Böcker utgivna av Berrett-Koehler

The Transforming Leader is written for people who strive to make a positive difference in the world. The book was conceived by the Fetzer Institute's Leadership for Transformation project in collaboration with the James MacGregor Burns Academy of Leadership and the International Leadership Association. As part of the process that led to the book, the project's Stewardship Team held three retreats that brought together internationally known leaders, leadership educators, and theorists to sit in dialogue reflecting on three questions: How can we explore a variety of approaches to creating a bridge between our inner life and outer action for transformational effect? What is the commonality among these divergent approaches? And what of this can help you or me be an agent of transformation in a world on the edge of either destruction or renewal?The leaders and leadership experts contributing to the book, many of whom participated in the dialogues, consistently stress their own experience that it is not just what a leader does that matters, or what they know about human beings, their motivations and ways of behavior, but who that leader is inside: How alive they are, how balanced, how healthy, how passionate, how aware, how engaged, how compassionate, how energized - how they connect with their deeper and wiser selves. Based on cutting edge leadership thinking and practice, the 20 essays that make up the work explore the many paths and lessons leaders can take to access the best parts of themselves and meet the challenges of today's world.

Appreciative Intelligence provides a new answer to what enables successful people to dream up their extraordinary and innovative ideas; why employees, partners, colleagues, investors, and other stakeholders join them on the path to their goals, and how they achieve these goals despite obstacles and challenges. It is not simple optimism. People with appreciative intelligence are realistic and action oriented—they have the ability not just to identify positive potential, but to devise a course of action to take advantage of it. Drawing on their own original research and recent discoveries in psychology and cognitive neuroscience, Thatchenkery and Metzker outline the evidence for appreciative intelligence, detail its specific characteristics, and show how you can develop this skill and use it in your own life and work. They show how the most successful leaders are able to spread appreciative intelligence throughout an organization, and they offer tools and exercises you can use to increase your own level of appreciative intelligence and so become more creative, resilient, successful, and personally fulfilled.

The press-dubbed "Decade of the Woman" has concentrated on political and social achievements of American women. In a quieter, but equally vital arena, women have been wielding their influence in the business world for some time. Yet, their accomplishments go largely unnoticed by the press, robbing the public in general-and aspiring women in particular-of much needed role-models. On Our Own Terms fills the information vacuum by providing a look into the lives of 15 highly successful business women. This book profiles women CEOs and presidents of companies with gross annual revenues of $10 million or more, and gives recognition to women's achievements in business and life. Through personal interviews and intimate photographs, these women business leaders reveal how they broke through the gender barrier to achieve top executive positions, and how they learned to balance personal and work life in the process. All of these women have had to make sacrifices to meet the challenges along their diverse routes to leadership. Rather than relying on the traditional business school model of how to succeed in the workplace, each of these women has invented her own path to success by drawing on the unique resources available to her-from her natural talents, to family values and ethnic heritage. All have relied on their own intuitive and distinctive approaches to business and life, and all have drawn extensively on their instincts and passions. Although their businesses are varied-from railroads to television-their approaches to business have striking similarities. All rely heavily on intuition and a willingness to take risks. In their management styles, they tend to build consensus rather than dictate; they create "families" in an otherwise anonymous organizational environment. And they all emphasize the importance of integrating their businesses into the whole of their lives. Their stories are as varied as their businesses--some climbed the corporate ladder, some inherited businesses, while others founded or bought their companies. Each story offers inspiration and useful advice that can be applied to any career or organization. In On Our Own Terms, these innovative women give candid, down-to-earth advice on issues ranging from employee communications to child day care. They offer useful advice on: o Career planning, o Customer service, o Growing a business, o Managing work and family life, and more. The women selected represent a cross-section of American women in ethnicity, age, geography, and business experience. On Our Own Terms explores the struggles, sacrifices, challenges and triumphs they have experienced on their way to success.

