Rebel at Work: How to Innovate and Drive Results When You Aren't the Boss

Diversion Books
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"Rebel at Work is a fascinating book that makes you see your workplace in ways you haven't considered before. Natalie's approaches will have immediate impact for anyone trying to 'lead from the trenches' in a positive and productive way." —Jon Gordon, author of The Energy Bus, The Carpenter, and The Power of Positive Leadership

Are you tired of leadership that claims to want an innovative culture, but throws up internal roadblocks against any new initiatives? If you're a frustrated employee banging your head up against a corporate brick wall, then this is the book for you.

Change in a company often happens from the inside out when valuable employees get fed up with leadership's vague direction and conflicting priorities. But as an employee, it can be difficult to know how to inspire innovation without getting further sidelined. Rebel at Work shows you how to take matters into your own hands. You'll learn:

- How to understand the unwritten rules in your organization—so you can work around them
- The types of corporate conformists, as well as their hardwiring—so you can mitigate their fear of change
- How to bring clarity to all conversations, especially since jargon can kill promising ideas
- And how to prepare step-by-step plans that increase your chances for buy-in by your leadership

Best of all, you'll learn how to find others like you in your organization to unite with and get the results you want!
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Additional Information

Publisher
Diversion Books
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Published on
Jun 5, 2018
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Pages
259
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ISBN
9781635763980
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Language
English
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Genres
Business & Economics / Leadership
Business & Economics / Motivational
Business & Economics / Personal Success
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Content Protection
This content is DRM protected.
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Read Aloud
Available on Android devices
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Eligible for Family Library

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The New York Times bestselling author of The 4-Hour Body shows readers how to live more and work less, now with more than 100 pages of new, cutting-edge content.

Forget the old concept of retirement and the rest of the deferred-life plan–there is no need to wait and every reason not to, especially in unpredictable economic times. Whether your dream is escaping the rat race, experiencing high-end world travel, or earning a monthly five-figure income with zero management, The 4-Hour Workweek is the blueprint.

This step-by-step guide to luxury lifestyle design teaches:
• How Tim went from $40,000 per year and 80 hours per week to $40,000 per month and 4 hours per week
• How to outsource your life to overseas virtual assistants for $5 per hour and do whatever you want
• How blue-chip escape artists travel the world without quitting their jobs
• How to eliminate 50% of your work in 48 hours using the principles of a forgotten Italian economist
• How to trade a long-haul career for short work bursts and frequent “mini-retirements”

The new expanded edition of Tim Ferriss’ The 4-Hour Workweek includes:
• More than 50 practical tips and case studies from readers (including families) who have doubled income, overcome common sticking points, and reinvented themselves using the original book as a starting point
• Real-world templates you can copy for eliminating e-mail, negotiating with bosses and clients, or getting a private chef for less than $8 a meal
• How Lifestyle Design principles can be suited to unpredictable economic times
• The latest tools and tricks, as well as high-tech shortcuts, for living like a diplomat or millionaire without being either


From the Hardcover edition.
You aspire to lead with greater impact. The problem is you’re busy executing on today’s demands. You know you have to carve out time from your day job to build your leadership skills, but it’s easy to let immediate problems and old mind-sets get in the way. Herminia Ibarra—an expert on professional leadership and development and a renowned professor at INSEAD, a leading international business school—shows how managers and executives at all levels can step up to leadership by making small but crucial changes in their jobs, their networks, and themselves. In Act Like a Leader, Think Like a Leader, she offers advice to help you:

• Redefine your job in order to make more strategic contributions
• Diversify your network so that you connect to, and learn from, a bigger range of stakeholders
• Become more playful with your self-concept, allowing your familiar—and possibly outdated—leadership style to evolve

Ibarra turns the usual “think first and then act” philosophy on its head by arguing that doing these three things will help you learn through action and will increase what she calls your outsight—the valuable external perspective you gain from direct experiences and experimentation. As opposed to insight, outsight will then help change the way you think as a leader: about what kind of work is important; how you should invest your time; why and which relationships matter in informing and supporting your leadership; and, ultimately, who you want to become.

Packed with self-assessments and practical advice to help define your most pressing leadership challenges, this book will help you devise a plan of action to become a better leader and move your career to the next level. It’s time to learn by doing.
In what has become a bible for the business world, the successful former CEO of Herman Miller, Inc., explores how executives and managers can learn the leadership skills that build a better, more profitable organization.

Leadership Is an Art has long been a must-read not only within the business community but also in professions ranging from academia to medical practices, to the political arena. First published in 1989, the book has sold more than 800,000 copies in hardcover and paperback. This revised edition brings Max De Pree’s timeless words and practical philosophy to a new generation of readers.

De Pree looks at leadership as a kind of stewardship, stressing the importance of building relationships, initiating ideas, and creating a lasting value system within an organization. Rather than focusing on the “hows” of corporate life, he explains the “whys.” He shows that the first responsibility of a leader is to define reality and the last is to say thank you. Along the way, the artful leader must:

• Stimulate effectiveness by enabling others to reach both their personal potential and their institutional potential

• Take a role in developing, expressing, and defending civility and values

• Nurture new leaders and ensure the continuation of the corporate culture

Leadership Is an Art offers a proven design for achieving success by developing the generous spirit within all of us. Now more than ever, it provides the insights and guidelines leaders in every field need.
When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision—the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with a 1998 classic Harvard Business Review article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skill—can sound unbusinesslike, but Goleman found direct ties between emotional intelligence and measurable business results.

The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.

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