Search

How organisations listen, learn, and adapt to their environment drives success and long-term sustainability. This book focuses on internal stakeholders and how employers can use the voice of their people to improve decision-making, innovation, and performance. It is about why listening to employees matters and how to do it well.Leading the Listening Organisation reveals not just the practices and processes that underpin effective listening but also the leadership characteristics and mindsets necessary to create resilient organisations that feel fair to work in, where people want to speak up, and where new ideas can flourish. It is based on extensive international research with leaders across over 500 organisations before, during, and after the pandemic. The authors bring decades of international experience and expertise in communicating with employees across public, private, and third sector organisations. Rich in practical tools, processes, and working frameworks and brought to life with case studies and insights from leaders and communicators, this book provides a complete guide to understanding the barriers to, and implementation plans for, leading a listening organisation.This comprehensive guide will resonate with leadership, internal communications, human resources, and organisational development professionals.

Trust in communication and leadership is the key to success in business. This book presents and discusses the main issues and challenges posed by communication, leadership, and trust. The first part of the book describes the communication and trust issues, the second part presents the role of trust in leadership, and the third part describes different examples of implementing trust to organizations. Readers will gain from this book theoretical and practical knowledge of communication, leadership, and trust; empirically validated practice regarding trust and its related concepts; and a novel approach for addressing this topic. This book can be used as a toolbox to improve understanding and opportunities related to building trust in organizations and will be especially valuable for students and researchers in the fields of leadership, organizational communication, business ethics, and trust research.

Silence always has something to say – it's never neutral and speaks volumes if people are willing to hear. Our response to silence is often to dismiss or end it, to block it out with noise. Instead, silence needs to be taken seriously. This book explores the importance of understanding silence and shows how we can move from merely listening to truly hearing those around us.The interplay of voice and silence in organisational life is not straightforward. We can feel pressured to speak and compelled to keep our silence. Knowing how to read silence, to make sense of its generative and degenerative capacity, is a rarely developed skill among managers and leaders at all levels – who have been brought up to see silence as evidence of compliance or a weakness to be addressed. But it is a critical skill for managers and employees alike. Written by two experts in organisational development, this book explores different types of silence and their implications for organisational practice, digging into the theoretical roots and engaging with real stories and voices. It provides everyone at work with an understanding of the different meanings of silence and how to engage well with it. When to stay with it, when to join in with it, and when to be struck by what's not being said and do something about it.The Great Unheard at Work is essential reading for corporate leaders, HR professionals in all sectors, business students, professionals, and anyone interested in leadership development.

DISCOVER SMALL, TEAM-BASED CHANGES THAT HAVE COMPANY-WIDE RESULTS. The teams we work in amplify our individual efforts, yet we constantly struggle to accomplish what is possible. You can see all the problems in a typical weekly meeting. No planning. Missing goals. Muddled communication. We think just bringing our personal hopes and desires will be enough. It's not. The groups we work in need collective habits as much as individuals need better personal habits. Determining team habits for things like planning, decision-making, and prioritization produce reliability and ease for everyone. Team habits create better work and let people work better together. In Team Habits, Charlie Gilkey explains how the revolution in personal habits has an even greater potential when applied to teams. With practical exercises, a Team Habits Quiz to evaluate areas for improvement, and a guide to create a team habits roadmap, Team Habits will help you transform your group so team members can flourish and thrive. If changing the smallest habit can yield powerful results for an individual, then just imagine what it can do for your team.

The evolving nature of the professional world has presented individuals with new challenges in navigating the intricacies of professionalism. The integration of technology, the emphasis on diversity and inclusion, and the prevalence of virtual communication have made it increasingly complex to project professionalism effectively. Academic scholars, students, and working professionals alike are struggling to adapt their communication and collaboration skills to meet the demands of diverse work environments. Policies, Protocols, and Standards for Professionalism in a Diverse Work Environment is a comprehensive solution designed to address the challenges professionals face in today's dynamic workplace. Authored by esteemed academic scholars, this book offers practical guidance and insightful strategies for enhancing communication, building personal brands, making ethical decisions, and fostering collaboration. It equips readers with the necessary tools to excel in their professional interactions, regardless of whether they take place in virtual or face-to-face settings. Academic scholars, faculty members, researchers, and students will find immense value in Policies, Protocols, and Standards for Professionalism in a Diverse Work Environment. It goes beyond theoretical discussions and provides actionable advice that can be immediately implemented. Whether entering the workforce or seeking to enhance professional acumen, readers will gain the skills needed to navigate the complexities of modern workplaces, project professionalism, and thrive in diverse environments. This book serves as an indispensable resource for those seeking to excel in their professional journeys.

The New Approach to Management Being Used in Over Forty Countries “Redefines the purpose of management for the 21st century.” - Matthew Syed, Author, Journalist & Broadcaster “For any leader or manager in business, you need this! It has truly changed the way I think about leadership, for the better!” - Nick Pointe “I have transformed the way I communicate. One of the best investments in career learning that I've made. It serves as a daily guide to my success as a manager.” - Fadinding Darboe, London School of Hygiene & Tropical Medicine'At last, a highly accessible read which opens up the benefits of coaching to the entire organisation. This book introduces Operational Coaching™ as a scaleable management methodology. Fascinating cases studies from all sectors as well as a critical tool for pushing up engagement and productivity. A must-read for all C21st managers and leaders.'- C McLachlan, Programme Director “STAR® has had a major impact on how I operate as a professional, it has completely changed the way I work, giving me the knowledge and skills to develop on a personal perspective and to develop my team.” - Carl Drinkel, Senior Quality Engineer, Hitachi Rail With ever-increasing workloads, demanding schedules, and growing instability, it's little wonder that our stress levels are rising whilst employee engagement everywhere is miserably low. The world has changed and impacted how we work, yet our management models have not kept pace; we're still trying to manage as we always have—by simply taking on more and more. •But what if instead of bringing your problems every day, those you work with started generating the solutions themselves? •What if your team could step up and take work off you so that you got 20 percent of your time back? •What if making one small change could transform not only your team's engagement levels but also your career? In The Answer Is a Question, multi-award-winning performance consultants Dominic and Laura Ashley-Timms set out a simple approach for rehumanising the practice of management. In a step-by-step walk-through of their ground-breaking STAR® model (used by FTSE and Fortune 500 companies), they'll show how you can develop a new superpower that's been proven to work by the London School of Economics and Political Science (LSE) in a major academic study across sixty-two organisations. This book is produced in stunning full colour and provides invaluable insights, examples, and mini-missions that will show you precisely how to make some immediate changes that will yield fast and exciting results and revolutionise how you manage forever. This isn't another post-pandemic management guide contemplating the nuances of remote work. The Answer is a Question is the distillation of hard-won insights into actionable, measurable steps. The Missing Superpower that Changes Everything and Will Transform Your Impact as a Manager and Leader.

