The world’s most trusted guide for leaders in transition. Transitions are a critical time for leaders. In fact, most agree that moving into a new role is the biggest challenge a manager will face. While transitions offer a chance to start fresh and make needed changes in an organization, they also place leaders in a position of acute vulnerability. Missteps made during the crucial first three months in a new role can jeopardize or even derail your success.

The 4 Disciplines of Execution provides a simple, proven formula for achieving the goals that every individual or organization needs to reach. From Marriott to the U.S. Navy, Covey and his team have worked with more than 200,000 people in hundreds of organizations to improve performance, identifying and honing four secrets of perfect execution: Focus on the Wildly Important; Act on the Lead Measures; Keep a Compelling Scoreboard; and Create a Cadence of Accountability.

The missing link to long-term Lean success! Despite the fact that companies worldwide have adopted Lean production, none has sustained the same levels of excellence as Toyota. Why? Leadership. In The Toyota Way to Lean Leadership, Jeffrey Liker and Gary L. Convis, a former executive V.P. and managing officer of Toyota, help executives and senior managers get employees to refocus their efforts - from simply performing their singular function to continuously improving in collaboration across the organization.

The Fearless Organization offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent, but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule, or intimidate.

In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

Much of what we hear about who gets to the top, and how, is wrong. Those who become chief executives set their sights on the C-suite at an early age. In fact, over 70 percent of the CEOs didn't have designs on the corner office until later in their careers. You must graduate from an elite college. In fact, only seven percent of CEOs in the dataset are Ivy League graduates - and eight percent didn't graduate from college at all. To become a CEO you need a flawless résumé. The reality: 45 percent of CEO candidates had at least one major career blowup.

Are you a high potential? Your managers and HR department are constantly wondering that about you - and assessing whether or not you have what it takes to advance. Here's how to get them to answer yes. Being seen as a high potential leader is essential to getting promoted and reaching an organization's upper echelons, but most companies keep their top talent list a closely guarded secret. And the assessment process they use to decide who is and isn't a future leader is an even greater mystery.

Strong leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline—the internal architecture for growing leaders—is often broken or non-existent. This updated edition of the best-selling The Leadership Pipeline has been revised to help address the challenges of today’s business environment. Anchored in experience, it offers a tested model for planning leadership succession and development that has proven to get results.

A guide to navigating the messiness of software development process change, dealing with all the legacy organizational elements, and focusing on increasing business agility.

Businesses everywhere are plagued by managers who seem to think that keeping their staff miserable is the best way to deliver profits. This is a failure of leadership that also hurts the bottom line; research has shown that maintaining a happy, engaged workforce consistently drives measurably better business results across the board. In When They Win, You Win, Russ Laraway, the Chief People Officer at Qualtrics, provides a simple, coherent, and complete leadership standard that teaches organizational planners and managers how to develop incredible levels of employee engagement.

When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.

Through her global consulting projects, keynote speeches, and work with thousands of leaders, Karen has seen first-hand how a pervasive lack of clarity strangles business performance and erodes employee engagement. Ambiguity is the corporate default state, a condition so prevalent that “tolerance for ambiguity” has become a clichéd job requirement. It doesn’t have to be this way.

Red Teaming is a revolutionary new way to make critical and contrarian thinking part of the planning process of any organization, allowing companies to stress test their strategies, flush out hidden threats and missed opportunities, and avoid being sandbagged by competitors.

In PeopleWork, author and safety management consultant Kevin Burns presents a people-centered system for the management of the safety program in the workplace. He lays out the practical, how-to steps that frontline supervisors and safety people can master. This promotes a relationship-based culture focused on mentoring, coaching, and inspiring teams. It is an approach that improves employee productivity and allows everyone to achieve their personal goals and the goals of their company. With PeopleWork, you can raise workplace safety to a level where it actually works.

Difficult people are the worst part of a manager's job. Whether it comes from direct reports or people above, outbursts, irrational demands, griping, and other disruptions need to be dealt with - and it's your responsibility to do it. Leading the Unleadable turns this dreaded chore into a straight forward process that gently, yet effectively, improves behaviors.