At 29 I was one of the first female traders on the Chicago Mercantile Exchange, building my own all-female trading company. I lost everything in 1987, which gave me a stellar opportunity to understand my power to choose how I responded to the turmoil. Now, I’m an internationally credentialed Master Certified Coach, Board Certified Coach, University of Chicago-trained psychotherapist, and Licensed Clinical Social Worker. Over 25 years ago I founded my coaching company, Jody Michael Associates. We focus on building emotional intelligence, executive presence, and mental fitness. When we help our clients learn to lead lightly, they take themselves, their teams, and their organizations to new levels of awareness, discernment, and performance.
Rarely do we go “under the hood” to understand the drivers that account for 90% of our day-to-day behavior. Understanding the core impetus behind a leader’s behavior and decisions is clearly one of my passions, and this book is an interesting read in that regard.
In this book, Manfred F. R. Kets de Vries deftly deconstructs the way we believe we make decisions to reveal that, regardless of the veneer of rationality we maintain, our emotional responses to formative events early in life remain our inner compass.
His comparison of disparate paths to self-development exposes unexpected parallels which lend strength to his argument that feelings play an important role in leadership.
Despite the proven benefits of emotional intelligence, organizational life has typically been hostile to the inner world of feeling. Rationality is deemed superior to feeling, which can contaminate judgment. But without feeling there is no passion, and no action. This book sets out to change people and organizations for the better, by revealing the 'dark side' of leadership behaviour and its impact on performance. Tapping into the startling parallels between the journey to emotional intelligence, the process of psychoanalysis, the practice of leadership coaching and the Zen journey to enlightenment, renowned thinker Manfred Kets de Vries helps executives, consultants, and…
On Jan 30, 2013, I was sacked for "insubordination." No notice, no severance. My bosses threatened the other employees with dismissal if they talked to me. I'd been at the company for decades, rising from entry level to the executive team; after years of striving, it was a devastating blow. Once I picked myself up, I realized I’d leaned in so far, I’d toppled over. So I set off on a new path. Today, I have a master’s degree in Eastern classics, four leadership books, and one historical novel, and I’m committed to helping high achievers—women, especially—find their own paths to happy success: paths beyond “lean in.”
I am an anxious achiever. In fact, I’m an overachiever with a diagnosed anxiety disorder.
The great thing about this book is that, while it’s no substitute for the medications and therapy we anxiety sufferers may need, it helps us see that we’re not alone; moreover, that we can succeed not just despite our anxious personality, but because of it.
Good things happen, says Morra Aarons-Mele, “when we learn to manage anxiety and take advantage of its hidden gifts.” In other words, we can lean in (to our fear) and conquer. If you’re like me, well versed in the ways of an edgy brain, skip straight to Part Two, which offers a powerful toolset for managing anxiety at work.
A timely and compelling guide to managing the anxiety that comes with succeeding and leading-from entrepreneur, mental health advocate, and top-rated podcaster Morra Aarons-Mele.
Anxiety disorders are the most common mental illnesses in the world. But in our workplaces, anxiety has been a hidden problem-there in plain sight but ignored. Until now.
The Anxious Achiever is a book with a mission: to normalize anxiety and leadership. As leadership expert and self-proclaimed anxious achiever Morra Aarons-Mele argues, anxiety is built into the very nature of leadership. It can-and should-be harnessed into a force for good.
I’ve always been obsessed with efficiency. Before becoming an entrepreneur, I spent eight years working on Wall Street as a high-frequency trader where I traded billions of dollars in stocks at microsecond speeds. That job showed me the true value of efficiency, which I embraced with my own company, Leverage—an operational efficiency consulting firm that has helped thousands of organizations improve the way they work. My book, Come Up for Airis the culmination of everything I’ve learned and the books in this list have played a huge part in my business education along the way. I’m also a columnist for inc.com and guest lecturer at Columbia University.
Ferrazzi's insights on workplace innovation during the pandemic have helped me reshape my company's practices to remain competitive in a constantly evolving business landscape.
What I appreciated most about this book is that it's based on research from real-life executives, innovators, and changemakers who redefined their strategies and business models to stay ahead of the curve.
The #1 New York Times bestselling author on how to use radical adaptability to win in a world of unprecedented change.
You've shed antiquated systems and processes. You went all-in on digital. Your teams settled into new, often better, ways of doing things. But did your organization change enough to stay competitive in the post-pandemic world? Did you fully leverage the once-in-a-lifetime opportunity to leap forward and grow stronger? Are you shaping the new environment to your advantage?
