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The Business Developer's Playbook Relationship Selling Principles and the DNA of Dialogue Selling

The Business Developer's Playbook Relationship Selling Principles and the DNA of Dialogue Selling

This book is not about selling products - it is about selling yourself your ideas and your services. This book explains an innovative dialogue sales process and the relationship sales principles that underpin it. In every sales situation there is both a seller and a buyer and at different times either the buyer or the seller may take the lead. The dance they perform may or may not lead to a deal but it will leave them knowing a little more about each other’s strengths and weaknesses. These two dancers are connected and follow the same steps - The five steps they follow are to plan connect dialogue record and follow up. The five steps are the basis of the dialogue process. In addition this book provides easy-to-follow guidance for three groups of people: 1. Professionals wanting to sell their services and improve their business development; 2. Thought leaders change agents innovators entrepreneurs senior public servants and advocates wanting to sell their ideas to others; 3. Mid-career job seekers and recent graduates aiming to sell themselves into a dream job role either full or part-time. | The Business Developer's Playbook Relationship Selling Principles and the DNA of Dialogue Selling

GBP 31.99
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Planned Change Why Kurt Lewin's Social Science is Still Best Practice for Business Results Change Management and Human Progress

Planned Change Why Kurt Lewin's Social Science is Still Best Practice for Business Results Change Management and Human Progress

Gil Crosby has accomplished what most of us in the world of applied behavioral science in general and OD and T-Group training in particular have not—making the theoretical father of our work accessible. Thus this book is a gift and with it we can understand more deeply and teach others more accurately what Lewin actually stated and meant. Moreover the book is reader-friendly visually appealing and humorous rather than academically boring. Thank you Gil! Dr. W. Warner Burke E. L. Thorndike Professor of Psychology and Education Teachers College Columbia University Kurt Lewin (1890-1947) was a visionary psychologist and social scientist who used rigorous research methods to establish an approach to planned change that is both practical and reliable. He mentored and inspired most of the early professionals who came to identify themselves as practitioners of organization development (OD). He also fostered the emergence of the experiential learning method known as the T-group which uniquely structures group dynamics into a laboratory for dramatic individual and team development. In the early days most OD professionals learned much about themselves and about group dynamics through T-group experiences. Lewin’s methods though little known yield consistent business results such as increased performance and improved morale. His approaches have the rare impact of not just changing behavior but changing the beliefs that underlie behavior. Sadly most OD professionals today— business and organizational leaders community organizers and people in general—have never read any of Lewin’s actual writing beyond a quote or two. Indeed some in the OD profession have rejected or distanced themselves from what they think Lewin taught even though they and many others seem to know very little about his methods or history. Because Lewin was a prolific writer one of the author’s main goals is to organize his immense body of published work so that readers can easily explore the source material and form their own opinions. Essentially this book is aimed at introducing Lewin in a new way both simplified yet substantial enough to guide anyone who is trying to plan change whether at the individual group/team organizational or societal levels. Lewin was not trying to create methods for OD professionals alone (or for social scientists as he regarded himself). In his interventions he taught those how to do their own version of planned change. He believed social science might be the light that helps create a brighter future for humanity. This text transfers this knowledge to a broad audience so that each reader can more successfully implement organizational and social change. | Planned Change Why Kurt Lewin's Social Science is Still Best Practice for Business Results Change Management and Human Progress

GBP 28.99
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Strategic Listening How Managers Coworkers and Organizations Can Become Better at Listening

Strategic Listening How Managers Coworkers and Organizations Can Become Better at Listening

Listening is so simple yet so difficult. Many times listening is taken for granted. One could therefore say that listening is the forgotten part of communication. Although organizations have more digital and analog communication channels than ever too little time is spent listening to customers employees and other influential groups. It is a shame that listening is not given more attention as it is linked to many positive values. Examples include better conversations increased trust and confidence more outstanding commitment and job satisfaction lower absenteeism due to illness higher productivity and quality of work increased sales better relationships with customers and employees and many other positive effects. To the extent that listening takes place organizations rarely take a holistic approach to it. Strategic listening means a given objective for listening thoughts about who should listen when it should happen and so on. An organization’s listening must become a strategic issue to exploit the great potential of increased listening. This book provides answers to the following: Why is listening important? What are the barriers to listening? How can both individuals and organizations become better at listening? How can organizations develop strategic listening skills? How does one build a system to improve an organization’s strategic listening? | Strategic Listening How Managers Coworkers and Organizations Can Become Better at Listening

