Take a new approach to success! Let words of wisdom from billionaires, entrepreneurs, and businesspeople motivate you and help you on your own path to success. In this witty collection of business know-how, you will find quotations that reflect the full scope of business success.
When it comes to navigating the disability interactive process in compliance with federal ADA law and myriad state disability laws, no human resources professional is better qualified than Rachel Shaw. With "The Disabled Workforce," Rachel has written the book on ADA compliance, using straight talk to clarify confusing and complicated disability discrimination laws, while revealing her signature methods for managing the disability interactive process and its many challenges, including leave management, discipline issues, mental disabilities, fraudulent claims, and more. Rachel's revolutionary Disability Interactive Process Hallway™ will help you master ADA compliance while nurturing your diverse and dynamic workforce.
The essential playbook for the future of your business
What To Do When Machines Do Everything is a guidebook to succeeding in the next generation of the digital economy. When systems running on Artificial Intelligence can drive our cars, diagnose medical patients, and manage our finances more effectively than humans it raises profound questions on the future of work and how companies compete. Illustrated with real-world cases, data, and insight, the authors provide clear strategic guidance and actionable steps to help you and your organization move ahead in a world where exponentially developing new technologies are changing how value is created.
Written by a team of business and technology expert practitioners—who also authored Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business—this book provides a clear path to the future of your work.
The first part of the book examines the once in a generation upheaval most every organization will soon face as systems of intelligence go mainstream. The authors argue that contrary to the doom and gloom that surrounds much of IT and business at the moment, we are in fact on the cusp of the biggest wave of opportunity creation since the Industrial Revolution. Next, the authors detail a clear-cut business model to help leaders take part in this coming boom; the AHEAD model outlines five strategic initiatives—Automate, Halos, Enhance, Abundance, and Discovery—that are central to competing in the next phase of global business by driving new levels of efficiency, customer intimacy and innovation.
Business leaders today have two options: be swallowed up by the ongoing technological evolution, or ride the crest of the wave to new profits and better business. This book shows you how to avoid your own extinction event, and will help you;
Understand the untold full extent of technology's impact on the way we work and live.
Find out where we're headed, and how soon the future will arrive
Leverage the new emerging paradigm into a sustainable business advantage
Adopt a strategic model for winning in the new economy
The digital world is already transforming how we work, live, and shop, how we are governed and entertained, and how we manage our money, health, security, and relationships. Don't let your business—or your career—get left behind. What To Do When Machines Do Everything is your strategic roadmap to a future full of possibility and success. Or peril.
From The Author: Throughout my career, I have observed, studied, and interviewed many leaders including CEOs, presidents, vice presidents, executives, consultants, coaches, managers, and teachers. My goal all along has been to identify what the best leaders do in order to influence, inspire, and bring out the best in people. What I have discovered is that the truly great leaders have a clear and precise understanding of three things:
The context—they know how to diagnose and evaluate the current environment. They see both the problems and opportunities. Afterwards, they are able to clarify “what is” and identify “what’s possible.”
Themselves—they are self-aware. They know who they are and what they believe. They are clear on their mission and priorities, as well as their strengths and weaknesses.
The interaction—they know how to connect with people and make a positive impact. They understand how to present their ideas in a clear, concise, and compelling way.
All great leaders find precise answers to the following questions:
What are my core beliefs and values?
What is the current situation and what is possible in the future?
Why change is needed?
Who needs to change and what specific changes are required?
Are people able and willing to change?
What is the plan to increase people’s knowledge, skills and desire?
If Your Organization is Not Evolving, it is Dying!
Is your corporation looking for new and innovative ways to increase profits and employee productivity?
Does your 501(c)(3) need to expand your donor base, grant options, and access to volunteers?
Is your educational institution doing all that it can to increase the diverse student body, professors and teachers, and administrative staff?
Does your small business need a competitive advantage?
You can make sure that your organization does not die because you are using diversity as a means to evolve your organization. Is your organization using diversity and inclusion to evolve or is your organization stagnant? Has your organization used diversity and inclusion to improve the bottom line? Has your leadership used measurable diversity and inclusion efforts to create new or improved products or services? The United States and the global economy are evolving at a rapid rate. Changes in demographics, social media, technology, and global economic partnerships require evolving organizations to meet the demands of the diverse population. Organizations that refuse to develop or worse, take actions to try to maintain the “status quo” are doomed to extinction. Have you used diversity to grow your organization? Have you used diversity to improve your bottom line?
Diversify or Die introduces the use of diversity and inclusion as a powerful tool to evolve all aspects of the organization, including
The creation of the diversity equation.
The creation of the definition of diversity.
Use of Diversify or Die to improve your bottom line.
Tools to measure diversity and inclusion efforts.
The means to motivate managers to support and use diversity and inclusion efforts.
Eric Guthrie, Attorney, Certified Training Executive, and Certified Diversity Executive, distilled diversity and inclusion experience, diversity and leadership training, and years of research to write the manual for organizations to evolve their diversity inclusion efforts and their organization.
Like you, employee engagement expert and author Jill Christensen knows that the most successful companies in the world have the highest levels of employee engagement. Then why is culture put on a back burner? Why is it managed via an annual survey? Why is one group - Human Resources - tasked with championing this critical area alone?
With three decades of executive coaching, speaking, and most importantly, real-life, in-the-trenches global Fortune 500 business experience, Jill's view is radically different. She shares with readers that although HR "owns" culture change, they do not own culture change. Employees will not re-engage unless senior leaders and supervisors fundamentally change the way they manage the company and their teams.
Companies in the top tier of employee engagement outperform their peers by 147 percent in earnings per share and have a 90 percent better growth trend than their competition. However, 70 percent of workers are disengaged, sleepwalking though their day and giving you zero discretionary effort.
How do you inspire employees (yes, even Millennials) to get off the sidelines and get into the game? Jill Christensen has uncovered four simple principles to turn your disengaged workforce into a unified high-performing team, and the four leadership traits you need to successfully lead culture change.
By cracking the code of employee disengagement, you will:
Increase company performance and profits.
Increase customer satisfaction.
Increase employee productivity and retention.
Decrease quality defects, safety incidents, theft, and absenteeism.
The Volkswagen diesel emissions test cheating scandal and its various offshoots have had a far-reaching impact on a wide range of parties. This impact has been financial, environmental, political, and regulatory. The parties affected include car owners, Volkswagen’s leadership team and employees, shareholders, car dealers, government officials, regulatory agencies, the media, the automotive industry, and even the Made-in-Germany brand. To date, Volkswagen has been assessed or agreed to over $24B in fines, penalties, and compensatory payments to car owners. One Volkswagen employee is serving an 18-month jail term in South Korea. Another is awaiting sentencing in the U.S. after a plea bargain arrangement. A third sits in a U.S. jail thousands of miles away from his home in Germany pending his own trial or plea bargain agreement. Five of their colleagues in Germany have been indicted on felony charges by a U.S. grand jury and have been warned not to leave the country.
The Volkswagen Saga is a story of deliberate corporate malfeasance that has impacted the automaker’s car brands, leadership structure, governance, corporate reputation, current and future financial results, and its corporate culture. It is a story full of leadership lessons on corporate governance, branding, crisis communications, corporate responsibility, and individual accountability relevant to leaders of any size organization.
Leadership Lessons from the Volkswagen Saga nails the teachings and learnings stemming from what is now the benchmark for corporate cheating and corporate scandals.