Marshall Goldsmith

JUNE 19, 2014

With more than 150,000 copies sold, “Managers as Mentors: Building Partnerships for Learning,” Chip Bell and Marshall Goldsmith’s classic guide to successfully combining these two interrelated roles has proven to be deeply influential among professionals in virtually every industry and leadership role.

Mentor 127

Mentor Govindarajan Management Handbook 127

Tanveer Naseer

APRIL 1, 2014

State of the art management and leadership techniques are continually evolving. Technology has clearly paid a huge part in this, but the biggest driver of change in how organizations are run is the ceaseless quest for improvement; to manage more efficiently and effectively to better achieve business results.

Blue Ocean Strategy 220

Blue Ocean Strategy Prahalad Christensen Leadership 220

Deming Institute

JANUARY 16, 2017

Sadly, it didn’t take very long to realize that the plant had a very traditional management style, very traditionally combative labor/management relations, and a typical blame-and-shame, command-and-control environment that made people miserable and didn’t deliver quality to the customer or any of the right business results.

Kaizen 28

Kaizen Deming Lean Manufacturing Handbook 28

Leading Blog

DECEMBER 25, 2014

We must be creative and innovative in our organizations but perhaps more importantly, in working on ourselves. Baldoni also provides an appendix that works as a handbook to guide you in this. Isaacson makes the point that innovation happens in the real world by teams and not lone geniuses. A S LEADERS we must learn and grow.

Books 285

Books Wiseman Kotter Leadership 285

Harvard Business Review

JUNE 19, 2013

Anyone who has hiring responsibilities in 2013 would like to think that the U.S. The reality is that while your company may manage diversity, it probably doesn''t hold anyone accountable for whether your applicants and employees are treated fairly and without regard to gender, race, and ethnicity in hiring and promotion decisions.

Diversity 8

Diversity Human Resources Benchmarking Handbook 8

Harvard Business Review

APRIL 8, 2014

Most decisions in organizations are made by escalating them up the management hierarchy — and it’s usually the highest paid person in the room’s opinion (“HIPPO”) that prevails. Consider these three examples from the frontiers of management: Funding decisions at most organizations are made by senior management or maybe an independent panel.

Software 8

Software CIO Early Adopters Project 8