Eric Jacobson On Management And Leadership

In Fierce Resilience , author Edward Beltran , CEO of Fierce Inc., presents a groundbreaking approach to reducing workplace stress and building resilience through conversation.  As technology, isolation, and productivity pressures increasingly contribute to workplace stress, Beltran offers a science-based model that identifies and neutralizes individual stress triggers.   By leveraging the power of conversations, individuals discover: their unique stressors. how to master skills to neutralize stressors. ways to build unwavering resilience that elevates their emotional well-being.  “This book is aimed at people who are part of any type and size of workplace: in-person, hybrid, or virtual,” says Beltran. “I share personal anecdotes, case studies, exercises, practical guidance, and actionable strategies.”   · In the book, Beltran redefines resilience as the courage to self-assess and act . It is about being brave enough to face stress head-on, understand its roots, and take meaningful act

  In the new book, Good Judgment , author Richard Davis , PhD , explains what the science of personality is and how it works, and how all of us can use it to improve our working relationships, careers, and lives.   “Understanding the science of personality and how to utilize it is the key to exercising good judgment, shares Davis. “The ability to read others’ personalities quickly and accurately, overcoming biases and prejudices that might skew our perception, is critical when making decisions and managing relationships both professional and personal.”   Psychologists widely agree that five key traits define our personalities :   Intellect : How people think. How people process information, make decisions, and solve problems. Emotionality : How people express emotions. How people typically experience and/or express their emotions. Sociability : How people engage with others. How people tend to interact, communicate, engage, and get along with others. Drive : Why people do w

  Today brings the fourth edition of Leadership and Self-Deception , by The Arbinger Institute . Previous editions during the past two decades have inspired readers and taught them that to effectively lead our teams, careers, and relationships we must be honest with ourselves about who we are and what motivates us.  The book will show you how to identify self-deception and reverse its impact on personal and professional relationships — a critical skill in our polarizing times. The new edition of the book applies fresh insights into timeless concepts with a broader, more diverse set of characters.  Self-deception is the action or practice of allowing oneself to believe that a false or unvalidated feeling, idea, or situation is true.  “Self-deception is the most debilitating of organizational issues. This is because problems cannot be solved if the people responsible for the problems remain resistant to the possibility that they may need to change,” according to The Arbinger Insti

There are so many good things to learn in the book,  Helping People Win At Work , by  Ken Blanchard  and  Garry Ridge . Among those is the section about how to  define meaningful work . Their definition consists of these  seven attributes. Work is meaningful when it : It is conducted in a manner that is "good and proper" in all respects. It positively affects our company and our communities, giving our work an impact that extends beyond ourselves. It provides learning and growth, offers challenges, requires creativity, pushes us to surpass limits, and creates exciting results. It provides recognition and rewards for our achievements. It allows us to succeed as a team while excelling as individuals. It allows us to enjoy the ride, bringing humor and fun into our work. It fuels passion!

According to  Ron Ricci  and  Carl Wiese , authors of the book,  The Collaboration Imperative ,   high-performing teams have the following characteristics : People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas. Everybody is working toward the same goals. Team members are clear on how to work together and how to accomplish tasks. Everyone understands both team and individual performance goals and knows what is expected. Team members actively diffuse tension and friction in a relaxed and informal atmosphere. The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts. Disagreement is viewed as a good thing and conflicts are managed.  Criticism is constructive and is oriented toward problem solving and removing obstacles. The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or executive sponsor,

Here is some great advice from the book,  Anticipate, the Art of Leading by Looking Ahead ,  by  Rob-Jan De Jong . Use these 13 energizing verbs more often when communicating: Discover  (instead of See) Explore  (instead of Discuss) Radiate  (instead of Display) Uncover  (instead of Show) Transform  (instead of Change) Engage  (instead of Involve) Mobilize  (instead of Gather) Stretch  (instead of Develop) Boost  (instead of Increase) Propel  (instead of Move) Deliver  (instead of Give) Grasp  (instead of Understand) Connect  (instead of Join)

In their book,  Rapid Realignment , authors  George Labovitz  and  Victor Rosansky , reveal the most common responses from  thousands of managers and workers  when they were asked to think of the best boss they ever had, and then answer the question: " What did that person do to qualify as your best boss ?" And,  those most common responses were : My best boss listened! My best boss backed me up. My best boss trusted me and respected me. My best boss gave me feedback. My best boss left me alone. What else would you add to this list?

Extreme Teams  is a fascinating book by  Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw,  extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability  to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft  – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future.  The central questions to ask , therefore, are: What is it your team will be accompl

"Today’s business leaders are faced with many challenges: intense competition, increased regulation, and the need for constant innovation. Therefore, it’s imperative that as a business leader you have the essential meta-skill to navigate your business with a thorough understanding of your current situation, vision to see the future destination, and the ability to create the path to reach it,” explains  Rich Horwath , author of the book,  Strategic .  He says that being strategic is to possess insight that leads to advantage. Strategic is the  opposite of unstrategic  that includes:  Wondering aimlessly , lacking direction, getting lost in the weeds.  Doing everything , lacking the discipline to say no, and trying to be all things to all customers, both internally and externally.  Conducting meetings that take conversations down rabbit holes  that cause widespread frustration amongst the members of your group.  Fortunately, the book provides you with the blueprint for navigating th

Andrew C. M. Cooper ’s new book, The Ethical Imperative: Leading with Conscience to Shape the Future of Business , offers a compelling alternative vision―one where companies champion the collective prosperity of employees, shareholders, and communities.  More specifically, “I have two objectives for the book,” shares Cooper.   “First, to influence new generations to view business as a transformative force for positive change rather than an immovable obstacle to progress.”   “Second, to influence business leaders to think conscientiously about a corporation’s role in local communities and our broader society.”   The ambitious and distinguished millennial executive, Cooper, leverages over twenty academic studies and fifty years of research to challenge the status quo. He exposes the critical threat of public disengagement from businesses and institutions, urging a departure from outdated, profit-only models that harm corporations, consumers, and communities alike.   Co

“There are two pieces of debilitating thinking that hold women back: The first is waiting to be noticed or appreciated. The other is not taking a risk to apply for a new job or opportunity, believing that they do not have enough experience or skills sets,” according to   Christie Hunter Arscott , author of the book,   Begin Boldly .   In  Begin Boldly , Hunter Arscott turns this thinking on its head. She encourages women to treat their career like an investment portfolio with early deposits of bold moves, courageous actions, and informed risk.   “One thing I know for certain that I wish to impart to you:  Brilliant careers are seldom built without bold moves ,” says Hunter Arscott. “Despite recognizing the benefits of making bold moves, most women—especially those early in their careers—struggle to harness the power of risk-taking.”   Speaking about the book, Hunter Arscott states that it will equip you with the tools to navigate the workplace strategically and successfully, despite ch