A Company Discovers Its Soul is the engaging story of a year in the life of a fictional, yet true-to-life company as it undergoes profound transformation. Grounded in the author's own experiences in organizations, it is a tale that probes deeply into the "soul issues" of organizational life and offers an inspiring and realistic portrayal of how new principles and concepts evolve in everyday business reality. Randall Hawkes was trained in modern business schools and is CEO of a company founded by his grandfather-a traditional, hierarchical organization that is facing decreasing profits, low morale, and competitors that are taking market share. Recognizing that the managerial techniques he learned in school are now producing dis-ease in himself, his family, his staff, and the organization, Randall becomes convinced that some kind of radical change must be made. Exploring the gradual changes in Randall's own thinking and way of leading the company, A Company Discovers Its Soul illustrates how such a process of change might happen. It shows how-through a combination of humility, courage, rigorous self- and mutual appraisal, and practice-Randall and his staff gradually learn to see the Hawkes Company as a living community. Most important to this change process is Randall's own change in perception and thinking regarding his role in the organization and his notions about control, ownership, information sharing-and the resulting freedom for his staff, and everyone in the organization, to be more powerful and creative. By the end of the first year of this journey, The Hawkes Company staff has become more strongly aligned around their purpose and vision, the management team has truly become a team, relationships with suppliers and customers have been strengthened, and even their work environments have been improved as employees have taken ownership for maintaining their working spaces, and the plant in general. Author Alan Green examines the changes that take place in the lives of the company's top management as they struggle to achieve greater effectiveness previously prevented by their control-oriented, narrowly functional roles. Readers will learn along with Randall as he combines the roles of servant, steward, partner, and leader in an effort to create an organizational culture that fosters creativity, cooperation, and resiliency.

A fundamental transformation-what many are calling a "paradigm shift"-is underway today in our business and work world. This transformation goes beyond the traditional quest for productivity and profit to embrace such issues as achieving more congruence between our spiritual values and our work, creating a more caring and loving workplace, empowering people to unleash their full creativity and vision at work, and recognizing the global and social responsibilities of business. This book brings together fifteen of the foremost visionary thinkers about these new business traditions. These visionaries include leading futurists, such as Willis Harman; authors of important new books, such as Peter Senge, author of The Fifth Discipline: The Art and Practice of the Learning Organization; leaders of influential organizations in promoting new paradigm thinking, such as Charles Kiefer, chairman of Innovation Associates; and creators of innovative business and academic programs, such as Michael Ray, developer of the path-breaking Stanford University course on "New Paradigm Business." New Traditions in Business is the first collection in one book of their seminal writings. Part I describes the historical roots and current signs of the transformation o how the new paradigm differs from traditional business practice o the shifts in human consciousness that form the context for the transformation o the role of spiritual values, vision, and community in the new business culture. Part II details specific strategies for business transformation: new leadership roles to build learning organizations o the qualities of truly healthy companies o fostering community in corporations o steps for putting global thinking into practice in business o developing and communicating visionary leadership o creating empowered workplaces oenabling people to tap their full creative powers o keys to practicing ethical behavior in business.

Whatever your position, if you influence change in the lives of those around you, you and engaged in an act of leadership. And if you are a leader in any sense, you are creating a legacy as you live your daily life. Your leadership legacy is the sum total of the difference you make in people's lives, directly and indirectly, formally and informally. Will you consciously craft your legacy or simply leave it up to chance? What can you do to create a positive, empowering legacy that will endure and inspire? Through an insightful parable, Your Leadership Legacy shows how to create a positive, empowering legacy that will endure and inspire. Doug Roman is a brash, thirty-something CEO heir apparent who assumes he will just waltz into the job after the death of the former CEO, his beloved Aunt Nan. But he must first embark on a journey to learn the three le adership imperatives that will prepare him to shape his leadership legacy. Your Leadership Legacy shows that leaving a lasting legacy is about more than just professing values -- you must demonstrate them by the way you live.

The Accidental American calls for a bold new approach to immigration: a free international flow of labor to match globalization’s free flow of capital. After all, corporations are encouraged to move anywhere in the world they can maximize their earnings. People shouldn’t have to risk exploitation, abuse, and even imprisonment when they try to do the same. Activist, journalist, and immigration expert Rinku Sen and organizer Fekkak Mamdouh examine the consequences of this injustice through Mamdouh’s own story. Born in Morocco, he was a waiter and union leader at Windows on the World, a restaurant in the World Trade Center. In the aftermath of September 11th, facing a rising tide of anti-immigrant bias, Mamdouh and others formed the Restaurant Opportunities Center of New York (ROC-NY) to help their colleagues fight for decent jobs and fair treatment. ROC-NY was able to unite native-born and immigrant workers, helping each group realize they were involved in a common struggle for better working conditions. The organization is now expanding nationwide. Since 9/11, immigrants have increasingly been treated as presumptive criminals. As a counterpoint to these regressive, fundamentally un-American practices, the authors forcefully advocate more humane policies that would ease rather than restrict people’s movements, coupled with proposals for reforming globalization so that both sending and receiving countries can more equitably benefit from a more mobile international labor force. Immigrants enthusiastically contribute much more to our country than their labor. They ought to be welcomed, not marginalized. Citizenship should ultimately be determined by how willing people are to become a part of the social, civic, and political fabric of the country they live in, not by an accident of birth.

