Master the balance between working on your career and working in it. Intelligence Isn't Enough helps Black professionals make strategic decisions and learn the unspoken rules for success. Recounting the frustration she felt as a young Black woman beginning her career, Carice Anderson knows that many Black professionals are relying on their education and intellect alone to be successful in the workplace. In this book, she empowers young Black professionals by equipping them with advice and little-known principles of career success from her experiences and interviews with thirty successful Black leaders. Intelligence Isn't Enough is divided into six chapters that guide readers through what Anderson calls the three major corporate muscle groups: Knowing yourself- understanding your story and investigating your mindset Knowing others-building and sustaining important relationships in the workplace Knowing your environment-analyzing your organization's culture Anderson will teach you how to integrate the knowledge of these three groups to craft an authentic personal brand and communication style that will help you maximize your impact. Using personal stories, quotes, lessons learned, and advice from both the author and Black leaders who have worked in some of the finest institutions across North America, Africa, and Europe, Black professionals will learn tips and tools to strategically chart their career paths and advance in the workplace for lifelong success.

Master the balance between working on your career and working in it. Intelligence Isn’t Enough helps Black professionals make strategic decisions and learn the unspoken rules for success. Recounting the frustration she felt as a young Black woman beginning her career, Carice Anderson knows that many Black professionals are relying on their education and intellect alone to be successful in the workplace. In this book, she empowers young Black professionals by equipping them with advice and little-known principles of career success from her experiences and interviews with thirty successful Black leaders. Intelligence Isn’t Enough is divided into six chapters that guide readers through what Anderson calls the three “major corporate muscle groups”: Knowing yourself— understanding your story and investigating your mindset Knowing others—building and sustaining important relationships in the workplace Knowing your environment—analyzing your organization’s culture Anderson will teach you how to integrate the knowledge of these three groups to craft an authentic personal brand and communication style that will help you maximize your impact. Using personal stories, quotes, lessons learned, and advice from both the author and Black leaders who have worked in some of the finest institutions across North America, Africa, and Europe, Black professionals will learn tips and tools to strategically chart their career paths and advance in the workplace for lifelong success.

The best-performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. Lennick and Kiel extensively identify the moral components at the heart of the recent financial crisis, and illuminate the monetary and human costs of failed moral leadership in global finance, business and government. The authors begin by systematically defining the principles of moral intelligence and the behavioral competencies associated with them. Next, they demonstrate why sustainable optimal performance–on both an individual and organizational level–requires the development and application of superior moral and emotional competencies. Using many new examples and real case studies and new interviews with key business leaders, they identify connections between moral intelligence and higher levels of trust, engagement, retention, and innovation. Readers will find specific guidance on moral leadership in both large organizations and entrepreneurial ventures, as well as a new, practical, step-by-step plan for measuring and strengthening every component of moral intelligence–from integrity and responsibility to compassion and forgiveness. The authors also provide practical ways for readers to develop their own moral and emotional competencies.

2013 Leadership Book Award for Innovation and Cutting-Edge Perspective Contextual Intelligence is a leadership model that will help you navigate constantly shifting environments. This book integrates a cutting-edge 3D Thinking framework with 12 core behaviors that will help you diagnose your context and lead others to higher levels of performance. Today's leadership landscape is dynamic and challenging. Earlier theories and assumptions appear to be inadequate and over simplistic in their ability to flex with the volatility and complexity of organizations which function in a knowledge economy at a local, national and global level. This book extends the non-Newtonian-based leadership paradigms by integrating the principles of tacit knowledge, synchronicity and time orientation, which are essential competencies for today's leaders.

You’ve spent years gathering the technical intelligence you need for this challenging career--now separate yourself from the pack by increasing your emotional intelligence! As recent research has indicated that emotional intelligence (EI) now accounts for 70 to 80 percent of management success, there is no doubt that today’s successful project manager needs strong interpersonal skills and the ability to recognize emotional cues to lead their teams to success--the technical expertise the position depended on so greatly in the past simply isn’t enough anymore! Emotional Intelligence for Project Managers introduces you to all facets of EI and shows how emotions can be leveraged to meet project goals. Project managers strong in technical skills but needing help in the EI department will learn how to: Set the tone and direction for the project Communicate effectively Motivate, inspire, and engage their team Encourage flexibility and collaboration Deal productively with stress, criticism, and change Establish the kind of high morale that attracts top performers Now in its second edition, Emotional Intelligence for Project Managers includes several expanded sections on self-awareness and self-management, as well as a new chapter on using EI to lead Agile Teams and a close look at Servant Leadership.

This book offers a structured framework for critical thinking and decision making that shows how to use hindsight, insight, and foresight to navigate through complexity. Every organization and every person faces rapid change and complexity. Contextual intelligence – understanding fully the context in which one is operating – teaches the reader how to navigate that complexity and respond appropriately in the face of change (expected and unexpected). The Three-Dimensional (3D) ThinkingTM framework helps structure critical thinking by showing how to appropriately bring past experience, present intuition, and future ambiguity– in other words: hindsight, insight, and foresight – to bear on any given problem. Kutz offers a way to rationally organize difficult concepts such as complexity, tacit knowledge, and synchronicity into usable and understandable language, but more importantly teaches the reader how to apply these concepts in a very practical and meaningful way with measurable and tangible outcomes. The book also describes in detail 12 behaviors associated with contextual intelligence. Four behaviors are associated with hindsight, four behaviors are associated with insight, and four behaviors are associated with foresight. The book takes the reader through the 12 behaviors and how they relate to 3D Thinking. Cases and anecdotes are used generously to provide examples. Chapters are followed by critical thinking questions and questions related to the cases in the chapters. Furthermore, questions and practical tools are introduced that help the reader assess and determine their level of contextual intelligence.

The charges of white privilege and systemic racism that are tearing the country apart fIoat free of reality. Two known facts, long since documented beyond reasonable doubt, need to be brought into the open and incorporated into the way we think about public policy: American whites, blacks, Hispanics, and Asians have different violent crime rates and different means and distributions of cognitive ability. The allegations of racism in policing, college admissions, segregation in housing, and hiring and promotions in the workplace ignore the ways in which the problems that prompt the allegations of systemic racism are driven by these two realities. What good can come of bringing them into the open? America’s most precious ideal is what used to be known as the American Creed: People are not to be judged by where they came from, what social class they come from, or by race, color, or creed. They must be judged as individuals. The prevailing Progressive ideology repudiates that ideal, demanding instead that the state should judge people by their race, social origins, religion, sex, and sexual orientation. We on the center left and center right who are the American Creed’s natural defenders have painted ourselves into a corner. We have been unwilling to say openly that different groups have significant group differences. Since we have not been willing to say that, we have been left defenseless against the claims that racism is to blame. What else could it be? We have been afraid to answer. We must. Facing Reality is a step in that direction.