Business studies: general

This book is about talent, strengths and positive psychology.

The People Project Triangle refers to the trade-off between the project, the ongoing business, and the people working in them.

Hiring for Fit goes to the heart of what fit really means and provides expert insight for anyone involved in making hiring decisions.

The Celebrity CEO is the complete guide to creating a strong personal brand.

Middle management is the glue that holds organizations together, yet many middle managers encounter a lack of support from upper management and massive employee disengagement.

Want to start your own business, but aren't sure which one to start?

Even high-performing individuals and groups can be overlooked and underestimated.

This is the First Edition of this title.

When people work together over time, certain key events stand out as having the potential to teach lasting lessons for the future.

In the years since that report was published, we have learned more about development in place-from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field.

This Center for Creative Leadership(R) publication contributes to a greater understanding of adaptability and the cognitive, emotional, and dispositional flexibility it requires.

There is an easy case to make for the imperative of investing in tomorrow's leaders today.

Organizations today are awash in change.

Balance isn't an issue of time, but an issue of choice.

To build morale, pride, and spirit, a leader needs certain characteristics and skills.

With thirty-seven years in the U.

There are subtle but potent differences in the ways decisions are made to promote men and women.

The Center for Creative Leadership developed the role of process advisor in order to provide a long-term coaching solution within the context of its LeaderLab program.

As a part of the effort to find new ways to promote the development of leadership, trainers have begun to make use of artistic activities.

In organizations today, there is a growing sense that complexity is increasing while our ability to deal with it is not.

A prevalent way of viewing leadership is as a process of social influence.

The selection - development - support framework described in this report not only identifies the important factors to consider when working overseas but also specifies ways to develop a talent pool of effective expatriates.

The six-step model described in this report - based on the Center's Tools for Developing Successful Executives program - provides the basics for designing an organizational development initiative.

Senior executives, however, sometimes require a richer feedback experience - one which might also include one or more of the following: detailed verbatim descriptions of performance, observations from family members and friends, psychometric measures of personality and motivation, and data on early history, plus an extended coaching relationship with a professional in leadership development.

Feedback is a rare commodity in organizational life, but it is key to managerial effectiveness.

Leaders need to be forceful - to assert themselves and their capabilities and to push others to perform.

Using imaginative examples, this entertaining and informative book looks at the ways anyone who is part of a team can help improve its performance.

A person who works exclusively in staff jobs throughout a career is less likely to develop important leadership competencies than a person who works exclusively in line jobs.

Some of the strengths that lead high-potential managers to early promotions can become weaknesses.

Because executives tend to be problem solvers, they typically focus on weaknesses when they want to improve their performance.

Often people are given new positions in order to provide them with developmental experiences.

Leaders often have to make decisions without complete information, and those decisions are expected to be not only right but also timely.

Dispersed teams are a necessary, strategic work unit in a world that continues to grow more interconnected every day.

Dealing with cultural differences isn't just an intellectual exercise.

Creative solutions can be challenged and defended in the pursuit of profitability.

Team success isn't inevitable.

Peer conflicts that arise from incompatible goals or from different views on how a task should be accomplished can usually be resolved.

Conflict between managers and direct reports affects their work and influences how productive and effective an organization can be.

Getting your team off on the right foot is critical to its success.

Successful managers seek out, build, and maintain effective relationships with others.

Teams are expensive and time consuming to launch, and leading a team is a full-time job.

There are three main reasons why your goals may fail to inspire and motivate change.

If you want to get a good return on your investment in a leadership program, make sure you have clear expectations, goals, and a plan to put what you learn into practice when you return to the office.

What are the most common mistakes that threaten successful careers?

What can you learn from nonwork experiences?

The wrong word, the wrong gesture, the wrong impression-cross-cultural blunders can have serious business consequences such as lost customers, lost relationships, and lost opportunities.

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For whatever reason, managers find it hard to give feedback to their direct reports.

Managers can use three strategies to develop their technical and interpersonal skills in their drive to reach their development goals.

Do you want feedback that will really do you some good?