Bigger Isn't Always Better is designed to provide a practitioner's viewpoint of the challenges and issues facing school administrators - particularly those who work in small districts. Based upon a combination of education theory and practical applications, the book contains many real life examples with tips for landing a job as administrator and then making a positive and successful first impression through a deliberate entry plan. Bigger Isn't Always Better addresses both the technical aspects of an administrator's assignment, as well as the administrator's leading, mediating role while working with the school board, with school staff, or the school's community. Readers will learn about a variety of potential pitfalls and situations that most new administrators face, with the benefit of learning how to over come and avoid such problems based on the author's four decades in the profession.

It's time to rethink what growth is all about: in business, bigger is not always better. Based on 10 years of research and dozens of personal interviews, Bigger Isn't Always Better identifies seven key habits of mind that lead to real growth. It further shows how these principles have been applied successfully, through detailed examples ranging from Nike to HarperCollins to Pepsico's Frito-Lay snack foods. Combining real-life stories and insightful analysis, Bigger Isn't Always Better shows how to move an organization or a business forward-to grow smarter, not fatter.

Our world likes big things—and things keep getting bigger. For example, did you know that 20 years ago, a can of Coke was nearly one-third the size it is today? Or that bagels were also about a third smaller? Even the plates we eat on have gotten larger. All this means that we're eating more. And that's a problem. Being overweight causes health problems, even in kids. So it's time to take a look at portion sizes—and do what's right for your body!

You want your business to grow. But don’t confuse growth with expansion. To be sure, increased size can be an important component (or fortuitous by-product) of business success, but companies that expand too much, too quickly, or too myopically may soon find themselves too big for their britches. What, then, is real growth? Simply put, it’s progress, and it is based on moving the business beyond the self-imposed limits that have come to define and constrain it. Good “growers” know that true success is fueled by imagination, not by a stream of mergers, stock price manipulations, or clever accounting. These individuals share seven characteristics that enable them to foster real, sustainable growth. Bigger Isn’t Always Better reveals these traits, why they are effective, and how to apply them in your organization. The book shows how successful companies and growers: * Know where to look * Know what they want * Tell the truth * Create tension to generate forward movement * Win hearts and minds * Master momentum and bounce * Know when to let go, and share the wealth Distilling a decade of research and personal interviews on three continents, author Bob Tomasko illustrates the seven traits with examples from companies—large and small, well known and less so—that have profited through innovative strategies that focus on genuine growth opportunities instead of the appearance of growth. Profiles include: Darcy Winslow, who helped testosterone-fueled Nike grow by creating a range of products for women that opened a new and profitable market Chris Mottern of Peet’s Coffee, which carved a niche by slipstreaming around the wake created by Starbucks Roger Enrico, the Pepsi veteran who created The Pepsi Challenge and established Pepsi as the Coke of snack foods Bill Greenwood of Burlington Northern, which found a way to turn truckers, the railroad’s most difficult competitors, into its best customers Al Bru, who got health-conscious consumers to embrace Frito-Lay’s snack products by eliminating trans fats Carlos Gutierrez, who restored Kellogg to a growth path by eliminating its fixation on volume Bigger Isn’t Always Better also offers stunning examples of the failure of the Big-Is-Good philosophy, including the ill-fated Hewlett-Packard/Compaq merger and its highest-profile casualty, CEO Carly Fiorina. After years of cutbacks, growth is in again. But instead of assuming that an inflated business can dominate a market through sheer size or manufactured numbers, the new model shows how engaged growers use positive psychology to drive robust and sustainable growth. Combining real-life stories, thorough scientific research, and insightful analysis, Bigger Isn’t Always Better shows how your organization can move forward—without tripping over its own feet.

Explores the contributions of increasingly larger portion sizes to the problem of obesity in America.

The most dangerous move in business is the failure to make a move. Global business celebrity and prime-time Bloomberg Television host, Jeffrey W. Hayzlett empowers business leaders to tie their visions to actions, advancing themselves past competitors and closer to their business dream. Drawing upon his own business back stories including his time as CMO of Kodak and sharing examples from the many leaders featured on “The C-Suite with Jeff Hayzlett,” Hayzlett imparts ten core lessons that dare readers to own who they are as a leader and/or company, define where they want to go, and fearlessly do what it takes to get there—caring less about conventional wisdom, re-framing limitations, and steamrolling obstacles as they go.

Overly concerned about what people think of you? Edward T. Welch uncovers the spiritual dimension of people-pleasing—what the Bible calls fear of man—and points the way through a true knowledge of God, ourselves, and others.