GBP 26.95
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The Basics of Performance Measurement

The Basics of Performance Measurement

You can‘t understand manage or improve what you don‘t measure While every smart executive now knows the truth of those words perhaps more so than anyone it was Jerry Harbour who turned that adage into a science. Originally published in 1997 The Basics of Performance Measurement helped pioneer the science of performance measurement and continues to serve as an industry standard. Yet despite the book‘s continued relevancy Harbour is once again stepping ahead of the curve to fully update his little yellow book. In addition to adding the wisdom of lessons learned over the past decade he adds two new chapters to this second edition. One of these chapters discusses units of measurement. The other introduces ways to better interpret what has been measured and then translate those measurement-related interpretations into actionable knowledge. Harbour provides a six-step method for developing a performance measurement system. He shows how to design performance measurement families and how to build hierarchies tailored to different levels within an organization. He also covers collection and distribution as well as the value of performance measure displays. When you finish this book you will be able to undertake performance measurement with new confidence. You will also come away knowing how to present your findings with an authority that will convince stakeholders of the importance and accuracy of your results.

GBP 170.00
1

Rethinking Patient Safety

Rethinking Patient Safety

The vast majority of healthcare is provided safely and effectively. However just like any high-risk industry things can and do go wrong. There is a world of advice about how to keep people safe but this delivers little in terms of changed practice. Written by a leading expert in the field with over two decades of experience Rethinking Patient Safety provides readers with a critical reflection upon what it might take to narrow the implementation gap between the evidence base about patient safety and actual practice. This book provides important examples for the many professionals who work in patient safety but are struggling to narrow the gap and make a difference in their current situation. It provides insights on practical actions that can be immediately implemented to improve the safety of patient care in healthcare and provides readers with a different way of thinking in terms of changing behavior and practices as well as processes and systems. Suzette Woodward shares lessons from the science of implementation campaigning and social movement methods and offers the reader the story of a discovery. Her team has explored an approach which could profoundly affect the safety culture in healthcare; a methodology to help people talk to each other and their patients and to listen through facilitated safety conversations. This is their story.

GBP 31.99
1

Lean Higher Education Increasing the Value and Performance of University Processes

Lean Higher Education Increasing the Value and Performance of University Processes

In an environment of diminishing resources growing enrollment and increasing expectations of accountability Lean Higher Education: Increasing the Value and Performance of University Processes provides the understanding and the tools required to return education to the consumers it was designed to serve the students. It supplies a unifying framework for implementing and sustaining a Lean Higher Education (LHE) transformation at any institution regardless of size or mission. Using straightforward language relevant examples and step-by-step guidelines for introducing Lean interventions this authoritative resource explains how to involve stakeholders in the delivery of quality every step of the way. The author details a flexible series of steps to help ensure stakeholders understand all critical work processes. He presents a wealth of empirical evidence that highlights successful applications of Lean concepts at major universities and provides proven methods for uncovering and eliminating activities that overburden staff yet contribute little or no added value to stakeholders. Complete with standardized methods for correctly diagnosing workplace problems and implementing appropriate solutions this valuable reference arms you with the understanding and the tools to effectively balance the needs of all stakeholders. By implementing the Lean practices covered in these pages your school will be better positioned to provide higher quality education at reduced costs with efficient processes that instill pride maximize value and respect the long-term interests of your students faculty and staff. | Lean Higher Education Increasing the Value and Performance of University Processes

