Discusses how CEOs can harness the power and potential of their company's information technology (IT) department to push their company beyond the current status quo.

TURNING THE SHIP AROUND Joe Ferreira specializes in spectacular turnarounds. However, none of Joe's hard-won personal or professional successes prepared him for becoming the CEO of an organization the same week it was threatened with imminent dissolution by the United States government. Faced with a toxic legacy culture and the worst performance metrics in his industry, Joe drew upon his most momentous personal and professional life experiences--almost failing out of high school, captaining a boat through the treacherous currents of the Bermuda Triangle, letting go of micromanagement tendencies by delegating critical medical procedures--to keep a lifesaving enterprise from losing its federal certification. A management memoir, the story of Uncomfortable Inclusion will intrigue, infuriate, and inspire leaders who are eager to turn their organizations into world leaders. As the title suggests, the book's most engaging and enlightening takeaway is Joe's ultimate commitment to uncomfortable inclusion, a management practice he proves is the single most important factor for success. Joe's trials, tribulations, and ultimately sustainable triumphs as part of the journey of transforming a company from terrible to trailblazing offers encouragement to leaders on how to best invest in their company to achieve great results.

How do the really exceptional CEOs get more done in less time than everyone else? What's their technique for getting their work done while still having the time to spend pursuing hobbies and spending quality time with their friends and family? The truth is that great CEOs know a secret when it comes to time management. Rather than spending a little time on a lot of things, the best CEOs spend most of their time eliminating the single biggest constraint to the growth of their business. Depending on the challenge, they may play one of five different roles - the Learner, Architect, Coach, Engineer or Player - that together form the archetype for great leadership. This insight isn't just some theory either; it's derived directly from talking with thousands of CEOs running high growth companies. So, do you want to keep working hard? Or would you rather get busy being lazy?

A collection of expert insights on how and why CEOs need to get social for business success. There remains a huge gulf in understanding by many leaders of the Social Age – in which everyone, all round the world, can comment on anything and everything. Despite this mass revolution, it is the people at the top of organizations who have been slowest to understand and adapt to it. While business leaders may feel that it's enough to hire social media managers and amend their marketing strategies, Damian Corbet shows why organizations need to do more to succeed in the Social Age – why CEOs need to 'get social' to survive. The Social CEO sets out to educate and inspire senior leaders to embrace the Social Age, teaching them the hows and whys of utilising social media in order to make them stronger leaders. Social CEOs can effectively encourage engagement from their employees as well as other stakeholders and customers; they're better able to communicate their organization's objectives and values, gauge the climate in which they operate and improve their brand image. Offering invaluable contributions from industry-recognised experts in social business, The Social CEO explores the many aspects of leading in the Social Age, such as storytelling, personal branding, managing risk and public relations. With chapters also written by practising 'social CEOs' working across a variety of sectors, from healthcare to sport, the book provides a wealth of insight into how social media can be used to gain a competitive advantage.

For more than three decades, award-winning leadership and communication expert David Grossman has helped scores of leaders become great leader communicators who drive impressive results for their organizations. Naturally, the global pandemic and mounting racial unrest of 2020 handed leaders one of their biggest challenges yet, with a level of social and economic tumult not seen in more than a century.Despite the upheaval, many leaders rose to the occasion, and often by drawing not just from experience and wise counsel, but from being human as they led - what Grossman calls Heart First leadership. In Heart First, Grossman explores the many aspects of being more authentic in leadership and how that can profoundly inspire a team and move them to achieve remarkable things, especially in times of change or crisis.Heart First also features interviews with CEOs and guest columns from senior leaders inside a variety of organizations, each of whom share extraordinarily candid insights and unique lessons learned from a year that changed everything.

With hundreds of books available on the topic of leadership, why read another one? For those with the aspiration to become the best leader they can be, you will find this book rich with meaning. Written not as a memoir or biography, but rather a collection of thoughts and experiences, Choosing to Lead is the journaled expedition of Harvey Kanter's pursuit to lead and create meaning. He offers an authentic glimpse into his development as an executive leader and offers an insightful, transparent, and often humorous reflection of his personal leadership journey and the lessons he has learned.Find out why so many CEOs were willing to lend their endorsement to Choosing to Lead. Harvey Kanter has experienced many diverse leadership styles and approaches during his long career serving dynamic, innovative, experiential companies. In Choosing to Lead, Harvey draws from these rich experiences spanning his most recent role as CEO of Destination XL Group, through his tenure as CEO of Blue Nile(R), CEO of Moosejaw(R), Executive Vice President and Chief Merchandising Officer for Michaels(R), and as President of Aaron Brothers(R) Art & Framing. He is forthright about his earlier years spent as part of the senior leadership team of learning the retail ropes for eight years at Carter Hawley Hale, all the way back to his college internship working for Target(R) Stores.Armed with insatiable curiosity, optimism, tenacity, and an appetite for adventure, Harvey has navigated many challenges-including a battle with cancer. During his time with Eddie Bauer(R), he was given the incredible opportunity to attend Seattle University's Center for Leadership-attending this university's graduate program made for an unlikely match but was an immensely powerful experience. While there, Harvey's definition for accomplishment was turned upside down, and his perspective of leadership forever changed. He has come to see that the function of a leader is to guide and counsel, to instill confidence and enthusiasm, to create momentum and inspiration for others in their desire to be the best-not your definition of best, but theirs-they can be.This is not meant to be a "How To" book to follow, but more a reflection of "How I Have" and the insights gained along the way. In his constant dedication to improvement, Harvey has enjoyed the rich benefits of that intentional development in his career, his marriage and family life, through meaningful relationships, and in serving his community. Choosing to Lead chronicles areas which Harvey has explored in-depth as he candidly shares what he has learned about SETBACKS, COMMUNICATION, OPTIMISM, VALUES, RE-FRAMING, ACCOMPLISHMENT, CURIOSITY, HUMILITY, TENACITY, DIVERSITY, ADVENTURE, DECISIVENESS, TEAMWORK, and LEGACY.

Prepare for a Bumpy Ride. Many of our ideas about the world are based more on feelings than facts, sensibilities than science, and rage than reality. We gravitate toward ideas that make us feel comfortable in areas such as religion, politics, philosophy, social justice, love and sex, humanity, and morality. We avoid ideas that make us feel uncomfortable. This avoidance is a largely unconscious process that affects our judgment and gets in the way of our ability to reach rational and reasonable conclusions. By understanding how our mind works in this area, we can start embracing uncomfortable ideas and be better informed, be more understanding of others, and make better decisions in all areas of life. Some uncomfortable ideas entertained in this book: - Political correctness can be harmful - Identity politics is a dangerous game - Morality is functionally democratic - Victims often do share some of the responsibility - God is a far more horrifying character than Satan - There is no such thing as freewill - Americans are manipulated into being pro-war - Non-whites can be racist, and women can be sexist - Some people do "choose to be gay" - Sometimes the bad guys win - Obese people are not perfect the way they are - It's okay to find inappropriate jokes funny Facts don't care about feelings. Science isn't concerned about sensibilities. And reality couldn't care less about rage. ⭐⭐⭐⭐⭐ "A bumpy ride indeed. Whether one agrees or disagrees with the content, it still manages to make one think critically about certain things, and that is always a good thing. What's more, it is being presented in a non-threatening, clear, balanced, and objective way. A great way to tackle uncomfortable ideas." ⭐⭐⭐⭐⭐ "Very eye-opening. Making us question the things that make them uncomfortable and why, is what we all need. Love it!"