Richard Boyatzis

Fran Johnston

Annie McKee

Jonathan Marosz

This is a book on CD.  Five CD’s in the set.  Not a hardcover book!

Light Hardcover (1 lb or less)

Vermont

Develop Your Emotional Intelligence, Renew Your Relationships, Sustain Your Effectiveness

Becoming a Resonant Leader

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Board book.   See photo for one place on cover edge there’s separation. 

The Pout Pout Fish 

Ken Blanchard

Ken Blanchard and Sheldon Bowles, co-authors of the New York Times business bestseller Raving Fans, are back with Gung Ho! Here is an invaluable management tool that outlines foolproof ways to increase productivity by fostering excellent morale in the workplace. It is a must-read for everyone who wants to stay on top in today's ultra-competitive business world. Raving Fans taught managers how to turn customers into full-fledged fans. Now, Gung Ho! brings the same magic to employees. Through the inspirational story of business leaders Peggy Sinclair and Andy Longclaw, Blanchard and Bowles reveal the secret of Gung Ho--a revolutionary technique to boost enthusiasm and performance and usher in astonishing results for any organization. The three principles of Gung Ho are: The Spirit of the Squirrel The Way of the Beaver The Gift of the Goose These three cornerstones of Gung Ho are surprisingly simple and yet amazingly powerful. Whether your organization consists of one or is listed in the Fortune 500, this book ensures Gung Ho employees committed to success. Gung Ho! also includes a clear game plan with a step-by-step outline for instituting these groundbreaking ideas. Destined to become a classic, Gung Ho! is a rare and wonderful business book that is packed with invaluable information as well as a compelling, page-turning story. Management legend Ken Blanchard and master entrepreneur Sheldon Bowles are back with Gung Ho!, revealing a surefire way to boost employee enthusiasm, productivity, and performance and usher in astonishing results for any organization. Raving Fans brilliantly schooled managers on how to turn customers into raving fans. Gung Ho! now brings the same magic to employees. Here is the story of how two managers saved a failing company and turned in record profits with record productivity. The three core ideas of Gung Ho! are surprisingly simple: worthwhile work guided by goals and values; putting workers in control of their production; and cheering one another on. Their principles are so powerful that business leaders, reviewing the manuscript for Ken and Sheldon, have written to say, "Sorry. Ignored instructions. Have photocopied for everyone. I promise to buy books, but can't wait. We need now!" Like Raving Fans, Gung Ho! delivers.

Gung Ho!

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Robert Heller

Tim Hindle

Light Paperback (1 lb or less)

Learn all you need to know about motivating people, from learning how to bring out the best in people by understanding basic human needs to encouraging individual initiative and rewarding achievement. Motivating People shows you how to increase production and job satisfaction, and it provides practical techniques to try in different situations. Power tips help you handle real-life situations and develop the first-class motivation skills that are the key to a productive and informed workplace.

Motivating People

696b9ce7-7af4-4ec1-8cdb-03f1ac50916a-1

Perry M. Smith

Paperback (1 to 2 lbs)

Making the Right Choices

Taking Charge

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Patrick M. Lencioni

A Leadership Fable

A commemorative edition of the landmark book from Patrick Lencioni When it was published ten years ago, The Five Temptations of a CEO was like no other business book that came before. Highly sought-after management consultant Patrick Lencioni deftly told the tale of a young CEO who, facing his first annual board review, knows he is failing, but doesn't know why. Refreshingly original and utterly compelling, this razor-sharp novelette plus self-assessment (written to be read in one sitting) serves as a timeless and potent reminder that success as a leader can come down to practicing a few simple behaviors?behaviors that are painfully difficult for each of us to master. Any executive can learn how to recognize the mistakes that leaders can make and how to avoid them. The lessons of The Five Temptations of a CEO, are as relevant today as ever, and this special anniversary edition celebrates ten years of inspiration and enlightenment with a brand new introduction and reflections from Lencioni on the new challenges in business and leadership that have occurred in the past ten years.