The COVID-19 pandemic provides an illustration of how chaotic changes to large systems are caused by small, seemingly insignificant environmental events such as the initial case(s) of COVID-19 in China. From this small starting point for the pandemic, there have been (and continue to be) millions of lives lost and trillions of dollars spent trying to alleviate the effects of the COVID-19 pandemic. World government and corporate leaders are striving to deal with this pandemic, but uncertainty is felt across the globe. Unprecedented strategies (e.g., the United States government's multi-trillion-dollar stimulus package (s)) have been used to halt the spread of COVID-19. These small events cascade throughout larger and larger systems leading to unforeseeable consequences. Organizations must experiment and make decisions on how to react. Decisions must be made and implemented to see what the effects of these decisions are. The chapters in this volume provide important insights for all organizations during this time of crisis. The chapters express bottom-up and top-down approaches to a crisis-initiating environmental change by organizations. The chapters provide insight into the way organizations perceive the effect of COVID-19 as 1) a permanent or transitory change in the organization's environment; and 2) as a crisis or opportunity. Taken together, the chapters provide both scientists and practitioners with a starting point for understanding the impact of COVID-19 on organizational theory and on management practice for readers.

The costs of faulty communication are enormous for companies. Each year, billions of dollars are lost, precious time is wasted, innovation is thwarted, and morale suffers. But sharpening influence skills can address these challenges and create huge payoffs.Collaborative and commitment-driven interaction is the key to overcoming the obstacles of ever-rising performance expectations, widespread stress, and remote work. Drawing from 35 years of performance-improvement experience, Rick Brandon, PhD, trains thousands of people to improve their results and work relationships by improving the clarity and persuasiveness of their communication. Straight Talk is his “edu-taining” workshop-in-a-book for anyone who wants to develop direct, empathetic, and positive communication skills that will benefit themselves, their teammates, and their companies. It's common sense but not always common practice to work on improving interpersonal skills in order to achieve accountability and a more productive and harmonious work climate. Straight Talk shows how thoughtful changes to communication can create a ripple effect across teams and organizations. Each chapter is packed with practical tips, simple how-to instruction, real-world examples, involvement exercises, and humor, to help readers build positive influence skills with competence and confidence. Straight Talk hones core Assertive Speaking and Empathic Listening skills, and then funnels them into step-by-step formats for six vital workplace situations: Gaining Commitments, Advising and Guiding, Recognizing, Reminding, Constructively Confronting, and Challenging Ideas. Straight Talk will empower you to make interpersonal expertise your competitive advantage.

The book offers an in-depth analysis of the challenges of establishing authority within collaborative efforts. It introduces the concept of cumulative authority, arguing that communicating authority effectively is key to the creation and success of collaborations.Rice uses a communication-as-constitutive of organizations perspective to reconsider organizational authority, typically thought of in terms of leadership, as instead negotiated in communication among collaboration members as they attempt to influence the collaboration's direction. Drawing from an extensive two-year case study of emergency management collaborations, the book traces potential influences on collaborative authority, including members'knowledge and expertise, organizational structures and hierarchies, and the material world, including documents, technologies, and the natural environment.This book is a valuable empirical resource for organizational communication and management students and scholars. It will also appeal to community collaborators and organizers, and contains advice and reflection questions for practitioners.

Taking a close look at how digital media can elevate or diminish a leader's influence, this book provides a framework to guide organizational leaders'selection and application of digital tools in communication with stakeholders. Through a media ecology approach, the book begins by exploring the transitions in technology over the course of human history that resulted in today's digital communication environment. It builds on this understanding to examine the value leadership communication provides to engage employees and drive organizational objectives internally, while also highlighting the value of leaders'external stakeholder communication using tools such as social media or websites to elevate credibility. It examines various challenges to give a realistic assessment of how leaders can navigate digital communication successfully to thrive personally and professionally. Finally, the book explores an often-missed dimension of leadership communication: followers. Using the ethicality of leadership and the role of followers, it concludes by examining guiding values for leadership communication in the digital age as well as forecasting future trends that will shape leaders'communication.The book is intended as supplementary reading in organizational, leadership, corporate, and internal communication courses at both the undergraduate and graduate levels.Online instructor resources for this book include a one-sheet overview of how to use the text in a course as well as sample assignments and discussion questions. Please visit www.routledge.com/ 9780367414993 to access these support materials.

Leading organisations in our contemporary world means grappling with unpredictability, painful pressures and continual conflict, all in the context of an acceleration in the pace of change. We expect the impossible from heroic leaders and they rarely live up to expectations. With countless recommendations, self-help books and new concepts, scholars and management consultants often simplify and dream unrealistically. This book challenges the more orthodox discourse on leadership and presents a way of thinking about leadership that pays closer attention to experience.The contributors in this book, all senior managers or facilitators of leadership development, resist easy solutions, new typologies or unrealistic prescriptions. Writing about their experiences in Denmark, the UK, Israel, Ethiopia, South Africa and beyond, they are less concerned with traits that people can possess and learn, or magical promises of recipes for success, and more with the socio-political process of the interaction between people from which leadership emerges as a theme. We focus on understanding leadership as a practice within which communication, research, imagination and ethical judgements are continuously improvised. So rather than idealising leadership, or reducing it to soothing tools and techniques, we suggest how leaders might become more politically, emotionally and socially savvy. This book is written for academics and practitioners with an interest in the everyday challenges of both individual and group practices of formal and informal leaders in different types of organisations, and is an ideal resource for executives and students on leadership development programmes. We hope this volume will help readers to expand the wisdom found in their own experience and discover for themselves and for others, a greater sense of freedom.