I am a Greek social psychologist and have spent much of my academic career studying myths and stories in social life - stories, even when inaccurate or wrong, serve to create meaning, a fragile and valuable resource, especially in these post-truth times. At the same time, I believe that we must not lose sight of the distinctions between story and fact, fantasy and reality, truth and fiction. I am greatly concerned that the social sciences today, as shaped by the academic publishing game, are preoccupied with trivia and act as black holes into which meaning disappears. I strongly believe that it is our responsibility to restore the meaningfulness of academic research.
This is an old-fashioned sociology book that shows what can be done with some sociological imagination. Many of us do entirely meaningless work and get paid for it, and what is more, we know that we do. And yet, we pay a high price for it. How to avoid doing empty labour and rediscover the meaning of serious academic work.
While most people work ever-longer hours, international statistics suggest that the average time spent on non-work activities per employee is around two hours a day. How is this possible, and what are the reasons behind employees withdrawing from work? In this thought-provoking book, Roland Paulsen examines organizational misbehavior, specifically the phenomenon of 'empty labor', defined as the time during which employees engage in private activities during the working day. This study explores a variety of explanations, from under-employment to workplace resistance. Building on a rich selection of interview material and extensive empirical research, it uses both qualitative and quantitative data…
To me, political and moral questions have always seemed intertwined. My career as a political theorist is dedicated to using philosophical argument to untangle the moral questions surrounding real-world politics. I am especially interested in ethics and international affairs, including the ethics of intervention, what a just world order would look like, and how our understandings of familiar ideals—like justice, democracy, and equality—would change if we thought they were not only meant to be pursued within each nation-state, but also globally, by humanity as a whole. As faculty in Political Science and International Affairs at The George Washington University, I explore these issues with colleagues and students alike.
This book illuminates the wrenching moral problems humanitarian international NGOs (like Oxfam and Save the Children) face.
How should NGOs balance their responsibilities to aid those who depend on them with their responsibilities to avoid entrenching that dependency? How should they react when the resources they provide are siphoned off by malicious third parties and used to fuel conflict? Given that NGOs are not democratically elected, can their power over aid recipients be justified?
Rubenstein addresses questions like these, drawing on her expertise as an ethicist and several months of fieldwork. I left this book thinking there were no easy answers to the questions Rubenstein raised—but with a much clearer understanding of the moral considerations I would need to account for if I wanted to answer them for myself.
This book provides the first book-length, English-language account of the political ethics of large-scale, Western-based humanitarian INGOs, such as Oxfam, CARE, and Doctors Without Borders. These INGOs are often either celebrated as 'do-gooding machines' or maligned as incompetents 'on the road to hell'. In contrast, this book suggests the picture is more complicated.
Drawing on political theory, philosophy, and ethics, along with original fieldwork, this book shows that while humanitarian INGOs are often perceived as non-governmental and apolitical, they are in fact sometimes somewhat governmental, highly political, and often 'second-best' actors. As a result, they face four central ethical predicaments:…
I’m fascinated by the relationships component of leadership. I’ve worked for major service firms, taught MBAs for years, advised many teams and organizations, and educated millions via my courses on LinkedIn Learning. When I look at performance, I see the same issues popping up over and over: people issues! You can know a lot about how to run a team operationally or how to roll out a change step by step – but it’s all for nothing if you don’t know how to positively relate to and lead others. Communication, motivation, empathy, etc. – these are the essential people skills required to allow you to actually add value with your business knowledge.
I am a big fan of this book! Selena uses a voice that is warm, positive, and personal to share her ideas.
From building confidence, to interacting with others, and dealing with challenges and setbacks, this is a career “must read.” It’s ostensibly about confidence, but really, it’s way more. I was an organizational behavior for years teaching MBA students, and this has all of the topical coverage you’d want to convey in any course related to leadership and career success.
But instead of being boring like a textbook, it stays focused on crisp actionable advice for improving how you think, interact, and achieve. Not to mention, her use of short examples and anecdotes makes it a fast fun read too. Highly recommended.
Hands-on, bite-sized strategies for improving your confidence
In Quick Confidence: Be Authentic, Create Connections and Make Bold Bets On Yourself, best-selling author and renowned leadership speaker Selena Rezvani delivers an effective and eye-opening new approach to building confidence and presence for professionals. In the book, the author walks you through-and helps you leap over-the 9 most common obstacles that stand in the way of building authentic confidence. She offers digestible actions, behaviors, and exercises you can use to change the way you think and the way you present yourself to others.
Relying on sound, scientifically validated data, the book helps…
The average person spends over 90,000 hours at work over a lifetime – that’s roughly one quarter to one third of a person’s life. I’m an academic researcher who studies work. I know how to design workplaces that are good for organizations (high productivity) and the people who work in them (high employee well-being). But if we leave it all up to senior management, we won’t generate positive changes fast enough. There’s a robust body of evidence that we can all use to make our local workplaces more supportive, inclusive, and fulfilling. I’m on a mission to make the world a better place, one workplace at a time.
