DescriptionWhat is the most important responsibility of managers today? The answer is mobilization, says Jennifer Kenny, President of Emergent Management Consulting. Mobilizing your organization to meet a common goal requires gaining your employees' commitment to a shared future. Skills previously considered essential to success, such as problem solving, goal setting, and operations management, are by themselves no longer sufficient, says Kenny, if the organization lacks commitment, trust, and coordination. She outlines a new model where these principles are the cornerstone of all business processes and can be applied to leading an organization toward a unified and successful future.
DescriptionWhat do you do when interdepartmental conflict threatens organizational harmony? Peg Neuhauser suggests that the key is in recognizing that different departmental tribes, or subcultures, exist within the organization. By teaching these tribes how to communicate more effectively, the executive can minimize conflict and boost productivity. She covers the dos and don'ts of negotiating with other groups and points out the special role that tribal chiefs play in the organization.
DescriptionJohn Kilcullen, Chairman and CEO of IDG Books Worldwide, is an oxymoron; he is the brains behind the increasingly popular "For Dummies" series. These are the books that millions of people turn to to learn about everything from investing to the Internet. "For Dummies" is a powerful brand, but that didn't just happen overnight, it was carefully crafted. Listen as Kilcullen explains how to build a brand. He'll talk about branding, entrepreneurship, startups, and dynamic growth.
DescriptionMost organizations and managers are filled with good ideas - the problem is implementation. Power and influence, rather than being the organizations' last dirty secrets, are in fact secrets for success. Professor Pfeffer discusses the importance of understanding power and influence, diagnosing points of view on decisions, knowing the strategies and tactics for the effective use of influence, and appraising the role of influence in organizational innovation and change.
DescriptionHow can corporations get the most out of their employees? Charles O'Reilly has a prescription for the overheated labor market, especially in Silicon Valley: abandon the obsession with hiring high-priced stars and instead, motivate ordinary people to build a great company and achieve exceptional results. For 25 years, O'Reilly (working with Jeffrey Pfeffer) has researched why some companies have been able to tap the full potential of their people and others have not. Discovering how these firms have outwitted sometimes larger and more powerful competitors is like uncovering a great mystery. O'Reilly uses lessons derived from his studies which show how to retain current employees and foster their creativity, drive, and development. He presents powerful examples of companies that live their values, value their people - and are extraordinarily successful.
DescriptionThere's a recent trend in sales and marketing called "Evangelism." Marketing guru Guy Kawasaki explains the role of fervor, zeal, and cunning in persuading people, as well as the power of passion in evangelistic marketing and sales. He uses humor and examples from his experiences to illustrate techniques and approaches that will enhance your sales and marketing skills. Kawasaki addresses multiple topics including converting people to your ideas or products, doing the right thing and doing things right, and accomplishing major changes in organizations. Kawasaki, a Fellow at Apple Computer Inc., was one of the individuals responsible for the successful introduction of the original Macintosh computer. His extensive experience in the computer business informs this insightful program.
DescriptionCialdini provides fascinating insight into how people avoid the work of making decisions and why they comply with requests in business settings. He has identified six principles which are so powerful that they generate desirable change in the widest range of circumstances: reciprocation, social validation, commitment/consistency, friendship/liking, scarcity, and authority. He emphasizes the non-manipulative use of these principles so that those who are influenced feel personally committed to the change and to their relationship with the change agent. This results in an effective, ethical and enduring partnership.
