; ID Producer Title Speaker 19076 TLC a SkillSoft Company 10 Rules for Strategic Innovators – Vijay Govindarajan
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ID Producer Title Speaker 19076 TLC a SkillSoft Company 10 Rules for Strategic Innovators – Vijay Govindarajan

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									   ID       Producer                             Title                    Speaker
19076   TLC, a SkillSoft Company 10 Rules for Strategic Innovators –    Vijay Govindarajan
                                 From Idea to Execution




19070   Pegasus Communications A New Vision for an Interdependent       Peter Senge
                               Planet




25976   TLC, a SkillSoft Company A Whole New Mind: The Six Aptitudes    Daniel Pink
                                 Needed for Success




20206   MASH Networks             Active Compliance Frameworks          William P. McNeill




20207   MASH Networks             Assessing Compliance Programs         Patrick Gnazzo




27690   MASH Networks             Basel II Impact on Operational Risk   William DuMond




20208   MASH Networks             Benefits of Continuous Monitoring     Harald Will
                                  Solutions




20209   MASH Networks             Best Practice XBRL                    Jeff Thomson




20210   MASH Networks             Best Practices in Compliance          William P. McNeill
                                  Management




27705   MASH Networks             Board‘s Role in ERM                   Peter Simone




26121   TLC, a SkillSoft Company Business at the Crossroads: Fusing     Stuart Hart
                                 Social Responsibility and Revenue
                                 Growth
29848   TLC, a SkillSoft Company Business Model Innovation: Going     Clayton
                                 Beyond Product and Service           Christensen
                                 Improvements



20212   MASH Networks            Calculating Governance Ratings       Gavin Anderson




20213   MASH Networks            Case Study: Hewlett-Packard          Angela Davis-
                                                                      Brewer




20214   MASH Networks            Case Study: The Dow Chemical         Ron Edmonds
                                 Company




23600   CEO Exchange             CEO Close-Ups: Anne Mulcahy:         Anne Mulcahy
                                 Discussions at the Dinner Table




23602   CEO Exchange             CEO Close-Ups: Anne Mulcahy: The     Anne Mulcahy
                                 Cow in the Ditch




23601   CEO Exchange             CEO Close-Ups: Anne Mulcahy:         Anne Mulcahy
                                 Warren Buffett on the Fundamentals




23603   CEO Exchange             CEO Close-Ups: Blake Nordstrom:      Blake Nordstrom
                                 Managing by Committee




24840   CEO Exchange             CEO Close-Ups: Brad Anderson:        Brad Anderson
                                 Breaking the Rules




24839   CEO Exchange             CEO Close-Ups: Brad Anderson:        Brad Anderson
                                 Ridiculous Customer Service




24837   CEO Exchange             CEO Close-Ups: Brad Anderson: Tell   Brad Anderson
                                 Me What I'm Doing Wrong




24838   CEO Exchange             CEO Close-Ups: Brad Anderson: You    Brad Anderson
                                 Know What I Know
23599   CEO Exchange   CEO Close-Ups: Doug Morris:              Doug Morris
                       Managing Entertainers




23597   CEO Exchange   CEO Close-Ups: Edward Liddy: Don't       Ed Liddy
                       Live in the Past




23598   CEO Exchange   CEO Close-Ups: Harold McGraw: His        Harold McGraw
                       Father's Advice




24841   CEO Exchange   CEO Close-Ups: Jeffrey Immelt: Global Jeffrey Immelt
                       Warming




24842   CEO Exchange   CEO Close-Ups: Jeffrey Immelt: The       Jeffrey Immelt
                       Need for Courage




24844   CEO Exchange   CEO Close-Ups: Jeffrey Taylor:           Jeffrey Taylor
                       Developing Products in Scrums




24843   CEO Exchange   CEO Close-Ups: Jeffrey Taylor: Face      Jeffrey Taylor
                       Time in the Office




23596   CEO Exchange   CEO Close-Ups: Kenneth Lewis: A          Ken Lewis
                       Customer Centric Company




23595   CEO Exchange   CEO Close-Ups: Kenneth Lewis:            Ken Lewis
                       Inclusive Meritocracy




23590   CEO Exchange   CEO Close-Ups: Nevill Isdell:            Neville Isdell
                       Management Styles




23591   CEO Exchange   CEO Close-Ups: Neville Isdell: Aspiring Neville Isdell
                       to be a CEO




23592   CEO Exchange   CEO Close-Ups: Neville Isdell: Failing   Neville Isdell
                       in Order to Succeed
23604   CEO Exchange   CEO Close-Ups: Paul Otellini: Intel   Paul Otellini
                       CEOs Over Time




23589   CEO Exchange   CEO Close-Ups: Robert Johnson: His    Robert Johnson
                       Business Model




23594   CEO Exchange   CEO Close-Ups: Robert Lane: Dealing Robert Lane
                       with Unions




23593   CEO Exchange   CEO Close-Ups: Robert Lane: Running Robert Lane
                       an Ethical Company




23605   CEO Exchange   CEO Close-Ups: Thomas Ryan:           Tom Ryan
                       Making it Easy for the Customer




23588   CEO Exchange   CEO Close-Ups: William Greehey:       William Greehey
                       Keeping a Small Town Culture




23586   CEO Exchange   CEO Closeups: Robert Eckert: Eating   Robert Eckert
                       in the Cafeteria




22857   CEO Exchange   CEO Exchange QuickTalks: Brad         Brad Anderson
                       Anderson: Coaching




22854   CEO Exchange   CEO Exchange QuickTalks: Brad         Brad Anderson
                       Anderson: Results Oriented Work
                       Environment



22896   CEO Exchange   CEO Exchange QuickTalks: Brad         Brad Anderson
                       Anderson: Searching for Different
                       Perspectives



22858   CEO Exchange   CEO Exchange QuickTalks: Cathleen     Cathleen Black
                       Black: Cutting Your Losses




22881   CEO Exchange   CEO Exchange QuickTalks: Clarence     Clarence Otis Jr.
                       Otis and Mackey McDonald:             and Mackey
                       Responding to Unplanned Events        McDonald
22880   CEO Exchange   CEO Exchange QuickTalks: Clarence        Clarence Otis Jr.
                       Otis and Mackey McDonald: Stepping       and Mackey
                       Down to Move Up                          McDonald



22877   CEO Exchange   CEO Exchange QuickTalks: Clarence Clarence Otis Jr.
                       Otis and Mackey McDonald: Stretching and Mackey
                       the Brand                            McDonald



22879   CEO Exchange   CEO Exchange QuickTalks: Clarence        Clarence Otis Jr.
                       Otis and Mackey McDonald:                and Mackey
                       Unacceptable Behavior                    McDonald



22883   CEO Exchange   CEO Exchange QuickTalks: Clarence        Clarence Otis Jr.
                       Otis: Diversity




22882   CEO Exchange   CEO Exchange QuickTalks: Clarence        Clarence Otis Jr.
                       Otis: Diversity as a Business Strategy




22884   CEO Exchange   CEO Exchange QuickTalks: Clarence        Clarence Otis Jr.
                       Otis: Executive Compensation




22864   CEO Exchange   CEO Exchange QuickTalks: Gary            Gary Forsee
                       Forsee: Strategy vs Operations




22893   CEO Exchange   CEO Exchange QuickTalks: Jeffrey         Jeffrey Taylor
                       Taylor: Hiring Into Your Weaknesses




22859   CEO Exchange   CEO Exchange QuickTalks: Jeremy          Jeremy Allaire and
                       Allaire and Jeffrey Taylor: Midcourse    Jeffrey Taylor
                       Corrections



22895   CEO Exchange   CEO Exchange QuickTalks: Jeremy          Jeremy Allaire
                       Allaire: Hiring Your Friends




22894   CEO Exchange   CEO Exchange QuickTalks: John            John Thompson
                       Thompson: Life Balance




22860   CEO Exchange   CEO Exchange QuickTalks: Kathy           Jeremy Allaire;
                       Cloninger, Jeremy Allaire & Jeffrey      Kathy Cloninger and
                       Taylor: Becoming CEO of an               Jeffrey Taylor
                       Established Company
22861   CEO Exchange   CEO Exchange QuickTalks: Kathy        Kathy Cloninger
                       Cloninger: Changing the Culture




22874   CEO Exchange   CEO Exchange QuickTalks: Mackey       Mackey McDonald
                       McDonald: Corporate Culture




22873   CEO Exchange   CEO Exchange QuickTalks: Mackey       Mackey McDonald
                       McDonald: Importance of Diversity




22875   CEO Exchange   CEO Exchange QuickTalks: Mackey       Mackey McDonald
                       McDonald: Selling Lifestyle Brands




22876   CEO Exchange   CEO Exchange QuickTalks: Mackey       Mackey McDonald
                       McDonald: The Importance of
                       Disagreement



22897   CEO Exchange   CEO Exchange QuickTalks: Patricia    Patricia Woertz and
                       Woertz and Bob Lane: Leadership from Robert Lane
                       Within or Without



22899   CEO Exchange   CEO Exchange QuickTalks: Patricia     Patricia Woertz
                       Woertz: CEOs with Children




22898   CEO Exchange   CEO Exchange QuickTalks: Patricia     Patricia Woertz
                       Woertz: Lifelong Learning




22866   CEO Exchange   CEO Exchange QuickTalks: Robert    Robert Lane
                       Lane: Communicating with Employees




22890   CEO Exchange   CEO Exchange QuickTalks: Sir          Sir Howard Stringer
                       Howard Stringer: Getting Employees to
                       Talk to Each Other



22892   CEO Exchange   CEO Exchange QuickTalks: Sir          Sir Howard Stringer
                       Howard Stringer: Horizontal and
                       Vertical Organization



22886   CEO Exchange   CEO Exchange QuickTalks: Stephen     Stephen Wynn and
                       Wynn and Terry Semel: Attracting and Terry Semel
                       Retaining Employees
22853   CEO Exchange   CEO Exchange QuickTalks: Stephen      Stephen Wynn
                       Wynn: Private versus Public
                       Companies



22889   CEO Exchange   CEO Exchange QuickTalks: Terry        Terry Semel
                       Semel: Adapting to the Existing
                       Culture



22888   CEO Exchange   CEO Exchange QuickTalks: Terry        Terry Semel
                       Semel: Inexcusable Behavior




22867   CEO Exchange   CEO Exchange QuickTalks: William      William Lauder and
                       Lauder & Cathleen Black: The Talent   Cathleen Black
                       Pool



22868   CEO Exchange   CEO Exchange QuickTalks: William      William Lauder
                       Lauder: Cultural Differences




22870   CEO Exchange   CEO Exchange QuickTalks: William      William Lauder
                       Lauder: Empowering Employees




22871   CEO Exchange   CEO Exchange QuickTalks: William      William Lauder
                       Lauder: Samples




22872   CEO Exchange   CEO Exchange QuickTalks: William      William Lauder
                       Lauder: Selling a High End Product




22256   CEO Exchange   CEO Exchange QuickTalks: Anne         Anne Mulcahy
                       Mulcahy: Being a Woman CEO




22255   CEO Exchange   CEO Exchange QuickTalks: Anne         Anne Mulcahy
                       Mulcahy: Communication and
                       Alignment



22257   CEO Exchange   CEO Exchange QuickTalks: Anne         Anne Mulcahy
                       Mulcahy: Importance of Diversity




22259   CEO Exchange   CEO Exchange QuickTalks: Anne         Anne Mulcahy
                       Mulcahy: Innovation
22258   CEO Exchange   CEO Exchange QuickTalks: Anne       Anne Mulcahy
                       Mulcahy: Listening




22260   CEO Exchange   CEO Exchange QuickTalks: Anne       Anne Mulcahy
                       Mulcahy: Managing Risks




22254   CEO Exchange   CEO Exchange QuickTalks: Anne       Anne Mulcahy
                       Mulcahy: Motivating Employees




21974   CEO Exchange   CEO Exchange QuickTalks: Arthur     Arthur Ryan
                       Ryan: Community Partnerships




21975   CEO Exchange   CEO Exchange QuickTalks: Arthur     Arthur Ryan
                       Ryan: The Importance of Growth




20185   CEO Exchange   CEO Exchange QuickTalks: Bill       Bill Marriott
                       Marriott: Attracting Top Talent




20187   CEO Exchange   CEO Exchange QuickTalks: Bill       Bill Marriott
                       Marriott: Innovation




20186   CEO Exchange   CEO Exchange QuickTalks: Bill       Bill Marriott
                       Marriott: Investing in New Ideas




20188   CEO Exchange   CEO Exchange QuickTalks: Bill       null
                       Marriott: Staying Close to the
                       Customer



20183   CEO Exchange   CEO Exchange QuickTalks: Bill       Bill Marriott
                       Marriott: Taking Care of Your
                       Employees



20184   CEO Exchange   CEO Exchange QuickTalks: Bill       Bill Marriott
                       Marriott: Weathering Adversity




19262   CEO Exchange   CEO Exchange QuickTalks: Blake       Blake Nordstrom
                       Nordstrom: Being Competitive Through
                       Technology
19266   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Corporate Responsibility




19263   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Customer Service Online




19265   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Growth




19264   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Hiring the Right People




19267   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Irate Customers




19261   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Learning from Selling
                       Shoes



19260   CEO Exchange   CEO Exchange QuickTalks: Blake          Blake Nordstrom
                       Nordstrom: Putting the Customer First




20161   CEO Exchange   CEO Exchange QuickTalks: Bob            Bob Wright
                       Wright: Hiring




22855   CEO Exchange   CEO Exchange QuickTalks: Brad           Brad Anderson
                       Anderson: Anticipating the Future




22856   CEO Exchange   CEO Exchange QuickTalks: Brad           Brad Anderson
                       Anderson: Employee Stock Options




19277   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Being a Team Player




19273   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Changing Baseball
19275   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Collective Bargaining




19278   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Decision-Making




19274   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Facing Adversity




19276   CEO Exchange   CEO Exchange QuickTalks: Bud Selig: Bud Selig
                       Influencing Peers




21552   CEO Exchange   CEO Exchange QuickTalks: Chuck        Chuck Lee
                       Lee: Downsizing




21567   CEO Exchange   CEO Exchange QuickTalks: Chuck        Chuck Lee
                       Lee: Lifetime Learning




22878   CEO Exchange   CEO Exchange QuickTalks: Clarence     Clarence Otis Jr.
                       Otis and Mackey McDonald: What        and Mackey
                       People Say vs What They Do            McDonald



