orientations and attitudes to paid work are highly important for the welfare of any country. Still, little is currently known about how such attitudes are distributed among different countries, men and women, classes, occupations, age groups and so on. Even less is known about how work orientations have changed during the dramatic social transformations of economies and labour markets during recent decades. What happened, for example, to work orientations in Iceland when the country went bankrupt? The answer is quite surprising. Or, is it true that work is losing its position in people 's lives in Western world? What is the relationship between people 's attitudes to work and the way they actually behave on the labour market?
This timely book deals with these questions and more presenting fresh knowledge on changes in work orientations in many countries. It is based on genuine theoretical arguments and thorough empirical studies, using both qualitative and quantitative methods. It is a great source of new knowledge on work orientations and changes in attitudes to work.
The secret to business success? Get REAL and be HUMAN! As human beings, we are built to connect and form relationships. So, it should be no surprise that relationships must also translate into the workplace, where we spend most of our time! Companies that recognize this will retain the most productive, creative, and loyal employees, and invariably seize the competitive edge. The most successful leaders are those who actively form quality relationships with their employees, who honor fundamental human qualities-authenticity, openness, and basic politeness-and apply them day in and day out. Paying attention and genuinely caring about the effects people have on one another other is key to developing a winning culture where people perform at the top of their game and want to work. As a workplace strategist and business coach, Erica Keswin has spent over 20 years working with top business leaders and executives to build successful organizations that honor relationships. Featuring case studies from top brands such as, Lyft, Starbucks, Mogul, SoulCycle, and more, Bring Your Human to Work distills the key practices of the most human companies into applicable advice that any business leader can use to build a "human workplace." These building blocks include: *Understanding your company's role in the world, beyond financial profit *Encouraging employees to be healthy in body and spirit *Running your meetings with clear purpose *Making space for face-to-face interaction *Building professional development into company culture *Inspiring your workforce to give back to the community *Simply saying "thank you" A human company is real, genuine, aligned, and true to itself. A real company flaunts its humanity, instead of hiding it. It's what the most successful, sustainable companies are doing today, and there's no reason yours can't be the same. Keswin's leadership lessons foster fairness, devotion, and joy in the workplace-all critical elements of a successful business. By bringing your human to work, you can design a workplace that is good for people, great for business, and just might change the world.
Although the activities of large industrial and financial corporations dominate economies around the world, their impact on the distribution of employment and the use of new production techniques is much disputed. In this two-volume set, the editors examine the changes which have taken place in the organization of work and the nature of employment over the last half century. The articles selected for these volumes address the issues of work, skills and employment, with particular focus on the manufacturing sector, which has seen rapid change in working practices, and on the expanding service sector, where new kinds of jobs entail serving customers and working in the money, banking and financial services, call-centres and the public and government sector. Many of the studies challenge the utopian view of post-Fordist work regimes and raise questions about the effectiveness of post-Fordist concepts in accounting for the variety of changes in the world economy. In a new introduction, the editors offer a comprehensive overview and discussion of these concerns.
Changing attitudes, living patterns and technologies are
transforming our relationship with work in such fundamental ways
that tomorrow's workplace will be barely recognizable to that of
our parents. To help us make sense of these changes Richard Donkin
has examined the forces and themes that are influencing what
amounts to a silent revolution in social behavior. Donkin argues
that this change is creating a watershed in working lives as
significant as that of the factory system that heralded the
Industrial Revolution. Unless we understand these forces, he warns,
policies may be poorly fitted to meet the challenges ahead posed by
environmental change and shrinking oil reserves.
This comprehensive two-volume collection draws together the key contributions - both theoretical and empirical - from economics and management literature on human and organisational knowledge, learning and routine behaviours. Volume I discusses conceptions of knowledge and the problems of organisational and technological learning. Volume II contains both theoretical and applied research on organisational routines.