The Five Temptations of a CEO

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Christopher Meyer

Peter F. Drucker

Robert G. Eccles

Joseph A. Ness

Thomas G. Cucuzza

Robert Simons

Antonio Davila

Robert S. Kaplan

David P. Norton

Eight essays by experts in the field explore the measurement of intangible assets and the effect of those assets' performance upon a corporation's strategic planning process

Harvard Business Review on Measuring Corporate Performance

07547609-bfa3-48b9-92f0-3aff17b367b6-0

Warren Bennis

Joan Goldsmith

Heavy Paperback (2 to 4 lbs)

Business & Economics

A Workbook on Becoming a Leader

Over their distinguished careers, Warren Bennis and Joan Goldsmith have demonstrated how leaders are made, not born. In today's environment of crisis and uncertainty, the ability to develop leaders is arguably the most pressing concern, whether the arena is business, politics, education, health care, the environment, or the arts. Integrating wisdom from the world's most insightful and accomplished leaders, self-assessments, and dozens of interactive skill-building exercises, Learning to Lead reveals the underpinnings of true leadership. It shows you how to see beyond leadership myths, translate failures into springboards for renewed creativity, and communicate your vision for yourself, your team, or your organization.This new edition has been updated throughout, including bibliography and references, and contains substantive new material that reflects the authors' ongoing research on collaborative leadership, ethics, integrity, and personal development.

Learning to Lead

410fa115-22d6-4940-be62-2564c038a19f-1

Burt Nanus

Stephen M. Dobbs

Hardcover (1 to 2 lbs)

Essential Strategies for Meeting the Nonprofit Challenge

"Nanus and Dobbs have written a seminal book about a long-neglected and key area of American life: the leadership of not-for-profits.... It's a first and should be read by all those concerned about not-for-profits: board members most especially, but volunteers, executives, benefactors, and academics as well." --Warren Bennis, University Professor, Marshall School of Business, University of Southern California, and coauthor of Organizing Genius "These authors have made a remarkable contribution to social sector nonprofit leadership. It's a valuable resource by two great authorities on a critical need." --Frances Hesselbein, chairman of the board, The Peter F. Drucker Foundation for Nonprofit Management "If there's one thing that today's nonprofit sector needs more than anything else, it's leadership.... Burt Nanus and Stephen Dobbs illustrate the qualities that do 'make a difference' by telling real-life stories of exceptional nonprofit leaders--few of them household names--and examining the lessons these men and women learned the hard way." --Dorothy S. Ridings, president and CEO, Council on Foundations There are many books on leadership, but few that focus specifically on the unique role of nonprofit executives. For the CEOs and directors of more than one million U.S. social sector organizations--as well as those who aspire to these positions--best-selling author Burt Nanus and colleague Stephen M. Dobbs have written the first comprehensive and authoritative book on nonprofit leadership. The authors show how leaders build successful nonprofit organizations by developing key relationships to improve their performance and move them toward a greater good--such as much higher levels of service to their clients and community. They describe the six key roles that effective leaders must play--Visionary, Strategist, Change Agent, Coach, Politician, and Fundraiser--and present inspiring examples of how their actions in these roles have been crucial to the success of large and small nonprofits flourishing across the nation. Leaders Who Make a Difference offers proven lessons on strategy, team building, fundraising, advocacy, board relations, and much more. Grounded in real-world practice, the book champions the potential of all nonprofit leaders to greatly improve the performance of their organizations and realize their visions of better communities.

Leaders Who Make a Difference

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John C. Maxwell

What Every Leader Needs to Know

Guides readers through practical steps to develop true leadership in accordance with qualities ranging from influence and integrity to self-discipline and attitude, in a reference that draws on four of Maxwell's best-selling works including Developing the Leader Within You.

Leadership 101

345f4be2-a0db-4b51-8ade-f09478ae045a-1

Heavy Hardcover (2 to 4 lbs)

Organizational Culture and Leadership 

Becoming the Person Others Will Want to Follow

Discusses such essential leadership qualities as character, commitment, competence, courage, initiative, responsibility, and vision

The 21 Indispensable Qualities of a Leader

859f2d35-c199-4831-810c-a7a12e206fcc-1

John Fuhrman

21 Secrets for Leveraging Your Way to Greater Success

Leading Leaders to Leadership helps the reader discover and fine-tune his or her leadership skills--whether he or she is a seasoned leader, new leader, or has never led before. Most of us already have some leadership qualities and the potential to develop even more. To grow, we need guidance from someone who cares about us and our success, and is already where we want to be. John takes the mystery out of moving ahead by sharing the essential principles that will help readers lead others more effectively.

