The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities (J-B Lencioni Series)

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Marvellous... a quite wonderful new play... full of compassion, funny, witty and utterly compelling... This play is Thorne and Mendes's own love letter to the stage, full of both intellect and passion, clever and profoundly moving' WhatsOnStage Reputation: Everyone has a reputation, good or bad, deserved or undeserved. Your character’s reputation shapes others' judgment of your protagonist. You can use reputation to help you define your character or to show a different side that others don’t see.

Psychiatrist Viktor Frankl’s discusses in-depth his experience with living in Nazi death camps and describes the lessons it taught him about spiritual survival. Frankl puts forth a convincing argument that avoiding suffering isn’t realistic. However, through choosing how we cope with that suffering and the meaning we ascribe to it, we retain the ability to move forward with renewed purpose.

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Orson Scott Card lists several other elements you need to cover to create a truly unforgettable character: Do you justify not knowing what your direct reports are doing by claiming not to want to be a micromanager? Can there be a more critical, central, or indispensable activity within an organization than a meeting?

How to Write a Thriller. As the tin says: In this free 10-day course, romance editor and writer Kate Studer teaches you step-by-step how to write a romance novel that captures readers' minds and hearts. What is tolerated at the top of a company is often the celling of what can be expected deeper within it. Leader Reflection and Call to Action Stunning... Thorne's gloriously rich script subtly dissects the various relationships of the players, and it's magical to see it all unfold... a brilliant piece of theatre' Theatre Weekly Magical... deeply affecting... not just a heartfelt plea for the power of theatre, but a moving, often very funny, story about two generations teasing and provoking one another' Independent Leaders realize that effective team-building always involves emotional and uncomfortable conversations.Now think about Ian Fleming’s James Bond. At the beginning of every movie, Bond is in the middle of some intense action. He’s running from bad guys or he’s chasing bad guys. The scene always wraps up in Bond’s favor, and we see him with the Bond girl and a martini, shaken not stirred. What do we know about Bond from his actions? He’s suave, he’s debonair, he’s brave, cunning, and quite clever. And he has the best spy toys ever. These are the situations and activities that reward-centered leaders tend to delegate, abdicate, or ignore. If we don’t understand why we are leading in the first place, the lessons in this book will not make sense.