For the past several years, multimillionaire businessman, entrepreneur, and investor Robert Kiyosaki has been a staunch supporter of network marketing. Like many people, he was skeptical about the industry at first ... until he learned firsthand what network marketing is all about: helping people. In his latest book, the author of the phenomenally successful Rich Dad Poor Dad series shows why network marketing is indeed the business of the 21st century. Robert shares the eight wealth-building assets offered by network marketing that allow you to take advantage of these tough economic times to build a strong financial future and happier life.
Ken Blanchard’s Leading at a Higher Level techniques are inspiring thousands of leaders to build high-performing organizations that make life better for everyone. Now, in Helping People Win at Work, Blanchard and WD-40 Company leader Garry Ridge reveal how WD-40 has used Blanchard’s techniques of Partnering for Performance with every employee--achieving levels of engagement and commitment that have fortified the bottom line. Ridge introduces WD-40 Company’s year-round performance review system, explaining its goals, features, and the cultural changes it requires. Next, he shares his leadership point of view: what he expects of people, what they can expect of him, and where his beliefs about leadership and motivation come from. Finally, Blanchard explains why WD-40 Company’s Partnering for Performance system works so well--and how to leverage its high-value techniques in your organization. In this book, you’ll learn how to: · Stop building failure into your mentoring of employees · Set goals using the SMART approach: specific, motivational, attainable, relevant and trackable · Help people move through all four stages of mastery · Create a culture that shares knowledge and encourages nonstop learning “I’m thrilled that the first book in our Leading at a Higher Level series is with Garry Ridge, president of WD-40 Company. For years I’ve been concerned about how people’s performance is evaluated. People are often forced into a normal distribution curve, or even worse, rank ordered. Not only does this not build trust, it also does not hold managers responsible for coaching people and helping them win. The manager’s responsibility is focused on sorting people out. When I was a college professor, I always gave my students the final exam at the beginning of the course and spent the rest of the semester helping them answer the questions so that they could get an A. Life is all about getting As, not some stupid normal distribution curve. Garry Ridge got this, and wow! What a difference it has made in WD-40 Company’s performance.” --Ken Blanchard “When I first heard Ken talk about giving his final exam at the beginning of the course and then teaching students the answers so they could get an A, it blew me away. Why don’t we do that in business? So that’s exactly what I did at WD-40 Company when we set up our ‘Don’t Mark My Paper, Help Me Get an A’ performance management system. Has it made a difference? You’d better believe it. Ever since we began the system, our company’s annual sales have more than tripled, from $100 million to more than $339 million. And we’ve accomplished this feat while making the company a great place to work.” --Garry Ridge
Often downplayed in the excitement of starting up a new business venture is one of the most important decisions entrepreneurs will face: should they go it alone, or bring in cofounders, hires, and investors to help build the business? More than just financial rewards are at stake. Friendships and relationships can suffer. Bad decisions at the inception of a promising venture lay the foundations for its eventual ruin. The Founder's Dilemmas is the first book to examine the early decisions by entrepreneurs that can make or break a startup and its team. Drawing on a decade of research, Noam Wasserman reveals the common pitfalls founders face and how to avoid them. He looks at whether it is a good idea to cofound with friends or relatives, how and when to split the equity within the founding team, and how to recognize when a successful founder-CEO should exit or be fired. Wasserman explains how to anticipate, avoid, or recover from disastrous mistakes that can splinter a founding team, strip founders of control, and leave founders without a financial payoff for their hard work and innovative ideas. He highlights the need at each step to strike a careful balance between controlling the startup and attracting the best resources to grow it, and demonstrates why the easy short-term choice is often the most perilous in the long term. The Founder's Dilemmas draws on the inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, while mining quantitative data on almost ten thousand founders. People problems are the leading cause of failure in startups. This book offers solutions.
Top MBA programs reject more than 80 percent of the applicants. When trying to beat the tough business school competition, how do you know what will get you fast-tracked to the "yes" pile (or the dreaded "no" pile)? No insider is better suited to set you on the right track than Chioma Isiadinso, a former Harvard Business School MBA Admissions Board Member and the founder of Expartus, an admissions consulting firm specializing in helping candidates get into the top MBA programs. The Best Business Schools'Admissions Secretsis the ultimate collection of insider advice, direct from one of the country's toughest admissions boardrooms. Centered around the concept of branding yourself, Isiadinso covers all the essential topics you need to master to stay ahead, including: Understanding the admissions criteria Essay essentials Resumes and professional records How to nail the interview Critical mistakes to avoid And much more No other business school admissions advice guide can claim this level of authority. The Best Business Schools'Admissions Secretsis sure to give you the edge you need to shine in the eyes of admissions boards everywhere.