GBP 175.00
1

LeanSpeak The Productivity Business Improvement Dictionary

LeanSpeak The Productivity Business Improvement Dictionary

This dictionary specific to lean business processes contains over 500 terms used in lean management and manufacturing. Easy to access accurate and comprehensive LeanSpeak will become the desktop tool of choice for lean manufacturing practitioners from the shop floor to the corner office. Here are some examples of entries in LeanSpeak:gemba: Japanese word of which the literal translation is the real place. In the manufacturing field gemba means the shop floor where the actual product is being made as contrasted to the office where support services are provided. lean: shorthand to refer to a lean manufacturing system of which the Toyota Production System is the foremost example that has relatively little non-value-adding waste and maximum flow. The term has been used pejoratively to refer to anti-labor practices intending to reduce the number of workers within a company and to strong-arm tactics with suppliers. takt time: the rate at which product must be turned out to satisfy market demand. It is determined by dividing the available production time by the rate of customer demand. For example if customers demand 240 widgets per day and the factory operates 480 minutes per day takt time is two minutes. If customers want two new products designed per month takt time is two weeks. It is a calculated number not a reflection of your capability. It sets the pace of production to match the rate of customer demand. Also available as an ebook in Microsoft Reader Adobe Acrobat Reader or Palm Reader formats. | LeanSpeak The Productivity Business Improvement Dictionary

GBP 170.00
1

Simplifying Risk Management An Evidence-Based Approach to Creating Value for Stakeholders

Simplifying Risk Management An Evidence-Based Approach to Creating Value for Stakeholders

Recent decades have seen much greater attention paid to risk management at an organizational level as evidenced by the proliferation of legislation regulation international standards and good practice guidance. The recent experience of Covid-19 has only served to heighten this attention. Growing interest in the discipline has been accompanied by significant growth in the risk management profession; but practitioners are not well served with suitable books to guide them in their work or challenge them in their professional development. This book attempts to place the practice of risk management within organizations into a broader context looking as much at why we try to manage risk as how we try to manage risk. In doing so it challenges two significant trends in the practice of risk management: • The treatment of risk management primarily as a compliance issue within an overall corporate governance narrative; and • The very widespread use of qualitative risk assessment tools (“heat maps” etc. ) which have absolutely no proven effectiveness. Taken together these trends have resulted in much attention being devoted to developing formalized systems for identifying and analyzing risks; but there is little evidence that this is driving practical cost-effective efforts to actually manage risk. There appears to be a preoccupation with the risks themselves rather than a focus on the positive actions that can (and should) be taken to benefit stakeholders. This book outlines a simple quantitative approach to risk management which refocuses attention on treating risks; and presents choices about risk treatment as normal business decisions. | Simplifying Risk Management An Evidence-Based Approach to Creating Value for Stakeholders

GBP 39.99
1

Lean Sustainability Creating Safe Enduring and Profitable Operations

Lean Sustainability Creating Safe Enduring and Profitable Operations

The Japan Institute of Plant Maintenance defines safety as the maintenance of peace of mind. Without peace of mind or the serenity brought about by a safe working environment employees will be unwilling and even unable to focus their energies on production improvement. Thus it can be said that all improvement begins with safety. Winner of a 2013 Shingo Research and Professional Publication Award! A how-to manual on the proper integration of safety and environmental sustainability with Lean implementations Lean Sustainability: Creating Safe Enduring and Profitable Operations provides a proven recipe for achieving safety and sustainability excellence. This book is the result of the author‘s two decades of experience implementing Lean; Safety Health and Environmental (SHE); and sustainability processes in the chemical food and consumer products industries. It unveils valuable lessons learned and little-known tips for eliminating waste and increasing process efficiency while reducing safety incidents and the overall impact on the environment. The text illustrates how to use the SHE Pillar as a gateway to continuous improvement regardless of the improvement methodology you use. Bolstered with proven methodologies and real-world advice it introduces novel approaches for achieving safety and sustainability excellence including: Autonomous Safety‘supplying employees with the knowledge skills and motivation to work safely Triple Zero the achievement of zero accidents zero environmental incidents and zero losses Green Value Stream Mapping the application of Value Stream Mapping to environmental and sustainability issues Although there are many books on Lean sustainability and SHE few explain how to integrate these dynamic tools. Walking you through this process this book supplies the tools to create a synergy that wil | Lean Sustainability Creating Safe Enduring and Profitable Operations

GBP 180.00
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The Controller as Lean Leader A Novel on Changing Behavior with a Lean Cost Management System

The Controller as Lean Leader A Novel on Changing Behavior with a Lean Cost Management System