In all too many companies, once a business plan is created there is no systematic follow-up. The plan is filed and forgotten until it's time for the annual review-and the result is repeated failure to achieve goals and objectives. Seasoned organizational consultant Michele Bechtell draws on twenty years of experience to describe a straightforward, easy-to-implement, yet powerful set of business review techniques that will transform a traditional static paper plan into a reliable targeting process to produce quantum leaps in performance. Bechtell shows how to: Identify the priority measures requiring continual review, Detect and respond to early warning signs, Accelerate the change process to drive current objectives, Link lessons from one cycle to the next for dramatic results, and much more. Each chapter includes sample forms, tools, and graphics easily customized for your organization. If you are stretching toward a compelling vision, attempting to implement a strategy, or have tried and failed to achieve a desired goal or objective, this book is a must-read. On Target shows that by making business review an ongoing process, rather than an isolated event, you can achieve dramatic results at any level of any organization.

Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment. Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge. The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage.

Online Learning Today is an incisive, no-nonsense guide on why, how, when, and where to use e-learning. Shea-Schultz and Fogarty show why an organization should (or should not) implement e-learning, what should and should not be taught online, how to design and deliver it, and where to incorporate it in the organizational structure. Addressing professionals who want to maximize the effectiveness of online learning in their own organization, the authors teach seven key strategies to ensure success. They show how to tailor courses to the needs of the learner; ensure enterprise-wide buy-in; leverage time- and money-saving benefits; get a grip on technology; effectively design course materials so people can and will use them; connect with global participants; and successfully partner across and outside the organization. Online Learning Today offers a unique new perspective on how organizations can truly leverage learning on the Internet.

Through this ingenious, entertaining murder mystery format, The Value Effect helps readers solve a real-world business mystery: why haven't our Next Big Thing efforts worked out as well as we had hoped they would? Renowned customer value and quality guru John Guaspari provides an insightful analysis of why a variety of organizational change initiatives often fall short-what he calls Next Big Things-and offers an effective, dynamic alternative: the Value Effect. In presenting "The Evidence" of the case, Guaspari shows how the Value Effect can in fact provide the organizational alignment and tap into the energy needed to create and sustain organizational change. The Value Effect, he reveals, does not replace the other change methods, but instead creates the underlying context on which any change effort must be founded. Guaspari explains what value really is and provides basic steps for applying the Value Effect. He clearly states the grounding tenets to which a company must fervently adhere to sustain its transformational power, including making customer value the primary focus of the organization, ensuring that everyone knows what is of value to customers, and engaging everyone in delivering value to the customer. In this book, Guaspari shows that the full power of the Value Effect is only unleashed when individuals realize that it is not a Next Big Thing after all. Rather, its power comes from its ability to provide a stable and enduring context to help people and their organizations better understand and deal with change.

In this alternately amusing and appalling exposé of the standardized test industry, fifteen-year veteran Todd Farley describes statisticians who make decisions about students without even looking at their test answers; state education officials willing to change the way tests are scored whenever they don’t like the results; and massive, multi-national, for-profit testing companies who regularly opt for expediency and profit over the altruistic educational goals of teaching and learning. Although there are absurd moments--as when Farley and coworkers had to grade students based on how they described the taste of their favorite food-- the enormous importance of standardized tests in the post “No Child Left Behind” era make this no laughing matter. “This book is dynamite! The nice personal voice makes it utterly accessible and enticing, wholly apart from the terribly important ammunition it provides to those of us in the `testing wars’ at national and local levels.”—Jonathan Kozol, author of Savage Inequities

Karen Phelan is sorry. She really is. She tried to do business by the numbers—the management consultant way—developing measures, optimizing processes, and quantifying performance. The only problem is that businesses are run by people. And people can’t be plugged into formulas or summed up in scorecards. Phelan dissects a whole range of consulting treatments for unhealthy companies and shows why they’re essentially fad diets: superficial would-be fixes that don’t result in lasting improvements and can cause serious damage. With a mix of clear-eyed business analysis, heart-wrenching stories, and hard-won lessons for both consultants and the people who hire them, this book is impossible to put down and impossible to ignore. Karen Phelan and other consultants may have “broken” your company, but she’s eager to make amends.