Mapping Motivation for Top Performing Teams is the final volume in a series of books that are all linked to the author's Motivational Map toolkit. Each book builds on a different aspect of personal, team and organisational development. This book, using the Motivational Map, the Team Motivational Map, as well as the Organisation Motivational Map, is a practical guide to understanding how team dynamics and success are hugely influenced by motivational factors, which are not usually taken into account. The book is a deeper exploration of team mapping which occurs in Chapter 6 of Mapping Motivation (2015), Chapter 6 of Mapping Motivation for Engagement (with Steve Jones, 2019), and Chapter 6 of Mapping Motivation for Leadership (with Jane Thomas, 2020). But whereas these chapters only touched on specific aspects of team dynamics, this book covers the issues more comprehensively; it also attempts to avoid replication of materials, although there are bound to be small overlaps. It covers not only how motivations affect team productivity and how this can be boosted through targeted Reward Strategies, but also how ‘mapping'provides profounder insights into the four key characteristics of top performing teams: the clear remit, vital interdependency, strong belief, and real accountability. How Motivational Maps covers these areas, we believe to be original, eye-opening and effective in the management of change. Further, as always with Motivational Maps, its language and metrics raise self-awareness at an individual and team level, and so can help resolve conflicts through its common and non-judgmental language.Managing teams is the key skill of managers: thus this book is a handbook for managers everywhere who wish to excel at management, for without bringing their teams on board (i.e. motivating their teams), they are not effectively managing.

This book provides a detailed review of the key leadership theories and skills required during times of crises and radical uncertainty, how these can be developed, and how they can be applied in practice. Written over the course of the 2020 pandemic, the book highlights the immense lack of leadership competencies required for effective leadership in times of radical uncertainty and provides in-depth insights into the capacities and skills that should be part of all leadership development. The latest leadership theories, as well as existing key styles, including mindful leadership, the neuroscience of leadership, and transpersonal and adaptive leadership, are discussed and critiqued along with their potential contribution to developing effective leaders. Each chapter concludes with a convenient executive summary and questions that can be used for teaching purposes and class discussion. This is a comprehensive book about the interdisciplinary and multifaceted requirements of leadership and how to attain those capacities to develop effective leaders. It will be valuable for advanced undergraduate as well as postgraduate courses as a foundational resource on leadership theory and its application in practice.

Why with hundreds and hundreds of books on leadership to choose from, why another one?” The answer is simple. Given the importance of leadership and leaders in organizations there will always be efforts to try to improve our understanding on how we can improve the leadership process. Leadership, Leaders and Leading focuses on the age old reality that successful organizations will continue to need effective leaders at all levels. The book is based on the premise that effective leaders need to be able to establish a shared vision and accompanying strategy that other members of the organization strongly believe in and are willing to help execute. The book argues that we can continue to learn from traditional and contemporary theories and myths about effective leadership & leaders and how they can successfully lead an increasingly diverse and demanding workforce, consumers and the broader society. The book discusses foundational leadership skills like motivation, communication, building leader-follower relationships, groups and teams, developing others, conflict, negotiation and organizational politics along with highlighting the important role leaders should play in the areas of human resource management, ethics, crisis and reputation management, sustainability/sustainable development, and cybersecurity. Each chapter offers the opportunity for the reader to increase their understanding of leadership, leaders and leading in an increasingly dynamic world of work. This book is written for those who are interested in the continued effort and dialogue on what effective leadership, leaders and leading should entail in the coming years.

Times of extensive institutional pressure challenge the existence of commercial organizations as entities that reproduce a single coherent market-orientated institutional template to achieve effectiveness. In tune with pressure from changing markets, contemporary commercial organizations adopt various combinations of skills, templates, and processes for new sources of competitive advantage. At a conceptual level, hybridity embraces the notion that organizations may embody multiple templates, logics or values to achieve effective organizational performance. However, at a practical level, hybridity presents tensions, inconsistencies and contradictions for these organizations; a state of affairs that could have adverse negative consequences for employees'behaviour and trust in the organization. This book offers an exploration of individual-level responses to logics multiplicity for all those interested in the future of commercial organizations.

The speed of the business is the speed of the leader. It's time to up your game. One of the most important questions a leader can ask themselves is: “How do I get my teams, my organization to move faster?”That is the challenge that all leaders face. This challenge grows more intense every day. Lead with Speed is the answer. This problem of speed is often disguised by other symptoms, such as “my projects cannot make an accurate prediction of when they will be done” or the stated need of “my teams need to take more risks.” The real need is not reckless risk-taking that will lead to even more problems and finishing even later. The real need is for speed.An organization can only move as quickly as its leaders. Lead with Speed shows you how to get your ideas, plans, and needs disseminated quickly from the top down. Innovation, or genius, is 1 percent inspiration and 99 percent perspiration. Alan Willett provides a comprehensive guide on how to sweat faster. You will learn how to:Develop the mind-set required for leading with speed•Discern the critical differences between slow and fast projects•Notice what you as a leader need to do to create those differences•Create a targeting system for speed•Get whole groups of people working together to create organizational speed•Lead the exceptional few to be the catalyst for accelerating your organization

Is Silence Killing Your Strategy?In his thirty years of working in corporations, Harvard Business School professor Michael Beer has witnessed firsthand how organizational silence derails strategic objectives. When employees can't speak truth to power, senior leaders don't hear what they need to hear about their company's fitness to compete, and employees lose trust in those leaders and become less committed to change.In Fit to Compete, Beer presents an antidote to silence--principles and a time-tested innovative process for holding honest conversations with everyone in your organization. Used by over eight hundred organizations across the globe, the strategic fitness process has helped leaders in a diverse range of industries--including medical technology, information technology, banking, restaurant chains, and pharmaceuticals--hear the raw but necessary truth about the sources of misalignment between their strategies and their organizations.In addition to step-by-step instructions, Beer offers detailed and illustrative case studies of companies that have conducted honest conversations to great effect. He also shows how to apply the process more broadly to a variety of strategic challenges and at multiple levels throughout the organization.Practical, enlightening, and comprehensive, Fit to Compete is the book you should turn to if you to want create winning strategies that your entire company will rally behind.