22885   CEO Exchange   CEO Exchange QuickTalks: Clarence Clarence Otis Jr.
                       Otis: Valuing Employees & Customers




19281   CEO Exchange   CEO Exchange QuickTalks: David        David Stern
                       Stern: Connecting with the Customer




19280   CEO Exchange   CEO Exchange QuickTalks: David        David Stern
                       Stern: Marketing to Women




19279   CEO Exchange   CEO Exchange QuickTalks: David        David Stern
                       Stern: Recruitment




21976   CEO Exchange   CEO Exchange QuickTalks: Donald       Donald Carty
                       Carty: Critical Challenges
21977   CEO Exchange   CEO Exchange QuickTalks: Donald      Donald Carty
                       Carty: Strategic Balance




20163   CEO Exchange   CEO Exchange QuickTalks: Doug        Doug Morris
                       Morris: Adversity




20164   CEO Exchange   CEO Exchange QuickTalks: Doug        Doug Morris
                       Morris: Internet Competition




20165   CEO Exchange   CEO Exchange QuickTalks: Doug        Doug Morris
                       Morris: Social Responsibility




20142   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       Decision Making




20146   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       Innovation




22252   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       Integrity




20141   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       Talent Management




20143   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       The Importance of Listening




20145   CEO Exchange   CEO Exchange QuickTalks: Ed Liddy:   Ed Liddy
                       The Role of the CEO




20135   CEO Exchange   CEO Exchange QuickTalks: Ed          Ed Zander
                       Zander: Global Challenges




20133   CEO Exchange   CEO Exchange QuickTalks: Ed          Ed Zander
                       Zander: Innovation
20137   CEO Exchange   CEO Exchange QuickTalks: Ed        Ed Zander
                       Zander: On Becoming a CEO




20132   CEO Exchange   CEO Exchange QuickTalks: Ed        Ed Zander
                       Zander: Open Communication




20136   CEO Exchange   CEO Exchange QuickTalks: Ed        Ed Zander
                       Zander: Privacy




20138   CEO Exchange   CEO Exchange QuickTalks: Ed        Ed Zander
                       Zander: The Importance of
                       Communication



20131   CEO Exchange   CEO Exchange QuickTalks: Ed         Ed Zander
                       Zander: The Importance of Your Team




20172   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Acquisitions




20170   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Emerging Markets




20169   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Ethical Behavior




20167   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Managing Change




20168   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Product Development




20171   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Sending a Message During
                       Times of Change



20166   CEO Exchange   CEO Exchange QuickTalks: Fred      Fred Hassan
                       Hassan: Taking on Challenges
19282   CEO Exchange   CEO Exchange QuickTalks: Gary            Gary Kelly
                       Kelly: Managing Costs




19283   CEO Exchange   CEO Exchange QuickTalks: Gary            Gary Kelly
                       Kelly: Surviving Bad Times




20174   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Downsizing




20196   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Emerging Markets




20175   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Keeping It Simple




20178   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Managing a Global
                       Workforce



20177   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Outsourcing




20176   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: Reorganization




20173   CEO Exchange   CEO Exchange QuickTalks: Gerard          Gerard Kleisterlee
                       Kleisterlee: The Qualities of a Leader




22335   CEO Exchange   CEO Exchange QuickTalks: Irene           Irene Rosenfeld and
                       Rosenfeld and Jeffrey Immelt:            Jeffrey Immelt
                       Communicating with Employees



22334   CEO Exchange   CEO Exchange QuickTalks: Irene           Irene Rosenfeld and
                       Rosenfeld and Jeffrey Immelt:            Jeffrey Immelt
                       Managing Your Time



22022   CEO Exchange   CEO Exchange QuickTalks: James           James Dimon and
                       Dimon & Raymond Gilmartin: Building      Raymond Gilmartin
                       a Diverse Work Environment
22020   CEO Exchange   CEO Exchange QuickTalks: James         James Dimon
                       Dimon: Getting Fired




22021   CEO Exchange   CEO Exchange QuickTalks: James         James Dimon
                       Dimon: Preparing for Tough Times




22293   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt and
                       Immelt and Irene Rosenfeld:            Irene Rosenfeld
                       Techniques for Change



22284   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt
                       Immelt: Ecomagination




22285   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt
                       Immelt: Going Green




22287   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt
                       Immelt: HR Directors




22286   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt
                       Immelt: Performance Management




22288   CEO Exchange   CEO Exchange QuickTalks: Jeffrey       Jeffrey Immelt
                       Immelt: R&D vs Profitability




19271   CEO Exchange   CEO Exchange QuickTalks: Jim           Jim Donald
                       Donald: Corporate Culture




20125   CEO Exchange   CEO Exchange QuickTalks: Jim           Jim Donald
                       Donald: Corporate Responsibility




19270   CEO Exchange   CEO Exchange QuickTalks: Jim           Jim Donald
                       Donald: How Starbucks Got into the
                       Music Business



19269   CEO Exchange   CEO Exchange QuickTalks: Jim           Jim Donald
                       Donald: Taking the Starbucks Culture
                       International
21574   CEO Exchange   CEO Exchange QuickTalks: Jim             Jim Keyes
                       Keyes: Adding Value




21573   CEO Exchange   CEO Exchange QuickTalks: Jim             Jim Keyes
                       Keyes: Attracting New Employees




20153   CEO Exchange   CEO Exchange QuickTalks: Ken             Ken Lewis
                       Lewis: Mergers and Acquisitions




20154   CEO Exchange   CEO Exchange QuickTalks: Ken             Ken Lewis
                       Lewis: Outsourcing




22024   CEO Exchange   CEO Exchange QuickTalks: Michael         Michael Eskew
                       Eskew: Delegation




22025   CEO Exchange   CEO Exchange QuickTalks: Michael         Michael Eskew
                       Eskew: Expanding Business




22023   CEO Exchange   CEO Exchange QuickTalks: Michael         Michael Eskew
                       Eskew: Making the Best Decisions for
                       Shareowners



22262   CEO Exchange   CEO Exchange QuickTalks: Neville         Neville Isdell
                       Isdell: Acquisitions




22261   CEO Exchange   CEO Exchange QuickTalks: Neville         Neville Isdell
                       Isdell: Cultural Differences




22264   CEO Exchange   CEO Exchange QuickTalks: Neville         Neville Isdell
                       Isdell: Listening to the People at the
                       Bottom



22265   CEO Exchange   CEO Exchange QuickTalks: Neville         Neville Isdell
                       Isdell: Social Responsibility




22263   CEO Exchange   CEO Exchange QuickTalks: Neville         Neville Isdell
                       Isdell: Staying Agile
22900   CEO Exchange   CEO Exchange QuickTalks: Patricia   Patricia Woertz
                       Woertz: Leadership and Culture




22027   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: Corporate Responsibility




22026   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: Luck




22032   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: Mentoring




22029   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: Ruffling Feathers




22031   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: Shaping Public Policy




22030   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: The Motivation of
                       Leadership



22028   CEO Exchange   CEO Exchange QuickTalks: Raymond Raymond Gilmartin
                       Gilmartin: The Value of Feedback




20147   CEO Exchange   CEO Exchange QuickTalks: Robert     Robert Eckert
                       Eckert: Managing Brands




20148   CEO Exchange   CEO Exchange QuickTalks: Robert     Robert Eckert
                       Eckert: Talent Management




20181   CEO Exchange   CEO Exchange QuickTalks: Robert     Robert Johnson
                       Johnson: Diversity At the Top




20182   CEO Exchange   CEO Exchange QuickTalks: Robert     Robert Johnson
                       Johnson: Encouraging Diversity
20180   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Johnson
                       Johnson: Growing a Business




20179   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Johnson
                       Johnson: Lessons Learned




20197   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Johnson
                       Johnson: New Markets for Hotels




20151   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Kotick
                       Kotick: Corporate Culture




20150   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Kotick
                       Kotick: Research




20152   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Kotick
                       Kotick: Rewarding Talent




20149   CEO Exchange   CEO Exchange QuickTalks: Robert      Robert Kotick
                       Kotick: Seizing Opportunities




22891   CEO Exchange   CEO Exchange QuickTalks: Sir         Sir Howard Stringer
                       Howard Stringer: American Versus
                       Japanese Workers



20155   CEO Exchange   CEO Exchange QuickTalks: Tom         Tom Ryan
                       Ryan: Being Ambitious




20158   CEO Exchange   CEO Exchange QuickTalks: Tom         Tom Ryan
                       Ryan: Competitive Advantage




20157   CEO Exchange   CEO Exchange QuickTalks: Tom         Tom Ryan
                       Ryan: Focusing on Customer Service




20159   CEO Exchange   CEO Exchange QuickTalks: Tom         Tom Ryan
                       Ryan: Helping Senior Customers
20156   CEO Exchange              CEO Exchange QuickTalks: Tom           Tom Ryan
                                  Ryan: The Importance of Good
                                  Service



19286   CEO Exchange              CEO Exchange QuickTalks: William       William Greehey
                                  Greehey: A Respectful Workplace




19285   CEO Exchange              CEO Exchange QuickTalks: William       William Greehey
                                  Greehey: Emergency Planning




19284   CEO Exchange              CEO Exchange QuickTalks: William       William Greehey
                                  Greehey: Putting Employees First




22869   CEO Exchange              CEO Exchange QuickTalks: William       William Lauder
                                  Lauder: Compensation




19290   TLC, a SkillSoft Company Changing the Organizational Culture     Andrea Zintz




19008   Advanced Knowledge        Character in Action: The United States Donald Phillips
                                  Coast Guard on Leadership




19378   Edge Training Systems     Coaching and Counseling: Maximizing
                                  Opportunities




18949   TLC, a SkillSoft Company Coaching for Leadership                 Marshall Goldsmith




21133   TLC, a SkillSoft Company Coaching for Success: How Successful Marshall Goldsmith
                                 People Get Even Better




20215   MASH Networks             Compliance Skills Gaps                 Jeff Thomson




27698   MASH Networks             Control Self Assessments               Ronald Stroz
27707   MASH Networks            Converged Risk Frameworks                David Scott




19291   Enterprise Media         Creating a People-Centered               Sam Tyler
                                 Organization




26896   TLC, a SkillSoft Company Cultures of Engagement and Building      Colleen Barrett and
                                 Winning Teams                            Patrick Lencioni




19004   Enterprise Media         Dealing With Change: The TNT Story       Tom Peters




19073   Pegasus Communications Declaration of Interdependence:       Daniel H. Kim
                               Forging a Sustainable Future Together




27693   MASH Networks            Developing Risk Scenarios                Preston Thompson




19410   Edge Training Systems    Different Like You: Appreciating
                                 Diversity in the 21st Century




30477   Enterprise Media         Disbanding the Good Old Boy Network




29090   Enterprise Media         Diversity: Creating Success for
                                 Business and People - Career Mobility:
                                 Language



29089   Enterprise Media         Diversity: Creating Success for
                                 Business and People - Sexual
                                 Orientation



27699   MASH Networks            E&Y Survey: Anti-Money Laundering        Steven Beattie




27696   MASH Networks            Effective KRIs                           Eric Holmquist
27706   MASH Networks            Effective Risk Management Structure   Hank Prybylski




19177   Tim Sanders              Email Etiquette Series                Tim Sanders




27704   MASH Networks            Embedding Risk in Culture             Michael
                                                                       Haubenstock




20216   MASH Networks            Enterprise Control Levels             Jeff Thomson




23720   TLC, a SkillSoft Company Excellence, Execution and Change:     Tom Peters
                                 Continuing the Search




19294   TLC, a SkillSoft Company Feedback Is a Gift                    Andrea Zintz




20220   MASH Networks            Five Phases of a Quality Assessment   Bob Burkett
                                 Review




29249   Enterprise Media         Four Weeks In May




24937   Advanced Knowledge       Generation Why: Common                Eric Chester
                                 Characteristics




24940   Advanced Knowledge       Generation Why: Communication         Eric Chester
                                 Strategies




24936   Advanced Knowledge       Generation Why: Differences Between Eric Chester
                                 Us and Them




24941   Advanced Knowledge       Generation Why: Managing Generation Eric Chester
                                 Why
24942   Advanced Knowledge        Generation Why: Motivating           Eric Chester
                                  Generation Why




24938   Advanced Knowledge        Generation Why: Recruiting the New   Eric Chester
                                  Breed




24943   Advanced Knowledge        Generation Why: Retaining Young      Eric Chester
                                  Talent




24939   Advanced Knowledge        Generation Why: Training Young       Eric Chester
                                  Minds




18996   Advanced Knowledge        Generation Why?                      Eric Chester




19295   TLC, a SkillSoft Company Give 'em the Pickle!                  Bob Farrell




27167   TLC, a SkillSoft Company GreenTalks: Dotty Schnure: Benefits of Dotty Schnure
                                 Transparency




27168   TLC, a SkillSoft Company GreenTalks: Dotty Schnure: Customer Dotty Schnure
                                 Benefits of new Renewables and
                                 Offsetting



27169   TLC, a SkillSoft Company GreenTalks: Dotty Schnure: Educating Dotty Schnure
                                 Consumers and Expanding Renewable
                                 Energy Sources



27166   TLC, a SkillSoft Company GreenTalks: Dotty Schnure:            Dotty Schnure
                                 Environmental Performance to
                                 Maximize Shareholder Value



26798   TLC, a SkillSoft Company GreenTalks: Interview with Chuck      Chuck Bennett
                                 Bennett




26799   TLC, a SkillSoft Company GreenTalks: Interview with Dotty      Dotty Schnure
                                 Schnure
26791   TLC, a SkillSoft Company GreenTalks: Interview with Paul      Paul Comey
                                 Comey




26795   TLC, a SkillSoft Company GreenTalks: Paul Comey: Champion     Paul Comey
                                 Renewables to Gain Competitive
                                 Advantage



26793   TLC, a SkillSoft Company GreenTalks: Paul Comey: CSR as a     Paul Comey
                                 Talent Attractor




26797   TLC, a SkillSoft Company GreenTalks: Paul Comey: Emerging     Paul Comey
                                 Issues in Corporate Social
                                 Responsibility



26794   TLC, a SkillSoft Company GreenTalks: Paul Comey: Extending    Paul Comey
                                 CSR into Your Supply Chain




26792   TLC, a SkillSoft Company GreenTalks: Paul Comey: Leveraging   Paul Comey
                                 Talent and Financial Capital for
                                 Corporate Social Responsibility



26796   TLC, a SkillSoft Company GreenTalks: Paul Comey: Socially     Paul Comey
                                 Responsible Collaboration




29437   TLC, a SkillSoft Company Grown Up Digital: How the Net        Don Tapscott
                                 Generation is Changing Management,
                                 Marketing and Learning



30093   TLC, a SkillSoft Company Hot, Flat and Crowded                Thomas Friedman




19379   Advanced Knowledge        How Do You Put a Giraffe Into a
                                  Refrigerator?




27702   MASH Networks             Identifying H5N1 Risks              Michael Leibowitz




20217   MASH Networks             Implementing CobiT                  Michael P.
                                                                      Cangemi
19309   Advanced Knowledge        It's a Wonderful Life: Leading Through Margaret Wheatley,
                                  Service                                Ph.D.




