We knew you existed. . .we knew we weren’t the only ones. There are so many of us. . .all after the same thing. . . The challenge we all face is that in our search for 8 million answers we often spend time asking too many of the wrong questions. Both of us have spent over 20 years, working on figuring ourselves out, all the while searching for direction. The biggest navigation tool we found was discovering the right questions to ask ourselves first---"The Six Questions." Find your Answers. Love your Life. Get it Right.
There is a competitive advantage out there, arguably more powerful than any other. Is it superior strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick Lencioni, argues that the seminal difference between successful companies and mediocre ones has little to do with what they know and how smart they are and more to do with how healthy they are. In this book, Lencioni brings together his vast experience and many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage organizational health provides. Simply put, an organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified. Healthy organizations outperform their counterparts, are free of politics and confusion and provide an environment where star performers never want to leave. Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for achieving organizational health—complete with stories, tips and anecdotes from his experiences consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nano-second change, it is no longer enough to build a competitive advantage based on intelligence alone. The Advantage provides a foundational construct for conducting business in a new way—one that maximizes human potential and aligns the organization around a common set of principles.
We all have a lot going on, inside and out. We want a high level of reward in every area of life, and we expect to figure out how to get it. The challenge is that in our search for answers we often spend time asking too many of the wrong questions. "The Six Questions" simplifies the complex life of the everyday person by providing the right questions to ask, in the right order, to find the answers that matter.
WHAT IS THE STORY GRID? The Story Grid is a tool developed by editor Shawn Coyne to analyze stories and provide helpful editorial comments. It's like a CT Scan that takes a photo of the global story and tells the editor or writer what is working, what is not, and what must be done to make what works better and fix what's not. The Story Grid breaks down the component parts of stories to identify the problems. And finding the problems in a story is almost as difficult as the writing of the story itself (maybe even more difficult). The Story Grid is a tool with many applications: 1. It will tell a writer if a Story ?works? or ?doesn't work. 2. It pinpoints story problems but does not emotionally abuse the writer, revealing exactly where a Story (not the person creating the Story'the Story) has failed. 3. It will tell the writer the specific work necessary to fix that Story's problems. 4. It is a tool to re-envision and resuscitate a seemingly irredeemable pile of paper stuck in an attic drawer. 5. It is a tool that can inspire an original creation.
Digital transformation is not about technology--it's about change. In the rapidly changing digital economy, you can't succeed by merely tweaking management practices that led to past success. And yet, while many leaders and managers recognize the threat from digital--and the potential opportunity--they lack a common language and compelling framework to help them assess it and guide them in responding. They don't know how to think about their digital business model. In this concise, practical book, MIT digital research leaders Peter Weill and Stephanie Woerner provide a powerful yet straightforward framework that has been field-tested globally with dozens of senior management teams. Based on years of study at the MIT Center for Information Systems Research (CISR), the authors find that digitization is moving companies' business models on two dimensions: from value chains to digital ecosystems, and from a fuzzy understanding of the needs of end customers to a sharper one. Looking at these dimensions in combination results in four distinct business models, each with different capabilities. The book then sets out six driving questions, in separate chapters, that help managers and executives clarify where they are currently in an increasingly digital business landscape and highlight what's needed to move toward a higher-value digital business model. Filled with straightforward self-assessments, motivating examples, and sharp financial analyses of where profits are made, this smart book will help you tackle the threats, leverage the opportunities, and create winning digital strategies.
Writing in Dance Research Journal, Joellen A. Meglin of Temple University called The Six Questions, "a nerve-hitting, nitty-gritty, accept-nothing-bogus, action-painted account of the dance performance process based on a lifetime of creative performance, choreography, and teaching." Nagrin's second volume focuses on the theory of acting technique for dance performance and includes a workbook of exercises.
Business success requires making hard decisions. Making hard decisions well requires a depth of understanding about the business and its environment that, unfortunately, many business leaders lack, or at least they haven't formulated their understanding of the business into a framework that makes it easy to consistently and confidently apply. In this book Russell McGuire asks six simple questions that any leader should be able to answer about their business. The answers to those six questions provide a mental framework that can help leaders navigate the challenges their organizations will undoubtedly face. But more than simply asking the questions, McGuire provides the tools and approaches leaders can use to thoughtfully develop the answers to those questions.
What makes someone Jewish? Theodore Ross was nine years old when he moved with his mother from New York City to the Mississippi Gulf Coast. Once there, his mother decided, for both personal and spiritual reasons, to have her family pretend not to be Jewish. He went to an Episcopal school, where he studied the New Testament, sang in the choir, and even took Communion. Later, as an adult, he wondered: Am I still Jewish? Seeking an answer, Ross traveled around the country and to Israel, visiting a wide variety of Jewish communities. From “Crypto-Jews” in New Mexico and secluded ultra-devout Orthodox towns in upstate New York to a rare Classical Reform congregation in Kansas City, Ross tries to understand himself by experiencing the diversity of Judaism. Quirky and self-aware, introspective and impassioned, Am I a Jew? is a story about the universal struggle to define a relationship (or lack thereof) with religion.
