People

Getting the Best from Others

Not understanding what motivates each individual, managers offer incentives that are not meaningful, or "encouragement" that backfires and alienates their staff. Doug Harris explains the steps for reaching awareness, managing biases, and "doing unto others as they want to be done unto."

What Drives Phenomenal Success?

According to Colleen Barrett, success comes from an idea that is so simple, nobody quite believes it: customers return because they like the experience and they like the way they are treated. Her guiding rule is to hire on attitude and then train for skills, seeking individuals who will take the business—but not themselves—seriously.

How Great Companies Achieve Extraordinary Results with Ordinary People

Dr. Charles O'Reilly argues that the source of sustained competitive advantage already exists within every organization. O'Reilly's prescription for an overheated labor market: abandon the obsession with hiring high-priced stars, instead motivating ordinary people to build a great company and achieve extraordinary results.

The Power of Persuasion

Increase your power and influence with simple, guaranteed methods you'll start using right away. In this dynamic presentation, Robert Cialdini provides fascinating insights on how to be successful in your attempts to persuade all manner of other people. This program is a "must" for managers, marketers, and manipulators of all kinds!

People & Productivity Collection

How can companies fill human resource needs when generational gaps and a shrinking labor pool make it difficult to find and retain qualified talent? For answers, turn to this 10-DVD set, chock-full with proven strategies currently in use by some of today's most successful companies.

Influence at Work

It is necessary for you to influence people at all levels of your organization in order to get your job done. Carole Robin explains how the effective use of influence helps you deliver on your promises and produce excellent results, making you one of the "go-to" people in your organization. And this in turn makes your circle of influence grow ever larger.

The People Side of Great Business

Great businesses are sustained only through the dedication and passion of great people. Libby Sartain advocates a healthy, high-performance culture based on an environment of loyalty and trust. She explains how to unleash the power of your company's foremost asset—its employees—to create lasting value.

Building Personal Networks

Networks can be powerful career tools, helping to drive performance and build influence. But they benefit organizations as well, enhancing productivity and improving communication between disparate business units and functions. Professor James Baron offers concrete suggestions for building an effective and efficient personal network.

Building a Feedback-Positive Organization

An effective leader must be prepared to offer timely and honest feedback, both to employees and to other members of the management team. David Brady examines what it takes to have a "feedback-rich" organization, while Scott Brady relates how feedback propelled his own organization through tremendous growth.

Executing Leadership Transitions

Scott McNealy believes leaders cannot be created—only identified. But even natural leaders need exposure. That's where coaching comes in. McNealy explains how to develop your own strengths to lead other leaders, and shares his methods for selecting and grooming dynamic leaders.

People-First Management

Daniel Amos follows two straightforward management principles: he sets clear expectations, and he listens to employee concerns. His focus is communication followed by action. Amos ensures that employees experience an evenhanded response to their input, and he provides a reward system that gives them a vested interest in the profitability of the company.

How to Manage People Through Continuous Change

Change is now business as usual. But employees are increasingly skeptical about committing to business strategies that are constantly being redefined. Carol Kinsey Goman presents specific methods for communicating to employees both the WIIFM benefits of your plan and the negative consequences for the viability of your team if they don't get on board.

Avoiding the Workforce Crisis

Tamara Erickson explains how different generations of employees perceive the workplace, and describes how to attract and retain workers with this viewpoint in mind. Learn how to engage the hearts and minds of your employees by giving their work meaning and personal value.

Making Change Happen

Before any strategic vision can be realized, it must be shared with employees. This requires a sophisticated understanding of how to quickly communicate major changes, and effectively align a disparate workforce. Following two high-profile bank mergers, Sweden's Margareta Barchan shares innovative ways to implement a strategic vision so that employees understand their individual roles in making change happen.

Frontiers of Excellence

Conventional management wisdom says shareholder needs come first. Mr. Waterman challenges this assumption as he examines the success of companies that elevate the needs of their employees as well as the needs of customers. Organizational arrangement, not clever strategy, is their edge. Looking at some of America's most admired companies, Mr. Waterman shows how these organizational arrangements work and why America is the most productive nation in the world.

Tempered Radicals

"Tempered radicals" are people who want to succeed in their organization, yet also live by values or identities that might be at odds with their organization's primary culture. Such individuals do not fit neatly into an established structure, yet can be subtle agents for change in ways that ultimately benefit the corporation and make it more able to deal with today's diverse world.