Whether you’re the new kid in a cubicle, the boss in the executive suite, or self-employed, you have huge potential for greater productivity and fulfillment. Even very high performers in excellent organizations—large and small, for profit and nonprofit—report that 30 to 40 percent of their talent is untapped. Imagine what lies waiting for you. Take Charge of Your Talent details three keys to develop and enjoy your abilities. You’ll discover new ways to identify your aspirations and opportunities, power past obstacles, and translate your intentions into results. Finally, you’ll create a personal brand with enduring career assets that will multiply the payoffs for yourself and your organization.

After years of working with startups Peter Cohan discovered that, contrary to the conventional wisdom entrepreneurs start companies to feed their hunger to create the world they want to live in - not to maximize shareholder value or create a fortune for financiers. Based on first-hand work and research with hundreds of start-ups, Peter Cohan has created a strategy handbook to allow entrepreneurs to start small and finish big. He emphasizes that strategy for start-ups is always short-term strategy often with a six-month window or less. By keeping focus on the short-term, entrepreneurs can keep their visions and their companies under their own control. The game is to postpone any need for outside finance for as long as possible.Most existing strategy guides are geared to larger companies and are of limited use to small startups. Cohan's strategic model focuses on six decision points where the strategy for small companies is radically different than that for large compenies: 1. Setting Goals, 2. Picking Markets, 3. Raising Capital, 4. Building Teams, 5. Gaining Market Share, and 6, Adapting to Change.

Though bureaucracy appears on almost every "biggest problems with business" list, most management books simply suggest ways to make it work better. This book shows how to replace bureaucracy with fundamentally different principles for organizing and coordinating work. Gifford and Elizabeth Pinchot confront head-on the key organizational issues that are threatening the very existence of today's corporations. They assert that "bureaucracy is no more appropriate to the information age than serfdom was to the industrial era. Only freedom and community will work." The Pinchots describe "intelligent organizations" that make full use of the intelligence of all employees. By developing and engaging the intelligence, business judgment, and wide-system responsibility of all its members, an organization can respond far more effectively to customers, partners, and competitors. The Pinchots provide a far-reaching guide to: o establishing internal free markets o liberated teams o community in the workplace o equality and diversity o democratic self-rule o multiple sources of authority o limited corporate government The Pinchots support the sweeping changes they propose with numerous examples of how these changes are already being implemented in such diverse organizations as AT&T, the Canadian National Railroad, DuPont, Russian entrepreneurial firms, Hewlett-Packard, and the U.S. Forest Service.

Professional success, more often than not, means becoming a manager. Yet nobody prepared you for having to deal with messy tidbits like emotions, conflicts, and personalities—all while achieving ever-greater goals and meeting ever-looming deadlines. Not exactly what you had in mind, is it? Don’t panic. Devora Zack has the tools to help you succeed and even thrive as a manager. Drawing on the Myers-Briggs Type Indicator, Zack introduces two primary management styles—thinkers and feelers—and guides you in developing a management style that fits who you really are. She takes you through a host of potentially difficult situations, showing how this new way of understanding yourself and others makes managing less of a stumble in the dark and more of a walk in the park. Her enlightening examples, helpful exercises, and lifesaving tips make this book the new go-to guide for all those managers looking to love their jobs again.

We live and lead in an increasingly volatile, uncertain, complex, and ambiguous world. But paradoxically, Kevin Cashman contends that leaders today must not merely act more quickly but pause more deeply. He details a catalytic process to guide you to step back in order to lead forward in three critical growth areas: personal leadership, development of others, and fostering of cultures of innovation. You and your organization will learn to move from management speed and transaction to leadership significance and transformation.