Are you at the top of your game—or still trying to get there? Take your cues from the short, powerful 9 Things Successful People Do Differently, where the strategies and goals of the world’s most successful people are on display—backed by research that shows exactly what has the biggest impact on performance. Here’s a hint: accomplished people reach their goals because of what they do, not just who they are. Readers have called this “a gem of a book.” Get ready to accomplish your goals at last.
Is management a profession? Should it be? Can it be? This major work of social and intellectual history reveals how such questions have driven business education and shaped American management and society for more than a century. The book is also a call for reform. Rakesh Khurana shows that university-based business schools were founded to train a professional class of managers in the mold of doctors and lawyers but have effectively retreated from that goal, leaving a gaping moral hole at the center of business education and perhaps in management itself. Khurana begins in the late nineteenth century, when members of an emerging managerial elite, seeking social status to match the wealth and power they had accrued, began working with major universities to establish graduate business education programs paralleling those for medicine and law. Constituting business as a profession, however, required codifying the knowledge relevant for practitioners and developing enforceable standards of conduct. Khurana, drawing on a rich set of archival material from business schools, foundations, and academic associations, traces how business educators confronted these challenges with varying strategies during the Progressive era and the Depression, the postwar boom years, and recent decades of freewheeling capitalism. Today, Khurana argues, business schools have largely capitulated in the battle for professionalism and have become merely purveyors of a product, the MBA, with students treated as consumers. Professional and moral ideals that once animated and inspired business schools have been conquered by a perspective that managers are merely agents of shareholders, beholden only to the cause of share profits. According to Khurana, we should not thus be surprised at the rise of corporate malfeasance. The time has come, he concludes, to rejuvenate intellectually and morally the training of our future business leaders.
Too many organizations today play follow the leader: the commander articulates a "vision" and people uncritically go along with it. But this style of leadership is ultimately ineffective and even dangerous. It hampers people's ability to anticipate and react to changing circumstances. And if the leader's vision is flawed, the entire organization will suffer. In Real Leadership, Dean Williams argues that the true task of the leader is to get people to face the reality of any situation themselves and develop strategies to deal with problems or take advantage of opportunities. Leaders who are responsible with their power and authority don't dictate; they help people determine what shifts in their values, habits, practices and priorities will be needed to accommodate changing conditions and new demands. Williams details how to apply this new approach to six different challenges that every organization faces. Throughout, he uses examples from his own experiences--working with organizations as diverse as the government of Singapore, Aetna Life and Casualty, and the nomadic Penan tribe in Borneo--as well as historical examples and the insights gleaned from his many interviews with presidents, prime ministers, and business leaders to demonstrate the practical application of real leadership in the real world. At a time when so many "visionary" leaders have led their organizations to disaster, Real Leadership offers a needed, proven alternative.
A groundbreaking look at why our interactions with others hold the key to success, from the bestselling author of Originals For generations, we have focused on the individual drivers of success: passion, hard work, talent, and luck. But in today’s dramatically reconfigured world, success is increasingly dependent on how we interact with others. In Give and Take, Adam Grant, an award-winning researcher and Wharton’s highest-rated professor, examines the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. Praised by social scientists, business theorists, and corporate leaders, Give and Take opens up an approach to work, interactions, and productivity that is nothing short of revolutionary. From the Hardcover edition.
The new face of network marketing is revealed in a guide to the world of multi-level marketing and direct selling that focuses on the stories of ordinary people who tripled and quadrupled their salaries after overcoming their initial skepticism and embracing the rewards of this career opportunity. Original.
Most CEOs say the same thing: finding good people is difficult, and a matter of luck rather than skill, as being good on paper doesn't always translate to being good in practice. In Good People, venture capitalist Anthony Tjan explains the five tensions that make "goodness" so uncommon in business, and features numerous profiles of "good people" who are extraordinary leaders and motivators in their fields, including Dominic Barton, Managing Director of McKinsey & Co and Gary Knell, CEO of National Geographic. Establishing a new vocabulary for understanding and talking about the meaning of "good," both in business and beyond, Tjan offers practical advice for advancing the only durable competitive advantage for organizations: a set of values for developing oneself and others.
Looking for advice on setting up your own company, improving your career prospects, or developing your leadership skills? Why not ask Richard Branson? In Like a Virgin: Secrets They Won't Teach You in Business School, Richard distils and shares the wisdom and experience that have made him one of the world's most recognised and respected entrepreneurs. From his 'Top 5 secrets of Business Success', to hard hitting discussions about the global financial crisis, this book brings together his best advice on all things business. It's business school, the Branson way.