CHANGE LEADER: LEARNING TO DO WHAT MATTERS MOST

Book News: November 11th, 2011

We live in a challenging, complex, inter-connected and unpredictable world beset by a range of seemingly insoluble problems. But, says Michael Fullan we have an increasing understanding of how to tackle complex change. This involves developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels.

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MANAGERS AS DESIGNERS IN PUBLIC SERVICES: BEYOND TECHNOMAGIC

Book News: November 7th, 2011

The author, David Wastell, describes the pressure public services are under from all directions. They are required to be cheaper, more efficient, more effective, less wasteful, more ‘joined-up’, more in touch with people’s needs, leaner, less bureaucratic …

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BREAK YOUR OWN RULES: HOW TO CHANGE THE PATTERNS OF THINKING THAT BLOCK WOMEN’S PATHS TO POWER

Book News: October 26th, 2011

Jill Flynn, Kathryn Heath and Mary Davies Holt look at the reasons why women hold just 11 percent of the most senior-level leadership positions in U.S. Corporations—a number that hasn’t changed in over 30 years. They argue that there is a need to break rules in order to change the patterns of thinking that block women’s paths to power.

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THE HEART OF LEADERSHIP: UNLOCK YOUR INNER WISDOM AND INSPIRE OTHERS

Book News: October 19th, 2011

We stand on the doorway of the Relationship Age, says Sabina Spencer. With rapid connections now possible through the internet and digital technology, we feel the links between us more strongly than ever before.

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SYSTEMATIC LEADERSHIP TOOLKIT

Book News: October 13th, 2011

William Tate has put together a practical guide that allows the development of leaders to be considered from an organisational rather than an individual perspective.

The Toolkit is based on the author’s extensive consultancy work on leadership issues. It uses a Systems Thinking approach and a series of self-assessment questionnaires to guide through the entire improvement process.

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THE THREE LAWS OF PERFORMANCE – REWRITING THE FUTURE OF YOUR ORGANISATION

Book News: October 11th, 2011

Steve Zaffron and Dave Logan set out a proven system for rallying all of an organizations’ employees around a new vision and ideas for making the vision stick

When something at work isn’t going smoothly, managers struggle with what part of the problem to tackle first. Do they start with cost reduction? Or should they go for process improvements first? The authors—who have helped hundreds of companies and individuals change and improve—say spend time and money adjusting the systems in which people operate, rather than targeting people and their performance directly. They show that it’s in fact possible to change everything at once—with a focus on making such transformations permanent and repeatable.

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TWITTER FOR GOOD: CHANGE THE WORLD ONE TWEET AT A TIME

Book News: September 29th, 2011

In her book Claire Diaz-Ortiz describes the most effective tactics for tapping into the power of Twitter as a real time information network. As Twitter’s head of corporate social innovation and philanthropy, she shares the same strategies she offers other organisations.

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TOUGH CALLS

Book News: September 26th, 2011

In Tough Calls Allan Leighton focuses on specific decisions he has made in the course of his career – at ASDA, Royal Mail and elsewhere – and describes the thought processes behind them.

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THE LITTLE BOOK OF LEADERSHIP

Book News: September 22nd, 2011

The author, Jeffrey Gitomer, describes the 12.5 strengths of responsible, reliable, remarkable leaders that create results, rewards, and resilience.

What makes a leader relevant? It’s not their place of employment, job title, experience, or status in life it’s their resilience. The true measure of any leader is his or her ability to react based on past experience and gut feelings, respond in real time to current circumstances, and then to recover quickly and move on with new lessons learned.

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IN SEARCH OF THE MISSING ELEPHANT

Book News: August 26th, 2011

These selected essays by Donald N Michael take on the complex, messy, seemingly intractable issues – notably in the arenas of health, learning, governance and enterprise These are areas where paradox, ambiguity and complexity characterise the landscape. Here rapid change means yesterday’s solutions no longer work, where only genuine innovation has any chance of success.

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