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Is it possible to lead well when you’re not the top dog? Leadership expert John C. Maxwell has a simple answer to this commonly-asked question: absolutely. Meer
Research shows you have a 50% chance of hiring the right employee… and a 50% chance of hiring the wrong one. It’s a toss up, but it doesn’t have to be. Meer
Clear and concise steps to develop the confidence and mental edge that sets you apart as a trailblazing leader---the same approach thousands of professional athletes have used to become champions. Meer
If you’ve never read The 21 Irrefutable Laws of Leadership, you’ve been missing out on one of the best-selling leadership books of all time. If you have read the original version, then you’ll love this new expanded and updated one. Meer
Learn the essential life skills needed to stand out in an increasingly noisy and competitive world in this groundbreaking new book backed by proprietary research. Meer
In The Ultimate Guide to Developing Leaders, Maxwell teaches everything leaders need to know about how to develop leaders in their team or organization. Meer
Gordy Bal, co-founder of the impact-focused venture capital firm Conscious Thought Revolution, invites you on a journey to create a life where everything is possible and you are able to manifest your reality on your terms. Meer
This book is a translation of a bestselling management book originally published in French. Its focus is on the concept of the leader as a bearer of meaning and purpose within the organization, and the significance of this for coaching and team-building. Meer
Motivation, ability and potential for development are crucial for performance and the achievement of objectives. The author, from his extensive management experience at Unilever, the leading multinational corporation, demonstrates the importance of the link between motivation, assessment of performance and potential, and reward and incentive strategies. Meer
For managers, talk IS action. This ground-breaking book argues that what senior executives do should rest squarely on what they say. The logical conclusion is that organizations are a network of conversations - between employees, employers, suppliers and customers - the only thing executives can influence is the debate, discussion or dialogue they happen to be in at the moment. Meer
This book argues that for many companies organisation is designed to achieve operational optimization and may be in conflict with strategic objectives. Meer
This book provides a conceptual framework to understand and analyze the decline of the telecommunications industry and the rise of information industries. Meer
Since the mid-1980s two crises have overtaken governance of the American corporation - the loss of competitiveness in the 1980s and the loss of investor trust in financial management in the late 1990s. Meer
What does 'being flexible' mean in practice? What can the move towards flexible work contracts tell us about organizational change in general and about changing forms of workplace governance and control in particular? Meer
This book is the result of a four-year study into the most commonly used management tools and techniques in the areas of business strategy and finance, marketing, production and operations, and procurement and supply chain management. Meer
This book is about how organizations can best develop and manage a creative environment and creative potential. The authors argue that organizations consist of people who have creative potential to think in new ways and yet are often denied the opportunity to do so. Meer
What should the next generation of knowledge management practices be? Living Knowledge offers an empirical perspective on the dynamic and living nature of knowledge in organizations, based on research on professional service work. Meer
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