For many decades, the conventional wisdom was that emotion has no place in the work world, and the ideal leader is one who approaches problems rationally and unemotionally. However, the reality is that emotion is inevitable when a group of people come together for an extended period of time to work on challenging tasks, and if used effectively, a leader's moods and emotions can be a plus rather than a minus. This book describes how 25 outstanding leaders used emotional intelligence to deal with critical challenges and opportunities. Featuring commentary from the leaders themselves describing how they handled each situation, it helps managers better understand not just what emotional intelligence is, or how to measure it, or how it is linked to bottom-line results: it also shows how real leaders used their emotional intelligence to deal with real situations. The book distills the leaders'experiences into nine strategies that can help any leader or potential leader to be more effective. Each chapter concludes with activities that help readers to apply immediately each of those strategies.

Wall Street Journal BestsellerFrom the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership.You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore.As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era.It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ('Is this a good plan?'), allow them to answer on a scale ('How confident are you about this plan?') • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making.In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

Within contemporary culture, ‘leadership'is seen in ways that appeal to celebrated societal values and norms. As a result, it is becoming difficult to use the language of leadership without at the same time assuming its essentially positive, intrinsically affirmative nature. Within organizations, routinely referring to bosses as ‘leaders'has, therefore, become both a symptom and a cause of a deep, largely unexamined new conceptual architecture. This architecture underpins how we think about authority and power at work. Capitalism, and its turbo-charged offspring neo-liberalism, have effectively captured ‘leader'and ‘leadership'to serve their own purposes. In other words, organizational leadership today is so often a particular kind of insidious conservativism dressed up in radical adjectives.This book makes visible the work that the language of leadership does in perpetuating fictions that are useful for bosses of work organizations. We do this so that we – and anyone who shares similar discomforts – can make a start in unravelling the fiction. We contend that even if our views are contrary to the vast and powerful leadership industry, our basic arguments rest on things that are plain and evident for all to see. Critical Perspectives on Leadership: The Language of Corporate Power will be key reading for students, academics and practitioners in the disciplines of Leadership, Organizational Studies, Critical Management Studies, Sociology and the related disciplines.

Executives continue to lose their position because of inability to communicate organizational decisions to employees and boards effectively. More than just the words one writes or speaks, communication includes one's actions and other non-verbal attributes that carry meaning for audiences. Further, decisions may affect these audiences differently emotionally and economically, complicating communication with each group. This book provides case studies to illustrate communication failure that directly resulted in executives'termination. These case studies include the fields of higher education, health care administration, computer technology, medical research, news media, and advertising. Synthesizing scholarship in neuroscience about how the brain processes information from verbal, visual and other stimuli as well as management and communication principles found in books valued in leadership development programs, this book explains why audiences reacted negatively to messages and describes how the messages could have been delivered to get a better response. The book includes rubrics to assist readers develop their own messages. Executives and those in leadership development programs will benefit from this book.

This volume brings together two hitherto disparate domains of scholarly inquiry: organization and management studies on the one hand, and the study of visual and multimodal communication on the other. Within organization and management studies it has been recognized that organizational reality and communication are becoming increasingly visual, and, more generally, multimodal, whether in digital form or otherwise. Within multimodality studies it has been noted that many forms of contemporary communication are deeply influenced by organizational and managerial communication, as formerly formal and bureaucratic types of communication increasingly adopt promotional language and multimodal document presentation.Visual and Multimodal Research in Organization and Management Studies integrates these two domains of research in a way that will benefit both. In particular, it conceptually and empirically connects recent insights from visual and multimodality studies to ongoing discussions in organization and management theory. Throughout, the book shows how a visual/multimodal lens enriches and extends what we already know about organization, organizations, and practices of organizing, but also how concepts from organization and management studies can be highly productive in further developing insights on visual and multimodal communication.Due to its essentially interdisciplinary objectives, the book will prove inspiring for academics and scholars of management, the sociology of organizations as well as related disciplines such as applied linguistics and visual studies.

A Wall Street Journal and Financial Times book of the monthMillennials have become the largest generation in the U.S. workforce, and Generation Z workers are right behind them. Leaders and organizations must embrace the new ways of working that appeal to the digital-first generations, while continuing to appeal to Baby Boomers and Generation X, who will likely remain in the workforce for decades to come.Within any organization, team, meeting, or marketing opportunity, you will likely find any combination of generations, each with their own attitudes, expectations, and professional styles. To lead and succeed in business today, you must adjust to how Millennials work, continue to accommodate experienced colleagues and pay attention to the next generations coming up. The Remix shows you how to adapt and win through proven strategies that serve all generations'needs. The result is a workplace that blends the best of each generation's ideas and practices to design a smarter, more inclusive work environment for everyone.As a leading expert on the multigenerational workplace, Lindsey Pollak combines the most recent data with her own original research, as well as detailed case studies from Fortune 500 companies and other top organizations. Pollak outlines the ways businesses, executives, mid-level managers, employees, and entrepreneurs can tackle situations that may arise when diverse styles clash and provides clear strategies to turn generational diversity into business opportunity. Generational change is impacting all industries, all types of organizations, and all leaders. The Remix is an essential guide for anyone looking to navigate today's multigenerational workplace, which is more diverse and varied than ever before.

