Are you a leader? Do you have what it takes to be successful? How good are you at managing money? Can you supervise? How persuasive are you? Are you considerate? Here's a series of books that are not just another set of test-yourself books. Highly readable, these books are written by professionals and provide expert guidance to help you evaluate yourself, and enrich and fortify your life.
Leaders rely on business people to see the big picture and get things done. They want mindset and mojo, all in one! The problem is that all business people aren't wired that way, and that's where The Business Acumen Handbook comes in. The main idea behind The Business Acumen Handbook is to help managers understand the pillars of their company's business, and to operate more effectively and efficiently. After reading this book, you'll be able to: Understand and apply the dimensions of business acumen that focus on people, processes, projects, and products so that you can see the "big picture of business" Incorporate finance, strategy, and performance management into your professional mindset Develop a model for how to effectively communicate with, and influence others. Understand complex business situations, evaluate facts and data, and make better decisions The book is filled with tools, templates, exercises, and guidelines. It also introduces readers to their own individual business acumen assessment so that they can create a purposeful career and professional development strategy. This book is also the companion text for the Business Acumen Workshop offered by The Business Acumen Institute (visit: www.businessacumeninstitute.com)
As a training and development or human resource professional, do you have the knowledge, skills, and experience you need to become an indispensable strategic partner within your organization? Building Business Acumen for Trainers provides step-by-step practical advice on business practices guaranteed to win the support, respect, and attention of your organization. Written for both new and seasoned professionals, this essential resource will show how to put into practice the three critical areas of business acumen: Finance skills Partnering skills Communication skills
Fully updated the Good Small Business Guide 2013 is packed with essential advice for small business owners or budding entrepreneurs. Containing 140 easy to read articles, and an extensive information directory, this comprehensive guide offers help on all aspects of starting and growing a small business.
Fully updated for this 7th annual edition, the Good Small Business Guide 2013 is packed with essential advice for small business owners or budding entrepreneurs. Offering help on all aspects of starting, running and growing a small business, including: planning, setting up or acquiring a business, getting to grips with figures, marketing, selling online, and managing yourself and others. Containing over 140 easy-to-read articles and an extensive information directory this fully updated guide offers help on all aspects of starting and growing a small business. Features a foreword from the National Chairman of the Federation of Small Businesses.
If you want your startup to succeed, you need to understand why startups fail. “Whether you’re a first-time founder or looking to bring innovation into a corporate environment, Why Startups Fail is essential reading.”—Eric Ries, founder and CEO, LTSE, and New York Times bestselling author of The Lean Startup and The Startup Way Why do startups fail? That question caught Harvard Business School professor Tom Eisenmann by surprise when he realized he couldn’t answer it. So he launched a multiyear research project to find out. In Why Startups Fail, Eisenmann reveals his findings: six distinct patterns that account for the vast majority of startup failures. • Bad Bedfellows. Startup success is thought to rest largely on the founder’s talents and instincts. But the wrong team, investors, or partners can sink a venture just as quickly. • False Starts. In following the oft-cited advice to “fail fast” and to “launch before you’re ready,” founders risk wasting time and capital on the wrong solutions. • False Promises. Success with early adopters can be misleading and give founders unwarranted confidence to expand. • Speed Traps. Despite the pressure to “get big fast,” hypergrowth can spell disaster for even the most promising ventures. • Help Wanted. Rapidly scaling startups need lots of capital and talent, but they can make mistakes that leave them suddenly in short supply of both. • Cascading Miracles. Silicon Valley exhorts entrepreneurs to dream big. But the bigger the vision, the more things that can go wrong. Drawing on fascinating stories of ventures that failed to fulfill their early promise—from a home-furnishings retailer to a concierge dog-walking service, from a dating app to the inventor of a sophisticated social robot, from a fashion brand to a startup deploying a vast network of charging stations for electric vehicles—Eisenmann offers frameworks for detecting when a venture is vulnerable to these patterns, along with a wealth of strategies and tactics for avoiding them. A must-read for founders at any stage of their entrepreneurial journey, Why Startups Fail is not merely a guide to preventing failure but also a roadmap charting the path to startup success.
Advocates that employees should focus their attention on what the author defines as the key drivers of cash, profit, assets, growth, and people to evaluate the viability of their organization and their prospects for advancement.
Steven Silbiger has distilled the material of the ten most popular business schools in order to teach readers the language of business. At the rate of one easy-to-understand chapter a day, this book will enable readers to absorb the material, speak the language, and, most importantly, acquire the confidence and expertise needed to get ahead in the competitive business world.
Welcome to the world of being a "millennial". You are part of the most talked about, written about, and yet least understood generation in modern history! You were able to program a VCR and television remote control before you could speak. You were taught using the latest technology, distance learning, and online classes. Socially, you embraced social media and social networking when most of the adult world couldn't spell Google or Twitter. And yet, you find yourself misunderstood at best, and marginalized at worst. However, the reality is, that millennials possess some of the most innovative, and creative minds in the workplace. Unlike previous generations who adhered to militaristic hierarchies, "me too" group think, and chose to "live to work", you have decided that organizational layers create unproductive barriers, "group think" stifles creativity, and that living to work leads to burnout. In your world, your job is an extension of who you are. Your co-workers are an extension of your social network, and you choose to "work to live" so that you can enjoy all life has to offer! But in reality, you have a real problem. Most of todays leaders are from another time and place. Your bosses are baby-boomers or Gen-Xers (think Baby-boomer wannabes), and in some cases, "Traditionalists" (think Grandma and Grandpa). They can't seem to understand why you act and think how you do? They struggle to see you as equals in decision-making, and can be intimidated by your grasp of technology. But until you are running the organization, you MUST learn how to work with, through and beside them. This book serves to enhance your ability to succeed by exploring common myths and perceptions regarding Millennials. You will see yourselves through the eyes of others, to better understand and ultimately overcome these misperceptions. Additionally, it will force you to look at yourself in the mirror to uncover some of your "blind-spots" and opportunities for personal and professional growth. Written by a Millennial with editorial insights by her Baby-boomer father, the hope is that after reading "Swag Is Not Enough", you will be armed with insights and lessons to take your career to new heights.