23718   TLC, a SkillSoft Company Karaoke Capitalism: Re-energizing the Jonas Ridderstrale
                                 Corporation




19369   Matt Leatherman           Keep Up The Good Work: Motivating
                                  Employees




19310   TLC, a SkillSoft Company Keeping Your Life in Balance: How to    Mary LoVerde
                                 Connect a Disconnected Life




19311   TLC, a SkillSoft Company Leaders as Mentors                      Andrea Zintz




19315   TLC, a SkillSoft Company Leaders At All Levels 1: The            Laree Kiely, Ph.D.
                                 Readiness Factor




19314   TLC, a SkillSoft Company Leaders At All Levels 2: Readiness In   Laree Kiely, Ph.D.
                                 Action




19312   TLC, a SkillSoft Company Leaders At All Levels 3: Becoming a     Laree Kiely, Ph.D.
                                 Thinking Organization




19313   TLC, a SkillSoft Company Leaders At All Levels 4: Optimal        Laree Kiely, Ph.D.
                                 Decision Making Tools




19316   Enterprise Media          Leaders Do Outrageous Things           Lorraine Monroe




19317   TLC, a SkillSoft Company Leaders Teaching Leaders:               Andrea Zintz
                                 Accelerating the Leadership Pipeline




18960   TLC, a SkillSoft Company Leadership and Teams                    Patrick Lencioni
19006   Tim Sanders              Leadership, Authenticity and            Tim Sanders
                                 Likeability




19318   TLC, a SkillSoft Company Leading a Diverse Workforce             Rennie Saunders




19259   TLC, a SkillSoft Company Leading Change                          John Kotter




20054   Pegasus Communications Leading in a Complex World




24780   Edge Training Systems    Leading the Way: Negotiating with
                                 Influence and Persuasion




19319   TLC, a SkillSoft Company Leading Through Influence               Laree Kiely, Ph.D.




19382   Matt Leatherman          Let's Talk Diversity




29248   Enterprise Media         Life is good




19421   Edge Training Systems    Light The Fire: Leveraging Appraisals
                                 for Maximum Performance




27692   MASH Networks            Loss Distribution Approaches            Ronald Stroz




24781   Edge Training Systems    Managing Change: The Complete
                                 Perspective




20043   Edge Training Systems    Managing High-Risk Situations
19323   TLC, a SkillSoft Company Managing Personal Change: If Life Is a Cherie Carter-Scott
                                 Game, These Are the Rules




27697   MASH Networks             Managing Technology Risk              Eric Holmquist




19383   Edge Training Systems     Master the Message: Communicating
                                  for Success




20078   APLT                      MBA QuickTalks: A Look Ahead          Bob Ficken




20122   APLT                      MBA QuickTalks: All That              John Opincar
                                  Matters…Economic Value Added




20093   APLT                      MBA QuickTalks: Be What You Can       Lou Carrier
                                  Be




20079   APLT                      MBA QuickTalks: Business Strategies   Alex Kadrie
                                  for Sustainable Development




20118   APLT                      MBA QuickTalks: Can Cultures Really   Kristi Stepp
                                  Blend?




20116   APLT                      MBA QuickTalks: Change vs.            Kristi Stepp
                                  Transition




20117   APLT                      MBA QuickTalks: Communication         Kristi Stepp
                                  During Organization Change




20114   APLT                      MBA QuickTalks: Components for        John Rhome
                                  Success




20120   APLT                      MBA QuickTalks: Creating Value –      John Opincar
                                  Buying Low, Selling High
20102   APLT   MBA QuickTalks: Customer Loyalty         Frank C. Bearden
               Programs




20119   APLT   MBA QuickTalks: Effective Leadership Kristi Stepp




20123   APLT   MBA QuickTalks: Ethics and               John Opincar
               Language




20108   APLT   MBA QuickTalks: Everyday Leaders         Paul Glover




20060   APLT   MBA QuickTalks: Find the Right           Kevin Gazarra
               People and Keep Them Engaged




20098   APLT   MBA QuickTalks: Finders Keepers          Frank C. Bearden




20065   APLT   MBA QuickTalks: Four Essential Skills Brian Lindquist
               for the 21st Century MBA




20103   APLT   MBA QuickTalks: Globalization: Found Gloria DeHaven
               in Translation                       Pearson




20075   APLT   MBA QuickTalks: Globalization:           Neil David
               Monopoly Money




20104   APLT   MBA QuickTalks: Globalization:           Gloria DeHaven
               Strategy Goes Global                     Pearson




20063   APLT   MBA QuickTalks: Go Team                  Kevin Gazarra




20070   APLT   MBA QuickTalks: Have You Reached         Laura J. McNeil
               the Boiling Point - But Don't Know It?
20062   APLT   MBA QuickTalks: Human Capital          Kevin Gazarra
               Development




20069   APLT   MBA QuickTalks: Just One Question      Laura J. McNeil




20074   APLT   MBA QuickTalks: Learn Your Lessons Neil David




20099   APLT   MBA QuickTalks: Learning from          Frank C. Bearden
               Mistakes




20066   APLT   MBA QuickTalks: Learning to be a       Brian Lindquist
               Creative Problem Solver




20067   APLT   MBA QuickTalks: Learning to Learn      Brian Lindquist




20115   APLT   MBA QuickTalks: Policy Constraints –   John Rhome
               The Silent Killer




20091   APLT   MBA QuickTalks: Problem Solving        Siobhan McDonagh
               Skills




20081   APLT   MBA QuickTalks: Road Map for           Alex Kadrie
               Success




20100   APLT   MBA QuickTalks: Seeing the Big         Frank C. Bearden
               Picture in Product Development




20068   APLT   MBA QuickTalks: Sleepwalking or        Laura J. McNeil
               Success?




20113   APLT   MBA QuickTalks: Strategies for         John Rhome
               Competitive Advantage
20095   APLT   MBA QuickTalks: Strategy              Lou Carrier
               Implementation




20061   APLT   MBA QuickTalks: Systems: Taking       Kevin Gazarra
               Nothing for Granted




20076   APLT   MBA QuickTalks: Talkin‘ ‗Bout My      Bob Ficken
               Generation




20064   APLT   MBA QuickTalks: Teams: Building       Kevin Gazarra
               Strong Organizations




20090   APLT   MBA QuickTalks: The Challenge         Siobhan McDonagh
               Continues




20088   APLT   MBA QuickTalks: The Challenge of      Siobhan McDonagh
               Becoming a Strategic Partner




20121   APLT   MBA QuickTalks: The Corporation as    John Opincar
               an Investment Vehicle




20073   APLT   MBA QuickTalks: The Executioner's     Neil David
               Song




20096   APLT   MBA QuickTalks: The Human             Lou Carrier
               Elements of Change Management




20089   APLT   MBA QuickTalks: The Right Direction   Siobhan McDonagh




20071   APLT   MBA QuickTalks: The Risks of          Laura J. McNeil
               Rewards




20072   APLT   MBA QuickTalks: The Urge to Merge     Neil David
20077   APLT                      MBA QuickTalks: Think ACORN           Bob Ficken




20094   APLT                      MBA QuickTalks: Think Globally, Act   Lou Carrier
                                  Locally




20109   APLT                      MBA QuickTalks: Transformational      Paul Glover
                                  Change




20101   APLT                      MBA QuickTalks: Understanding the     Frank C. Bearden
                                  Implications




20080   APLT                      MBA QuickTalks: What Lies Ahead       Alex Kadrie




20097   APLT                      MBA QuickTalks: Where to Look for     Frank C. Bearden
                                  Customer-Focused Growth




20106   APLT                      MBA QuickTalks: Workquake … It‘s      Paul Glover
                                  the ―Intrapreneurs‖!




20107   APLT                      MBA QuickTalks: Workquake … It‘s      Paul Glover
                                  the Customers!




20105   APLT                      MBA QuickTalks: Workquake … It‘s      Paul Glover
                                  the Organization




19324   TLC, a SkillSoft Company Navigating Personal and                Joni Daniels
                                 Organizational Change: Up the Creek
                                 with a Paddle and a Motor



18939   TLC, a SkillSoft Company New Sexual Harassment Quiz             Jonathan Segal




19162   TLC, a SkillSoft Company OfficeTeam: Office of the Future       Diane Domeyer
27691   MASH Networks             On the Fed's Radar Screen              Preston Thompson




19014   Pegasus Communications One on One with Dennis Meadows:           Dennis Meadows
                               Growth on a Finite Planet




27694   MASH Networks             Operational Risk Case Study: Freddie   Patrick McDermott
                                  Mac




27701   MASH Networks             Operational Risk Case Study:           Richard Campbell
                                  Wachovia




27695   MASH Networks             Operational Risk in ERM                Patrick McDermott




27688   MASH Networks             Operational Risk Life Cycle            Ashwin Roongta




20218   MASH Networks             Operational Risk Models                Kristin Gallina
                                                                         Lovejoy




27708   MASH Networks             Operational Risk Models: Consul Risk   Kristin Lovejoy
                                  Management




27689   MASH Networks             Operational Risk Reporting             Ronald Stroz




20219   MASH Networks             Oracle Compliance Business             Lane Leskela




20233   Advanced Knowledge        Own It! Take Ownership of Your Job




19326   TLC, a SkillSoft Company Passionate Leadership: The Future is    Cherie Carter-Scott
                                 Now!
19068   Peter Cohan               Peter Cohan on Strategic Decision-       Peter Cohan
                                  Making




19426   Advanced Knowledge        Pit Crew Challenge: Driven To
                                  Perform




19327   TLC, a SkillSoft Company Power Tools for Women: Plugging Into Joni Daniels
                                 the Essential Skills for Work and Life




24782   Edge Training Systems     Problem Solving and Decision Making:
                                  Achieving Desired Results




22001   TLC, a SkillSoft Company QuickTalks: Elliott Masie: Four           Elliot Masie
                                 Generations, One Workplace




21366   TLC, a SkillSoft Company QuickTalks: Lem Lasher: New               Lem Lasher
                                 Competitive Strategies




21364   TLC, a SkillSoft Company QuickTalks: Lem Lasher: Next              Lem Lasher
                                 Practices




21365   TLC, a SkillSoft Company QuickTalks: Lem Lasher: Open              Lem Lasher
                                 Innovation and Radical Transparency




21367   TLC, a SkillSoft Company QuickTalks: Lem Lasher: Resource          Lem Lasher
                                 Allocation to Fuel Innovation




21588   Linda Hill                QuickTalks: Linda Hill: The Role of      Linda Hill
                                  Creativity and Diversity in Leadership




21576   Michael Samuelson         QuickTalks: Michael Samuelson: The       Michael Samuelson
                                  12 Steps to Reaching the Summit




21992   Oren Harari               QuickTalks: Oren Harari: Break From      Oren Harari, Ph.D.
                                  The Pack: The Copycat Economy
25027   Stephen Covey      QuickTalks: Stephen Covey: Habit 1 :   Stephen Covey
                           Be Proactive




25028   Stephen Covey      QuickTalks: Stephen Covey: Habit 2:    Stephen Covey
                           Begin with the End in Mind




25029   Stephen Covey      QuickTalks: Stephen Covey: Habit 3:    Stephen Covey
                           Put First Things First




25030   Stephen Covey      QuickTalks: Stephen Covey: Habit 4:    Stephen Covey
                           Think Win/Win




25031   Stephen Covey      QuickTalks: Stephen Covey: Habit 5:    Stephen Covey
                           Seek First to Understand, Then to Be
                           Understood



25032   Stephen Covey      QuickTalks: Stephen Covey: Habit 6:    Stephen Covey
                           Synergize




25033   Stephen Covey      QuickTalks: Stephen Covey: Habit 7:    Stephen Covey
                           Sharpen the Saw




25026   Stephen Covey      QuickTalks: Stephen Covey: The 7       Stephen Covey
                           Habits of Highly Effective People




25034   Stephen Covey      QuickTalks: Stephen Covey: The 8th     Stephen Covey
                           Habit: From Effectiveness to
                           Greatness



23758   Adrian Slywotzky   QuickTalks: Adrian Slywotzky:          Adrian Slywotzky
                           Improving the Odds of Product
                           Success



23760   Adrian Slywotzky   QuickTalks: Adrian Slywotzky:          Adrian Slywotzky
                           Managers and Their Impact on
                           Strategic Risk Management



23761   Adrian Slywotzky   QuickTalks: Adrian Slywotzky:          Adrian Slywotzky
                           Protecting Your Brand, Rethink Your
                           Business Design
23764   Adrian Slywotzky   QuickTalks: Adrian Slywotzky:             Adrian Slywotzky
                           Reducing Customer Risk




23759   Adrian Slywotzky   QuickTalks: Adrian Slywotzky: Why         Adrian Slywotzky
                           Strategic Risk is the Biggest Killer of
                           Business Models



24639   Amin Rajan         QuickTalks: Amin Rajan: Change            Amin Rajan
                           Management




24640   Amin Rajan         QuickTalks: Amin Rajan: Innovation        Amin Rajan




24641   Amin Rajan         QuickTalks: Amin Rajan: Leadership        Amin Rajan




30104   Andrew Hoffman     QuickTalks: Andrew Hoffman: A             Andrew Hoffman
                           Manager's Guide to Thinking About
                           Environmental Issues



30101   Andrew Hoffman     QuickTalks: Andrew Hoffman: Carbon        Andrew Hoffman
                           Exposure: What It Is and What You
                           Can Do About It



30102   Andrew Hoffman     QuickTalks: Andrew Hoffman: Carbon        Andrew Hoffman
                           Strategy Case Study




30100   Andrew Hoffman     QuickTalks: Andrew Hoffman: Climate       Andrew Hoffman
                           Change: What's Your Business
                           Strategy?



