Résultats pour "being" dans Direction

In Human Being, illuminating the reality beneath the façade, Ashkan Tashvir supports you to adopt an ontological ("let’s get real") approach to understanding human beings—yourself and others. It follows his best-selling book, Being, in which he deeply examines a radical paradigm he engineered after a decade of intensive studies called the Being Framework™ and the philosophy behind it.

The traits that make Sam Zell one of the world’s most successful entrepreneurs also make him one of the most surprising, enigmatic, and entertaining mavericks in American business. Self-made billionaire Sam Zell consistently sees what others don’t. From finding a market for overpriced...

Even amid the seeming chaos of the matrix organization - where you are constantly being asked to do things by people who aren't your boss - there is always that special person who seems indispensable, who seems to thrive on complexity, and who is able to stay focused and positive and get the right things done: This is the go-to person. In this game-changing book, Bruce Tulgan reveals the secrets of the go-to person in our new world of work. Tulgan shows how go-to people not only behave differently, but also think differently.

In Being the Guru, Ram Dass turns the teaching inward, examining what happens when responsibility replaces seeking. This recording includes a full biographical narrative, interwoven with talks that explore the transition from student to teacher, from devotion to embodiment.

How to be human at work. HBR's Emotional Intelligence series features smart, essential listening on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work.

Leaders often know what they need to do, but don’t have a clue who they need to be. Being Essential presents the seven questions that will help any leader discover an authentic path to the true self and master a virtuous cycle of self-awareness that fosters purpose, value, and joy at work and in life.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from subordinates, your supervisor, peers, and customers. You're not alone. Packed with compelling stories and practical guidance, Being the Boss is an indispensable guide for not only first-time managers but all managers seeking to master the most daunting challenges of leadership.

Based on Mark McGregor's 10 Principles of Leadership and Life, Being on Mission tells the story of Michael Weber, the typical, overworked manager, struck down in both his personal and professional life until he arrives at an all-time low. His ensuing transformation begins with the help of two mentors and a powerful leadership training workshop. Michael becomes aware of his situation, takes responsibility for his circumstances and his actions, and acquires the courage to change.

Through powerful stories and practical insights, John R. Robertson reveals why some leaders thrive through critical moments while others falter. He introduces a revolutionary approach to leadership that transforms how we show up when it matters most—not by accumulating more credentials or skills, but by developing the core character that people trust, respect, and follow.

When you ask someone how they're doing, a typical response might be, "I'm busy." Perhaps you've caught yourself saying that exact line a time or two – but what does that even mean? Far too many of us have allowed this idea of "being busy" to become a form of currency. It's a status symbol devoid of real value, yet it provides a quick escape from authenticity, enabling a facade upon which we've built our lives. Several years ago, Dan Irvin decided to stop "being busy" and focused on being more.

You never dreamed being the boss would be so hard. You're caught in a web of conflicting expectations from your subordinates, from those above you, and from your peers and customers. You're not alone. As Harvard Business School's Linda Hill and manager and executive Kent Lineback reveal in Being the Boss, becoming an effective manager is a painful, difficult journey. It requires trial and error, endless effort, and slowly acquired personal insight. Many managers never complete the journey and instead just learn how to get by. At worst, they become terrible bosses.

All your life you’ve followed the ‘rules’ of executive presence and leadership to get where you are and suddenly, they’re just not working the way they used to. The business world is clamoring for authentic leadership, but you don’t know what to share, what to wear, or how to show up as your ‘whole self’ or for people bringing their ‘whole selves’ to work. Executive Being: Humanizing Business One Leader at a Time has the answers.

Working life can feel like one long masterclass on how to fit in by fixing, hiding, or suppressing parts of us that feel somehow inadequate, inconvenient, or inappropriate. Over time, small acts of self-abandonment begin to take a heavy toll. It's no wonder that so many leaders feel alone, overwhelmed, and exhausted.

Leading While Being Led: Lessons From a Senior Enlisted Advisor, comprises tips and tricks I have learned through my military career that have made me successful at varying levels of leadership and within advisory positions. It consists of bite-size topics that explain issues common to leadership and business operations. Examples from my career are provided to provide context and a plan of action is given for each topic, advising the reader on applying these principles to their life.

So, you finally got that promotion. You're the boss now. The supervisor. The manager. The captain. The taskmaster. Those days of taking orders, running errands, and clock-watching are over. As exciting as all this might seem, once the rush of the promotion is over, you might be scratching your head wondering exactly what to do. Being the boss is never easy, but it's twice as hard for a woman. Either you're the dragon lady who rules with an iron fist or the mousey girl who gets drowned out at every meeting....

Strategies for Being Visible: 14 Profile-Raising Ideas for Emerging Female Leaders is a practical audiobook providing inspiration for women in early and middle leadership positions. The book will help motivate and equip them with the confidence, skills, and strategies they require to be more visible at work and raise their profile.

Everyone imagines top CEOs as larger-than-life figures who do things no one else could. But deep down every good business leader is an everyman who combines vision and high energy with the ability to connect with all types of people and learn from them

Unorthodox success principles from a billionaire entrepreneur and philanthropist. Eli Broad's embrace of "unreasonable thinking" has helped him build two Fortune 500 companies, amass personal billions, and use his wealth to create a new approach to philanthropy. He has helped to fund scientific research institutes, K-12 education reform, and some of the world's greatest contemporary art museums. By contrast, "reasonable" people come up with all the reasons something new and different can't be done, because, after all, no one else has done it that way.

From the arenas of professional sports to the boardrooms of major businesses, a thin slice of peak performers dominate every field. What is their secret to success? Few people know what drives these world-leaders like sports agent Molly Fletcher. Not only has Fletcher herself risen to the top of a tough, male-dominated field - CNN dubbed her "the female Jerry Maguire" - but she has also represented hundreds of successful athletes, coaches, and broadcasters in baseball, golf, basketball, and football. Her experience reveals exactly what it takes to play like "the best".

Every great leader who changed this world for the better refused to be nice. This is a book about performance, and human performance cannot excel if we are unhealthy. Far too many of our most important teams—from our families to our work units—are unhealthy and weak. What is to blame? Being nice!