You have the ability, right now, to accomplish more than you ever have before. In this powerful, practical book, Brian Tracy uses the metaphor of an airplane trip to help you chart a course to greater achievement, happiness, and personal fulfillment. Life is a journey, and as with any other journey you need clear goals, plans, and schedules to get from where you are now to where you want to be. Like any good pilot, you need a flight plan that you file before you begin and that you use to guide you on your way. In twelve fast-moving chapters, you’ll learn how to: Determine exactly who you are and what you want in every area Select a clear, measurable goal or destination to focus on Create detailed plans of action that guarantee your success Develop the unshakable self-confidence you need to take off Stay on course—persisting through the inevitable setbacks, detours, and turbulence—until you arrive at your destination When you follow Brian Tracy’s Flight Plan, the sky is the limit!

Based on 20 years of research and development in a range of organizations This revised and expanded edition of a classic text provides a comprehensive guide to understanding, developing, and using structured on-the-job training in a variety of training situations and organizational contexts. Jacobs defines S-OJT and provides a rationale based on the need to develop high levels of employee competence, or expertise, in the workplace. He then describes a six-step process used to design and implement S-OJT programs. The emphasis here is how S-OJT can be used for managerial training, technical training, and awareness training. The chapters in the final section describe how S-OJT has been used to achieve organizational and societal goals. Included in this section are discussions regarding S-OJT as an organizational change strategy, quality management, cross-cultural aspects, and workforce development.

Employees know they are lucky enough to have a job in this economy and are working longer hours just to stay employed. Yet studies have repeatedly shown that long workweeks result in a decrease in productivity. For over 20 years, Laura Stack has been teaching professionals how to transform their ever-expanding to-do lists into a functional, workable system. What To Do When There's Too Much To Do teaches you how to actually do less and achieve more; Stack describes her comprehensive approach that organises life around the tasks that really matter, and shows it's okay to let go of the ones that don't.Stack details her step-by-step strategy that has transformed the lives of her clients by saving them 90 minutes a day, including how to:Determine what to do and schedule time to do itTrack down time wastersLearn to say no and make it stickRescue your time from meetingsHandle external and internal distractionsReduce inefficiencies and break bottlenecksManage your personal energy and make yourself happier

When a crippling disease shattered his lifelong ambition, Dr. V (Venkataswamy) chose an impossible new dream: to cure the world of blindness. The tiny clinic he founded in India defied conventional business logic and is now the largest provider of eye care on the planet. At Aravind, patients choose whether to pay or not. Millions are treated for free, yet the organization remains stunningly self-reliant. Serving everyone from penniless farmers to the president, it delivers world-class outcomes at less than a hundredth of what similar services cost in advanced nations. Its model is emulated by organizations everywhere from Rwanda to San Francisco. Infinite Vision uncovers the radical principles behind Aravind’s baffling success. Charged with profound insights and stories, it draws readers to the heart of Dr. V’s selfless vision, proving how choices that seem quixotic can, when executed with compassion and integrity, yield incredible results—results that can light the eyes of millions.

Hartmann is perhaps best known for his fierce commitment to Jeffersonian democracy and his steadfast opposition to the corporatization of America. But in these pages you’ll also discover his Older and Younger Cultures hypothesis, which identifies the root cause of so many of our social and environmental ills. You’ll hear from Hartmann on how to keep our schools from treating children like assembly line products, why attention deficit disorder is not an affliction, what cloudy Germany can teach us about solar energy, and much more. Fascinating as these essays are, they’re ultimately meant to inspire you to action. As Hartmann says at the end of every radio program, “Get out there, get active! Tag, you’re it!

YES! Magazine has been at the forefront of reporting on the Occupy Wall Street/99% movement that has spread all over the U.S. and around the world. Now the editors of YES! have pulled together outstanding reports and analyses of the who, what, when, where, why, and how of this movement - especially the ways it "changes everything" in creating a world that works for the 99% and not just the top 1%.Occupy Wall Street protests have spread around the world, with a common slogan of "We are the 99%." But there is a great deal of confusion and misperception about this movement. This book clarifies the who, what, when, where, why, and how of this movement. It provides profound insight into the movement's power, messages, significance, methods, and impact. The editors of YES! Magazine bring together voices from inside and outside the protests to show how the meaning and impact of this movement are much bigger and more far-reaching than is being reported.The central thesis of this book is "This Changes Everything." The authors show how this movement changes (1) how citizens view themselves, (2) what citizens see is really going on in the world, (3) what is possible in creating a world that works for the many (the "99%") and not just the few (the "1%"), and (4) how citizens can bring about changes they seek in their communities, nations, and the world.