Walmart is the largest employer in the world. It encompasses nearly 1 percent of the entire American workforce--young adults, parents, formerly incarcerated people, retirees. Walmart also presents one possible future of work--Walmartism--in which the arbitrary authority of managers mixes with a hyperrationalized, centrally controlled bureaucracy in ways that curtail workers' ability to control their working conditions and their lives. In Working for Respect, Adam Reich and Peter Bearman examine how workers make sense of their jobs at places like Walmart in order to consider the nature of contemporary low-wage work, as well as the obstacles and opportunities such workplaces present as sites of struggle for social and economic justice. They describe the life experiences that lead workers to Walmart and analyze the dynamics of the shop floor. As a part of the project, Reich and Bearman matched student activists with a nascent association of current and former Walmart associates: the Organization United for Respect at Walmart (OUR Walmart). They follow the efforts of this new partnership, considering the formation of collective identity and the relationship between social ties and social change. They show why traditional unions have been unable to organize service-sector workers in places like Walmart and offer provocative suggestions for new strategies and directions. Drawing on a wide array of methods, including participant-observation, oral history, big data, and the analysis of social networks, Working for Respect is a sophisticated reconsideration of the modern workplace that makes important contributions to debates on labor and inequality and the centrality of the experience of work in a fair economy.
Communication is no longer considered an optional soft" skill for climbing the corporate ladder. More and more businesses are placing emphasis on being able to communicate effectively. Communicating Effectively For Dummies gives you the tools and insight you need to manage conflict, build teams and communicate persuasively at work."
Why do Americans work so hard? Are the long hours spent at work really necessary to increase organizational productivity? Leslie A. Perlow documents the worklife of employees who assume that for their own success and the success of their organization they must put in extended hours on the job. Perlow doesn't buy it. She challenges the basic assumption that the more employees work, the better the corporation will do.For nine months, Perlow studied the work practices of a product development team of software engineers at a Fortune 500 corporation. She reports her findings in detailed stories about individual employees and in more analytic chapters. Perlow first describes the individual heroics necessary to succeed in the existing work culture. She then explains how the system of rewards perpetuates crises and continuous interruptions, while discouraging cooperation. Finally, she shows how the resulting work practices damage both organizational productivity and the quality of individuals' lives outside of work. Perlow initiated a collaborative effort to restructure the way team members worked. Managers who were involved credit the project for the rare and important on-time launch of the product the engineers were developing. In the end, Finding Time shows that it is possible to create new work practices that enable individuals to have more personal and family time while also improving the corporation's productivity.
Soon after the release of Apple's first iPad, the business world discovered that the popular device, beyond being simply a new, fun, mobile platform for games, e-books, media, and the like, was also a powerful and welcome ally in the workplace. The first edition of TAKE YOUR IPAD TO WORK explored the many ways in which iPads were being put to use on the job and showed readers how to bring the device into their own workflow. Now, in this timely second edition, coinciding with the release of the new third-generation iPad, Brian Proffitt explains the latest updates to this revolutionary device and teaches you new ways to put the power and portability of the Apple iPad to work for you. The iPad is being deployed successfully in businesses large and small. Any enterprise that relies on fast, accurate business processes can use the iPad to quickly supply data, invoice customers, and manage vendors from a reliable, highly mobile platform. The iPad can be a content-production device as well--generating documents, spreadsheets, visuals, and compelling presentations for the workplace. This book provides one-on-one, tutorial-style instruction that will help you every step of the way, from connecting to WiFi and adding apps to communicating with colleagues, creating content, participating in online meetings, managing your online presence, tracking customers, and much more. If you're ready to start using the iPad in your own professional environment, TAKE YOUR IPAD TO WORK, SECOND EDITION is the place to start.
Despite how much we know about emotion, Social Functions of Emotion and Talking About Emotion at Work uniquely examines the utility of emotion in organizations against the ways in which both individuals and groups talk about them. Drawing on psychological and sociological research, this book provides groundbreaking insights for understanding how emotions are used in the workplace. Bringing together contributions from leading emotion researchers, this book features chapters focusing on 10 emotions, ranging from awe to shame. Through its exploration of the ways each emotion functions in relation to how we talk about them, this book injects fresh theoretical and practical momentum into how our discussions of workplace emotion can affect how emotional events are appraised over time and place. This, in turn influences the causes, expressions, and consequences of emotions in the workplace. With its novel approach, this book will be an invaluable tool for academics researching emotion, as well as postgraduate students working in the social sciences seeking reference material on emotion. HR managers and general readers seeking greater insight into emotions at work will also find this book to be a useful tool.
