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Sat, 04 Jul 2009 05:23:11 GMT

Here you'll find simple, smart solutions that enable individuals and organizations to learn, teach and inspire each other in the world's best business ideas quickly and easily. Choose from hundreds of resources that enable you investigate, instruct and inspire yourself and others in the works of the world's best business authors and publishers. You'll earn a better return on investment than from any other alternative!

How the Mighty Fall

Sat, 04 Jul 2009 05:23:11 GMT

When you're at the top of your game, the most successful company in your industry, your very success might cover up the fact that you're already on the path to decline. How would you know?

That question captured Jim Collins' imagination when it was put to him by the chief executive of one of America's most successful companies, and it led him to write his latest book. He found the question especially intriguing because some of the great companies profiled in his previous books had subsequently lost their position of excellence, while some had not. Why?

In this execuBook, Collins sets out the five stages that once-great companies go through when they decline, explaining how each stage occurs and how it could be avoided.

This summary explores the factors that lead to corporate failure. It will be of interest to all corporate leaders and managers.

The Impulse Factor

Sat, 04 Jul 2009 05:23:11 GMT

What kind of decision-maker are you?

About 80% of all people are risk managers - their biggest concern when making everyday decisions is to minimize risk, thereby maximizing their long-term security. The other 20% are potential seekers who, instead of avoiding risky situations, tend to run headlong into them in an attempt to take home the biggest prize.

In this execuBook, author Nick Tasler says each approach has its own advantages and disadvantages, and by exploring and contrasting them we can strike a productive balance between the high-risk behavior of the impulsive potential seekers and the afraid-of-losing-it-all risk managers.

This summary will help anyone gain a better understanding of the way decisions are made - whether by themselves or by others.

From the Bureau to the Boardroom

Sat, 04 Jul 2009 05:23:11 GMT

What does the FBI have in common with the less dramatically challenged companies and corporations that the rest of us serve?

For all its gravitas, the FBI deals with management issues no different from our own. It must compete on a global playing field, operate with limited resources, manage failure and the resulting effect on morale, and try to retain its top performers. And it's under constant pressure to perform.

In this execuBook, author Dan Carrison shows why the FBI is a terrific organizational model - not because of the nature of its work, but because of the way its work is managed.

This summary explains how some of the FBI's successful practices can be adapted for use by other organizations. It will be of interest to leaders and managers in any business.

Getting Even

Sat, 04 Jul 2009 05:23:11 GMT

What's the difference between getting even and taking revenge?

There really isn't a difference, but getting even seems to be more socially acceptable. When professionals were asked by researchers if they ever engaged in acts of revenge in the workplace, most responded with an emphatic No! But when the researchers asked, Do you ever try to get even with others at work? the response was almost always, Of course, all the time!

In this execuBook, authors Thomas Tripp and Robert Bies say that what attracts people to revenge (whether they use that name or not) is a sense of justice. Revenge is surprisingly common in the workplace, and the cause isn't problem employees but an unjust workplace.

This summary defines and explains workplace revenge, and offers solutions. It will be of interest to managers who want to make their employees less likely to be vengeful.

Cats

Sat, 04 Jul 2009 05:23:11 GMT

Why would Thomas Edison go fishing without bait on his hook?

He wanted time alone to think, and he knew that if people thought he was fishing they would leave him alone. But he also knew that catching a fish would be distracting. Fishing without bait was Edison's way of physically provoking innovation, allowing his ideas the spaciousness they needed to appear.

In this execuBook, author Stephen Lundin lists what he calls the Nine Lives of Innovation - including physical provocation - which are shared by cats and by people who are able to overcome the four basic impediments to innovation.

This summary presents a novel way of thinking about innovation. It will be of interest to individuals who wish to be more innovative, and managers who need to encourage innovation.

Leading to Win

Sat, 04 Jul 2009 05:23:11 GMT

After completing this workshop, participants will understand the essential leadership qualities required to win.

Sharing Responsibility for Company Profit

Sat, 04 Jul 2009 05:23:11 GMT

After completing this workshop, participants will understand the mindset required for sustained business growth and how to proactively share in the responsibility for producing and maintaining growth.

Showcasing Your Expertise with Stories

Sat, 04 Jul 2009 05:23:11 GMT

To tell stories that help others learn about your expertise so that your talents can be used to create business results.

Activating Your Internal Network

Sat, 04 Jul 2009 05:23:11 GMT

To be able to determine the value of working relationships and determine the next move to deepen them.

Assessing Your Internal Network

Sat, 04 Jul 2009 05:23:11 GMT

To be able to decide which of four kinds of relationships you have with everyone whose job intersects yours in any way, and to plan and practice the first relationship building conversation you will have with them.

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Sat, 04 Jul 2009 05:23:11 GMT

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