Employee engagement is undeniably a crucial focus point for organisations in the twenty-first century, with motivation comprising the often missing, but vital, component of the developmental mix. Mapping Motivation for Engagement advocates a new paradigm for the twenty-first century: away from hierarchies and command-and-control management styles, towards a bottom-up approach in which the needs and motivators of the employees take centre stage.Co-written with Steve Jones, this is the third in a series of books that are all linked to the author James Sale's Motivational Map diagnostic tool. Each book builds on a different aspect of personal, team and organisational development. This book is a practical guide to the complexities of understanding and dealing with engagement in modern organisational life. Along with clear diagrams, reflective points, activities and a comprehensive index, the book provides free access to the online Motivational Map tool to facilitate a greater understanding of the contents. Drawing on copious amounts of the latest research, as well as models like the Macleod Report for the UK government, this book shows how Mapping Motivation can play a significant and crucial role in making engagement a reality, instead of a dream.Mapping Motivation for Engagement is a stimulating and thought-provoking read for a wide audience including, but not limited to, trainers and coaches working in management and motivation, experts in human resources, internal learning and development and organisational development as well as change and engagement consultants and specialists.

The fast-food worker finds refuge in a bathroom stall to respond to her boyfriend's fifth message in an hour. The human resources manager sees a colleague sending a stream of text messages during a meeting and quickly grabs her mobile to make sure she's also multitasking. These scenarios are common, but unique to the 21st century. Until the early 2000s, workplaces provided most of the computers and portable devices that employees used to perform their jobs and communicate with others. Today, people bring their own mobile devices to work and create new norms for how communication occurs in the workplace. Managers and organizations respond by setting and enforcing new policies that are intended to help them navigate the ever-changing mobile-communication environment. In Negotiating Control: Organizations and Mobile Communication, Keri K. Stephens responds to the struggles of employees, organizations, and even friends and family, as they try to understand new norms for connectedness in the workplace. Drawing on over two decades of her own research and fieldwork,, representing people in over 35 different types of jobs, Stephens claims that though people assume mobile communication is a uniform practice, there are underlying -- and often hidden -- issues of control and power at play, which shape how people are permitted and expected to use mobiles to communicate while working. The accounts Stephens offers reveal the many ways that these portable tools are actually used across work environments today, integrating information, communication, and data, and connecting people in expected and often conflicting ways.

The Work of Communication: Relational Perspectives on Working and Organizing in Contemporary Capitalism revolves around a two-part question:'What have work and organization become under contemporary capitalism—and how should organization studies approach them?'Changes in the texture of capitalism, heralded by social and organizational theorists alike, increasingly focus attention on communication as both vital to the conduct of work and as imperative to organizational performance. Yet most accounts of communication in organization studies fail to understand an alternate sense of the'work of communication'in the constitution of organizations, work practices, and economies. This book responds to that lack by portraying communicative practices—as opposed to individuals, interests, technologies, structures, organizations, or institutions—as the focal units of analysis in studies of the social and organizational problems occasioned by contemporary capitalism. Rather than suggesting that there exists a canonically'correct'route communicative analyses must follow, The Work of Communication: Relational Perspectives on Working and Organizing in Contemporary Capitalism explores the value of transcending longstanding divides between symbolic and material factors in studies of working and organizing. The recognition of dramatic shifts in technological, economic, and political forces, along with deep interconnections among the myriad of factors shaping working and organizing, sows doubts about whether organization studies is up to the vital task of addressing the social problems capitalism now creates. Kuhn, Ashcraft, and Cooren argue that novel insights into those social problems are possible if we tell different stories about working and organizing. To aid authors of those stories, they develop a set of conceptual resources that they capture under the mantle of communicative relationality. These resources allow analysts to profit from burgeoning interest in notions such as sociomateriality, posthumanism, performativity, and affect. It goes on to illustrate the benefits that investigations of work and organization can realize from communicative relationality by presenting case studies that analyze (a) the becoming of an idea, from its inception to solidification, (b) the emergence of what is taken to be the'the product'in high-tech startup entrepreneurship, and (c) the branding of work (in this case, academic writing and commercial aviation) through affective economies. Taken together, the book portrays'the work of communication'as simultaneously about how work in the'new economy'revolves around communicative practice and about how communication serves as a mode of explanation with the potential to cultivate novel stories about working and organizing. Aimed at academics, researchers, and policy makers, this book's goal is to make tangible the contributions of communication for thinking about contemporary social and organizational problems.

The Leader-Member Exchange (LMX) model of leadership has shown that effective leader-follower relationships predict employee well-being and performance. Less research, however, addressed how diversity variables may affect the development of leader-member exchange and outcomes. This book moves the field forward by addressing the 21st century challenges of how diversity may impact the development of effective working relationships. Key trends in the workforce suggest that the impact of diverse employees will challenge a leader's ability to develop effective working relationships with all direct reports. New frameworks are needed to understand how various groups such as women, Hispanics, African Americans, Millennials, LGBTQ, and persons with Autism Spectrum Disorder develop effective working relationships with their supervisors This edited volume will bring together the top scholars in the field to address these segments of the workforce and offer practical advice for managers. This book will be used in college undergraduate and/or graduate level leadership classes. It might also be adopted for courses in managing diversity. Scholars will find the book a useful reference work. In addition, practicing managers will be interested in the implications of developing effective working relationships in diverse leader-member dyads.

The ultimate success or failure of a business in modern society depends on a variety of factors across all levels of the organization. By utilizing dynamic human resource planning techniques, businesses can more efficiently reach their goals. Effective Talent Management Strategies for Organizational Success is a pivotal reference source that provides scholarly perspectives on the latest practices for leveraging human capital in business environments to maintain and increase competitive advantage. Highlighting innovative coverage across relevant topics, such as division of labor, intellectual assets, and value creation systems, this book is ideally designed for managers, professionals, academics, practitioners, and graduate students seeking emerging research on optimizing talent management in modern businesses.

Lead So Your People Speak FreelyCandid communication enhances innovation, ownership, engagement, and performance. The benefits of hearing questions and uncertainties, good and bad ideas, and honest feedback are game-changing. Yet research shows that most of the time, people never share their true thoughts with each other—and especially not with their leaders. But what if they did? What if everyone could confidently communicate without fearing a negative response? In Permission to Speak Freely, highly acclaimed leader developers Doug Crandall and Matt Kincaid illustrate the benefits of candor, explain the inhibitors that cause it to feel unsafe, and provide tools for leaders to encourage their people and embed trust and openness into the foundation of their organizational culture.

