J-B CCL (Center for Creative Leadership) – serie

Understanding how to cool down, slow down, and engage the naturally occurring conflicts among team members is critical to the ultimate success of a team. With this book, your team and its members will gain a deeper understanding of how conflict emerges and how to respond in ways that will leverage conflicts to their advantage. Team members will learn the importance of establishing a safe team climate, agreeing on processes to guide interactions, and use of constructive communication skills in order to develop a conflict competent team. As the authors say, conflict is not to be avoided, but embraced and explored. This often results in new, previously unimagined opportunities, solutions and results. The authors include stories, interviews, and examples that provide entertaining and thought provoking insights. They dedicate one chapter to techniques and processes for addressing team conflict that has gone awry. Runde and Flanagan also include useful tips and tools for assessing your team?s current state of conflict competence and suggestions for addressing the challenges of today?s virtual and geographically dispersed teams.

CCL fellows McGuire and Rhodes replace the common and popular myth that change in organizational culture is beyond the reach of mere mortals. They offer a practical guide for achieving feasible culture transformation by helping leaders see how leading the culture and managing the operations are two sides of the same coin. The book provides guidance and resources that helps leaders decide: (1) what change is feasible; (2) how to set practical incremental targets of change and development; and (3) what are the tools for navigating the turbulent waters of the change process.

From the Center for Creative Leadership's most popular and best known leadership program Leadership Development Program comes a book for anyone who wants to have a competitive edge in today's complex marketplace. Discovering the Leader in You shows what it looks like to fit in a leadership role and provides a system of self-discovery that allows for exploration into the roles within an organization. The book includes illustrative cases examples and puts the spotlight on the transition from "the decision to lead" to "how to implement the decision to lead."

A practical resource, this book combines tips, checklists, exercises, and stories to outline concrete processes that improve the way leaders, managers, and anyone within an organization responds to conflict. Beginning with a series of questions and self-diagnostics, the authors show you how to: maintain emotional balance in the face of conflict; implement constructive communications techniques; help others deal with conflicts that are causing organization problems; establish norms for handling conflict; use specific approaches for addressing conflict more effectively. "A must-have guidebook for the new age of global business. This book shows every leader how to turn feelings of fear into feelings of safety, suspicion into trust, and competitiveness into collaboration."--Jim Kouzes, coauthor of the best-selling book The Leadership Challenge and Dean's Executive Professor of Leadership, Leavey School of Business, Santa Clara University"Craig Runde and Tim Flanagan use their vast experience to give us Developing Your Conflict Competence. Move beyond negative workplace conflict to positive and constructive outcomes with the simple tools and suggestions in this must-read field guide!"--Marshall Goldsmith, best-selling author of What Got You Here Won't Get You There, Succession: Are You Ready?, and the upcoming MOJO"I've read the authors' first two books, Becoming a Conflict Competent Leader and Building Conflict Competent Teams. Their latest book pulls it all together by providing models, examples, and thought-provoking insight. It will be required reading for my senior management team."--Deborah Jallad, president/chairman, Accredited Surety and Casualty Company, Inc.

Discovering the Leader in You Workbook From the Center for Creative Leadership (CCL) comes a highly accessible workbook based on the concepts outlined in the revised and updated edition of Discovering the Leader in You. The workbook contains a variety of questions and exercises designed to help professionals reflect on, examine, explore, and discover concepts and issues related to their role as leaders. Most of the activities can be completed while working through the book, others require more time, and some involve other people. To gain the greatest benefit, it is suggested that all the activities be done as thoughtfully and as honestly as possible.Once you have completed the exercises and tasks outlined in the workbook, you will be able to Clarify your purpose for leading, based on a clear leadership vision and a core set of valuesArticulate your leadership strengths and areas for developmentUnderstand who you are as a leader in the context of both your work and your personal lifeDetermine when and why you feel unclear or stuck in your leadership journeyWhile you may want to tackle this workbook on your own, leaders often find that the leadership journey is more rewarding when they work with other people. You can review the workbook with a coach or mentor, or work with colleagues who are also using the workbook in order to discuss ideas and gain feedback.If you are a leader (or an aspiring leader) who works in a highly complex and competitive environment and wants to tap into the qualities that characterize success, this is the resource for you.The Center for Creative Leadership (CCL) is the world's largest institution devoted exclusively to leadership research and education. Since 1970, CCL has studied and trained hundreds of thousands of executives and worked with them to create practical models, tools, and publications for the development of effective leaders and leadership.