Leading Leaders to Leadership

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James M. Kouzes

Barry Z. Posner

Leadership is learnable . . . and teachable! Give your managers and supervisors the skills to master the five essential areas of leadership: Challenging the process Inspiring a shared vision Enabling others to act Modeling the way Encouraging the heart The revised edition of the LPI includes: New ten-point Likert scale New scoring software which produces detailed printouts for each participant Participant workbooks that now include more than 140 actual steps-to-results All the tools you need to obtain complete 360? feedback Three month follow-up program to track participant2s progress LPI: Self: Use this 30-item inventory to evaluate your performance and effectiveness as a leader. For an even more detailed evaluation, use LPI: Self in conjunction with the LPI: Observer. Results from the simple scoring process will help you develop plans for improvement. The accompanying guidebook includes a worksheet to help interpret feedback and plan improvement in each leadership practice assessed, sections on how to compare scores with the normative sample and on how to share feedback with constituents, and more than 140 actual steps you can take to get results. Includes one copy of the Participant2s Workbook. LPI: Observer: Get a clear picture of how you function as a team leader by combining anonymous perceptions of constituents and colleagues, with your own manager self-assessment. The LPI: Observerprovides a balanced picture of leadership traits and allows for constructive discussion of ways to improve. LPI: Facilitator2s Guide: Here2s everything you need to facilitate the LPI program:The LPI Facilitator2s Guide, which includes a copy of the LPI: Observer instrument and outlines a detailed workshop design including prework requirements and instructions for administering, processing, and scoring the instrument. And the guide now includes the Windows-based LPI Scoring Software. Deluxe Facilitator2s Package: Get the LPI Facilitator2s Guide plus a copy of the best-selling book, The Leadership Challenge, for one special low price! Remember to get one instrument for each participant.

The Leadership Practices Inventory (LPI)

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David Remnick

The Life and Rise of Barack Obama

No story has been more central to America’s history this century than the rise of Barack Obama, and until now, no journalist or historian has written a book that fully investigates the circumstances and experiences of Obama’s life or explores the ambition behind his rise. Those familiar with Obama’s own best-selling memoir or his campaign speeches know the touchstones and details that he chooses to emphasize, but now—from a writer whose gift for illuminating the historical significance of unfolding events is without peer—we have a portrait, at once masterly and fresh, nuanced and unexpected, of a young man in search of himself, and of a rising politician determined to become the first African-American president.

The Bridge offers the most complete account yet of Obama’s tragic father, a brilliant economist who abandoned his family and ended his life as a beaten man; of his mother, Stanley Ann Dunham, who had a child as a teenager and then built her career as an anthropologist living and studying in Indonesia; and of the succession of elite institutions that first exposed Obama to the social tensions and intellectual currents that would force him to imagine and fashion an identity for himself. Through extensive on-the-record interviews with friends and teachers, mentors and disparagers, family members and Obama himself, David Remnick allows us to see how a rootless, unaccomplished, and confused young man created himself first as a community organizer in Chicago, an experience that would not only shape his urge to work in politics but give him a home and a community, and that would propel him to Harvard Law School, where his sense of a greater mission emerged.

Deftly setting Obama’s political career against the galvanizing intersection of race and politics in Chicago’s history, Remnick shows us how that city’s complex racial legacy would make Obama’s forays into politics a source of controversy and bare-knuckle tactics: his clashes with older black politicians in the Illinois State Senate, his disastrous decision to challenge the former Black Panther Bobby Rush for Congress in 2000, the sex scandals that would decimate his more experienced opponents in the 2004 Senate race, and the story—from both sides—of his confrontation with his former pastor, Jeremiah Wright. By looking at Obama’s political rise through the prism of our racial history, Remnick gives us the conflicting agendas of black politicians: the dilemmas of men like Jesse Jackson, John Lewis, and Joseph Lowery, heroes of the civil rights movement, who are forced to reassess old loyalties and understand the priorities of a new generation of African-American leaders.