Written by a team of highly experienced and successful executive leadership consultants, this book offers 10 data-driven insights regarding leadership effectiveness, accompanied by practical and easy-to-implement recommendations that directly serve the development of leadership ability.What makes How Leaders Improve: A Playbook for Leaders Who Want to Get Better Now markedly different from and better than the scores of other books on the topic of leadership? Instead of dedicating their efforts to imparting wisdom on what makes a great leader, the three-person leadership training'dream team'behind this book explain how already-effective leaders can actually get better. How Leaders Improve is a data- and research-driven playbook for how any leader can improve their leadership abilities in a practical, immediate way. Authors Gates, Graddy, and Lindekens—all experienced executive coaches and leadership development consultants—have spent their careers developing leaders, and now they share 10 key insights derived from interviews with leaders who achieved significant improvements in their leadership effectiveness. These data-driven insights are augmented by the authors'knowledge of the science behind human behavior change, as well as their experience in developing leaders. The book serves four audiences: leaders looking to improve themselves; organizational stakeholders with the responsibility of developing leaders; individual coaches or managers who want to boost their effectiveness in developing leaders; and educators in the fields of leadership, communication, organizational behavior, organizational psychology, and related fields.

The highlight of many peoples'daily lives is business, the act of communicating and exchanging, negotiating and transacting, of selling and buying. In business, while there is always potential for transaction, nothing happens until the business is explained or the deal is done. Communication is a central ingredient. In fact, good communication alone can constitute a business practice. It is certainly a social and informant activity which facilitates business interaction. However, the study of business communication produces as many questions as there are answers: “What was that order again?”; “How do I best advise my staff of this latest developments and the company's progress?”; “How do I work with the competition to better our sales?”; “How do I explain this?” The purpose of this book is to understand vital concepts of business communication in eight easy to read, but scholarly chapters. A-B-C: Analogues in Business Communication takes a fresh look at many of the issues that people face in the business world at any level today, including such questions as: “When and how to reduce uncertainty”; “What leads to credibility?” and making decisions, management, leadership and self-esteem; “When to use competition and co-operation?”; “What is selling?” and coping with information overload. Bringing together related concepts in business communication, this book aims to entertain and inform, showing that beneath the plethora of tasks that face us every day in the business world, there are a number of constants, which when understood in more depth, can make business communication easier at a conceptual level for anyone and everyone. Business is about efficiency, it is about suppliers meeting demand. In business, no one wants to take longer to accomplish something than he or she needs to; that is, good business communication saves time. But in order to save time, knowing how to navigate the salient concepts of the business environment is useful. Who has not heard the business aphorism to “make things happen!”? In order to “make things happen” you need to communicate, and you need to be able to understand the communication concerns of your business environment. This is the purpose of A-B-C: Analogues in Business Communication.

The genesis of this ebook was an invitation from Corporate Communication International for the Journal of Communication Management to sponsor a special panel last year at its annual conference. This ebook is a culmination of that process and represents a next step in the study of strategy in public relations, corporate communication, and communication management.

(COMPLETELY REVISED EDITION WITH A THIRD NEW CONTENT)Improve performance. Transform you career. Changes lives.Whether your team is in an office, on a field, in a classroom, or in your living room—have you ever thought they had more to give, but you weren't quite sure how to get it out of them? Have you ever wanted them to play up to their potential, but didn't quite know how to make it happen? Are you looking for that one new idea, that one simple strategy that will take your team's performance—and your career—to the next level? If so, The Weekly Coaching Conversation is definitely the book for you.Every once in a while a book like this comes along with a message so simple—yet so profound—it literally changes people's lives.In a story as inspiring as it is informative, bestselling author Brian Souza reveals the secrets to unleashing a person's potential by systematically improving his or her performance. Introducing a groundbreaking, yet simple-to-understand and easy-to-apply coaching framework that's backed by years of rigorous research, The Weekly Coaching Conversation gives managers and leaders the playbook to turbocharge any team's performance.

Behavioral strategy continues to attract increasing research interest within the broader field of strategic management. Research in behavioral strategy has clear scope for development in tandem with such traditional streams of strategy research that involve economics, markets, resources, and technology. The key roles of psychology, organizational behavior, and behavioral decision making in the theory and practice of strategy have yet to be comprehensively grasped. Given that strategic thinking and strategic decision making are importantly concerned with human cognition, human decisions, and human behavior, it makes eminent sense to bring some balance in the strategy field by complementing the extant emphasis on the “objective” economics-based view with substantive attention to the “subjective” individual-oriented perspective. This calls for more focused inquiries into the role and nature of the individual strategy actors, and their cognitions and behaviors, in the strategy research enterprise. For the purposes of this book series, behavioral strategy would be broadly construed as covering all aspects of the role of the strategy maker in the entire strategy field. The scholarship relating to behavioral strategy is widely believed to be dispersed in diverse literatures. These existing contributions that relate to behavioral strategy within the overall field of strategy has been known and perhaps valued by most scholars all along, but were not adequately appreciated or brought together as a coherent sub-field or as a distinct perspective of strategy. This book series on Research in Behavioral Strategy will cover the essential progress made thus far in this admittedly fragmented literature and elaborate upon fruitful streams of scholarship. More importantly, the book series will focus on providing a robust and comprehensive forum for the growing scholarship in behavioral strategy. In particular, the volumes in the series will cover new views of interdisciplinary theoretical frameworks and models (dealing with all behavioral aspects), significant practical problems of strategy formulation, implementation, and evaluation, and emerging areas of inquiry. The series will also include comprehensive empirical studies of selected segments of business, economic, industrial, government, and non-profit activities with potential for wider application of behavioral strategy. Through the ongoing release of focused topical titles, this book series will seek to disseminate theoretical insights and practical management information that will enable interested professionals to gain a rigorous and comprehensive understanding of the subject of behavioral strategy. The Practice of Behavioral Strategy contains contributions by leading scholars in the field of behavioral strategy research. The 9 chapters in this volume cover a number of significant topics that speak to the practice perspectives on behavioral strategy, covering diverse topics such as M&A decision making in the high-tech sector, scenario thinking, business modeling, project-based organizations, fair trade market certification, and the movie and insurance industries. The chapters include empirical as well as conceptual treatments of the selected topics, and collectively present a wide-ranging review of the noteworthy research perspectives on the practice of behavioral strategy.