30103   Andrew Hoffman     QuickTalks: Andrew Hoffman:               Andrew Hoffman
                           Influencing Policy Development in a
                           Carbon-Constrained World



24689   Andrew Kakabadse   QuickTalks: Andrew Kakabadse:             Andrew Kakabadse
                           Corporate Social Responsibility           and Andrew
                                                                     Kakabadse



24691   Andrew Kakabadse   QuickTalks: Andrew Kakabadse: How         Andrew Kakabadse
                           to Deal with Downsizing                   and Andrew
                                                                     Kakabadse
24692   Andrew Kakabadse          QuickTalks: Andrew Kakabadse: The        Andrew Kakabadse
                                  Politics of Management                   and Andrew
                                                                           Kakabadse



24693   Andrew Kakabadse          QuickTalks: Andrew Kakabadse:            Andrew Kakabadse
                                  Visioning as a Strategic Tool            and Andrew
                                                                           Kakabadse



24690   Andrew Kakabadse          QuickTalks: Andrew Kakabadse: What Andrew Kakabadse
                                  is the Global Manager?             and Andrew
                                                                     Kakabadse



24245   Barry Libert              QuickTalks: Barry Libert: Case Studies Barry Libert
                                  in Social Networking




24246   Barry Libert              QuickTalks: Barry Libert:                Barry Libert
                                  Crowdsourcing vs Outsourcing




24243   Barry Libert              QuickTalks: Barry Libert: Introduction   Barry Libert
                                  to Web 2.0




24247   Barry Libert              QuickTalks: Barry Libert: Leading &      Barry Libert
                                  Managing in Today's Web 2.0
                                  Economy



24242   Barry Libert              QuickTalks: Barry Libert: My Wife Is     Barry Libert
                                  Right




24244   Barry Libert              QuickTalks: Barry Libert: Profiting      Barry Libert
                                  From Social Networking: The Wisdom
                                  of Your Crowds



19031   TLC, a SkillSoft Company QuickTalks: Belle Halpern: 1. Getting     Belle Halpern
                                 Present




19032   TLC, a SkillSoft Company QuickTalks: Belle Halpern: 2. Reaching Belle Halpern
                                 Out




19033   TLC, a SkillSoft Company QuickTalks: Belle Halpern: 3. Being       Belle Halpern
                                 Expressive
19034   TLC, a SkillSoft Company QuickTalks: Belle Halpern: 4. Self       Belle Halpern
                                 Knowing




19030   TLC, a SkillSoft Company QuickTalks: Belle Halpern: Leadership Belle Halpern
                                 Presence




23757   Bill George               QuickTalks: Bill George: Empowering     Bill George
                                  People to Lead




23755   Bill George               QuickTalks: Bill George: From "I" to    Bill George
                                  "We"




23763   Bill George               QuickTalks: Bill George: Honing Your    Bill George
                                  Leadership Effectiveness




23756   Bill George               QuickTalks: Bill George: Knowing Your Bill George
                                  Authentic Self




23754   Bill George               QuickTalks: Bill George: Staying True   Bill George
                                  to Your True North




23762   Bill George               QuickTalks: Bill George: The Journey    Bill George
                                  to Authentic Leadership




19139   Brian Tracy               QuickTalks: Brian Tracy: Building Peak Brian Tracy
                                  Performance Winning Teams




19144   Brian Tracy               QuickTalks: Brian Tracy: Closing the    Brian Tracy
                                  Sale




19145   Brian Tracy               QuickTalks: Brian Tracy: Customers for Brian Tracy
                                  Life




19135   Brian Tracy               QuickTalks: Brian Tracy: Effective      Brian Tracy
                                  Project Management
19140   Brian Tracy       QuickTalks: Brian Tracy: Identifying    Brian Tracy
                          Needs and Presenting Solutions




19137   Brian Tracy       QuickTalks: Brian Tracy: Negotiating    Brian Tracy
                          Strategies and Tactics




19142   Brian Tracy       QuickTalks: Brian Tracy: Overcoming     Brian Tracy
                          Price Resistance




19143   Brian Tracy       QuickTalks: Brian Tracy: Qualities of   Brian Tracy
                          Top Salespeople




19141   Brian Tracy       QuickTalks: Brian Tracy: Selling        Brian Tracy
                          Consultatively




19136   Brian Tracy       QuickTalks: Brian Tracy: Seven          Brian Tracy
                          Secrets of Managerial Success




19138   Brian Tracy       QuickTalks: Brian Tracy: The Formula    Brian Tracy
                          for Strategic Planning




22007   Charles Beckham   QuickTalks: Charles Beckham:            Charles Beckham
                          Importance of "Folksonomy"




22005   Charles Beckham   QuickTalks: Charles Beckham: The        Charles Beckham
                          Perfect Storm




22006   Charles Beckham   QuickTalks: Charles Beckham: Why        Charles Beckham
                          the Internet Beats Your Intranet




26801   Chip Heath        QuickTalks: Chip Heath: Don't Bury the Chip Heath
                          Lead




26804   Chip Heath        QuickTalks: Chip Heath: How Does        Chip Heath
                          Innovation Really Happen?
26805   Chip Heath     QuickTalks: Chip Heath: How to          Chip Heath
                       Convince People of Your Ideas




26800   Chip Heath     QuickTalks: Chip Heath: Made to Stick Chip Heath




26803   Chip Heath     QuickTalks: Chip Heath: Stories Aren't Chip Heath
                       Entertainment, They're Flight
                       Simulators



26806   Chip Heath     QuickTalks: Chip Heath: What Makes      Chip Heath
                       a Great Presentation




26802   Chip Heath     QuickTalks: Chip Heath: Why Most        Chip Heath
                       Visions Suck




28661   Chris Blake    QuickTalks: Chris Blake: Achieving a    Chris Blake
                       Successful Relationship with your
                       Private Investor



28657   Chris Blake    QuickTalks: Chris Blake: Making         Chris Blake
                       Decisions in a Fast-Paced
                       Environment



28656   Chris Blake    QuickTalks: Chris Blake: Poker and the Chris Blake
                       Art of Management




28658   Chris Blake    QuickTalks: Chris Blake: The Anatomy Chris Blake
                       of Decisions




28660   Chris Blake    QuickTalks: Chris Blake: The Decision Chris Blake
                       Trap




28659   Chris Blake    QuickTalks: Chris Blake: The Role of    Chris Blake
                       Intuition and Experience in Decision
                       Making



24712   Claire Tiney   QuickTalks: Claire Tiney: High Impact   Claire Tiney
                       Coaching
24713   Claire Tiney              QuickTalks: Claire Tiney: Mergers and Claire Tiney
                                  Acquisitions: Human Due Diligence




24714   Claire Tiney              QuickTalks: Claire Tiney: Mergers and Claire Tiney
                                  Acquisitions: Integration




20124   Alan Cohen                QuickTalks: Cohen: Creating            Alan Cohen
                                  Commitment to a Vision




19243   Alan Cohen                QuickTalks: Cohen: How to Influence    Alan Cohen
                                  People You Don‘t Control




19247   Alan Cohen                QuickTalks: Cohen: Influence in Global Alan Cohen
                                  Cross Functional Teams




19245   Alan Cohen                QuickTalks: Cohen: Influencing Up      Alan Cohen




19248   Alan Cohen                QuickTalks: Cohen: Overcoming          Alan Cohen
                                  Organizational Politics




19249   Alan Cohen                QuickTalks: Cohen: Shared              Alan Cohen
                                  Leadership




19246   Alan Cohen                QuickTalks: Cohen: The Art of Finding Alan Cohen
                                  and Developing Your Allies




19244   Alan Cohen                QuickTalks: Cohen: Ways People Lose Alan Cohen
                                  Influence and Give Away Power




30281   TLC, a SkillSoft Company QuickTalks: Colleen Barrett: Learning   Colleen Barrett
                                 from Mistakes




30280   TLC, a SkillSoft Company QuickTalks: Colleen Barrett: Stay       Colleen Barrett
                                 Close to Your Core Values
30279   TLC, a SkillSoft Company QuickTalks: Colleen Barrett: The        Colleen Barrett
                                 Founding Principles of Southwest
                                 Airlines



28747   Dan Ariely               QuickTalks: Dan Ariely: Ethics: The     Dan Ariely
                                 Context of Our Character




28750   Dan Ariely               QuickTalks: Dan Ariely: Ownership and Dan Ariely
                                 the Housing Market




28751   Dan Ariely               QuickTalks: Dan Ariely: The Fallacy of Dan Ariely
                                 Supply and Demand




28744   Dan Ariely               QuickTalks: Dan Ariely: The Most        Dan Ariely
                                 Powerful Forces that Shape Business
                                 Decision-Making



28748   Dan Ariely               QuickTalks: Dan Ariely: The Power of    Dan Ariely
                                 Price




28746   Dan Ariely               QuickTalks: Dan Ariely: The Value of    Dan Ariely
                                 First Decisions




28745   Dan Ariely               QuickTalks: Dan Ariely: Time            Dan Ariely
                                 Management: The Root Cause of
                                 Procrastination



28743   Dan Ariely               QuickTalks: Dan Ariely: Why People      Dan Ariely
                                 are Predictably Irrational




28749   Dan Ariely               QuickTalks: Dan Ariely: Why We          Dan Ariely
                                 Overvalue What We Have




21131   David Allen              QuickTalks: David Allen: Email Sanity   David Allen




21132   David Allen              QuickTalks: David Allen: Getting "In" to David Allen
                                 Zero
21128   David Allen     QuickTalks: David Allen: Mastering the David Allen
                        Five Stages of Workflow




21127   David Allen     QuickTalks: David Allen: Priorities:   David Allen
                        Making Trusted Choices




21129   David Allen     QuickTalks: David Allen: The Keys to   David Allen
                        Getting Things Done




21130   David Allen     QuickTalks: David Allen: The Secret to David Allen
                        Personal Organization




28568   David Bach      QuickTalks: David Bach: Nonmarket      David Bach
                        Strategy and the Environment




28566   David Bach      QuickTalks: David Bach: Nonmarket      David Bach
                        Strategy: The Next Frontier of
                        Competitive Advantage



28567   David Bach      QuickTalks: David Bach: Where          David Bach
                        Business and Politics Collide




19065   David Bennell   QuickTalks: David Bennell: Corporate   David Bennell
                        Social Responsibility




19064   David Bennell   QuickTalks: David Bennell: Corporate   David Bennell
                        Sustainability Overview




19066   David Bennell   QuickTalks: David Bennell:             David Bennell
                        Environmental Sustainability




19067   David Bennell   QuickTalks: David Bennell: Voice of    David Bennell
                        the Stakeholder




28565   David MacLeod   QuickTalks: David MacLeod: How to      David MacLeod
                        Engage Your People to Win
26746   David Maister    QuickTalks: David Maister: Are We In   David Maister
                         This Together?




26751   David Maister    QuickTalks: David Maister: Earning     David Maister
                         Relationships




26747   David Maister    QuickTalks: David Maister: Put Your    David Maister
                         Job on the Line




26745   David Maister    QuickTalks: David Maister: Strategy    David Maister
                         and the Fat Smoker




26748   David Maister    QuickTalks: David Maister: The Path to David Maister
                         Profits




26749   David Maister    QuickTalks: David Maister: Tyrants,    David Maister
                         Energizers, and Cynics




26750   David Maister    QuickTalks: David Maister: Why         David Maister
                         Resolve Wins




27142   David Maxfield   QuickTalks: David Maxfield: CPR for    David Maxfield
                         Crucial Conversations




27146   David Maxfield   QuickTalks: David Maxfield: Crucial    David Maxfield
                         Conversations Tip: How to Make It
                         Safe



27145   David Maxfield   QuickTalks: David Maxfield: Crucial    David Maxfield
                         Conversations Tip: What Do You
                         Really Want?