The Bridge revisits the American drama of race, from slavery to civil rights, and makes clear how Obama’s quest is not just his own but is emblematic of a nation where destiny is defined by individuals keen to imagine a future that is different from the reality of their current lives.

The Bridge

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Frank Bryan

John McLaughry

Recreating Democracy on a Human Scale

The Vermont Papers proposes a radical change in government. The authors are passionate advocates of such basic American values as self-reliance, tolerance, community aid, diversity, and liberty. Their subject is the plight of democracy in America. They argue that Vermont can show the rest of the nation how to govern itself democratically in the next century. Bypassed by the industrial revolution, Vermont is poised to leap into the 21st century. With its tradition of strong, local town government buttressed by the growth of information technology, Vermont is ready to make a breakthrough toward a postmodern, human-scale democracy. Bryan and McClaughry propose a system of government through bio-regionally based shires that will become new and vital little republics. Power will devolve from the state to the shires, with each shire small enough to be known, governed, and loved by each one of its citizens. The state's responsibilities will focus, instead, on such issues as air and water pollution, civil rights and liberties, and relations with other states and nations. The authors give detailed, specific recommendations, and show clearly how the new democracy will work.

The Vermont Papers

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Harvard Business Review Staff

See marking on the bottom in the photos. 

Harvard Business Review on Strategies for Growth

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David A. Garvin

Dorothy Leonard

Susaan Straus

John Seely Brown

Harvard Business Review on Knowledge Management

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Jim Collins

Why Some Companies Make the Leap... and Others Don't

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Good to Great

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George Eckes

How General Electric and Others Turned Process into Profits

Applying this revolutionary management strategy to drive positive change in an organization Currently exploding onto the American business scene, the Six Sigma methodology fuels improved effectiveness and efficiency in an organization; according to General Electric's Jack Welch, it's the "most important initiative [they] have ever undertaken." Written by the consultant to GE Capital who helped implement Six Sigma at GE and GE's General Manager of e-Commerce, Making Six Sigma Last offers businesses the tools they need to make Six Sigma work for them--and cultivate long-lasting, positive results. Successful Six Sigma occurs when the technical and cultural components of change balance in an organization; this timely, comprehensive book is devoted to the cultural component of implementing Six Sigma, explaining how to manage it to maintain that balance. The authors address how to create the need for Six Sigma; diagnose the four types of resistance to Six Sigma and how to overcome them; manage the systems and structures; and lead a Six Sigma initiative. This book applies the Six Sigma approach to business operations across the organization--unlike other titles that focus on product development. Plus, it provides strategies, tactics, and tools to improve profitability by centering on the relationship between product defects and product yields, reliability, costs, cycle time, and schedule. George Eckes (Superior, CO) is the founder and principal consultant for Eckes & Associates. His clients include GE Capital, Pfizer, Westin, Honeywell, and Volvo. Eckes has published numerous papers on the topic of performance improvement and is the author of The Six Sigma Revolution: How General Electric and Others Turned Process into Profits (0-471-38822-X) (Wiley).

The Six Sigma Revolution

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A Leadership Fable... about Solving the Most Painful Problem in Business

Casey McDaniel had never been so nervous in his life. In just ten minutes, The Meeting, as it would forever be known, would begin. Casey had every reason to believe that his performance over the next two hours would determine the fate of his career, his financial future, and the company he had built from scratch. “How could my life have unraveled so quickly?” he wondered. In his latest page-turning work of business fiction, best-selling author Patrick Lencioni provides readers with another powerful and thought-provoking book, this one centered around a cure for the most painful yet underestimated problem of modern business: bad meetings. And what he suggests is both simple and revolutionary. Casey McDaniel, the founder and CEO of Yip Software, is in the midst of a problem he created, but one he doesn’t know how to solve. And he doesn’t know where or who to turn to for advice. His staff can’t help him; they’re as dumbfounded as he is by their tortuous meetings. Then an unlikely advisor, Will Peterson, enters Casey’s world. When he proposes an unconventional, even radical, approach to solving the meeting problem, Casey is just desperate enough to listen. As in his other books, Lencioni provides a framework for his groundbreaking model, and makes it applicable to the real world. Death by Meeting is nothing short of a blueprint for leaders who want to eliminate waste and frustration among their teams, and create environments of engagement and passion.

