'Positive Influence recognizes human connection as a universal and enduring need. In an evolving world facing crises of disconnection where loneliness, division, and polarization have become commonplace, Tsun-yan Hsieh and Huijin Kong offer a substantive, go-to guide to build a personal craft for nurturing human connection.'Laxman NarasimhanCEO, Starbucks We are a society shaped by influence. From Dale Carnegie's seminal book How to Win Friends and Influence Others (1936) to social media 'Influencers' affecting thoughts and behaviors, influence has permeated society, business and our lives. Like it or not, we are all influencing or being influenced by one another every day.However, we are getting more disconnected in our lives even as we get more digitally wired. This book is a bold attempt to reconnect us to our humanity and to each other by a type of influence the authors call +Influence (Positive Influence). In essence, +Influence effectuates mutually beneficial outcomes. With it, you can do well for yourself and do good to others.New York Times bestselling author and renowned leadership guru Tsun-yan Hsieh, together with his LinHart partner Huijin Kong, co-creator of high-impact programs, dive deep into how to master +Influence, an essential 'soft skill' of our times. Combining decades of experience from shopfloors to boardrooms, both in the West and the East, the authors have distilled the principles of '+Influence' to a repertoire of mindsets, habits and skills. Richly illustrated with real-life examples, this book will help you achieve an elevated level of empathy for where others are coming from, and better equip you to find mutually beneficial paths out of conflicts while promoting alignment around the goals that matter. Whether you are a CEO or professional, Positive Influence: The First and Last Mile of Leadership will inspire you to hone +Influence into a craft over time that will propel your career and personal relationships, with more of your humanity gaining greater expressions in every moment of influence.

The purpose of this book – "THE HUMANISTIC APPROACH IN PSYCHOLOGY & PSYCHOTHERAPY, SOCIOLOGY & SOCIAL WORK, PEDAGOGY & EDUCATION, MANAGEMENT AND ART: PERSONAL DEVELOPMENT AND COMMUNITY DEVELOPMENT" (Second Edition) – is to achieve an investigation as exhaustive and comprehensive as possible on the presence of the humanistic approach, with an emphasis on the dual-humanistic valences, in a wide range of social and human fields, thus bringing before the reader – as an alternative to the modular, strictly monodisciplinary approaches – a multidisciplinary and complex approach, thus putting almost all the most important social & human disciplines and practices under a single humanistic/ dual-humanistic ”umbrella”, and presented in a single book. The Chapter 1 highlights the diversity of approaches in the social and human domains, focusing on three great approaches: mystical-spiritual and religious, strictly scientific, and humanistic. In Chapter 2, the sources and models of the humanistic orientation are explored, identifying in this sense, with priority, Humanism and philosophical influences such as criticism, ontology, humanistic philosophy, and same oriental-spiritual practices. This chapter highlights also the contribution of phenomenology, existentialism, personalism, gestaltism, neo-Marxism, the Frankfurt School, secular humanism, the human rights movement, postmodernism, feminism, and complex and emergent systems theories. Chapter 3 focuses on the humanistic/ dual-humanistic approach in psychology and psychotherapy.. The basic principles of the humanistic approach to the human psyche were highlighted, as well as the dual-humanistic approach to personality and behavior. Chapter 4 discusses the humanistic/ dual-humanistic orientation in sociology and social work, highlighting the characteristics of social humanism and their different postures in the field of sociology and social work. Chapter 5 brings to the reader's attention the humanistic approach to pedagogy and education, emphasizing the specificity of child/student center education and the characteristics of the dual-humanistic approach in pedagogy/ education. Chapter 6 addresses the issue of humanistic management, emphasizing how this approach generated a significant change in work organizations, focusing on people, employee development and their well-being. Chapter 7 discusses the humanist approach in art, theater and film, highlighting the characteristics of humanistic aesthetics and humanistic theatrology/ filmology. Chapter 8 brings other disciplines into the discourse, such as medicine, politics, religion, technology & science, ecology and economy, highlighting how the humanistic approach influences these fields and brings a dual perspective between person-centeredness and human/ social solidarity. Chapter 9 presents some of the characteristics of the humanistic/dual-humanistic approach to personal development, focusing on the formation of a strong, humane and complete personality. Chapter 10 discusses the humanistic approach, especially through its dual-humanist valence, in community development, emphasizing how it, as philosophy, culture and politics, can contribute to the formation of a strong and humane/ solidary community, with the inclusion of the goals and values of personal development/fulfillment and the happiness of their members. Regarding the usefulness and addressability of this edition, of this book, the design, content and bibliography are made in such a way as to be useful both to the academic community, to students and to teachers, and to the professional community, to psychotherapists, educators, managers, social workers, artists, medical practitioners, politicians, etc. The work being unique in its way because it brings together under the ”umbrella” of a humanistic approach the most important social & human sciences and practices, it is, of course, also addressed to readers interested in such a perspective.