27141   David Maxfield   QuickTalks: David Maxfield: Crucial    David Maxfield
                         Conversations With Your Boss




27144   David Maxfield   QuickTalks: David Maxfield: Defining   David Maxfield
                         Moments of a Crucial Conversation
27143   David Maxfield        QuickTalks: David Maxfield: Escaping   David Maxfield
                              the Silence vs. Violence Trap




27147   David Maxfield        QuickTalks: David Maxfield: How to     David Maxfield
                              Become a Truly Trusted Leader




26755   David Meerman Scott   QuickTalks: David Meerman Scott:       David Meerman
                              Marketing Gobbledygook                 Scott




26756   David Meerman Scott   QuickTalks: David Meerman Scott:       David Meerman
                              Nobody Cares About Your Products       Scott
                              and Services



26752   David Meerman Scott   QuickTalks: David Meerman Scott: The David Meerman
                              New Rules of Marketing               Scott




26754   David Meerman Scott   QuickTalks: David Meerman Scott: The David Meerman
                              World Wide Rave                      Scott




26757   David Meerman Scott   QuickTalks: David Meerman Scott:       David Meerman
                              When 7=350,000,000                     Scott




26753   David Meerman Scott   QuickTalks: David Meerman Scott:       David Meerman
                              Who is David Meerman Scott?            Scott




28574   David Taylor          QuickTalks: David Taylor: Building     David Taylor
                              Rapport and Trusted Relationships




28573   David Taylor          QuickTalks: David Taylor: Emotional    David Taylor
                              Intelligence




28570   David Taylor          QuickTalks: David Taylor: Igniting     David Taylor
                              Transformation: The Fastest Way for
                              Real Change



28572   David Taylor          QuickTalks: David Taylor: Influence:   David Taylor
                              The Most Powerful Persuasion
                              Techniques
28571   David Taylor   QuickTalks: David Taylor: Inspiring  David Taylor
                       Others: The Power of True Leadership




28576   David Taylor   QuickTalks: David Taylor: Mental        David Taylor
                       Toughness




28569   David Taylor   QuickTalks: David Taylor: The Naked     David Taylor
                       Leader




28575   David Taylor   QuickTalks: David Taylor: Total      David Taylor
                       Persistence: No Matter What the Odds




21126   Dick Heller    QuickTalks: Dick Heller: Bullwinkle     Dick Heller
                       School of Management




21122   Dick Heller    QuickTalks: Dick Heller: Full Extension Dick Heller




21123   Dick Heller    QuickTalks: Dick Heller: Leader As      Dick Heller
                       Coach




21124   Dick Heller    QuickTalks: Dick Heller: Leadership     Dick Heller
                       Legacy




21125   Dick Heller    QuickTalks: Dick Heller: Leading in     Dick Heller
                       Difficult Times




21121   Dick Heller    QuickTalks: Dick Heller: What You See Dick Heller
                       Is What You Get




24945   Don Sull       QuickTalks: Don Sull: Discussions to    Don Sull
                       Make Sense of Opportunity




24946   Don Sull       QuickTalks: Don Sull: Four Traits to    Don Sull
                       Help See Opportunities
24947   Don Sull       QuickTalks: Don Sull: Looking Into the Don Sull
                       Foggy Future




24948   Don Sull       QuickTalks: Don Sull: Teaching a         Don Sull
                       Heavyweight to Dance




24949   Don Sull       QuickTalks: Don Sull: Vikings and        Don Sull
                       Farmers




24950   Don Sull       QuickTalks: Don Sull: Why Good           Don Sull
                       Companies Go Really Bad




24702   Eddie Obeng    QuickTalks: Eddie Obeng: Anti Growth Eddie Obeng




24703   Eddie Obeng    QuickTalks: Eddie Obeng: Cautionary      Eddie Obeng
                       Tales for the New World Manager




24704   Eddie Obeng    QuickTalks: Eddie Obeng: Driving         Eddie Obeng
                       Strategic Change Through Successful
                       Project Management



24705   Eddie Obeng    QuickTalks: Eddie Obeng: Risk            Eddie Obeng
                       Management




24706   Eddie Obeng    QuickTalks: Eddie Obeng: Virtual         Eddie Obeng
                       Management




28524   Eli Goldratt   QuickTalks: Eli Goldratt: Strategy and   Eli Goldratt
                       Tactics




28522   Eli Goldratt   QuickTalks: Eli Goldratt: The Ever-      Eli Goldratt
                       Flourishing Company Part 1




28523   Eli Goldratt   QuickTalks: Eli Goldratt: The Ever-      Eli Goldratt
                       Flourishing Company Part 2
28526   Eli Goldratt               QuickTalks: Eli Goldratt: The Theory of Eli Goldratt
                                   Constraints - How to Cause the
                                   Change



28525   Eli Goldratt               QuickTalks: Eli Goldratt: The Theory of Eli Goldratt
                                   Constraints - The Inherent Simplicity




28527   Eli Goldratt               QuickTalks: Eli Goldratt: The Theory of Eli Goldratt
                                   Constraints - To What to Change To




28528   Eli Goldratt               QuickTalks: Eli Goldratt: The Theory of Eli Goldratt
                                   Constraints - What to Change




22000   TLC, a SkillSoft Company QuickTalks: Elliot Masie: Fingertip       Elliot Masie
                                 Knowledge




22003   TLC, a SkillSoft Company QuickTalks: Elliott Masie:                Elliot Masie
                                 Democratization of Content




22002   TLC, a SkillSoft Company QuickTalks: Elliott Masie: Gaming,        Elliot Masie
                                 Simulation, and Virtualization




22004   TLC, a SkillSoft Company QuickTalks: Elliott Masie: Social         Elliot Masie
                                 Networks as a Learning Disruptor




19163   Tim Sanders                QuickTalks: Email Etiquette 1: Don't    Tim Sanders
                                   Use Email to Deliver Bad News




19173   Tim Sanders                QuickTalks: Email Etiquette 10: Don't   Tim Sanders
                                   be cryptic. Use proper grammar




19174   Tim Sanders                QuickTalks: Email Etiquette 11: Don't   Tim Sanders
                                   be so heavy




19175   Tim Sanders                QuickTalks: Email Etiquette 12: Live by Tim Sanders
                                   the CLEAR system
19165   Tim Sanders              QuickTalks: Email Etiquette 2: Don't    Tim Sanders
                                 copy over someone's head




19166   Tim Sanders              QuickTalks: Email Etiquette 3: Stamp    Tim Sanders
                                 out reply to all




19167   Tim Sanders              QuickTalks: Email Etiquette 4: Think    Tim Sanders
                                 before you forward




19168   Tim Sanders              QuickTalks: Email Etiquette 5: Never    Tim Sanders
                                 pre-address an email




19169   Tim Sanders              QuickTalks: Email Etiquette 6: Don't    Tim Sanders
                                 send emails at unprofessional hours




19170   Tim Sanders              QuickTalks: Email Etiquette 7: Don't    Tim Sanders
                                 write War and Peace




19171   Tim Sanders              QuickTalks: Email Etiquette 8: Break    Tim Sanders
                                 the thread with a phone call




19172   Tim Sanders              QuickTalks: Email Etiquette 9: Don't    Tim Sanders
                                 send emails to someone you could hit
                                 with a rock



19176   Tim Sanders              QuickTalks: Email Etiquette Bonus:      Tim Sanders
                                 Leave your Blackberry at your desk or
                                 in your car



19164   Tim Sanders              QuickTalks: Email Etiquette:            Tim Sanders
                                 Introduction




23055   TLC, a SkillSoft Company QuickTalks: Eric Weihenmayer:           Erik Weihenmayer
                                 Leading a Team Through a Vision




23058   TLC, a SkillSoft Company QuickTalks: Erik Weihenmayer:           Erik Weihenmayer
                                 Alchemy - Harnessing the Power of
                                 Adversity
23057   TLC, a SkillSoft Company QuickTalks: Erik Weihenmayer:            Erik Weihenmayer
                                 Forging Strengths in the Flames of
                                 Adversity



23059   TLC, a SkillSoft Company QuickTalks: Erik Weihenmayer:            Erik Weihenmayer
                                 Pioneering Possibilities: Problem-
                                 Solving and Innovating



23056   TLC, a SkillSoft Company QuickTalks: Erik Weihenmayer: The        Erik Weihenmayer
                                 Importance of Having a Vision




23060   TLC, a SkillSoft Company QuickTalks: Erik Weihenmayer: Who's Erik Weihenmayer
                                 a Better Climber in the Dark?




21582   Fred Reichheld            QuickTalks: Fred Reichheld: Corporate Fred Reichheld
                                  Ethics: The Golden Rule of Growth




21587   Fred Reichheld            QuickTalks: Fred Reichheld: Customer Fred Reichheld
                                  Communities for Customer-Driven
                                  Innovation



21581   Fred Reichheld            QuickTalks: Fred Reichheld: Driving     Fred Reichheld
                                  Growth with Net Promoter Score
                                  (NPS)



21586   Fred Reichheld            QuickTalks: Fred Reichheld:             Fred Reichheld
                                  Eliminating Bad Profits (the enemy of
                                  growth)



21583   Fred Reichheld            QuickTalks: Fred Reichheld: Getting     Fred Reichheld
                                  Past Satisfaction to Loyalty




21579   Fred Reichheld            QuickTalks: Fred Reichheld:             Fred Reichheld
                                  Leadership Strategies for Building
                                  Loyalty



21585   Fred Reichheld            QuickTalks: Fred Reichheld: Learning    Fred Reichheld
                                  from Customer Detractors




21580   Fred Reichheld            QuickTalks: Fred Reichheld: The         Fred Reichheld
                                  Economics of Loyalty
21584   Fred Reichheld   QuickTalks: Fred Reichheld: Turning   Fred Reichheld
                         Customers into Loyal Promoters




24683   Gareth Jones     QuickTalks: Gareth Jones: Be Yourself Gareth Jones
                         More With Skill




24684   Gareth Jones     QuickTalks: Gareth Jones: Excite      Gareth Jones
                         People to Exceptional Performance




24685   Gareth Jones     QuickTalks: Gareth Jones: Great       Gareth Jones
                         Leaders are Great Communicators




29094   Gareth Jones     QuickTalks: Gareth Jones: Leading     Gareth Jones
                         Clever People




24686   Gareth Jones     QuickTalks: Gareth Jones: Reveal      Gareth Jones
                         Your Weaknesses




24687   Gareth Jones     QuickTalks: Gareth Jones: Use Your    Gareth Jones
                         Difference, Don't Be Someone Else




24688   Gareth Jones     QuickTalks: Gareth Jones: Why         Gareth Jones
                         Should Anyone Be Led by You?




23609   Gary Hamel       QuickTalks: Gary Hamel: How Do You Gary Hamel
                         Fund Innovation?




23614   Gary Hamel       QuickTalks: Gary Hamel: Lessons from Gary Hamel
                         the Management Innovators




23610   Gary Hamel       QuickTalks: Gary Hamel: Overcoming    Gary Hamel
                         Denial & The Decay of Strategies




23613   Gary Hamel       QuickTalks: Gary Hamel: Reinventing   Gary Hamel
                         Management
23608   Gary Hamel           QuickTalks: Gary Hamel: The            Gary Hamel
                             Arithmetic of Innovation




23606   Gary Hamel           QuickTalks: Gary Hamel: What is        Gary Hamel
                             Innovation?




23607   Gary Hamel           QuickTalks: Gary Hamel: Where Does Gary Hamel
                             Innovation Come From?




23611   Gary Hamel           QuickTalks: Gary Hamel: Why            Gary Hamel
                             Management Innovation Matters




23612   Gary Hamel           QuickTalks: Gary Hamel: Why We         Gary Hamel
                             Need to Reinvent Management Now




19255   Vijay Govindarajan   QuickTalks: Govindarajan: Creativity   Vijay Govindarajan
                             and Execution




19251   Vijay Govindarajan   QuickTalks: Govindarajan: Disruptive   Vijay Govindarajan
                             Innovations




19252   Vijay Govindarajan   QuickTalks: Govindarajan:              Vijay Govindarajan
                             Globalization and Emerging Trends




19253   Vijay Govindarajan   QuickTalks: Govindarajan:              Vijay Govindarajan
                             Globalization and Technology




19258   Vijay Govindarajan   QuickTalks: Govindarajan:              Vijay Govindarajan
                             Organizational DNA for Strategic
                             Innovation



19257   Vijay Govindarajan   QuickTalks: Govindarajan: Overview of Vijay Govindarajan
                             the 10 Rules for Strategic Innovators




19250   Vijay Govindarajan   QuickTalks: Govindarajan: Strategic    Vijay Govindarajan
                             Innovation - A Conceptual Road Map
19256   Vijay Govindarajan   QuickTalks: Govindarajan: The Most      Vijay Govindarajan
                             Important Rule for Strategic
                             Innovators



19254   Vijay Govindarajan   QuickTalks: Govindarajan: Why           Vijay Govindarajan
                             Strategic Innovators Need a Different
                             Approach to Execution



28650   Howard Behar         QuickTalks: Howard Behar: Be Human Howard Behar




28652   Howard Behar         QuickTalks: Howard Behar: Do Annual Howard Behar
                             Reviews Every Day




28654   Howard Behar         QuickTalks: Howard Behar: Great         Howard Behar
                             Mentors Ask Great Questions




28648   Howard Behar         QuickTalks: Howard Behar: H2O:          Howard Behar
                             Leadership Speaking with the Same
                             Voice



28645   Howard Behar         QuickTalks: Howard Behar: Know Who Howard Behar
                             You Are




28646   Howard Behar         QuickTalks: Howard Behar: Know Why Howard Behar
                             You're Here




28653   Howard Behar         QuickTalks: Howard Behar: Leaders       Howard Behar
                             Ask Great Questions, Then Act




28649   Howard Behar         QuickTalks: Howard Behar: Only the      Howard Behar
                             Truth Sounds Like the Truth




28651   Howard Behar         QuickTalks: Howard Behar: Stay True     Howard Behar
                             to Your Identity




28647   Howard Behar         QuickTalks: Howard Behar: The           Howard Behar
                             Person Who Sweeps the Floor
                             Chooses the Broom
26743   James Canton     QuickTalks: James Canton: Eco-       James Canton
                         markets: Building the Sustainable
                         Enterprise



26744   James Canton     QuickTalks: James Canton: The Future James Canton
                         of Talent Management




26741   James Canton     QuickTalks: James Canton: The        James Canton
                         Innovation Economy and the Future of
                         Business



26742   James Canton     QuickTalks: James Canton: The        James Canton
                         Leader of the Future




22333   James Champy     QuickTalks: James Champy:            James Champy
                         Globalization




22330   James Champy     QuickTalks: James Champy: Is IT      James Champy
                         Strategic?




22331   James Champy     QuickTalks: James Champy: Making     James Champy
                         Reengineering Work




22328   James Champy     QuickTalks: James Champy: The Keys James Champy
                         to Leading Big Change




22332   James Champy     QuickTalks: James Champy: The Role James Champy
                         of Ambition




22329   James Champy     QuickTalks: James Champy: X-         James Champy
                         Engineering The Corporation




19086   Jason Jennings   QuickTalks: Jason Jennings: Art of   Jason Jennings
                         Satisfying Customers




19089   Jason Jennings   QuickTalks: Jason Jennings: Discovery Jason Jennings
                         1, Culture
19090   Jason Jennings         QuickTalks: Jason Jennings: Discovery Jason Jennings
                               2, Letting Go




19091   Jason Jennings         QuickTalks: Jason Jennings: Discovery Jason Jennings
                               3, The Right Customers




19088   Jason Jennings         QuickTalks: Jason Jennings: Good      Jason Jennings
                               Managers and Great Managers




19085   Jason Jennings         QuickTalks: Jason Jennings: Letting   Jason Jennings
                               Go




19087   Jason Jennings         QuickTalks: Jason Jennings:           Jason Jennings
                               Motivating Your Team




19084   Jason Jennings         QuickTalks: Jason Jennings: Rules for Jason Jennings
                               Making Fast Decisions




19083   Jason Jennings         QuickTalks: Jason Jennings: Think and Jason Jennings
                               Act Like Owners




19082   Jason Jennings         QuickTalks: Jason Jennings: Win-Win   Jason Jennings
                               Solutions




28674   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:     Jean-Claude
                               Customer Engagement and Growth        Larreche




28676   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:     Jean-Claude
                               Developing Customer Insights          Larreche




28675   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:     Jean-Claude
                               Employee Engagement and Growth        Larreche




28670   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:     Jean-Claude
                               Growth Dilemma                        Larreche
28673   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:        Jean-Claude
                               Key Drivers of Momentum Growth           Larreche




28671   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:        Jean-Claude
                               Marketing Efficiency                     Larreche




28672   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:        Jean-Claude
                               Momentum Growth and Customer             Larreche
                               Traction



28677   Jean-Claude Larreche   QuickTalks: Jean-Claude Larreche:        Jean-Claude
                               Power Offers for Momentum Growth         Larreche




29245   Jeff DeGraff           QuickTalks: Jeff DeGraff: Connecting     Jeff DeGraff
                               the Dots of Innovation




29246   Jeff DeGraff           QuickTalks: Jeff DeGraff: Creativizing   Jeff DeGraff
                               Your Company




29247   Jeff DeGraff           QuickTalks: Jeff DeGraff: School for     Jeff DeGraff
                               Innovators




23617   Jeffrey Pfeffer        QuickTalks: Jeffrey Pfeffer: Bridging    Jeffrey Pfeffer
                               the Knowing-Doing Gap                    Ph.D.