As globalization has evolved from being the latest corporate buzzword to a basic economic reality, more and more organizations are realizing that they need managers with skills that translate well to the international arena. But unfortunately many organizations do not know how to identify and develop people for such complex responsibilities. This book-from the Center for Creative Leadership, ranked #1 worldwide in leadership education in a BusinessWeek survey-shows how. Success for the New Global Manager explains what new global managers-those who manage across distance, countries, and cultures- look like and presents four explicit skills they must have to succeed in this new reality. It shows managers how to identify and grow these new capabilities and how to adapt the skills they already possess to a broader global context. And it advises organizations on how they can help managers acquire these important capabilities.

Learn how you can harness your inner spirit to help yourself and those around you approach work with a renewed sense of purpose and satisfaction. In this book, Moxley shows how spirit can spawn a more vital and vibrant kind of leadership-one that, in turn, promotes the creativity, vitality, and well-being of others. Here, Moxley examines various leadership practices: those that elevate people's spirits and those that cause the spirit to wither and wane. He offers specific suggestions on what each of us can do to reach a new level of awareness regarding leadership. And he demonstrates how a spirited leadership that values rituals, celebrations, and employee input creates a totally engaged workforce; one that brings the whole person-mental, emotional, physical, and spiritual-to work.

The comprehensive guide to 360-degree feedback from the Center for Creative Leadership In the network economy, growing intellectual capital is the key to increasing market value. In Maximizing, Tornow, London, and their associates demonstrate the power of 360-degree feedback for developing managers, renewing organizations, and building learning cultures. Drawing on years of experience and state-of-the-art research, the authors have crafted a highly useful and practical book which provides us with a thorough understanding of this invaluable organizational tool. --Leo Burke, director, College of Leadership and Transcultural Studies, Motorola University Despite the burgeoning popularity of 360-degree feedback for rating work performance, few people have a detailed understanding of how it can be used to enhance, even maximize, individual and organizational development. This standard-setting manual draws on the twenty-eight-year expertise the Center for Creative Leadership brings to the subject to give HR managers, consultants, and systems designers the big-picture guidance they need to determine if 360-degree feedback is right for their organization and, if so, to implement it. Readers will discover how they can use 360-degree feedback as a tool for achieving a variety of objectives such as communicating performance expectations, setting developmental goals, establishing a learning culture, and tracking the effects of organizational change. Comprehensive guidelines show how 360-degree feedback can be designed to maximize employee involvement, self-determination, and commitment. Includes case examples and a bevy of instructive instruments.

Let the Center for Creative Leadership show you how you can dramatically improve your leadership abilities in today's business environment. Based on years of specialized research, The Leader's Edge outlines six distinct creative leadership skills that, while not traditionally associated with management development, have, nevertheless, proven to be essential to modern business leadership. Here, the book's authors deliver compelling lessons in paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting -- all competencies that modern leaders should master. They also outline activities for real-world implementation, provide case examples, and suggest ways to avoid common mistakes. A wealth of self-reflections and tools helps ensure your rapid progress.

Can your company manage -- even encourage -- turbulence in ways that actually strengthen its competitive stance? Absolutely. In this work, top organizational psychologist Stanley Gryskiewicz argues that challenges to the status quo can be catalysts for creativity, innovation, and renewal and shows leaders how they can keep their company on the competitive edge by embracing a process he calls Positive Turbulence. Developed through the author's work with many of the world's leading companies over the course of thirty years, Positive Turbulence delivers proven methods for creating an organization that continuously renews itself through the committed pursuit of new ideas, products, and processes.

Thoroughly researched and clearly written, Standing at the Crossroads speaks to the whole professional woman and her organization, providing a framework for guiding a woman's growth and development as a high- achieving leader. The authors debunk the common myth that women must give up life's other roles to be successful professionally, and offer research conducted by the Center for Creative Leadership in conjunction with participants in The Women's Leadership Program to show that multiple roles in fact benefit and enhance women's managerial performance. The book provides individuals and their organizations with invaluable advice they can use to support women's development as managers and leaders.