"We are the 99%" is the rallying cry of millions of people involved in the "Occupy Wall Street" movement. This is the first book to pull together in once place detailed information about the 1% and the 99% in all realms of society, the causes and consequences of this deep inequality, and what can be done about it. The focus of the worldwide "Occupy" protests is creating a world that works for 99% of people and businesses, not just the richest and most powerful 1%. But who are the 99%? Who are the 1%? How extensive and systemic is inequality in different areas of society? What are its causes and consequence? How is inequality changing in our world? And what can be done about it? For many years Chuck Collins has been a top leader in studying, speaking about, and writing about these questions. In this book he brings together in one place, for the first time, information that has been widely scattered in many different articles, reports, and websites. He provides revealing and powerful information about inequality in all realms of today's world, including individual wealth and power, corporate wealth and power, media control, political influence, and other areas. He then describes the functioning of the "Wall Street Inequality Machine" and describes how inequality wrecks everything we care about. And he tells how people and groups are pushing back against inequality and taking action to reduce inequality and create a world that works for the many and not just the few.

The Secret introduced people around the world to a profound yet seemingly contradictory concept: to lead is to serve. With that as the foundation Great Leaders Grow takes the next step, showing leaders how to ensure that they'll be able to effectively serve throughout their careers. The Secret's protagonist, Debbie Brewster, now an accomplished leader herself, becomes a mentor to Blake, her former mentor's son. She teaches him not just how to lead, but emphasizes the critical importance of continually learning and developing his leadership abilities throughout his career. She identifies four areas in which every leader must continue to GROW - Gain Knowledge (of themselves, others, their industry and the field of leadership); Reach Out to Others, both formally and informally; Open their World, at work and outside of work; and Walk toward Wisdom (through self-evaluation, feedback, counsel and over time). This book is for any leader in any organization that needs more and better leaders faster. Its blueprint for culture transformation is a simple yet revolutionary path to sustainable achievement.

Tapping the potential of the changing workforce, consumer base, and citizenry requires a leadership approach that resonates with our country's growing diversity. In Salsa, Soul, and Spirit, Juana Bordas shows how incorporating Latino, African American, and American Indian approaches to leadership into the mainstream has the potential to strengthen leadership practice and inspire today's ethnically rich workforce. Bordas identifies eight core leadership principles common to all three cultures, principles deeply rooted in each culture's values and developed under the most trying conditions. Using a lively blend of personal reflections, interviews with leaders from each community, historical background, and insightful analysis, she shows how these principles developed and illustrates the creative ways they've been put into practice in these communities as well as in some forward-looking companies. Bordas brings these principles together into a multicultural leadership model that offers a more flexible and inclusive way to lead and a new vision of the role of the leader in the organization. In this revised edition, Bordas updates all of the data and extends the focus of the work to millennials the future leaders by adding exclusive chapters and content dealing with the migration of this generation into the workforce. Recently released census statistics show great growth in populations of color in this nation, and immigration continues at a rapid pace, making the book more relevant now than when the first edition was published.

In recent decades, corporate PR departments and business books like Good to Great promised a new era of value-based leadership, but as recent events have shown, actual corporate behavior still follows the old "whatever you can get away with" standard. But Laurie Bassi and her co-authors have news: the "bad boy" days are over. As a result of a convergence of forces, ranging from the explosion of online information-sharing to the emergence of the ethical consumer and arrival of civic-minded Millennials, we're in a new era, which they dub "the Worthiness Era." To succeed, businesses must now prove to consumers, employees, and investors that they have earned their respect-that they are good company.For the first time, Bassi, a noted economist, has the research to prove that good behavior is good business. The authors have compiled a groundbreaking "Good Company Index" that directly ties business results to stakeholder relationships. Not only do the authors have the hard evidence to prove that good behavior pays, they have used the principles of the index at their own investment firm to delivery market-beating results. Finally, the authors provide senior executives with the principles and tools to adapt to the new road rules for business.