by Clark L. Wilson, Ph.D.

See how thousands of Executives, General Managers, Women Managers, Sales Managers, Sales Reps, and Team Leaders have succeeded, while one-third of those surveyed have fallen short.

Acquire insights into training and coaching to raise management & productivity.

Evaluate your personal management skills: Do you know how and why effective managers balance their skills? Does your Drive help or hurt your Technical and Teambuilding skills? Do your Seniors, Peers, and Reports agree with your assessments?







by Susan Gebelein (Editor), Lisa A. Stevens (Editor), Carol J. Skube (Editor), David G. Lee

Managers often learn how to lead and manage while doing their jobs. The 'Successful Manager's Handbook' helps you fulfill two of your most important roles as a manager--developing yourself and coaching others.







by Andrew S. Grove

Andrew Grove is President of Intel, America's leading manufacturer of computer chips. However, the management techniques he unveils in this bestselling and user-friendly guide are equally applicable for sales managers, accountants, consultants, even teachers--anyone whose job entails getting a group of people to produce something of value.







by Gerald Kraines

In Accountabililty Leadership, Gerald Kraines presents a radical and revisionist point of view in support of hierarchy and accountability as tools to boost organizational productivity. In his work consulting for major corporations throughout the country, Gerald Kraines consistently hears that 60% to 70% of any organization's potential effectiveness goes unrealized. If everyone in the organization were doing exactly what they were suppose to do and did so at full potential, imagine how much more effective companies could be! Business leaders who employ the principles put forth in Accountability Leadership stand to multiply their chance of success and market leadership. Managers and their companies who have implemented this approach report such achievements as: Cross-functional team aligned, flexible, and adaptive--but also focused, disciplined, and accountable; Improved, free-flowing, and value-adding employee-manager communication; Accurate development of each employee's full potential.







by Jim Collins

Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and hiscrew discovered the key determinants of greatness—why some companies make the leap and others don't.







by Robert Burgelman, Leonard Sayles

The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate entities. Such negotiation processes will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.







by Laird W. Mealiea, Gary P. Latham

Skills for Managerial Success is a practical, skill building text. Mealiea and Latham have included rigorous but practical content backed up by hands-on experiential exercises. It is appropriate for a management skills course and may fit in other courses such as principles of management and organizational behavior. Complete coverage of performance appraisal and negotiation—important skills for managers.







by Michael Watkins

Whether challenged with taking on a startup, turning a business around, or inheriting a high-performing unit, a new leader's success or failure is determined within the first 90 days on the job. In this hands-on guide, Michael Watkins, a noted expert on leadership transitions, offers proven strategies for moving successfully into a new role at any point in one's career. The First 90 Days provides a framework for transition acceleration that will help leaders diagnose their situations, craft winning transition strategies, and take charge quickly. Practical examples illustrate how to learn about new organizations, build teams, create coalitions, secure early wins, and lay the foundation for longer-term success. In addition, Watkins provides strategies for avoiding the most common pitfalls new leaders encounter, and shows how individuals can protect themselves—emotionally as well as professionally—during what is often an intense and vulnerable period. Concise and actionable, this is the survival guide no new leader should be without.

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