An experienced leader and trainer explains how managers and leaders can find compassionate ways of facilitating change in their organizationsDrawing on deep experience of developing leaders from a wide range of public sector, private sector, community, and non-government organizations; as well as on Buddhist principles; Geoff Aigner identifies the inner tensions and work involved in making change. Offering an alternative to typical hardline approaches to leadership, he challenges common assumptions leaders make about themselves and their motivations, and offers strategies to develop fresh, eff.

Why do so many clergy burnout in midlife, leaving ministries they've diligently shepherded? The phenomenon has become an epidemic, with an estimated 1,500 pastors leaving the ministry each month in the United States alone. Bishop Trevor Walters draws on his more than three decades as an Anglican priest and counselor, to show how so many professionals (not just clergy) burnout at around age 50. Contrary to popular assumption, the author explains that the primary cause of burnout is not stress, as we thought . . . Rather, burnout is the result of an internal conflict. (Many high-stress professions have relatively low burnout rates.) Lacking affirmation from parents (particularly fathers) during their formative years, many professionals seek to get affirmation from those they serve, a path to inevitable burnout. With collaboration from psychiatrist Jim Stanley, M.D. Walters offers hope by demonstrating that recognizing this source of burnout, far from being a fatal diagnosis, is the first necessary step to seeking the healing available through the Great Physician Jesus Christ. The author looks as a pattern for relationships to the example of the Heavenly Father's relationship with Jesus during his Incarnate Son's earthly ministry. When earthly fathers fall short, real injury is imparted to their children. But seeing, understanding, and acknowledging the injury can set the course for genuine healing and genuine forgiveness. Dr. Stanley, a Stanford University and Yale Medical School trained psychiatrist, affirms that the author's observations and therapy are consistent with current practices in psychiatry, and that they hold true for highfunctioning professionals in a variety of fields. While the insights offered are vital for counselors and psychiatrists treating those suffering from External Affirmation Syndrome (EAS), the book is also valuable, and very accessible, for lay people seeking to understand their own struggles or those of a loved one.

A revolutionary approach to poverty that takes human irrationality into account-and unlocks the mystery of making philanthropic spending really work. American individuals and institutions spent billions of dollars to ease global poverty and accomplished almost nothing. At last we have a realistic way forward. Presenting innovative and successful development interventions around the globe, Dean Karlan and Jacob Appel show how empirical analysis coupled with the latest thinking in behavioral economics can make a profound difference. From Kenya, where teenagers reduced their risk of contracting AIDS by having more unprotected sex with partners their own age, to Mexico, where giving kids a one-dollar deworming pill boosted school attendance better than paying their families to send them, More Than Good Intentions reveals how to invest those billions far more effectively and begin transforming the well-being of the world.

In Good People, Bad Managers: How Work Culture Corrupts Good Intentions, author Samuel A. Culbert makes readers aware of what bad habits are routinely followed by well-intended managers. Managers need to understand the causes for their constant distraction, become more aware of the negatives they inadvertently inflict, and the hollowness of the rationales they use to justify what they do. Company leaders, CEOs, and top tier managers need to become more aware of the ever-present concerns of their own workforce, implementing the management mentality they want in their company and then teaching their managerial employees how to absorb it.

A sweeping leadership framework to institute clear and intentional actions throughout your organization so that people of all racial backgrounds are empowered to lead, collaborate, and excel at work. The Diversity Gap is a fearless, groundbreaking guide to help leaders at every level shatter the barriers that are causing diversity efforts to fail. Combining real-world research with honest first-person experiences, racial justice facilitator Bethaney Wilkinson provides leaders a replicable structure to foster a diverse culture of belonging within your organization. With illuminating and challenging insights on every page, you will: Better understand today’s racial climate and its negative impact on your organization and team; Be equipped to shift your organizational culture from one that has good intentions for “diversity” to one that addresses systemic barriers to all employees thriving at work; and Be emboldened to participate in creating an organizational culture where people from various racial backgrounds are growing in their purpose, making their highest contributions, and collaborating effectively towards greater impact at work and in the world. Ultimately, The Diversity Gap is the quantum shift between well-intentioned organizational diversity programs that do little to move the needle and a lasting culture of equity and belonging that can transform your organization and outpace your industry.

In the wake of several international aid failures, including the tsunami recovery efforts in Indonesia and the recent earthquake relief in Haiti, much of the world has become aware of the shortcomings of aid, and Hogan is the expert who's been using her voice and creating her platform to address these issues Hogan's Beyond Good Intentions film series has 95,000 viewers hailing from 158 countries, and has a strong foothold within the academic community

As my clients began to emerge from the global economic turmoil that began in 2008, they indicated they had learned numerous lessons--the most important one: When leaders make good decisions, little else matters. When they refuse to make decisions, or show a pattern of making bad ones, nothing else matters. As I helped these leaders position themselves for the new economy, I began to see what others didn't see. Something was standing in their way--usually the unwillingness or inability to make a critical decision. In many cases, they thought they needed more--more education, more experience, more time, or more data. They didn't realize they had enough of these, but they did lack the confidence, courage, and optimism to make the tough call. Through our work together, the most successful leaders realized they could no longer push growth. Instead, they had to remove barriers to success, and usually these barriers were of their own making. They needed to understand how to leverage their strengths and remove their blind spots to move beyond what they thought possible. These compelling stories and surprising research findings in this book focus on real people who actively sought professional improvement and personal development. Working together, we mapped out their journeys, identified the key roadblocks they faced, recognized the wrong turns they had taken, and unlocked their decision-making potential--all the while navigating an increasingly uncertain world, and in some cases, more than doubling the size of their companies. Readers will discover that there's much more to decision-making than they ever imagined. They will come away with tools to help them deepen their understanding of what it takes to make tough calls and an understanding of how to inspire others to do the same. Most of these stories illustrate how and why these leaders succeed, but others serve as warnings about what can happen when leaders refuse to decide.