Traditional accounting systems have become inadequate for today‘s increasingly competitive global manufacturing environment. They are too complex and too focused on past performance. As manufacturing techniques change and become less labor intensive accounting methods must also evolve. Regardless of what you call it Lean accounting is a management accounting system that should be part of every worker‘s daily activities. The Controller as Lean Leader: A Novel on Changing Behavior with a Lean Cost Management System delineates the differences between cost accounting and cost management. It uses a story format to present a compilation of experiences; some good some bad and some humorous. The story follows a fictional manufacturing entity embarking on a Lean change management journey for the second time having failed at its first attempt at Lean implementation a few years earlier. As the story progresses readers gain an understanding of what the company will do differently this time around to ensure it doesn‘t slip backward again as the transformation unfolds. Illustrates the various approaches to Lean implementation Explains Target Costing and describes how to use it to get your budget right the first time around Examines the concept of systems and the importance of defining values in your business Describes what the purpose of a Lean Human Resources (HR) system should be Introduces with visuals the little-known importance of the timing of the implementation and integration of the four integral parts of the Lean Cost Management System with the five Lean principles The main character the Lean Controller presents her ideas with visuals throughout the book. Discussions between the Lean controller and employees at various levels of the organization illustrate valuable lessons. The many faces of the Lean Controller as expressed thro | The Controller as Lean Leader A Novel on Changing Behavior with a Lean Cost Management System

GBP 170.00
1

Government Deals are Funded Not Sold How to Incorporate Lobbying into Your Federal Sales Strategy

Government Deals are Funded Not Sold How to Incorporate Lobbying into Your Federal Sales Strategy

As identified by Bloomberg Government the best-performing federal contractors all lobby Congress. We might guess that intuitively. The common perception of Washington DC as an insider's game persists and it makes sense that the winners lobby. However focusing only on best-performing contractors limits the view of what unfolds through congressional lobbying or more importantly could unfold for even more companies—if they only recognized that they also have access to Congress. The tools of congressional influence are available to every company yet the overwhelming majority of federal contractors eschew the opportunity to lobby Congress. Sadly it’s not just that companies often don’t know how. It’s worse; they don’t know why lobbying Congress can be helpful. Defense represents the most significant portion of the federal budget annually reviewed and approved by Congress. As such it's a valuable case study to understand what may contribute to a concentration of winners that garner federal contracts. Any company can learn by understanding more about lobbying in the defense industry. The inability or unwillingness to integrate lobbying into a sales strategy stems from hubris ignorance and lack of imagination. Thinking I've got this and relying on their wits and narrow networks too many defense executives struggle to gain real traction and consistently win large contracts. The result? The biggest winners aggregate at the top of the defense industrial base pyramid while the hundreds of thousands of others are left to wonder what just happened and why it’s so hard. This book focuses on those who do not lobby. It’s almost too easy to conclude the system is unfair unlikely to change and populated by well-connected insiders who move through the revolving door. Digging a little deeper this book reveals that the real challenge to more democratized access to Congress is within our reach—if we could only see it! | Government Deals are Funded Not Sold How to Incorporate Lobbying into Your Federal Sales Strategy

GBP 25.99
1

Lean Healthcare Systems Engineering for Clinical Environments A Step-by-Step Process for Managing Workflow and Care Improvement Projects

Lean Healthcare Systems Engineering for Clinical Environments A Step-by-Step Process for Managing Workflow and Care Improvement Projects