Business leaders control information, data, and feedback. How should that power be managed in this digital age and fast-paced, globalized economy? That important question is at the heart of The ART of Responsible Communication. This book serves as a how-to guide for executives and emerging business leaders across multiple industries and a full spectrum of functional disciplines. The ART of Responsible Communication examines multifaceted corporate communication as a responsibility shared by leaders across the enterprise. You simply cannot delegate all communication responsibility to the corporate communications department or a public relations agency. It is every leader's responsibility to model and champion effective communication, requiring an ongoing commitment to Accessibility, Responsiveness and Transparency, or, in other words, The ART of Responsible Communication.

This Harvard Business Review collection features the best in leadership transitions from celebrated author and advisor Michael D. Watkins. Watkins, who has worked for decades guiding senior leaders into new roles to help them and their organizations succeed, is the author of the international bestseller The First 90 Days. With more than 400,000 copies sold worldwide and published in more than 25 languages, the book has become the standard reference for leaders in transition.In addition to the full digital edition (ebook) of The First 90 Days, this collection includes digital editions of Watkins'other popular works: Your Next Move, which guides professionals through the most common career transitions; Shaping the Game, on how to lead effective negotiations; and his 2012 Harvard Business Review article, “How Managers Become Leaders.” Watkins, whose ideas have guided some of the world's best leaders through successful transitions, is the chairman of leadership development consultancy Genesis Advisers. Drawing on the perfect combination of research and hands-on experience, he has spent the last two decades working with leaders—both corporate and public—as they transition to new roles, negotiate the future of their organizations, and craft their legacy as leaders. He was previously a professor at the Kennedy School of Government at Harvard, Harvard Business School, INSEAD in France, and IMD in Switzerland.

Since the early 2000s, storytelling as a means of managerial communication has been increasingly advocated, with a focus on the management practices of leadership, change and organizational culture. Most research on storytelling in management practice derives from practitioner experience, but little is known about the specific dynamics behind storytelling as a tool for managerial communication. This book derives from one of the first research studies into storytelling in management practice, which sought to evaluate the assumed, but not necessarily proven, effectiveness of storytelling as a management tool. Building on existing theories of narrative and storytelling in organizations, the book explores how managers use storytelling in their daily practice, revealing that it can be employed both, purposively - like a tool, and perceptively - spontaneously and intuitively. The book explains that storytelling has different functions in management practice at different levels of the organization, such as: Creating direction for the organization Translating strategic messages into operational ones and supporting the professional development of staff Shaping the organization's social fabric through the sharing of personal stories Aided by a wealth of interviews and case studies, Storytelling in Management Practice reveals an analysis of the dynamic relationship between story, storyteller, audience and organizational context. As such, it will be useful for students and researchers working across a variety of sub-disciplines, including: leadership, organizational behaviour and business communication.

Integrated Organisational Communication addresses the growing need among communication students and practitioners for a book that offers an integrated view of the communication within organisations. The book adopts a multidisciplinary approach to organisational communication, avoiding alignment with individual academic or professional disciplines.

Have you ever had someone hurl an insult at you and leave you stunned and speechless? Have you ever discovered that you're the topic of a rumor or gossip that could stall your career? Don't worry; you are not alone. This book is the perfect resource on how to gracefully - but firmly - recover from such common communication sinkholes in the workplace. Your skills in rapidly recovering from these insensitive communications are key to career success. This book is a practical guide to know exactly what to say during these awkward and often hurtful moments, giving you the exact phrases and communication tools to turn the tables and recover from the'one down'situation. Don't let your career advancement slide due to a communication gaffe - whether accidental or intentional. The damage can be the same. Get your career back on track fast by adopting the techniques in this communication resource to quickly recover from gossip, insults, or other insensitivity.

“Required reading…sharp and insightful…lively and straightforward…a novel and sometimes startling analysis of workplace dynamics.”—New York Times Book ReviewIn her extraordinary international bestseller, You Just Don't Understand, Deborah Tannen transformed forever the way we look at intimate relationships between women and men. Now she turns her keen ear and observant eye toward the workplace—where the ways in which men and women communicate can determine who gets heard, who gets ahead, and what gets done. An instant classic, Talking From 9 to 5 brilliantly explains women's and men's conversational rituals—and the language barriers we unintentionally erect in the business world. It is a unique and invaluable guide to recognizing the verbal power games and miscommunications that cause good work to be underappreciated or go unnoticed—an essential tool for promoting more positive and productive professional relationships among men and women.

Guide to Managerial Communication

The ability to make a successful transition into management who wants to advance their career.Written by Martin Manser, a leading trainer of managers and highly-respected author, this book quickly teaches you the insider secrets you need to know to in order to seamlessly move up the career ladder.The highly motivational'in a week'structure of the book provides seven straightforward chapters explaining the key points, and at the end there are optional questions to ensure you have taken it all in. There are also cartoons and diagrams throughout, to help make this book a more enjoyable and effective learning experience.So what are you waiting for? Let this book put you on the fast track to success!

In Reading the Room, renowned systems psychologist and family therapist David Kantor applies his theory of structural dynamics to help leaders and coaches understand and improve communication within their teams. He helps readers understand how and why they and their teams communicate differently when faced with low-stakes or high-stakes situations, and he provides a framework to help improve leadership behavior in high-stakes situations. Acknowledging that early personal history and adult relationships have an impact on individual leadership and communication, the author discusses how leaders'awareness of their personal histories can help them become more effective in their leadership teams. Armed with the information outlined in this groundbreaking book, coaches and leaders will be able to: intervene effectively to produce positive change in both the group's dynamics and its outcomes, help people in the room alter their behavior to better reach their aspirations, identify the recurring sequences of behavior taking place in a group, understand why differing individual preferences for boundaries and rules affect their conversation, and much more. Written to help readers understand the reasons why leaders and teams get along—or don't—when they communicate in a group, this book will serve as the leader's “go-to” resource for insight and perspective in leading their team.