23616   Jeffrey Pfeffer        QuickTalks: Jeffrey Pfeffer: Creating    Jeffrey Pfeffer
                               High Performance Culture                 Ph.D.




23618   Jeffrey Pfeffer        QuickTalks: Jeffrey Pfeffer: Dare to be Jeffrey Pfeffer
                               Different                               Ph.D.




23615   Jeffrey Pfeffer        QuickTalks: Jeffrey Pfeffer: Evidence-   Jeffrey Pfeffer
                               Based Management: The Keys to            Ph.D.
                               Great Decision Making



19077   Jim Harris             QuickTalks: Jim Harris: Achieve          Jim Harris
                               Breakthrough Results
19080   Jim Harris   QuickTalks: Jim Harris: Execution: A    Jim Harris
                     Case Study




19079   Jim Harris   QuickTalks: Jim Harris: Five Principles Jim Harris
                     of Employee Engagement




19078   Jim Harris   QuickTalks: Jim Harris: Instinctive     Jim Harris
                     Excellence at Work




19081   Jim Harris   QuickTalks: Jim Harris: Three Keys to   Jim Harris
                     Maximize Productivity




26978   Jim Kouzes   QuickTalks: Jim Kouzes: Credibility:    Jim Kouzes
                     The Foundation of Leadership




26984   Jim Kouzes   QuickTalks: Jim Kouzes: Leadership Is Jim Kouzes
                     In the Moment




26981   Jim Kouzes   QuickTalks: Jim Kouzes: The Five        Jim Kouzes
                     Practices of Exemplary Leadership:
                     Challenge the Process



26982   Jim Kouzes   QuickTalks: Jim Kouzes: The Five        Jim Kouzes
                     Practices of Exemplary Leadership:
                     Enable Others to Act



26983   Jim Kouzes   QuickTalks: Jim Kouzes: The Five        Jim Kouzes
                     Practices of Exemplary Leadership:
                     Encourage the Heart



26980   Jim Kouzes   QuickTalks: Jim Kouzes: The Five        Jim Kouzes
                     Practices of Exemplary Leadership:
                     Inspire a Shared Vision



26979   Jim Kouzes   QuickTalks: Jim Kouzes: The Five        Jim Kouzes
                     Practices of Exemplary Leadership:
                     Model the Way



26985   Jim Kouzes   QuickTalks: Jim Kouzes: The Secret to Jim Kouzes
                     Success in Life
26735   Jim Leohr     QuickTalks: Jim Loehr: Managing       Jim Loehr
                      Energy




26736   Jim Leohr     QuickTalks: Jim Loehr: Stress         Jim Loehr
                      Management




26739   Jim Leohr     QuickTalks: Jim Loehr: The Power of   Jim Loehr
                      Story




26737   Jim Leohr     QuickTalks: Jim Loehr: The Science of Jim Loehr
                      Engagement




26740   Jim Leohr     QuickTalks: Jim Loehr: The Truth      Jim Loehr
                      about Mental and Emotional
                      Engagement



26738   Jim Leohr     QuickTalks: Jim Loehr: Three Rules of Jim Loehr
                      Storytelling




24631   Joe DiVanna   QuickTalks: Joe DiVanna: Distance     Joe DiVanna
                      Leadership: Leaders, Technology,
                      Motivations and Management



24630   Joe DiVanna   QuickTalks: Joe DiVanna: Does         Joe DiVanna
                      Technology Shape Society or Does
                      Society Shape Technology?



24628   Joe DiVanna   QuickTalks: Joe DiVanna: Global       Joe DiVanna
                      Monetary Unions and Their Impact on
                      Business



24633   Joe DiVanna   QuickTalks: Joe DiVanna:              Joe DiVanna
                      Globalization: An Economic
                      Transformation



24629   Joe DiVanna   QuickTalks: Joe DiVanna: Strategic    Joe DiVanna
                      Thinking in Tactical Times




24632   Joe DiVanna   QuickTalks: Joe DiVanna: The Global   Joe DiVanna
                      Implications of Consumer Credit
24634   Joe DiVanna    QuickTalks: Joe DiVanna:                Joe DiVanna
                       Understanding Islamic Banking




19150   John Kotter    QuickTalks: John Kotter:                John Kotter
                       Communicating a Vision for Change




19152   John Kotter    QuickTalks: John Kotter: Dealing with   John Kotter
                       Resistance to Change




19149   John Kotter    QuickTalks: John Kotter: Leading        John Kotter
                       Change - Establish a Sense of
                       Urgency



19151   John Kotter    QuickTalks: John Kotter: The Heart of   John Kotter
                       Change




19148   John Kotter    QuickTalks: John Kotter: The Impact of John Kotter
                       Change - The Human Side




19147   John Kotter    QuickTalks: John Kotter: The Key        John Kotter
                       Differences between Leading and
                       Managing



25758   John Sweeney   QuickTalks: John Sweeney: How to be John Sweeney
                       a Great Leader (Parody)




25757   John Sweeney   QuickTalks: John Sweeney: How to be John Sweeney
                       a Great Manager (Parody)




25756   John Sweeney   QuickTalks: John Sweeney: Lead Like John Sweeney
                       Improvisers: Accept Ideas as Gifts




25755   John Sweeney   QuickTalks: John Sweeney: Lead Like John Sweeney
                       Improvisers: Being Confident




25749   John Sweeney   QuickTalks: John Sweeney: Lead Like John Sweeney
                       Improvisers: Declare Your Point of
                       View
25746   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Follow the Follower




25748   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Listen to Your Gut




25754   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Observing vs. Critiquing




25747   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Serve the Customers
                         First



25750   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Status Has a Negative
                         Effect



25751   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: The Importance of
                         Diversity



25752   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: The Importance of Energy
                         and Passion



25753   John Sweeney     QuickTalks: John Sweeney: Lead Like John Sweeney
                         Improvisers: Working at the Speed of
                         Laughter



25936   Jon Katzenbach   QuickTalks: Jon Katzenbach: Building   Jon Katzenbach
                         Emotional Commitment




25930   Jon Katzenbach   QuickTalks: Jon Katzenbach: Excelling Jon Katzenbach
                         at Team Leadership




25932   Jon Katzenbach   QuickTalks: Jon Katzenbach:            Jon Katzenbach
                         Implementation Tip: Navigating the
                         Informal Organization



25935   Jon Katzenbach   QuickTalks: Jon Katzenbach: Leading    Jon Katzenbach
                         Employee Engagement
25931   Jon Katzenbach       QuickTalks: Jon Katzenbach:             Jon Katzenbach
                             Navigating the Informal Organization




25929   Jon Katzenbach       QuickTalks: Jon Katzenbach:             Jon Katzenbach
                             Optimizing Team Performance




25934   Jon Katzenbach       QuickTalks: Jon Katzenbach:             Jon Katzenbach
                             Successful Mentoring




25933   Jon Katzenbach       QuickTalks: Jon Katzenbach: What the Jon Katzenbach
                             Best Motivators Do




25070   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale:         Jonas Ridderstrale
                             Business Beyond Bureaucracy: The
                             Future Firm



25071   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale: Don‘t   Jonas Ridderstrale
                             be a Copy-Cat Company: Boosting
                             your Innovation



25068   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale: E-      Jonas Ridderstrale
                             nabling Business: The Role of IT




25072   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale:         Jonas Ridderstrale
                             Engaging and Reenergizing your
                             Team: Investing in Psychological
                             Capital


25073   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale:         Jonas Ridderstrale
                             Nurturing Your Corporate Religion:
                             Aligning Culture and Talent



25069   Jonas Ridderstrale   QuickTalks: Jonas Ridderstrale: The     Jonas Ridderstrale
                             Holy Grail of Business: Temporary
                             Monopolies



24651   Jonathan Blain       QuickTalks: Jonathan Blain: The         Jonathan Blain
                             Difference Between Business and
                             Business Leaders



24652   Jonathan Blain       QuickTalks: Jonathan Blain: The         Jonathan Blain
                             Importance of Self Understanding and
                             Awareness
24653   Jonathan Blain       QuickTalks: Jonathan Blain: Unlocking Jonathan Blain
                             Human Potential




24635   Jonathan Gosling     QuickTalks: Jonathan Gosling: Heroic   Jonathan Gosling
                             Leadership




24637   Jonathan Gosling     QuickTalks: Jonathan Gosling: Leading Jonathan Gosling
                             From Another Place




24636   Jonathan Gosling     QuickTalks: Jonathan Gosling:          Jonathan Gosling
                             Managing Your Organization Like a
                             Soap Opera



24638   Jonathan Gosling     QuickTalks: Jonathan Gosling: Quiet    Jonathan Gosling
                             Leadership




24694   Judith Leary-Joyce   QuickTalks: Judith Leary-Joyce:        Judith Leary-Joyce
                             Appraisals as a Motivational Tool




24695   Judith Leary-Joyce   QuickTalks: Judith Leary-Joyce:        Judith Leary-Joyce
                             Becoming an Employer of Choice




24696   Judith Leary-Joyce   QuickTalks: Judith Leary-Joyce:        Judith Leary-Joyce
                             Choosing Great People Managers




24697   Judith Leary-Joyce   QuickTalks: Judith Leary-Joyce: Look   Judith Leary-Joyce
                             After Yourself to Look After Others




24698   Judith Leary-Joyce   QuickTalks: Judith Leary-Joyce: The    Judith Leary-Joyce
                             Impact of Low Trust




24648   Julian Birkinshaw    QuickTalks: Julian Birkinshaw: Don't   Julian Birkinshaw
                             You Hate Management Fashion?




24647   Julian Birkinshaw    QuickTalks: Julian Birkinshaw: How     Julian Birkinshaw
                             Can You Make Your Company More
                             Entrepeneurial
24649   Julian Birkinshaw   QuickTalks: Julian Birkinshaw: Where Julian Birkinshaw
                            Does Performance Improvement Come
                            From?



24650   Julian Birkinshaw   QuickTalks: Julian Birkinshaw: Why Do Julian Birkinshaw
                            Most Companies Struggle with
                            Innovation?



22013   Justin Menkes       QuickTalks: Justin Menkes:                Justin Menkes
                            Developing Critical Mass of Talent        Ph.D.




22015   Justin Menkes       QuickTalks: Justin Menkes: Executive      Justin Menkes
                            Intelligence: Accomplishing Tasks         Ph.D.




22014   Justin Menkes       QuickTalks: Justin Menkes: Executive      Justin Menkes
                            Intelligence: Managing Yourself           Ph.D.




22012   Justin Menkes       QuickTalks: Justin Menkes: Executive      Justin Menkes
                            Intelligence: Working With and            Ph.D.
                            Through Others



22017   Justin Menkes       QuickTalks: Justin Menkes:                Justin Menkes
                            Interviewing for Executive Intelligence   Ph.D.




22016   Justin Menkes       QuickTalks: Justin Menkes: What is        Justin Menkes
                            Executive Intelligence?                   Ph.D.




24699   Karen Moloney       QuickTalks: Karen Moloney: How            Karen Moloney
                            European Companies Survive without
                            Employees



24700   Karen Moloney       QuickTalks: Karen Moloney: How to         Karen Moloney
                            Get Promoted




24701   Karen Moloney       QuickTalks: Karen Moloney: How to         Karen Moloney
                            Make Learning Sticky




19200   Keith Yamashita     QuickTalks: Keith Yamashita: Act: The Keith Yamashita
                            Creation of New Value
19195   Keith Yamashita   QuickTalks: Keith Yamashita: An        Keith Yamashita
                          Innovation and Change Mindset




19198   Keith Yamashita   QuickTalks: Keith Yamashita: Believe: Keith Yamashita
                          The Fuel for the Journey




19193   Keith Yamashita   QuickTalks: Keith Yamashita: Fix the   Keith Yamashita
                          System, Not Just the Symptom




19196   Keith Yamashita   QuickTalks: Keith Yamashita: Focusing Keith Yamashita
                          Only on the To-Do‘s Will Not Get You
                          Results



19194   Keith Yamashita   QuickTalks: Keith Yamashita:           Keith Yamashita
                          Innovation and Change: A Trapeze
                          Act



19191   Keith Yamashita   QuickTalks: Keith Yamashita: Is Your   Keith Yamashita
                          Team Stuck?




19197   Keith Yamashita   QuickTalks: Keith Yamashita: Seeing:   Keith Yamashita
                          The Key to Innovation and Change




19199   Keith Yamashita   QuickTalks: Keith Yamashita: Think:   Keith Yamashita
                          The Act of Challenging the Status Quo




19192   Keith Yamashita   QuickTalks: Keith Yamashita: Why is    Keith Yamashita
                          Your Team Stuck?