Choose your hours, choose your work, be your own boss, control your own income. Welcome to the sharing economy, a nebulous collection of online platforms and apps that promise to transcend capitalism. Supporters argue that the gig economy will reverse economic inequality, enhance worker rights, and bring entrepreneurship to the masses. But does it? In Hustle and Gig, Alexandrea J. Ravenelle shares the personal stories of nearly eighty predominantly millennial workers from Airbnb, Uber, TaskRabbit, and Kitchensurfing. Their stories underline the volatility of working in the gig economy: the autonomy these young workers expected has been usurped by the need to maintain algorithm-approved acceptance and response rates. The sharing economy upends generations of workplace protections such as worker safety; workplace protections around discrimination and sexual harassment; the right to unionize; and the right to redress for injuries. Discerning three types of gig economy workers--Success Stories, who have used the gig economy to create the life they want; Strugglers, who can't make ends meet; and Strivers, who have stable jobs and use the sharing economy for extra cash--Ravenelle examines the costs, benefits, and societal impact of this new economic movement. Poignant and evocative, Hustle and Gig exposes how the gig economy is the millennial's version of minimum-wage precarious work.
'An adventure into the very human science of making breakthroughs together.' - Charles Duhigg, Pulitzer Prize-winning journalist and author of The Power of Habit The best groups are more than the sum of their parts - but why does teamwork so often fail to fulfill this promise? Award-winning entrepreneur and journalist Shane Snow takes us on an extraordinary tour of the hidden science of team dynamics, revealing the counterintuitive reasons that some groups break out while far too many break down. Examining history-making groups like the Wu Tang Clan and the Russian national hockey side alongside teams whose failures have had lasting impact, Snow reveals the answers, and what the rest of us can learn from the rare teams that do the impossible together. In this stimulating, pacey adventure through history, neuroscience, psychology, sports and business, Snow explores the secrets of the best teams the world has to offer. You'll discover: - How ragtag teams - from soccer clubs to startups to gangs of pirates - beat the odds throughout history - Why DaimlerChrysler flopped while the Wu-Tang Clan succeeded, and the surprising factor behind most failed mergers, marriages, and partnerships - What the Wright Brothers' daily arguments can teach us about group problem solving - The true stories of pioneering women in law enforcement, unlikely civil rights collaborators, and underdog armies that did the incredible together - The team players behind great social movements in history, and the science of becoming open-minded. Provocative and entertaining, Dream Teams is a landmark work that will change the way we think about progress and collaboration.
Thoughts, advice, and stories from 40 successful women across a variety of careers-from authors to actresses, CEOs and professors-encouraging women to support each other in the workplace and in life-along with action plans on how all women can work together to break free from the binds of gender inequality. Women worldwide are breaking their silence-coming forward against the men that have oppressed and abused them in the #MeToo movement. It's an exciting, liberating moment time of female empowerment-but now we have to relearn how to connect with each other. Instead of supporting each other through the challenges of a traditionally male-dominated working world, millions of women have experienced the polar opposite. Studies show that 30% of workplace bullies are female-employing tactics such as cyber bullying, verbal attacks, gossiping, and shunning to use against each other-and many women have garnered "mean girl" reputations as competitive and unsupportive in the workplace. Inside the galvanizing In This Together, 40 successful and eminent women from a wide range of fields show us how much we can achieve if we embrace our collective power and strength, instead of competing against each other-such as learning new skills to advance in our careers and ultimately earn more money, working to dramatically increase the number of women in leadership positions, and even recruiting men to take up workplace equality as their own impassioned cause. Empowering, stirring, and actionable, In This Together is an indispensable addition to every modern woman's arsenal in our continued fight for the opportunities we deserve.
The workplace is an important site for learning in today's society. In this book, the authors look at the changing nature of the work and effect that this has on the skill and knowledge requirements of individuals, its implications for the workplace and employment, and ways in which these changing requirements can be met.
When will companies learn? You cannot fire and budget-slice your way to sustainable growth. Our world is too complex, too interconnected, and technology too quick-evolving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. Maybe these methods worked before--occasionally--but not anymore. Redefining Operational Excellence boldly claims that the old ways of hunkering down and refocusing the business strategies are no longer viable. Operational excellence is about a mindset, and a company culture that questions current models and focuses not on slashing and subtracting but on adding value, making improvements, and increasing speed. This groundbreaking guide covers it all--processes, people, and operations--and shares specific strategies to:* Drive innovation and collaboration* Engage customers* Attract and retain top people* Align strategy and execution* Optimize speed* And moreOperational excellence is about finding money and performance boosts in hidden areas businesses don't normally look. With this indispensable, all-encompassing resource, you'll discover where!
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