What does it mean to have a'good'or'bad'reputation? How does it create or destroy value, or shape chances to pursue particular opportunities? Where do reputations come from? How do we measure them? How do we build and manage them? Over the last twenty years the answers to these questions have become increasingly important-and increasingly problematic-for scholars and practitioners seeking to understand the creation, management, and role of reputation in corporate life. This Handbook intends to bring definitional clarity to these issues, giving an account of extant research and theory and offering guidance about where scholarship on corporate reputation might most profitably head. Eminent scholars from a variety of disciplines, such as management, sociology, economics, finance, history, marketing, and psychology, have contributed chapters to provide state of the art definitions of corporate reputation; differentiate reputation from other constructs and intangible assets; offer guidance on measuring reputation; consider the role of reputation as a corporate asset and how a variety of factors, including stage of life, nation of origin, and the stakeholders considered affect its ability to create value; and explore corporate reputation's role more broadly as a regulatory mechanism. Finally, they also discuss how to manage and grow reputations, as well as repair them when they are damaged. In discussing these issues this Handbook aims to move the field of corporate reputation research forward by demonstrating where the field is now, addressing some of the perpetual problems of definition and differentiation, and suggesting future research directions.

This book offers a new approach to communication, focusing on the communication needs of profit/non-profit organizations and their social environment. The book outline three domains - concern, internal, and marketing communication - described from the starting point of the communication needs of organizations. Subsequently, an integral approach is used to discuss information processing by the receiver, communication research, organization of communication, and communication in an international perspective. The theoretical basis is clarified by means of case studies and assignments. This is a completely revised version, where new developments have been included, such as the functioning of social media. In addition, an important component of accountability in communication is added, including a scorecard for communication.

Praise for The Power of Framing'The primary work of leadership involves managing meaning through framing. Fairhurst shows that the way leaders use language to frame people, situations, and events has important consequences for the way individuals make sense of the world and their actions. The Power of Framing is an accessible and inspirational read for leaders who want to shape their organizations in ethically responsible ways.'—J. KEVIN BARGE, professor, Texas A&M University'An ideal book for MBA students and business professionals who are interested in specific tools for constructing leadership in their professional worlds. By focusing on the language toolbox of leadership, the book empowers anyone to construct leadership through talk and interaction.'—JOLANTA ARITZ, associate professor, Center for Management Communication, USC Marshall School of Business'Building on her earlier acclaimed work, and written in a highly accessible style, Fairhurst's thoughtful study provides us with a practical and highly relevant analysis of the power of framing language from a leadership perspective. This is a must-have book.'—DAVID GRANT, professor of organizational studies, University of Sydney'Communication is the most important element of leadership, and framing of the subject and situation is one of the most powerful tools available to leaders. Gail Fairhurst has created the handbook to help leaders do this right. A must-read for anyone in a leadership capacity.'—RICH KILEY, venture capitalist, and retired Procter & Gamble marketing and HR executive'To be an effective global manager, there is nothing more critical than understanding how to frame an issue so that you are effectively communicating and motivating in a culturally sensitive manner. This book will tune you into these issues and show you how to make certain your communication is properly interpreted by your audience.'—OLGA JACOB, general sales manager (Belgium, Netherlands, and Luxembourg), American Airlines

The importance of effective communication between management and employees is not a new idea by any means. Yet, good communications strategies are often overlooked. Communication and education play a critical role in helping businesses maximize their total rewards package as a competitive advantage to attract and retain the best talent. Total rewards professionals need to think in terms of communicating total rewards packages and what those rewards mean to employees as well as how they can be balanced to meet the organization's requirements and goals. In this collection of articles from WorldatWork, thought leaders provide ideas and concepts about how to effectively communicate total rewards programs. Topics range from communicating basic compensation and benefits programs to addressing the communication needs for niche audiences such as international assignees.

The Handbook of Business Discourse is the most comprehensive overview of the field to date. It offers an accessible and authoritative introduction to a range of historical, disciplinary, methodological and cultural perspectives on business discourse and addresses many of the pressing issues facing a growing, varied and increasingly international field of research. The collection also illustrates some of the challenges of defining and delimiting a relatively recent and eclectic field of studies, including debates on the very definition of'business discourse'. Part One includes chapters on the origins, advances and features of business discourse in Europe, North America, Australia and New Zealand. Part Two covers methodological approaches such as mediated communication, corpus linguistics, organisational discourse, multimodality, race and management communication, and rhetorical analysis. Part Three moves on to look at disciplinary perspectives such as sociology, pragmatics, gender studies, intercultural communication, linguistic anthropology and business communication. Part Four looks at cultural perspectives across a range of geographical areas including Spain, Brazil, Japan, Korea, China and Vietnam. The concluding section reflects on future developments in Europe, North America and Asia.Key Features:•Consists of newly commissioned chapters, authored by a vibrant group of internationally-known experts and emerging younger scholars, representing more than twenty countries.• Individual chapters aim to offer breadth, depth and, where appropriate, illustrative analytical examples, and can be read as self-contained, mini-introductions to each topic.•A valuable resource for students, researchers, teachers and trainers looking for a research-based, wide-ranging introduction to business discourse in a single volume.

An entrepreneur is different from a manager of a small business in many respects, but largely in attitude and approach. And the right approach hinges on appropriate entrepreneurial skills. Professor Cecile Nieuwenhuizen, Head of the Department Business Management at the University of South Africa (Unisa) and author of many articles and books on entrepreneurship, has brought together several experts in the field of entrepreneurship to describe the skills necessary for successful entrepreneurship. Entrepreneurial skills covered in this book include; achievement orientation; creativity and innovation; self-confidence and a positive attitude; goal-setting; assertiveness; time management; networking; leadership and teamwork; creative problem-solving; and strategies for dealing with conflict and confrontation.

Title from PDF title page (viewed on Sept. 26, 2008).