This book explains how any employee – not matter their role – can take action to make their workplaces better (without burning career bridges behind them).
I am inspired by Professor Meyerson’s insistence that any employee (not just managers, not just the CEO) can be an agent for positive change. What I particularly love about this book is her focus on small wins. Positive change in work environments is about accumulating small changes, not about huge transformational restructures.
I also love the fact that the book’s recommendations can be applied to any social issue. You can follow your passion to make your workplace more inclusive, more environmentally sustainable, or more socially responsible.
Most people feel at odds with their organizations at one time or another: Managers with families struggle to balance professional and personal responsibilities in often unsympathetic firms. Members of minority groups strive to make their organizations better for others like themselves without limiting their career paths. Socially or environmentally conscious workers seek to act on their values at firms more concerned with profits than global poverty or pollution. Yet many firms leave little room for differences, and people who don't "fit in" conclude that their only option is to assimilate or leave. In Rocking the Boat, Debra E. Meyerson presents…
Paraphrasing:
A group of picnickers rush to a nearby river to pull struggling kids out. There
are more and more kids coming downstream, almost too many for the group.
Suddenly, while overwhelmed with too many kids, one takes off. “Where are you
going?” “I’m going upstream to tackle the guy who’s throwing all these kids in
the water.”
I
found the concepts in this work to apply to almost all aspects of life,
personal and at work. Who hasn’t had a persistent problem in their life? The
problem with many problems is we tend to get so focused or busy with them that
they never get solved! Or worse, papered over with band-aids.
I
found the Three Barriers discussion insightful. Epiphany: Search upstream for
causes of problems.
New York Times bestselling author Dan Heath asks what happens when we take our thinking upstream and try to prevent problems before they happen.
When we shift our energies upstream, we stop dealing with the symptoms of problems and we start fixing problems.
If we can stop crimes from being committed, we do not need to work to 'solve' crimes. If we can prevent chronic diseases from developing, we do not need to treat these diseases. If we can provide affordable housing, we do not need to provide shelter for the homeless. Looking to business, politics, and society, Dan Heath…
I am a physician with over 30 years as a healthcare executive recruiter and consultant. I have been responsible for launching the careers of future leaders—many are women who have defied the odds to become senior executives In every area of healthcare. Lessons Learned: Stories from Women Physician Leadersis actually the third iteration of a project that has followed the careers of women physician leaders over almost 3 decades. In the version, 33 women share the lessons they have learned along the way.
I like this book because it provides proven strategies that have helped individuals advance their careers within various organizations. The examples the authors use are good guides for readers who need to learn how to leverage their power to accomplish career goals. I think this is a good book not only for entry-level workers, but seasoned executives as well.
If you want to 'change lives, change organizations, change the world,' the Stanford business school's motto, you need power.
Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people used it.
Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance.
With 7 Rules of Power, you'll learn, through both numerous examples as…
I've been studying people at work for over 40 years, starting as an undergraduate at Cornell’s School of Labor Relations. As a student, I got involved with the trade union movement in the US, and worked as an assembly-line worker and fruit picker on kibbutzim in Israel. These hands-on experiences made me want to understand and have an impact on the way people spend most of their working hours. I’ve collected survey data from literally thousands of workers in dozens of studies conducted around the world. I’ve published more articles in scholarly journals than I ever imagined possible. And while I’m still passionate about the study of work, I’ve yet to really understand it.
Aside from my research on rewards management, pro-social organizational behavior, and employee substance misuse, I’ve focused a lot of my attention on workplace incivility.
Bob Sutton’s book was one of the factors leading me to look at this topic. We’ve all encountered incivility at work and all know – at least implicitly – how it impacts us. Sutton’s book was one of the first to make sense – at least for me – of such behavior, not only by identify the “dirty dozen” (12 highly prevalent manifestations of workplace incivility), but also by detailing how damaging such behavior can be to individuals and the organizations employing them.
Aside from giving me insight into the prevalence and nature of employee MIS-management, this book was the start of a personal journey to discover some of the less obvious (but potentially more robust) implications of such problematic organizational behavior.
When the Harvard Business Review asked Robert Sutton for suggestions for its annual list of Breakthrough Ideas, he told them that the best business practice he knew of was 'the no asshole rule'. Sutton's piece became one of the most popular articles ever to appear in the HBR. Spurred on by the fear and despair that people expressed, the tricks they used to survive with dignity in asshole-infested places, the revenge stories that made him laugh out loud and the other small wins that they celebrated against mean-spirited people, Sutton was persuaded to write THE NO ASSHOLE RULE. He believes…
