Imagine owning a company everyone wants. One that's truly valuable. It's not easy. It takes commitment and sacrifice, but it's within your reach. Creating that company everyone wants is about taking on the role of CVO, or Chief Value Officer, and building an extraordinary company-a sustainable, exciting, innovative, fun, valuable company. A company that provides you with the rewards you have worked for and deserve. A company that provides you with options. A "Gotta Have" company. Strategic Value and its Four Pillars is a powerful tool Joel developed to help his clients create companies everyone wants. It has enabled CEOs to become CVOs and create extraordinary companies with extraordinary company value. You will discover why Strategic Value is so important to building long term company value and what makes it unique. Joel shows you how to assess your company's current Strategic Value, set your Strategic Value vision, and then how to build your Strategic Value acceleration roadmap to achieve that vision. As the CEO or owner of a growing company, you will relate to and learn from the numerous stories of Strategic Value successes shared by Joel. If you want to create a "Gotta Have" business-one that everyone wants-and if you're willing to become the CVO, to change your perspective, to start building value today, and to stop wasting time and money doing what isn't creating long term value, then this book can be your guide as you transform your business from ordinary to extraordinary .

In life or death, sometimes the actions toward another person are not forgotten. The invasions of another persons mind set can cause the viewer to take a step back, sit up and imagine that the enemy does not see what is coming. They are in the inner part of the enemy head to feel the pain and not mix it up. In a new line up of horror stories, Mr. Marsh takes us to the existence that there is more to life and death that we already know. Marsh focuses hard on showing us the different views of how pain and a doormat person can live inside us all and not realizing it until it is to late. Marsh mind set is so strong on the death of him, that he sheds a dark light just to allow us to read a little concerning the demons inside us all. The style he shows is very conversational and straight forward in his own dark ways. A book inside a book, "The Deadly Vows" is the mindset of Mr. Marsh. "The Deadly Vows" is powerful and offers us to see the evil we care not to see. The question after reading this book is, "Is it safe to go out again, knowing that there are people that are out there with his mindset. The "The Deadly Vows" is a dark and painful raw emotions book to read and it bares a spectrum of themes to comprehend.

Hope for Leaders Facing Burnout and Discouragement Around the world, discouragement erodes the vitality of organizations. Visionaries often succumb to cynicism. Zealous advocates give up. Leaders coast as their passion for the cause grows cold. Grounded in research, this book is an invitation for followers of Jesus to sustain hope in long-term service. It's about moving past the false hope of idealism and the faint hope of disillusionment to discover true Christian hope. You will gain encouragement through the study of the book of Jeremiah woven throughout as the authors explore how the Lord prophetically met and sustained Jeremiah during his lifetime of faithfulness despite literally nothing going as he'd hoped. Glean further inspiration by reading the stories of Christian leaders from around the globe: Zimbabwe, Haiti, Guatemala, Poland, Palestine, the Philippines, India, Zambia, and Lebanon. For this is a moment when we need the global Church's perspective and influence. Don't give up and don't check out. These are confounding and perilous days, yet God's sustaining presence can bring joy, hope, and encouragement even amid heartache and disappointment.

"This is the book that needed to be written in this time of tribulation for American business.... a must-read." -- Norman R. Augustine, Chairman of the Executive Committee, Lockheed Martin Corporation "Aspiring CEOs and leaders of all kinds -- as well as anyone depressed at recent revelations of the dark side of American business behavior -- should read this book." -- Nannerl O. Keohane, President, Duke University "He has accurately described the critical role that character plays in the leadership equation... and in life. This is a superb book." -- General Charles C. Krulak (Ret), 31st Commandant of the U.S. Marine Corps Like a moose in the living room, some problems are hard to ignore. Randall Tobias says that whether these problems are in business or in life, it is best to confront them openly and honestly. Put the Moose on the Table sets forth the ethical lessons Tobias first learned as a youth in Remington, Indiana, which continued to guide his upward trajectory through the business world. Among the topics he discusses are leading by example, dealing with wrenching change, the importance of openness versus secrecy, mentoring, and "the vision thing." This is an enlightening and hopeful book about succeeding without selling out, turning change to advantage, and confronting difficult issues, told from the point of view of one who has played a significant role in two of the major corporate transformations of our time.

This book is a treatise on vigilance; compliance and anti-corruption. It is based on empirical and realistic approach to the subject; with some interpretations from ancient wisdoms. The book will be of interest to bureaucrats and senior managers in government; public and private sectors; and to political practitioners and policy-makers. Vigilance is founded on the premise that honesty is the best policy. But; at times; it appears counter intuitive and not borne out from the real-life experiences. If vigilance were so easy to comprehend and unconditionally acceptable; then perhaps there would have been no need to teach vigilance; or write any book on it. It would have been instinctive. All of us would have just followed the dogma. There are four types of corruption: 1. Tribute 2. Coercive corruption 3. Collusive corruption 4. Mass indoctrination Vigilance authorities concentrate on curbing tributes and coercive corruptions; but collusive corruptions and mass indoctrinations are far more lethal and damaging. The book emphasizes on these two later forms of corruption.