It has been almost 20 years since the Institute of Medicine released the seminal report titled Crossing the Quality Chasm. In it the IoM identified six domains of care quality (safe timely effective efficient equitable and patient-centric) and noted a huge gap between the current state and the desired state. Although this report received a great deal of attention sadly there has been little progress in these areas. In the U. S. healthcare still has huge disparities is inefficient and is fragmented with delays in care that are often unsafe. Most U. S. citizens are expected to suffer from a diagnostic error sometime during their lifetime not receive a large fraction of recommended care and pay for one of the most expensive systems in the world. Much has been written about quality improvement over the years but many prominent quality and safety experts. Yet progress has been slow. Some have called on the healthcare professions to look outside of healthcare to other industries using examples in nuclear power and airlines for safety the hotel and entertainment industry for a ‘customer’ focus and the automotive industry particularly Toyota for efficiency (Lean). This book by Dr. Oppenheim on lean healthcare systems engineering (LHSE) is a fresh approach that brings forth concepts that systems engineers have used in huge national defense projects. What’s unique in this book is that these powerful system engineering tools are modified to be able to address smaller sized healthcare problems that still involve similar problems in fragmentation and poor communication and coordination. This book is an invaluable reference for a new powerful process named Lean Healthcare Systems Engineering (LHSE) for managing workflow and care improvement projects in all clinical environments. The book applies to ambulatory clinics and hospitals of all types including operating rooms emergency departments and ancillary departments clinical and imaging laboratories pharmacies and population health. The book presents a generic rigorous but not mathematical step-by-step process of integrated healthcare systems engineering and Lean. The book also contains the first major product created with the LHSE process namely tabularized summaries of representative projects in healthcare delivery applications called Lean Enablers for Healthcare Projects. Each full-page enabler table lists the challenges and wastes powerful improvement goals risks and expected benefits and some useful descriptions of the healthcare system of interest. The book provides user-friendly solutions to major problems in healthcare delivery operations in all clinical environments addressing fragmentation wastes wrong incentives ad-hoc and stove-piped management lack of optimized processes hierarchy gradient lack of systems thinking “blaming and shaming culture” burnout of providers and many others. | Lean Healthcare Systems Engineering for Clinical Environments A Step-by-Step Process for Managing Workflow and Care Improvement Projects

GBP 39.99
1

Lean Higher Education Increasing the Value and Performance of University Processes Second Edition

Lean Higher Education Increasing the Value and Performance of University Processes Second Edition

In an environment of diminishing resources growing enrollment and increasing expectations of accountability Lean Higher Education: Increasing the Value and Performance of University Processes Second Edition provides the understanding and the tools required to return education to the consumers it was designed to serve – the students. It supplies a unifying framework for implementing and sustaining a Lean Higher Education (LHE) transformation at any institution regardless of size or mission. Using straightforward language relevant examples and step-by-step guidelines for introducing Lean interventions this authoritative resource explains how to involve stakeholders in the delivery of quality every step of the way. The author details a flexible series of steps to help ensure stakeholders understand all critical work processes. He presents a wealth of empirical evidence that highlights successful applications of Lean concepts at major universities and provides proven methods for uncovering and eliminating activities that overburden staff yet contribute little or no added value to stakeholders. Complete with standardized methods for correctly diagnosing workplace problems and implementing appropriate solutions this valuable reference arms you with the understanding and the tools to effectively balance the needs of all stakeholders. By implementing the Lean practices covered in these pages your school will be better positioned to provide higher quality education at reduced costs with efficient processes that instill pride maximize value and respect the long-term interests of your students faculty and staff. This second edition contains a substantial update with expanded material and reflects the significant growth of LHE practices in colleges and universities worldwide. Because of advances in best practices as well as some modest research-based evidence this second edition includes many enhancements that provide particular value to LHE practitioners and higher education (HE) leaders. Since the initial publication of Lean Higher Education in 2010 the challenges of cost and affordability competition for students and faculty and calls for efficiency and accountability have only continued to grow requiring colleges and universities to pursue more radical and transformative change to ensure their success. This new edition provides a model for change based on more than 50 years of application in business and industry and almost 20 years in HE. It provides the information and evidence demanded by HE leadership to understand and embrace LHE as well as best practices processes and tools for implementing LHE in targeted areas or institution-wide. This book provides a conceptual framework for redesigning any university process such as admitting students paying a bill hiring faculty or processing a donor gift in a way that delights the beneficiary of that process respects the employees who support the process and reduce the cost of the process. A free companion guide to this book is available here: https://cabaa139-7c62-47ae-af03-e18f51efab1c. filesusr. com/ugd/f5359d_a064ca39f666408f851ffd282eb9a0a7. pdf The goal of this companion guide is to help you get the most out of your reading of Lean Higher Education. The guide is designed to support your deeper understanding and application of LHE whether you are reading the book (a) from cover to cover or select chapters; (b) reading it alone as a member of a workplace reading group or as a student in a classroom; (c) facilitating discussions of the chapters in the book; or (d) seeking guidance as you begin your own personal Lean Higher Education journey. | Lean Higher Education Increasing the Value and Performance of University Processes Second Edition

GBP 39.99
1