Economics and Business

In this completely updated new edition, the best-selling author of 101 Great Answers to the Toughest Interview Questions and 101 Smart Questions to Ask on Your Interview takes you step-by-step through the hiring process.

Business books fall into two categories: theory and impractical protocols. Both provide either ideas without applications or applications without proven theoretical frames. They are like concept cars that no one expects to drive to work. THE LEADER ARCHITECT provides the bridge to proven solutions based on sound theory.

Confucius said that a thousand-mile journey begins with a single step. The same principle applies to becoming a self-made millionaire, except this journey is a little shorter, comprising of just 52 common sense practices. Featuring interviews with a wide-ranging list of self-made millionaires, you will be astonished to see how anyone can achieve this status by creating the right mindset.

What do leaders and executives do to keep improving their performances and maintain momentum? They go back to the basics. Fundamentals are the glue - communicating, listening, questioning, inspiring followers, being accountable and delegating. These essentials are the change agents for leaders with a desire to succeed.

In WHY CUSTOMERS LEAVE, popular customer experience and marketing speaker, David Avrin, makes a compelling case for customer experience as a bankable differentiator in an era of vast marketplace choices.

The vast majority of word of mouth happens offline, in everyday conversations. In THE SCIENCE OF CUSTOMER CONNECTIONS, Karrh offers simple concepts plus practical guidance for individual professionals, teams and complex organisations to be part of those conversations in ways that increase their business.

In today's workplace, managers, leaders and HR professionals often believe they don't have the time to help employees navigate conflict. More often than not, however, it takes more time not to address conflict than to constructively intervene. But before you can successfully guide others in managing disagreements, you must be able to manage yourself - your mindset, presence and behaviour.

Being a responsive leader means playing to win. Responsive leadership can thrive anywhere, unlike systematic leadership. The latter imposes methods and laws; principles govern action. In contrast, responsive leadership is a living, changing set of traits and skills that adapts to new people and environments.

THEY DON'T TEACH CORPORATE IN COLLEGE has resonated with hundreds of thousands of readers and is currently used as a text in corporations and universities across the country. Streamlined and made more accessible for the current generation of twenty-somethings, this new edition is for those that want to make a difference right now but lack some of the core skills to make it happen.

Finding the right talent is hard. Finding the right talent that will prosper and stay is even harder. Business growth is being stifled and fields of office cubicles remain empty due to the fierce competition for talent today with job openings having recently surged to a record high. EVERGREEN TALENT will show you how to attract, find and keep employees for the long-term.

Want to avoid business disasters, whether minor mishaps, such as excessive team conflict or major calamities like those that threaten bankruptcy or doom a promising career? Fortunately, behavioural economics studies show that such disasters stem from poor decisions due to our faulty mental patterns - what scholars call “cognitive biases” - and are preventable.

Too often, people avoid difficult conversations; but these discussions often need to happen to bring people together so we can all succeed. There's no denying that our workplaces are more diverse than ever. Age, race, gender—there are so many different perspectives and experiences being brought to the table.

WAIT, I'M THE BOSS?!? is chock-full of useful information, tips and checklists that can be used by anyone who aspires to become a skilled manager. While it's written with the new manager in mind, it can, also, serve as a useful refresher for any manager, no matter how experienced he or she may be.

There's no denying it. Business has become global, yet few people we meet in our everyday lives have any actual international experience. Markets are increasingly messy and rapidly evolving. Leaders know that they need to adapt, but they are usually too busy - and they're unsure about what exactly to change. LEAN BRANDS provides a lean, agile approach to building global brands, helping you: 1.

One of the most important questions a leader can ask themselves is: “How do I get my teams, my organization to move faster?” That is the challenge that all leaders face. This challenge grows more intense every day. LEAD WITH SPEED is the answer.

In today's hurly-burly work environment, many businesspeople find it challenging to avoid distraction, stay focused, use their time and energy to maximum benefit, and gain ground on important goals and outcomes. In short, we are overloaded. NO NONSENSE: TIME MANAGEMENT helps you overcome this feeling of overload and avoid the traps that lead to an unproductive relationship with time.

For most businesses, attracting new customers is a never-ending effort anchored in uncertainty, frustration, and knee-jerk reactions. NO NONSENSE: ATTRACT NEW CUSTOMERS takes the mystery out of creating an ongoing plan with proven tactics to keep the phone ringing and the door swinging. The basic concept: Attract an endless flood of new customers at little or no cost! NO NONSENSE: ...

For most businesses, attracting new employees and getting your existing employees to succeed is a never-ending task. It's often rooted in inefficient hiring practices, misunderstood motivational techniques, inadequate training, and high employee turnover. The results: low productivity and poor performance, leading to lower revenue, unhappy customers, and endless management headaches.

Why do some team members not get along? What is the best way to get new teams and ad-hoc teams to maximize their performance in the least amount of time? How can meetings be designed to achieve useful outcomes? Teams are the source of problem-solving and innovation that today's organizations need to survive and thrive in an increasingly complex and challenging marketplace.

In his work consulting to major corporations for more than thirty years, Gerald Kraines consistently hears that 60–70 percent of business organizations' potential effectiveness goes unrealized. He shares how to engage, align, and develop employees in order to leverage and encourage optimal performance and long-lasting results.