Death by Meeting

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Principles and Practices

The service, or non-profit, sector of our society is growing rapidly (with more than 8 million employees and more than 80 million volunteers), creating a major need for guidelines and expert advice on how to manage these organizations effectively. Drucker gives examples and explanations of mission, leadership, resources, marketing, goals, people development, decision making, and much more. Included are interviews with nine experts that address key issues in the non-profit sector.

Managing the Non-Profit Organization

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Yeheskel Hasenfeld

Human Services As Complex Organizations

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Molly Katz

Now bigger, better, and with more guilt: a completely revised, updated, and expanded second edition (would it hurt to have a little more?) of Jewish as a Second Language, the hilarious field guide to Jewish language and culture.

Written to help her Gentile husband and others like him who fall for believing a Jewish mother-in-law when she says, "Don't bother driving me, I'll take a cab," Jewish as a Second Language shows how to be one of the family--how to worry, how to interrupt, how to change your hotel room. It's not Yiddish. Though non-Jews can endear themselves by learning how to mis-use words like schmendrick and schmatta--providing both laughs and confirmation of Jewish superiority--this Jewish language is about the complex twists and somersaults of everyday speech, of unexpected nuances, hidden meanings, and swampy thickets of behavior, of wins, losses, and draws in competitions you never knew you entered. It's about the most common OAQs (obsessive anal questions): "This mole looks okay, doesn't it?" "Can Saltines go bad?" "They'll de-ice the wings before takeoff, right?" The Four Basic Shrugs. Acronyms never to use again: NASCAR, STD, and MRSA (Methicillin Resistant Staphylococcus Aureus, the potentially deadly skin virus that's spread by contact, and also by talking about it casually). The things non-Jews do for fun and what Jews do: Contra dance/Contradict, Read the comics/Read the obituaries, Get your boobs done/Get your taxes done. Stuff never found in a Jewish home (trout flies, a lineoleum knife, a Lay-Z-Boy, a rottweiler) or mouth (Miracle Whip, marshmallow fluff, Bud).

So you'll sit, you'll read, you'll laugh until you're nauseous. It's a nice book.




Jewish as a Second Language

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Barbara

Browse by categories

Richard Boyatzis; Fran Johnston; Annie McKee; Jonathan Marosz

Becoming a Resonant Leader

Deborah Diesen

The Pout Pout Fish

Ken Blanchard

Gung Ho!

Robert Heller; Tim Hindle

Motivating People

Perry M. Smith

Taking Charge

Patrick M. Lencioni

The Five Temptations of a CEO

Christopher Meyer; Peter F. Drucker; Robert G. Eccles; Joseph A. Ness; Thomas G. Cucuzza; Robert Simons; Antonio Davila; Robert S. Kaplan; David P. Norton

Harvard Business Review on Measuring Corporate Performance

Warren Bennis; Joan Goldsmith

Learning to Lead

Burt Nanus; Stephen M. Dobbs

Leaders Who Make a Difference

John C. Maxwell

Leadership 101

Edgar H. Schein

Organizational Culture and Leadership

John C. Maxwell

The 21 Indispensable Qualities of a Leader

John Fuhrman

Leading Leaders to Leadership

James M. Kouzes; Barry Z. Posner

The Leadership Practices Inventory (LPI)

David Remnick

The Bridge

Frank Bryan; John McLaughry

The Vermont Papers

Harvard Business Review Staff

Harvard Business Review on Strategies for Growth

Peter F. Drucker; David A. Garvin; Dorothy Leonard; Susaan Straus; John Seely Brown

Harvard Business Review on Knowledge Management

Jim Collins

Good to Great

George Eckes

The Six Sigma Revolution

Patrick M. Lencioni

Death by Meeting

Peter F. Drucker

Managing the Non-Profit Organization

Yeheskel Hasenfeld

Human Services As Complex Organizations

Molly Katz

Jewish as a Second Language

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