The ultimate instruction manual for every new CEO The New CEO Corporate Leadership Manual is essential reading for every CEO needing a blueprint for the role of CEO, including an overview of organizational structure, corporate strategy, management systems and finance. Along with considerable information about the financial systems needed for a modern corporation, with particular emphasis on funds management, going public, and dealing with investors, this important book explains how to select acquisition targets, price them appropriately, and successfully integrate them, as well as how to turn around a failing enterprise. Gives new CEOs a hard, quantitative view of the systems and techniques needed to run a company Discusses the CEO's place in the corporation Explores information technology strategy, tax strategy, outsourcing strategy and more Filled with pragmatic insights, proactive strategies, and best practices, The New CEO Corporate Leadership Manual is destined to become the desktop companion you employ to be successful in your new position.

The role of Chief Operations Officer is clearly important. In fact, it has been argued that the number two position is the toughest job in a company. COOs are typically the key individuals responsible for the delivery of results on a day-to-day, quarter-to-quarter basis. They play a critical leadership role in executing the strategies developed by the top management team. And, in many cases, they are being groomed to be—or are actually being tested as—the firm's CEO-elect. Despite all this, the COO role has not received much attention. Riding Shotgun: The Role of the COO provides a new understanding of this little-understood role. The authors—a scholar and a consultant—develop a framework for understanding who the COO is, why a company would want to create this position, and the challenges associated with successful performance in the COO role. Drawing heavily on a number of first-person accounts from CEOs and other top executives in major corporations, the authors have developed a set of strategies or principles to inform individuals who aspire to serve in such a position. The executives who share their experiences in this book are from some of the most established and important companies in today's economy: AirTran; American Standard Companies; Amgen; Adobe Systems, Inc.; Autodesk, Inc; eBay; Heidrick & Struggles; InBev; Kohlberg Kravis Roberts & Company; Mattel, Inc; Motorola; PepsiCo; Raytheon Company; Starbucks; and many others. Excerpts from the Book: On focusing on success "The primary goal I set for myself on how I define what success looks like for me is am I working at a company that matters? Am I working with somebody who I think affects positive change? Am I providing a benefit to my family? Am I enjoying myself? Why would I put a limitation on my enjoyment? There is an old view on Wall Street that says, 'They love you until they don't.' I am going to stay happy until I am not."—Dan Rosensweig, COO Yahoo! On the relationship between the CEO and COO "Deep down, you have to trust each other and you have to like each other. If you don't like each other, and/or don't trust each other, it may work, kind of, but it will be at a fifty percent level at best."—Craig Weatherup, Director, Starbucks, and former Chairman, Pepsi On the challenges of transitioning into the COO role "If you can't conceptualize the strategic objectives or help drive that or participate in that, I don't think you are going to succeed. But, equally, if you can't translate that into an executable plan, you are not going to succeed either."—Shantanu Narayen, COO, Adobe Systems Additional Quotes: "Miles & Bennett tackle an important and drastically under-researched area: the role, personalities, fit and success factors of COOs. We've seen several COOs who have been total winners, but it's striking how different the models of success can be depending on role, personal competencies, business situation/cycle/type, team strengths, and CEO strengths. The authors have done a very nice job of tying all of this together."—Jim Williams, Partner, Texas Pacific Group "The lessons reported in this book will be very useful to Boards, Heads of Human Resources and CEOs as they consider succession planning and organizational design."—Dale Morrison, President & Chief Executive Officer, McCain Foods Limited "The job of COO is becoming more important as companies and their boards look internally for succession alternatives. One question they face: Will the organization continue to run as the number 2 becomes the number 1? Riding Shotgun will help answer this and many more questions about the COO role in today's corporate structure."—John Berisford, Senior Vice President, Human Resources, The Pepsi Bottling Group "The COO plays a critical leadership role in most businesses, but its particularly true in the natural resources industry. Getting the right person on board and making sure that they are set up for success is critical. The information presented in this book is long overdue and will certainly help CEOs and Boards successfully design and implement the COO position."—Charles (Chip) Goodyear, Chief Executive Officer, BHP Billiton "With the recent emphasis on enterprise performance and CEO succession planning, this book is a must-read for board members and executives who want to drive leadership capability and ensure sustained performance in their companies."—Carlos Cardoso, Chief Executive, Kennametal Inc. "Under a weak CEO, the job is nothing short of agony. Under a great CEO, the COO's job is the best in the world-grounded in execution and performance metrics."—Paula Rosput Reynolds, President and Chief Executive Officer, Safeco Corp. "The takeaways in this book are critical to anyone whose work touches that of the COO—CEOs, boards, top managers—COOs themselves. That said, a great deal of the lessons herein will help any one more effectively manage their relationship with their boss or their number two—wherever they sit in an organization."—Kevin Cox, Executive Vice President, Human Resources and Quality, American Express Financial Services, Inc. "What makes for a successful relationship between the CEO and chief operating officer? Why do there seem to be so many examples where it just doesn't work as intended? Miles and Bennett offer well thought through perspectives on the factors which influence the success or failure of the chief operating officer role in today's corporation, supported by candid interviews with a number of well-known leaders. The result is a highly readable book which will help those considering creating such a role to go into it with their eyes wide open."—Lucien Alziari, Senior Vice President, Human Resources, Avon Products, Inc. For more information, please visit the Riding Shotgun website.