David L. Bradford – författare

'A practical and timely book I highly recommend' Arianna Huffington, Founder and CEO, Thrive Global'Connect offers a compelling and highly accessible roadmap for building relationships that lead to professional success and personal fulfilment. I highly recommend this book' Reid Hoffman, co-founder of LinkedIn and co-author of Blitzscaling and The Alliance'I encourage anyone who cares to develop stronger and more meaningful relationships anywhere in their life to read this book' David Rogier, Founder and CEO at MasterClass ________________David Bradford and Carole Robin taught interpersonal skills to MBA candidates for a combined seventy-five years on their legendary Stanford Graduate School of Business course, "Interpersonal Dynamics". Now, in Connect, they share their time-tested strategies for developing the interpersonal skills that have become fundamental to success at work and in our everyday lives, such as building trust, giving feedback and navigating conflict.Connect shows why relationship-building is crucial to becoming a more effective manager and leader and living a fulfilled life, from highlighting the importance of curiosity and empathy to demonstrating how to break logjams and negotiate boundaries. Filled with research-backed insights, useful concepts and thought-provoking exercises, Connect is an important resource for anyone hoping to build and sustain relationships, providing tools to make relationships robust -- and even exceptional.________________WHAT FORMER STUDENTS SAID ABOUT INTERPERSONAL DYNAMICS:'I can't believe how much I learned about myself and about how others see the world''This course changed my life; it was transformational''I feel so much better equipped to create the kinds of relationships I want in my life'

"Cohen and Bradford give both leaders and followers the tangible tools they need to create high performance. Their transformational leadership system is both sophisticated enough to capture the realities of life in today's organizations and simple enough to be immediately useful to managers in any part of the world. This book will be read, re-read, and sent to bosses everywhere."--Rosabeth Moss Kanter, author of Rosabeth Moss Kanter on the Frontiers of Management "In Power Up, Bradford and Cohen not only convincingly argue the benefits of leading by building a shared responsibility team, they also describe in detail how to do it. Loaded with many powerful examples and detailed cases that bring their concepts to life, this book will inspire any leader."--Jerry Porras, coauthor of Built to Last and Lane Professor of Organizational Behavior and Change, Stanford Business School "Traditional assumptions about the roles of managers and subordinates are barriers to long-range success . . . Bradford and Cohen provide practical insights into how to transform the leadership systems of modern business organizations, and these insights should be shared among employees and managers at all levels."--Yotaro Kobayashi Chairman and CEO, Fuji-Xerox "Post-heroic leadership and shared responsibility teams have made a big difference in how we operate at Autodesk. Power Up is critical reading for every manager in high-tech." --Carol Bartz President and CEO, Autodesk "Power Up's message is clear: in today's business arena, global players must rely on shared leadership, not a single voice. Post-heroic leaders place responsibility where the knowledge is: at every level. Siemens is committed to this new way of working."--Dr. Heinrich von Pierer President and CEO, Siemens Countless articles and books have called for an end to "heroic," command-and-control management. In principle, at least, business has heeded that call. Acknowledging the need for employee leadership and shared responsibility, companies worldwide have invested heavily in every variety of employee-empowerment program. Yet, such reform efforts seldom have any lasting effect, and managers and subordinates quickly slip back into old follow-the-leader patterns of thinking and behaving. Does this mean that the skeptics were right all along? Are participative management, self-directed work teams, and other popular empowerment programs just part of a futile effort to change "human nature"? Not at all, say David L. Bradford and Allan R. Cohen in this practical follow-up to their international bestsellers Managing for Excellence and Influence Without Authority. They show conclusively that to believe this grossly underestimates human capabilities and sacrifices any chance for success in today's fiercely competitive global marketplace. Drawing upon close observation of successful leaders and followers, Bradford and Cohen reconceptualize shared leadership to show how it requires tough and decisive behavior from managers and those who report to them. The authors provide a blueprint for making it work personally and in your organization, whatever your position or formal power. Exercising their critically acclaimed talent for translating complex concepts into actionable advice and guidance, they show how to create a dynamic, supercharged organizational culture of shared responsibility. Using many real-life examples and vignettes, the authors reveal the mind-traps that keep organizations locked into outmoded concepts of leadership. A pathbreaking contribution to the new leadership from two pioneers in the field, Power Up arms managers with the concepts and tools to release the potential of employees for greater heights of productivity and performance.

"Managing for Excellence is above all usable. Its helpful, down-to-earth advice can transform any leader from merely good to positively outstanding. These are the ideas managers can not only admire but act on as well-the highest compliment for a manager's guidebook." -Rosabeth Moss Kanter Author of The Change Masters The bestseller that revolutionized management's vision of itself In the mid-1980s, the notion that the most successful managers are no longer heroic, but share power and responsibility, was so revolutionary that it bordered on heresy. But the ideas championed by David Bradford and Allan Cohen in Managing for Excellence proved so effective that, virtually overnight, thousands of skeptical upper-level managers became true believers. Managing for Excellence isn't just for CEOs, presidents, and veeps-the battle-tested methods laid out in this book help middle managers turn the strategic designs of upper management into reality. Bradford and Cohen reveal how great managers succeed by bringing out the best in their employees. They show managers how to:* Develop a cohesive team that jointly owns critical management issues* Deal with difficult problems head-on and make core decisions through consensus* Encourage healthy competition against objective standards of excellence* Be decisive leaders while encouraging input from team members* Manage daily procedures, adapt to change, and maintain a vision of the future simultaneously

Praise for Reinventing Organization Development "A hard hitting yet hopeful look at a field concerned with renewal that is in need of renewal itself. This book is full of intelligent questions, provocative appraisals, and prescriptions for action that they serve."-Rosabeth Moss Kanter, chaired professor, Harvard Business School; author, Confidence: How?Winning Streaks and Losing Streaks Begin and End"Wise, invaluable advice that the field and its practitioners should heed if the field of OD is to take its rightful place as an applied behavioral science that can make a difference in the economic and human affairs of organizations."-Michael Beer, professor emeritus, Harvard Business School; chairman, Center for Organizational Fitness"Few disciplines in decline have subjected themselves to so profound a self-evaluation. It should lead ?to a rejuvenation of the field. Whether or not it does, there is a great deal to learn here about organizations and relevant professional practice."-Russell Ackoff, professor emeritus, Wharton School, University of Pennsylvania"Two of the leaders of the field of OD have collaborated to present us with a compelling and controversial state of the art."-Len Schlesinger, vice chairman and chief operating officer, Limited Brands"The book challenges OD consultants to think broadly about their organizational roles and to assert their rightful place in organizations."-Jean M. Bartunek, Robert A. and Evelyn J. Ferris Chair Professor of Organization Studies, Boston College

The authors of the classic Influence Without Authority explain the unique challenges of influencing powerful people Learn to overcome your difficulties with a boss who is uninterested in your concerns, or resistant to giving needed support. Or discover how to win the cooperation of senior managers who are hard to reach, and hard to sell on your ideas, products, or services. In their classic book, Influence Without Authority, Allan Cohen and David Bradford provided a universal model of how to influence someone you don't control. Influencing Up applies those ideas to problematic bosses and other powerful people, with sophisticated tactics for building partnerships with them.If you're afraid of retaliation or just unclear as to how to change a senior person's behavior, don't stay paralyzed. Influencing Up gives you the tools to bridge the power gap. Offers practical advice about how to turn your relationship with your boss into a partnership in which both parties benefitExplains what powerful people care aboutShows how to overcome power gaps by developing more partner-like relationshipsLearn what a great partnership with your boss can do for your career—and your mental health!