19126   Ken Blanchard     QuickTalks: Ken Blanchard: Building a Ken Blanchard
                          High-Performance Team




19128   Ken Blanchard     QuickTalks: Ken Blanchard: Catch       Ken Blanchard
                          People Doing Something Right




19133   Ken Blanchard     QuickTalks: Ken Blanchard:             Ken Blanchard
                          Developing the Right Kind of
                          Leadership
19125   Ken Blanchard             QuickTalks: Ken Blanchard: Ethical      Ken Blanchard
                                  Management




19129   Ken Blanchard             QuickTalks: Ken Blanchard: How to       Ken Blanchard
                                  Get the Most from a Learning
                                  Experience



19123   Ken Blanchard             QuickTalks: Ken Blanchard: Managing Ken Blanchard
                                  Change




19130   Ken Blanchard             QuickTalks: Ken Blanchard: Set Your     Ken Blanchard
                                  Sights on the Right Target and Vision




19124   Ken Blanchard             QuickTalks: Ken Blanchard: Situational Ken Blanchard
                                  Leadership




19127   Ken Blanchard             QuickTalks: Ken Blanchard: The One      Ken Blanchard
                                  Minute Manager




19131   Ken Blanchard             QuickTalks: Ken Blanchard: Treat Your Ken Blanchard
                                  Customers Right




19132   Ken Blanchard             QuickTalks: Ken Blanchard: Treat Your Ken Blanchard
                                  People Right




18997   TLC, a SkillSoft Company QuickTalks: Laree Kiely: Aligning        null
                                 Decisions




18999   TLC, a SkillSoft Company QuickTalks: Laree Kiely: Horizontal      null
                                 Decisions




18998   TLC, a SkillSoft Company QuickTalks: Laree Kiely: Who is a        null
                                 Leader?




24679   Les Green                 QuickTalks: Les Green: Cash is King     Les Green
24677   Les Green       QuickTalks: Les Green: Creating a       Les Green
                        Fast Growing Company




24678   Les Green       QuickTalks: Les Green: Financing Fast Les Green
                        Growing Companies




24680   Les Green       QuickTalks: Les Green: Negotiate to     Les Green
                        Win




21593   Linda Hill      QuickTalks: Linda Hill: Building and    Linda Hill
                        Leading Effective Teams




21592   Linda Hill      QuickTalks: Linda Hill: Developing Star Linda Hill
                        Performers




21591   Linda Hill      QuickTalks: Linda Hill: Impact          Linda Hill
                        Management in Your First 90 Days




21590   Linda Hill      QuickTalks: Linda Hill: Leadership Tips Linda Hill
                        for New Managers




21589   Linda Hill      QuickTalks: Linda Hill: The Role of     Linda Hill
                        Power and Influence in Organizations




24671   Lynda Gratton   QuickTalks: Lynda Gratton: Effectively Lynda Gratton
                        Managing Across Boundaries




24672   Lynda Gratton   QuickTalks: Lynda Gratton: Hot Spots    Lynda Gratton
                        Bring Energy and Innovation to
                        Organizations



24673   Lynda Gratton   QuickTalks: Lynda Gratton: People are Lynda Gratton
                        the Center of Business Strategy




24674   Lynda Gratton   QuickTalks: Lynda Gratton: Raising      Lynda Gratton
                        Performance in Virtual Teams
24675   Lynda Gratton   QuickTalks: Lynda Gratton: The Habit   Lynda Gratton
                        of Cooperation




24676   Lynda Gratton   QuickTalks: Lynda Gratton: The Power Lynda Gratton
                        of Ignition




21558   Mark Goulston   QuickTalks: Mark Goulston:             Mark Goulston
                        Communication 101, 102, 103, and
                        104



21564   Mark Goulston   QuickTalks: Mark Goulston: Cross-      Mark Goulston
                        Cultural Communication Made Simple




21557   Mark Goulston   QuickTalks: Mark Goulston: Do Take     Mark Goulston
                        No for an Answer




21559   Mark Goulston   QuickTalks: Mark Goulston: How to      Mark Goulston
                        Earn Respect: Everyone Else's, and
                        Your Own



21566   Mark Goulston   QuickTalks: Mark Goulston: How to      Mark Goulston
                        Get Buy-In




21556   Mark Goulston   QuickTalks: Mark Goulston: How to      Mark Goulston
                        Get People to Do What You Want
                        Them to Do



21562   Mark Goulston   QuickTalks: Mark Goulston: How to      Mark Goulston
                        Get People to Think Outside the Box




21563   Mark Goulston   QuickTalks: Mark Goulston: How to      Mark Goulston
                        Keep Your Company Lean and Clean




21565   Mark Goulston   QuickTalks: Mark Goulston: The PEP Mark Goulston
                        CEO Challenge Part 1: Find Out What
                        People Think About Your Company



21561   Mark Goulston   QuickTalks: Mark Goulston: The PEP Mark Goulston
                        CEO Challenge Part 2: Find Out What
                        Your People Think About You
21560   Mark Goulston        QuickTalks: Mark Goulston: The          Mark Goulston
                             Respected Leader




18973   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: All I   Marshall Goldsmith
                             Need is Yes or No




18965   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Avoiding Destructive Comments




18964   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Avoiding Favoritism




18961   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Becoming a More Effective Delegator




19120   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Coaching for Behavioral Change




19118   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             FeedForward




18972   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Focus Marshall Goldsmith
                             on the Mission




18967   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Gender Differences in Leadership
                             Feedback



19113   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:         Marshall Goldsmith
                             Helping Successful Leaders Improve




19119   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: How     Marshall Goldsmith
                             to Develop Yourself as a Leader




19116   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: I Can Marshall Goldsmith
                             Succeed
19115   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: I        Marshall Goldsmith
                             Choose to Succeed




19114   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: I        Marshall Goldsmith
                             Have Succeeded




19117   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: I Will   Marshall Goldsmith
                             Succeed




18968   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: It's a   Marshall Goldsmith
                             New Me




18971   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: It's     Marshall Goldsmith
                             Not About the Coach




18969   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Leave Marshall Goldsmith
                             it at the Stream




19121   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Peer- Marshall Goldsmith
                             to-Peer Coaching




18963   Marshall Goldsmith   QuickTalks: Marshall Goldsmith:          Marshall Goldsmith
                             Providing Positive Recognition




18962   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Six-     Marshall Goldsmith
                             Question Approach to Coaching




18966   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Stop     Marshall Goldsmith
                             Adding too Much Value




19122   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: Team Marshall Goldsmith
                             Building




18975   Marshall Goldsmith   QuickTalks: Marshall Goldsmith: The      Marshall Goldsmith
                             Best Coaching Advice
18970   Marshall Goldsmith       QuickTalks: Marshall Goldsmith: The   Marshall Goldsmith
                                 Other Boat




18974   Marshall Goldsmith       QuickTalks: Marshall Goldsmith: To    Marshall Goldsmith
                                 Help Others Start with Yourself




28741   Marsha Evans             QuickTalks: Marty Evans: Effective    Marty Evans
                                 Leadership: A Process of Continuous
                                 Self-Improvement



28742   Marsha Evans             QuickTalks: Marty Evans: Leadership   Marty Evans
                                 Imperative: Keep Hope Alive!




28739   Marsha Evans             QuickTalks: Marty Evans: Leadership   Marty Evans
                                 in Times of Crisis




28740   Marsha Evans             QuickTalks: Marty Evans: Leadership Marty Evans
                                 is Removing the Barriers to the Team's
                                 Success



19002   TLC, a SkillSoft Company QuickTalks: Mary LoVerde: Connection Mary LoVerde
                                 Creates Balance




19000   TLC, a SkillSoft Company QuickTalks: Mary LoVerde: Find Your   Mary LoVerde
                                 Passion




19001   TLC, a SkillSoft Company QuickTalks: Mary LoVerde: Rituals     Mary LoVerde




22270   Michael Hammer           QuickTalks: Michael Hammer:           Michael Hammer
                                 Breakthrough vs Incremental
                                 Improvement



22272   Michael Hammer           QuickTalks: Michael Hammer: Leading Michael Hammer
                                 Massive Change




22268   Michael Hammer           QuickTalks: Michael Hammer:           Michael Hammer
                                 Strategic Power of Process
22599   Michael Hammer    QuickTalks: Michael Hammer: The          Michael Hammer
                          Prerequisites of Process




22271   Michael Hammer    QuickTalks: Michael Hammer: The          Michael Hammer
                          Process Centered Company




22274   Michael Hammer    QuickTalks: Michael Hammer: The          Michael Hammer
                          Seven Deadly Sins of Performance
                          Measurement



22273   Michael Hammer    QuickTalks: Michael Hammer: The          Michael Hammer
                          State of Reengineering Today




22269   Michael Hammer    QuickTalks: Michael Hammer:              Michael Hammer
                          Understanding Business Processes




22275   Michael Hammer    QuickTalks: Michael Hammer: What         Michael Hammer
                          Business Can Learn From The New
                          England Patriots



24681   Michael Jarrett   QuickTalks: Michael Jarrett: High        Michael Jarrett
                          Performing Teams




24682   Michael Jarrett   QuickTalks: Michael Jarrett: Managing Michael Jarrett
                          Change in a Global World




20203   Michael Port      QuickTalks: Michael Port: #1 Most        Michael Port
                          Effective Sales Strategy on the Planet




20201   Michael Port      QuickTalks: Michael Port: Developing a Michael Port
                          Personal Brand Identity




20204   Michael Port      QuickTalks: Michael Port: How to Have Michael Port
                          Simple Successful Sales
                          Conversations



20202   Michael Port      QuickTalks: Michael Port: How to Talk Michael Port
                          About What You Do Without Sounding
                          Confusing or Bland
20199   Michael Port     QuickTalks: Michael Port: Red Velvet    Michael Port
                         Rope Policy




20200   Michael Port     QuickTalks: Michael Port:               Michael Port
                         Understanding Why People Buy What
                         You‘re Selling



20205   Michael Port     QuickTalks: Michael Port: Why Selling Michael Port
                         Is a Waste of Time




25739   Michael Raynor   QuickTalks: Michael Raynor: Beating     Michael Raynor
                         Your Most Powerful Competitors




25738   Michael Raynor   QuickTalks: Michael Raynor: Disruptive Michael Raynor
                         Innovation & Growth




25745   Michael Raynor   QuickTalks: Michael Raynor: Limits of   Michael Raynor
                         Adaptability




25742   Michael Raynor   QuickTalks: Michael Raynor: Managing Michael Raynor
                         Amid Uncertainty




25744   Michael Raynor   QuickTalks: Michael Raynor: Overview Michael Raynor
                         of Competitive Strategy




25743   Michael Raynor   QuickTalks: Michael Raynor: Strategic Michael Raynor
                         Flexibility




25741   Michael Raynor   QuickTalks: Michael Raynor: The Role Michael Raynor
                         of Managers in Strategy Formation




25737   Michael Raynor   QuickTalks: Michael Raynor: The Role Michael Raynor
                         of Senior Executives in Leading
                         Growth



25740   Michael Raynor   QuickTalks: Michael Raynor: The         Michael Raynor
                         Strategy Paradox
21577   Michael Samuelson   QuickTalks: Michael Samuelson:         Michael Samuelson
                            Thrival: The 10 Fundamental
                            Understandings



21578   Michael Samuelson   QuickTalks: Michael Samuelson: Why     Michael Samuelson
                            is Change Difficult?




19228   Michael Treacy      QuickTalks: Michael Treacy: Building   Michael Treacy
                            Growth into your Company's DNA




19229   Michael Treacy      QuickTalks: Michael Treacy:            Michael Treacy
                            Conclusions on Double Digit Growth




19221   Michael Treacy      QuickTalks: Michael Treacy: Customer Michael Treacy
                            Intimacy - The Architecture of a Total
                            Solution



19225   Michael Treacy      QuickTalks: Michael Treacy: Double     Michael Treacy
                            Digit Growth




18977   Michael Treacy      QuickTalks: Michael Treacy: Driving    Michael Treacy
                            Customer Value




18981   Michael Treacy      QuickTalks: Michael Treacy:            Michael Treacy
                            Fundamentals of Company
                            Performance



19223   Michael Treacy      QuickTalks: Michael Treacy: Impact of Michael Treacy
                            Outsourcing and Offshoring




19232   Michael Treacy      QuickTalks: Michael Treacy: Innovation Michael Treacy
                            in Product Innovation




18982   Michael Treacy      QuickTalks: Michael Treacy: Is         Michael Treacy
                            Customer Value Accelerating in Your
                            Market?



18983   Michael Treacy      QuickTalks: Michael Treacy:            Michael Treacy
                            Measuring and Managing Growth In
                            Revenue Statements
19239   Michael Treacy   QuickTalks: Michael Treacy: Newton's   Michael Treacy
                         Third Law and Strategic Sourcing




18980   Michael Treacy   QuickTalks: Michael Treacy:            Michael Treacy
                         Outsourcing and Offshoring




19230   Michael Treacy   QuickTalks: Michael Treacy:            Michael Treacy
                         Performance Discipline Introduction




19222   Michael Treacy   QuickTalks: Michael Treacy: Product    Michael Treacy
                         Leadership




19236   Michael Treacy   QuickTalks: Michael Treacy:            Michael Treacy
                         Reinventing Product Innovation




19238   Michael Treacy   QuickTalks: Michael Treacy: Sourcing   Michael Treacy
                         and Supplier Survival




18979   Michael Treacy   QuickTalks: Michael Treacy:            Michael Treacy
                         Successful Cross-Selling




18986   Michael Treacy   QuickTalks: Michael Treacy: The        Michael Treacy
                         Challenge in Pharmaceuticals




19226   Michael Treacy   QuickTalks: Michael Treacy: The Five   Michael Treacy
                         Sources of Revenue Growth




19227   Michael Treacy   QuickTalks: Michael Treacy: The        Michael Treacy
                         Growth Portfolio




19237   Michael Treacy   QuickTalks: Michael Treacy: The        Michael Treacy
                         Impact of Strategic Sourcing




19231   Michael Treacy   QuickTalks: Michael Treacy: Three      Michael Treacy
                         Characteristics of a Performance
                         Discipline
18985   Michael Treacy   QuickTalks: Michael Treacy: Three    Michael Treacy
                         Generations of Product Innovation




19220   Michael Treacy   QuickTalks: Michael Treacy:          Michael Treacy
                         Unmatched Customer Value




19224   Michael Treacy   QuickTalks: Michael Treacy:          Michael Treacy
                         Unresolved Problems with Global
                         Operating Models



19219   Michael Treacy   QuickTalks: Michael Treacy: Value    Michael Treacy
                         Driven Strategy Development




18984   Michael Treacy   QuickTalks: Michael Treacy: What's   Michael Treacy
                         Wrong with Product Innovation?