Many blacks in the workplace face a set of dynamics unique to being African American in a traditionally white, male-dominated world. In this landmark book, authors Ancella Livers and Keith Caver-- co-facilitators of the Center for Creative Leadership's African-American Leadership Program for the past five years-- explain how the leadership experience for blacks is radically different from the experiences of their white colleagues. These differences, of which most white managers are unaware, can lead to miscues and distortions in communication and ultimately get in the way of effective performance and optimal productivity for organizations. In Leading in Black and White, the authors not only clearly explain how things go wrong, they also provide sensible solutions for both the white manager and the black manager on how to make them right.

The Center for Creative Leadership (CCL) is the world’s premier institution devoted exclusively to leadership research and education. For more than three decades, CCL has worked with hundreds of thousands of executives to create practical models, tools, and publications for the development of effective leaders and organizations. This important collection is drawn from CCL’s long-running publication Leadership in Action. The guide examines the skills that you need to successfully give and receive feedback, make use of coaching, work with difference, deal with change, achieve work-life balance, and address the larger issue of expanding the leadership capacity of your organization.

Building Character is written for leaders who understand their responsibility to develop authentic leaders within their organizations. Without presenting an overarching moral code or a prescriptive code of behavior, this book offers leaders and managers a practical model complete with the tools, information, and processes to develop character in leaders at all levels. The author explains the role character plays in leadership success and effectiveness and outlines how character can be developed through the Five E's—Example, Education, Experience, Evaluation, and Environment.

With the increase in the number of organizational leadership development programs, there is a pressing need for evaluation to answer important questions, improve practice, and inform decisions. The Handbook is a comprehensive resource filled with examples, tools, and the most innovative models and approaches designed to evaluate leadership development in a variety of settings. It will help you answer the most common questions about leadership development efforts, including: What difference does leadership development make?What development and support strategies work best to enhance leadership?Is the time and money spent on leadership development worthwhile?What outcomes can be expected from leadership development?How can leadership development efforts be sustained?

This book is based on a simple, obvious point: leadership roles should be filled by people who deliberately decide they want to be in them. Yet many executives and managers find that they have become leaders by default rather than as a result of a personal choice. In fact, a great many people drift into or away from being leaders simply because they have not done the work of matching their own honestly described self with the realities of the leadership role. Not until they are well into their careers do many individuals seriously explore their personal fit for leadership. But by then, it is often too late to prepare for more gratifying roles or to get out of situations that don't make sense for them as individuals. Discovering the Leader in You offers a planful approach to understanding how aspects of personality, character, vision, home life, values, and skills match with essential leadership activities. This unique system of self-discovery clearly shows what it looks like to fit or not to fit in leadership roles in organizations.Robert J. Lee and Sara N. King, who developed this approach from their experience at the widely renowned Center for Creative Leadership in Greensboro, North Carolina, help leaders and potential leaders examine leadership commitments and development paths in the context of who they are as individuals. They show how to connect the inner self to the demands of leadership by using a set of questions that help (1) clarify the relevant realities and expectations in a leadership role, (2) bring out a personal vision and a leadership vision, (3) base leadership behaviors on personal values, (4) become more authentic in leadership situations, and (5) productively integrate work and personal lives.Discovering the Leader in You will help all executives--seasoned veterans and those considering leading as a new direction in their careers--to gain more personal insight into what leadership really means to them, to retain more control over their career choices, and consequently to achieve more personal success as leaders."In the considerable literature on leadership, this book focuses on something new-how individuals can identify the key attributes of great leadership and link them to their own unique vision, values, and personal strengths. The authors provide a roadmap to self-knowledge that becomes a guide to maximizing effectiveness in the organization and in life."—Evelyn Rodstein, managing director, Leadership Organizational Development, J.P. Morgan"As we have known since biblical days, no one wants to follow an uncertain trumpet. If you want to be the most persuasive, self-confident, visionary leader that you can be, the tools and techniques in this book will help get you there"—Douglas T. (Tim) Hall, director, Executive Development Roundtable, and professor of organizational behavior, Boston University School of Management"The perfect book at the perfect time! As leadership has become the critical element in the age of intellectual capital, the pressure to assume a leadership role without reflection or regard for the trade-offs it represents is greater than ever. Thanks to Bob and Sara, mentors and professionals at all ages have a tool to make a conscious choice to accept the challenge and rewards of leadership."—Anita Jensen, vice president, organizationl development, Bristol-Myers Squibb"You wouldn't think there was anything more that could be said about leadership-but there is, the most important part in fact: how do you figure out who you are as a leader? Lee and King are wonderful counselors in answering this question. This book is going to be required reading in our executive MBA program."—Peter B. Vaill, author, Learning as a Way of Being and Spirited Leading and Learning

