Work Your Strengths: A Scientific Process to Identify Your Skills and Match Them to the Best Career for You
Ever feel like you're in the wrong job, maybe even the wrong career? You may be right. But before you make another move, consider this: your brain is hardwired with a unique combination of 12 different Executive Skills -the cognitive strengths that determine how well you will perform in a particular role. Your strongest and weakest Executive Skills can make the difference between big-time career success and years of disappointment and failure.
Production and Inventory Management in the Technological Age
Previously published by Prentice-Hall, now republished by the author, this book explains the area of material management for manufacturing companies in a clear, readily understandable way.
The Little Blue Book of Marketing: Build a Killer Plan in Less Than a Day
A great marketing plan identifies where an organization is, where it wants to be, and how it will get there. Most companies think they already have such a plan-but often they really have only a budget, a sales goal, or an excuse. What's the solution? According to Paul Kurnit and Steve Lance, it's not about copying someone else's cookie-cutter plan, or retreading your own plan from years past. There's a far more effective option: harnessing the company's own internal brain trust to create something fresh and perfectly tailored.
This comprehensive guide to coaching explores a full variety of coaching theories, approaches, and settings, and offers strategies for the reader to identify and develop a personal style of coaching. Written by leading international authors, each chapter makes explicit links between theory and practice and generic questions will facilitate further reflection on the topic. There are also suggestions for reading and short case studies.
In Walk the Walk, Alan Deutschman offers a new take on the true nature of great leadership. Though some experts make it seem complicated, it is actually breathtakingly simple. According to Deutschman, most leaders focus too much on what they say and not nearly enough on setting an example. This book shows what happens in those unusual cases of true leaders-in business, education, the military, and nonprofits-who always walked the walk, especially when times got tough. In a skeptical world, their actions gave them more credibility than even the best possible speeches.
