Business Management Creative

Top best-selling business author, James A. Belasco teams with corporate leader Jerre Stead, CEO of Ingram Micro, Inc. to create the ultimate business guidebook for the future.

The unprecedented access to other humans that technology provides has ironically freed us from engaging with them. According to social psychologist Adam Waytz, our increasingly human-free lives come with a serious cost that we’ve already begun to pay: the loss of our humanity. Humans have superpowers. More than any other psychological stimulus, our presence can make experiences feel significant, inspire moral behavior, and encourage action. The Power of Human shows us how to rehumanize and harness these unique abilities to improve our lives, beginning with our jobs.

Equipes brilhantes mergulha em algumas das organizações mais bem-sucedidas em diversas áreas—tecnologia, esportes, arte, educação e segurança nacional—para descobrir como elas funcionam. Contando histórias de empresas e até de uma gangue de ladrões de joias, Daniel Coyle oferece estratégias que estimulam o aprendizado, geram confiança entre as pessoas e inspiram mudanças positivas. Coyle mostra como criar um ambiente onde a inovação tem espaço para florescer, os problemas são resolvidos com facilidade e as expectativas são continuamente superadas.

Innovate Like Edison presents Edison's world-changing innovation methods as a cohesive, practical, and immediately applicable system. Based on three years of research, Innovate Like Edison offers listeners an in-depth view of Edison's comprehensive innovation approach - an analysis which has never previously been documented.

We all need more hours in the day as we spend more time than ever working, studying and caring. So what if we could reclaim an entire hour, every day, to spend on the things we love? With proven advice from more than 300 busy contributors, The Extra Hour condenses the best strategies and secrets into this audiobook to instantly supercharge your productivity.

In business and in life, handing over the reins to others is inevitable. Everyone will eventually leave their team, retire from being the CEO, or see their kids leave home and lead their own lives. Leading from the Jumpseat enables us to embrace this inevitability. Leading from the Jumpseat is a metaphor for how we can choose to lead.

Marketers, technologists, and corporate leaders are looking for ways to more effectively connect consumers with their brand. Storyscapes introduces "storyscaping" as a way to create immersive experiences that solve the challenge of connecting brands and consumers. This book describes a powerful new approach to advertising and marketing for the digital age that involves using stories to design emotional and transactional experiences for customers, both online and offline.

Creating Your First Team is based on my experience and that of several business owners and professionals who have gotten a few reps to help them grow their business. It is designed to help entrepreneurs, start-ups, small businesses, and professionals obtain more clients and customers.

Each of us enters the workplace not only as a human being, but as a woman or man, Leadership and the Sexes links the actual science of male/female brain differences to every aspect of business. Written by the New York Times best-selling author and gender expert Michael Gurian and acclaimed workplace gender consultant Barbara Annis, this groundbreaking audio weaves brain science and gender studies with real life examples from business leaders to provide a new vision of gender diversity.

Trying to wrap your head around product management? You’re not alone. Product management is becoming an increasingly popular role across both startups and enterprise companies, but it’s still difficult to define. That’s because it doesn’t fit any of the traditional roles you may already be familiar with: engineering, business strategy, design, or marketing. Instead, product management draws on all these fields, forming a critical new discipline that has become increasingly important among startups and enterprise companies alike.

When people are kept from moving - whether they're sitting through a presentation or stuck behind a desk - they become restless, and their attention waivers. Yet most training ignores the innate human desire for motion, resulting in participants learning less.

Technology is advancing faster than ever - but for better or for worse? On the one hand, astonishing technological developments from personalized genomics to self-driving cars to drones to artificial intelligence could make our lives healthier, safer, and easier. On the other hand, these very same technologies could raise the specter of a frightening and alienating future - eugenics, a jobless economy, complete loss of privacy, and an ever-worsening spiral of economic inequality.

One of the nation's leading psychologists asks why today's corporate leaders desire but reject creative solutions - and finds some surprising conclusions.

Pitching is about persuasion: radiating positivity, controlling the situation, winning an audience's trust, creating "fierce agreement", and getting them to want to give you what you're asking for. Written not just for a business audience, You Get What You Pitch For will approach the pitch as what it really is: a methodology for building productive, positive, mutually beneficial person-to-person interactions.

No star burned more ferociously than Judy Garland. And nobody witnessed Garland's fierce talent at closer range than Stevie Phillips. During the Mad Men era, Stevie Philips was a young woman muscling her way into the manscape of Manhattan's glittering office towers. After a stint as a secretary, she began working for Freddie Fields and David Begelman at Music Corporation of America (MCA) under the glare of legendary über-agent Lew Wasserman. When MCA blew apart, Fields and Begelman created Creative Management Associates (CMA), and Stevie went along.

Brad Anderson used to have the Midas touch. Those days are long gone when he discovers that he has one week to save his job and pull the company's largest client out of a tailspin. With the help of a mysterious new mentor, Brad is taken on a whirlwind journey and absorbs the five Secrets to Exceptional Customer Experience. And he learns how to use the Magic Wand Question. With the Secrets in hand, he must find a way to fix a client relationship imploding in on itself.

In The Leaders You Need, Karen Brown shares the approach she has used to guide organizations from small nonprofits to the Global 500 on their journey to greater diversity in leadership and management. Her innovative, field-tested ABCD framework consists of four pillars: how to align diversity, equity, and inclusion efforts with business priorities; how to build strong partnerships with stakeholders; how to cultivate a culture of role models; and how to define objectives and outcomes with data.

Chances are, you’ve heard a variation of the saying, “We need to get on the same page.” Getting on the same page means making sure that you and whoever you’re collaborating with understand each other. But hidden within the accepted wisdom is a whole new meaning… In Getting on the Same Page, Steve Gran and Brian Cain introduce WorkExcellence, a method designed to empower everyone—from the C-suite to frontline employees. It provides strategies that foster collaboration and create lasting impact.

Whether it's the great American novel or a groundbreaking new app, many people want to create a Big Thing, but finding the motivation to get started, let alone complete the work, can be daunting. In The Big Thing, New York Times business writer and editor Phyllis Korkki combines real-life stories, science, and insights from her own experience to illuminate the factors that drive people to complete big creative projects - and the obstacles that threaten to derail success.

Starting something from the ground up is challenging. But how about transitioning into the leadership role of an existing organization? No matter how qualified you are, it can feel like an impossible juggling act to manage expectations without creating unnecessary conflict. Or to build trust and learn from others while implementing changes. And yet most leaders step into roles they didn't create. You have to navigate special personal, professional, and organizational needs that take into account the entire team and requires a certain mindset that doesn't come naturally to many leaders.