The Second Edition of this classic resource on conflict resolution combines research, conceptual models, practitioner experience, and stories that highlight the core conflict competencies. The book underscores the importance for leaders to develop the critical skills they need to help them, their colleagues, and their organizations deal more effectively with conflict and move their organizations forward. This new edition expands on the conflict competence model, includes new tools and techniques, shows how to develop conflict competent teams and organizations, and offers a new online assessment.

This book is written for human resource, organization development, and training professionals who need real-world best practices that show who actual workplace learning approaches work and how they can be applied. Co-published with the acclaimed Center for Creative Leadership, this important book offers a compendium of best practices, tools, techniques, processes, and other resource resources to harness the developmental power of work experiences for leadership development. In addition the book includes illustrative case studies of leadership approached that have worked in such forward thinking organizations as Boeing, Microsoft, and Heineken.

In the second edition of the best-selling Becoming a Strategic Leader, Richard L. Hughes, Katherine Colarelli Beatty, and David L. Dinwoodie draw from the Center for Creative Leadership's (CCL) acclaimed Leading Strategically program to offer executives and managers a comprehensive approach to strategic leadership that reaches leaders at all levels of organizations.This thoroughly revised edition concentrates on practical tools for producing impact right away. The authors place special emphasis on three essential strategic components: discovering and prioritizing strategic drivers, which determine sustainability and competitiveness; leadership strategy, which ignites the connections between people critical to enacting the business strategy; and how to foster the individual and organizational learning that is foundational to sustained performance.The authors and other leadership development professionals have used the distinctive and systematic approach described in this book with great success in CCL's Leading Strategically program. The second edition also contains improved self-assessments that help to align the book's lessons learned with the program's current practices.Readers will find fresh suggestions about developing the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient. These are critical strategic attributes in a time of ever more rapid change, greater uncertainty, and globalization.

Effect better outcomes with a robust coaching program The CCL Handbook of Coaching in Organizations deals with the practical, ethical, and political challenges of coaching within an organization. From coaching superiors to coaching business teams, this book outlines the Center for Creative Leadership (CCL) approach to professional coaching to help readers better manage leadership development and talent management program outcomes. With expert guidance on the key functions of human resources, learning and development, and organizational development, readers will gain insight into the issues associated with coaching program implementation and management, and the use of internal versus external coaches. Coverage includes a wide range of coaching-based services used in most large organizations, with practical advice on creating the right programs for maximum impact within the available budget.Professional development is a hot topic and plays a key role in attracting and retaining the best talent. Coaching is a broad area within the field, encompassing a range of services and goals, with varied expectations and requirements. This book provides actionable guidance for those designing, initiating, and implementing coaching programs, with new approaches and techniques that drive better outcomes. Provide direct coaching within an organizationManage coaching systems and programsInitiate and lead mentoring and peer-coaching programsManage external coaches, and deal effectively with coaching suppliersAn ideal coaching program must balance need with budget and be tailored to the requirements and resources of both the organization and the participants. It's a complex undertaking, but the right strategy and planning can lead to even better than expected outcomes. For the human resources professional who wants to strengthen an organization's coaching program, CCL Handbook of Coaching in Organizations is a thoughtful reference for a specialized function.

Written in a highly accessible (and often witty) style, this groundbreaking book addresses a number of generational issues. Deal provides a description of each issue, a summary of the relevant research results, a principle that can be applied to resolve (or at least mitigate) the issue, and practical advice for applying the principle in the workplace.  Applying these principles will help everyone to work with, work for, attract, manage, retain, and develop leaders of all generations.