A Sense of Urgency by John P. Kotter
Most organizational change initiatives fail spectacularly (at worst) or deliver lukewarm results (at best). In his international bestseller Leading Change, John Kotter revealed why change is so hard, and provided an actionable, eight-step process for implementing successful transformations. The book became the change bible for managers worldwide. In a Sense of Urgency, Kotter shines the spotlight on crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. This concise and authoritative guide help you set the stage for leading a successful transformation in your organization.
Competing for the Future by Gary Hamel and C. K. Prahalad
New competitive realities have ruptured industry boundaries, overthrown much of standard management practice, and rendered conventional models of strategy and growth obsolete. In their stead have come the powerful ideas and methodologies of Gary Hamel and C.K. Prahalad, whose much-revered thinking has already engendered a new language of strategy. In this book, they develop a coherent model for how today’s executives can identify and accomplish no less than heroic goals in tomorrow’s marketplace. Their masterful blueprint addresses how executives can ease the tension between competing today and clearing a path toward leadership in the future.
The IAF Handbook of Group Facilitation: Best Practices from the Leading Organization in Facilitation by Sandi Schuman
Sponsored by the International Association of Facilitators, The IAF Handbook of Group Facilitation offers the need-to-know basics in the field brought together by fifty leading practitioners and scholars. This indispensable resource includes successful strategies and methods, foundations, and resources for anyone who works with groups. The IAF Handbook of Group Facilitation provides an overview of the field for new and aspiring practitioners and a reliable reference for experienced group facilitators, including chapters on
Creating positive ongoing client relationships
Building trust and improving communications
Facilitating group brainstorming sessions
Drawing out the best in people
Developing a collaborative environment
Designing and facilitating dialogue
Managing conflicting agendas
Working with multicultural groups
Understanding virtual meetings
Facilitating team start-up
Assessing group decision processes
Building expertise in facilitation
Reviewing core facilitation competencies
Modeling positive professional attitudes
Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way by Ram Charan, Dennis Carey, Michael Useem
Is your firm’s board creating value—or destroying it?
Change is coming. Leadership at the top is being redefined as boards take a more active role in decisions that once belonged solely to the CEO. But for all the advantages of increased board engagement, it can create debilitating questions of authority and dangerous meddling in day-to-day operations. Directors need a new road map—for when to lead, when to partner, and when to stay out of the way.
Boardroom veterans Ram Charan, Dennis Carey, and Michael Useem advocate this new governance model—a sharp departure from what has been demanded by governance activists, raters, and regulators—and reveal the emerging practices that are defining shared leadership of directors and executives. Based on personal interviews and the authors’ broad and deep experience working with executives and directors from dozens of the world’s largest firms, including Apple, Boeing, Ford, Infosys, and Lenovo, Boards That Lead tells the inside story behind the successes and pitfalls of this new leadership model and explains how to:
• Define the central idea of the company
• Ensure that the right CEO is in place and potential successors are identified
• Recruit directors who add value
• Root out board dysfunction
• Select a board leader who deftly bridges the divide between management and the board
• Set a high bar on ethics and risk
With a total of eighteen checklists that will transform board directors from monitors to leaders, Charan, Carey, and Useem provide a smart and practical guide for business people everywhere—whether they occupy the boardroom or the C-suite.
Sustaining Nonprofit Performance: The Case for Capacity Building and the Evidence to Support It by Paul Charles Light
Paul Light, renowned expert on public service and nonprofit management, strongly argues for capacity-building measures as a way to sustain and improve the efforts of the nonprofit sector. With innovative data and insightful analysis, he demonstrates how nonprofits that invest in technology, training, and strategic planning can successfully advance their goals and restore public faith in their mission and capabilities. He explains the ways in which restoration of that faith is critical to the survival of nonprofits – another important reason for improving and then sustaining performance. Organizations that invest adequately in their infrastructure and long-term planning are the ones that will survive and continue to serve.