The New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views). Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things. In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why? The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care. Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside. Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

Leadership is a daunting subject for most developing leaders, but eventually all followers will be called upon to lead. Where do we start? What model or theory do we utilize? The choices become overwhelming for anyone attempting online searches. Everywhere you look are leadership books, programs, degrees, workshops, seminars, boot camps, and even mobile apps! Many organizations at Air University are utilizing the full range of leadership approach. Initially introduced by James MacGregor Burns in 1978 and Bernard Bass in1985, these transformational and transactional leadership styles have sustained nearly four decades. Through (1) idealized transformational leader behaviors, one may raise the levels of his or her ethical and moral values while committing to "doing the right thing" for himself or herself and his or her followers: (2) by using inspirational motivation, leaders learn to articulate a vision to energize followers to accomplish more than they ever thought possible; (3) by intellectually stimulating followers, leaders will challenge followers to create and innovate as they reframe problems with renewed visions; and by providing individualized consideration, leaders may learn to incorporate each member's distinct gifts and talents as individual contributors to the organizational team. These transformational behaviors can offer connections to reaching (4) authentic transformational leadership by incorporating not only ethics and values but also, according to John Sosik, virtues and character strengths to refine one's leadership acumen, ameliorating leader-follower dynamics

We are not positive because life is easy. We are positive because life can be hard. As a leader, you will face numerous obstacles, negativity, and tests. There will be times when it seems as if everything in the world is conspiring against you and your vision seems more like a fantasy than a reality. That’s why positive leadership is essential! Positive leadership is not about fake positivity. It is the real stuff that makes great leaders great. The research is clear. Being a positive leader is not just a nice way to lead. It's the way to lead if you want to build a great culture, unite your organization in the face of adversity, develop a connected and committed team and achieve excellence and superior results. Since writing the mega best seller The Energy Bus, Jon Gordon has worked and consulted with leaders who have transformed their companies, organizations and schools, won national championships and are currently changing the world. He has also interviewed some of the greatest leaders of our time and researched many positive leaders throughout history and discovered their paths to success. In this pioneering book Jon Gordon shares what he has learned and provides a comprehensive framework on positive leadership filled with proven principles, compelling stories, practical ideas and practices that will help anyone become a positive leader. There is a power associated with positive leadership and you can start benefiting yourself and your team with it today.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards 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. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? 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 his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

Children in today's world are inundated with information about who to be, what to do and how to live. But what if there was a way to teach children how to manage priorities, focus on goals and be a positive influence on the world around them? The Leader in Meis that programme. It's based on a hugely successful initiative carried out at the A.B. Combs Elementary School in North Carolina. To hear the parents of A. B Combs talk about the school is to be amazed. In 1999, the school debuted a programme that taught The 7 Habits of Highly Effective Peopleto a pilot group of students. The parents reported an incredible change in their children, who blossomed under the programme. By the end of the following year the average end-of-grade scores had leapt from 84 to 94. This book will launch the message onto a much larger platform. Stephen R. Covey takes the 7 Habits, that have already changed the lives of millions of people, and shows how children can use them as they develop. Those habits -- be proactive, begin with the end in mind, put first things first, think win-win, seek to understand and then to be understood, synergize, and sharpen the saw -- are critical skills to learn at a young age and bring incredible results, proving that it's never too early to teach someone how to live well.