You can learn to become a skilled self-promoter while maintaining your ethical boundaries and your authenticity.

Think Like a General ... Lead Like an Executive "At their center, great organizations such as America's armed forces are the product of great leaders. This fantastic book reveals the keys to success within the military culture, as well as relevant and practical application tools for creating strong leaders today."--Stephen R. Covey, author of The 7 Habits of Highly Effective People and The 8th Habit: From Effectiveness to Greatness What distinguishes...

We need to be able to frame leadership without automatically starting with the concept of a leader and followers in an asymmetrical influence relationship. We need some ways to think about leadership beyond leaders and followers.

Leaders must be tough enough to make difficult, bottom-line decisions that serve the overall needs of the organization. Being tough involves being decisive and unafraid to take a stand in the face of public opinion or strong resistance. However, leaders must also make such decisions with sensitivity to the impact and consequences for others in the organization. Failure to do so can erode loyalty and trust, as well as morale and motivation-at the very...

Today's leaders are being asked to create work environments in which bridging differences across a wide range of social identities-including gender, race, religion, age, culture, and ethnicity-becomes a core competency for everyone in the organization.

"A practical, jargon-free and easily accessible book on making a difference as a leader, Damian Hughes' Liquid Leadership draws on a diverse list of leaders in everyday life (Kim England, National Sales Training Manager at Unilever), to showbiz celebrities (John Lennon, Walt Disney), to renowned historical leaders (Shackleton, Eisenhower, Steve Jobs). There are no stuffy theories here. Instead, the book jumps energetically between film references...

This book is modeled after "Eighty-Eight Assignments for Development in Place," one of the Center for Creative Leadership's most popular publications. In the years since that report was published, we have learned more about development in place--from research, from working with managers and organizations that are making use of developmental assignments, and from our colleagues in the field. We believe it is time once again to consolidate our knowledge...

As the world becomes more globally related, it is not just trade, or business, or technology that must change. The process of leadership must also change. But for leadership to change, our minds must change.

Executive training and development, increasingly interwoven with strategic planning, is the fuel that powers management to move along its strategic road map.

There is an uncanny power in leaders' telling stories about their vulnerabilities.