18978   Michael Treacy   QuickTalks: Michael Treacy: Why Is   Michael Treacy
                         This Company Losing Business?




19234   Michael Treacy   QuickTalks: Michael Treacy: Why      Michael Treacy
                         Product Innovation Often Fails -
                         Compromise, The Sire of Mediocrity



19235   Michael Treacy   QuickTalks: Michael Treacy: Why      Michael Treacy
                         Product Innovation Often Fails -
                         Limited Search for Solutions



19233   Michael Treacy   QuickTalks: Michael Treacy: Why      Michael Treacy
                         Product Innovation Often Fails -
                         Missing a Moving Target



29223   Monika Hamori    QuickTalks: Monika Hamori: Job       Monika Hamori
                         Hopping and Career Advancement




29222   Monika Hamori    QuickTalks: Monika Hamori: The New   Monika Hamori
                         Road to the Top




29221   Monika Hamori    QuickTalks: Monika Hamori: Women     Monika Hamori
                         and Leadership
24644   Nigel Barlow   QuickTalks: Nigel Barlow: Creating     Nigel Barlow
                       Legendary Customer Experiences




24642   Nigel Barlow   QuickTalks: Nigel Barlow: Fanatical    Nigel Barlow
                       About Talent




24643   Nigel Barlow   QuickTalks: Nigel Barlow: Inventing the Nigel Barlow
                       Future




24645   Nigel Barlow   QuickTalks: Nigel Barlow: Rethinking   Nigel Barlow
                       How to Open Your Mind




24646   Nigel Barlow   QuickTalks: Nigel Barlow: The Creative Nigel Barlow
                       Leader Avoiding Job Blindness




21997   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Build a Defiant Pipeline




21994   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Curious, Cool, and Crazy




21996   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Develop a Higher Cause




21995   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Dominate or Leave




21999   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Leading the Pack




21998   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: Take the Customer to an
                       Impossible Place



21993   Oren Harari    QuickTalks: Oren Harari: Break From    Oren Harari, Ph.D.
                       The Pack: What You Can Learn From
                       Madona and Willie Nelson
18995   Pat Lencioni             QuickTalks: Pat Lencioni on Four         Patrick Lencioni
                                 Types of Effective Meetings




19202   Pat Lencioni             QuickTalks: Pat Lencioni: Breaking       Patrick Lencioni
                                 Down Silos and Creating Alignment




19203   Pat Lencioni             QuickTalks: Pat Lencioni: Building       Patrick Lencioni
                                 Teams in a Virtual or Matrixed World




18991   Pat Lencioni             QuickTalks: Pat Lencioni:                Patrick Lencioni
                                 Communicating During Times of
                                 Change



18992   Pat Lencioni             QuickTalks: Pat Lencioni: Holding        Patrick Lencioni
                                 People Accountable




18990   Pat Lencioni             QuickTalks: Pat Lencioni: Humility vs.   Patrick Lencioni
                                 Publicity Paradox




18994   Pat Lencioni             QuickTalks: Pat Lencioni: Praise and     Patrick Lencioni
                                 Criticize Publicly




19204   Pat Lencioni             QuickTalks: Pat Lencioni: Succeeding     Patrick Lencioni
                                 as a Team Leader




19201   Pat Lencioni             QuickTalks: Pat Lencioni: The Five       Patrick Lencioni
                                 Root Causes of Team Dysfunction




18993   Pat Lencioni             QuickTalks: Pat Lencioni: Why People Patrick Lencioni
                                 and Organizations Struggle with
                                 Change



24717   Patricia Wheatley Burt   QuickTalks: Patricia Wheatley Burt:      Patricia Wheatley
                                 Lifetime, Lifeline                       Burt




24716   Patricia Wheatley Burt   QuickTalks: Patricia Wheatley Burt:      Patricia Wheatley
                                 Profitable Performance Management        Burt
24715   Patricia Wheatley Burt   QuickTalks: Patricia Wheatley Burt:     Patricia Wheatley
                                 Profitable Strategies and Plans         Burt




29371   Patrick Dixon            QuickTalks: Patrick Dixon: A Medical    Patrick Dixon
                                 Tip for Strengthening Your Team




29365   Patrick Dixon            QuickTalks: Patrick Dixon: A            Patrick Dixon
                                 Physician's Guide to Beating Jetlag




29366   Patrick Dixon            QuickTalks: Patrick Dixon: Don't        Patrick Dixon
                                 Believe Market Research




29367   Patrick Dixon            QuickTalks: Patrick Dixon: How to       Patrick Dixon
                                 Make Your Customers Part of Your
                                 Family



29369   Patrick Dixon            QuickTalks: Patrick Dixon: Institutional Patrick Dixon
                                 Blindness




29370   Patrick Dixon            QuickTalks: Patrick Dixon: Motivation   Patrick Dixon




24662   Patrick Dixon            QuickTalks: Patrick Dixon: The Impact Patrick Dixon
                                 of Global Warming On Your Business




29372   Patrick Dixon            QuickTalks: Patrick Dixon: Tribal       Patrick Dixon
                                 Leadership




24669   Patrick Dixon            QuickTalks: Patrick Dixon: Why          Patrick Dixon
                                 Compliance is Dead




24668   Patrick Dixon            QuickTalks: Patrick Dixon: Why the      Patrick Dixon
                                 Future of Your Business is About
                                 Emotion



29373   Patrick Dixon            QuickTalks: Patrick Dixon: Why Trust    Patrick Dixon
                                 Is the Most Important Thing You Sell
29368   Patrick Dixon   QuickTalks: Patrick Dixon: Winning the Patrick Dixon
                        War on Talent




29374   Patrick Dixon   QuickTalks: Patrick Dixon: You Think Patrick Dixon
                        You Follow the 80/20 Rule - You Don't




30282   Paul Stebbins   QuickTalks: Paul Stebbins: Books that Paul Stebbins
                        Animate a Business Culture




30286   Paul Stebbins   QuickTalks: Paul Stebbins: Building    Paul Stebbins
                        Durable Shareholder Value




30287   Paul Stebbins   QuickTalks: Paul Stebbins: Conveying Paul Stebbins
                        Clarity During Challenging Times




30284   Paul Stebbins   QuickTalks: Paul Stebbins: Cultures    Paul Stebbins
                        that Lead to Transformative Growth




30285   Paul Stebbins   QuickTalks: Paul Stebbins: Developing Paul Stebbins
                        Trust




30283   Paul Stebbins   QuickTalks: Paul Stebbins: The         Paul Stebbins
                        Importance of Failure




28666   Peter Fisk      QuickTalks: Peter Fisk: Building       Peter Fisk
                        Brands based on Customer
                        Aspirations



28669   Peter Fisk      QuickTalks: Peter Fisk: Business       Peter Fisk
                        Innovation: From the Future Back




28664   Peter Fisk      QuickTalks: Peter Fisk: Customer       Peter Fisk
                        Insights that Redefine Markets




28665   Peter Fisk      QuickTalks: Peter Fisk: Green          Peter Fisk
                        Propositions: Understanding Going
                        Green and the Implications
28663   Peter Fisk               QuickTalks: Peter Fisk: Marketing       Peter Fisk
                                 Strategy - From the Outside In




28662   Peter Fisk               QuickTalks: Peter Fisk: The Complete    Peter Fisk
                                 CEO




28668   Peter Fisk               QuickTalks: Peter Fisk: The Essence     Peter Fisk
                                 of a Great Marketing Manager




28667   Peter Fisk               QuickTalks: Peter Fisk: The Long Tail   Peter Fisk
                                 and Its Implications




30475   Peter Georgescu          QuickTalks: Peter Georgescu:            Peter Georgescu
                                 Eliminating Fear Fosters Creativity




30474   Peter Georgescu          QuickTalks: Peter Georgescu: Finding Peter Georgescu
                                 your Threshold of Creativity




30473   Peter Georgescu          QuickTalks: Peter Georgescu:            Peter Georgescu
                                 Nurturing and Leveraging Creativity




30472   Peter Georgescu          QuickTalks: Peter Georgescu: The        Peter Georgescu
                                 Challenge to Become a Customer-
                                 Centric Company



30476   Peter Georgescu          QuickTalks: Peter Georgescu: The Key Peter Georgescu
                                 to Winning Business: Do Your
                                 Research



19048   TLC, a SkillSoft Company QuickTalks: Public Speaking: Dynamic Wendy Warman
                                 Openings




19046   TLC, a SkillSoft Company QuickTalks: Public Speaking:            Wendy Warman
                                 Eliminating Um's and Ah's




19016   TLC, a SkillSoft Company QuickTalks: Public Speaking: Establish Wendy Warman
                                 Your Objectives
19045   TLC, a SkillSoft Company QuickTalks: Public Speaking:          Wendy Warman
                                 Establishing the Main Ideas




19049   TLC, a SkillSoft Company QuickTalks: Public Speaking: Powerful Wendy Warman
                                 Closings




21166   TLC, a SkillSoft Company QuickTalks: Public Speaking: The Six- Wendy Warman
                                 Pack Rule for Visuals




19047   TLC, a SkillSoft Company QuickTalks: Public Speaking: Using    Wendy Warman
                                 Your Hands




19050   TLC, a SkillSoft Company QuickTalks: Public Speaking: Words    Wendy Warman
                                 vs. Voice vs. Body Language




22279   Raleigh Mayer            QuickTalks: Raleigh Mayer: Doing      Raleigh Mayer
                                 Business While Dining




22278   Raleigh Mayer            QuickTalks: Raleigh Mayer: No-        Raleigh Mayer
                                 Excuses Networking




22277   Raleigh Mayer            QuickTalks: Raleigh Mayer: Persuasive Raleigh Mayer
                                 Presentation




22280   Raleigh Mayer            QuickTalks: Raleigh Mayer: Reputation Raleigh Mayer
                                 Management




22276   Raleigh Mayer            QuickTalks: Raleigh Mayer:            Raleigh Mayer
                                 Spokesmanship Executive Interview
                                 Skills



22281   Raleigh Mayer            QuickTalks: Raleigh Mayer: The Art of Raleigh Mayer
                                 the Interview




22008   Rita Bailey              QuickTalks: Rita Bailey: Creating a   Rita Bailey
                                 People-Centered Culture
22009   Rita Bailey      QuickTalks: Rita Bailey: Leveraging    Rita Bailey
                         Optimum People, Profit, and
                         Opportunities



22011   Rita Bailey      QuickTalks: Rita Bailey: Lighten Up!   Rita Bailey
                         It's Not That Serious




22010   Rita Bailey      QuickTalks: Rita Bailey: The Ninth     Rita Bailey
                         Freedom: Influencing for Legacy




24657   Rob Brown        QuickTalks: Rob Brown: How to          Rob Brown
                         Increase Value in Your Relationships




24658   Rob Brown        QuickTalks: Rob Brown: How to          Rob Brown
                         Remember Names




24654   Rob Brown        QuickTalks: Rob Brown: How to Turn a Rob Brown
                         Stranger Into a Friend




24659   Rob Brown        QuickTalks: Rob Brown: The Five        Rob Brown
                         Golden Rules of Generating Referrals




24660   Rob Brown        QuickTalks: Rob Brown: The Five        Rob Brown
                         Reasons You Don't Get Referrals




24656   Rob Brown        QuickTalks: Rob Brown: The Five        Rob Brown
                         Rules of Selling




24655   Rob Brown        QuickTalks: Rob Brown: The Six         Rob Brown
                         Levels of Business Relationships




24661   Rob Brown        QuickTalks: Rob Brown: Three Kinds of Rob Brown
                         Referrals




23683   Rob Brownstein   QuickTalks: Rob Brownstein: Dynamic Rob Brownstein
                         Value Chains
23682   Rob Brownstein     QuickTalks: Rob Brownstein: Object-   Rob Brownstein
                           Oriented Business Architecture




23684   Rob Brownstein     QuickTalks: Rob Brownstein:           Rob Brownstein
                           Perceived Value of Outsourcing




23685   Rob Brownstein     QuickTalks: Rob Brownstein: The New Rob Brownstein
                           Industrial Revolution




24710   Robin Sieger       QuickTalks: Robin Sieger: Customer    Robin Sieger
                           Satisfaction, Who Cares?




24707   Robin Sieger       QuickTalks: Robin Sieger: Overcoming Robin Sieger
                           the Fear Factor




24708   Robin Sieger       QuickTalks: Robin Sieger: The Attitude Robin Sieger
                           Factor




24709   Robin Sieger       QuickTalks: Robin Sieger: The         Robin Sieger
                           Confidence Factor




24711   Robin Sieger       QuickTalks: Robin Sieger: The Truth   Robin Sieger
                           About Motivation




24914   Roddy Temperley    QuickTalks: Roddy Temperley:          Roddy Temperley
                           Strategic Workforce Planning




19183   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: Are     Roosevelt Thomas
                           You Diversity-Challenged?




19185   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:         Roosevelt Thomas
                           Complexity and Diversity




19186   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:         Roosevelt Thomas
                           Culture is Key
19189   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: Do         Roosevelt Thomas
                           Differences Matter? Perhaps.




19184   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: Five       Roosevelt Thomas
                           Tips for Launching Strategic Diversity
                           Management



19178   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:            Roosevelt Thomas
                           Redefining Diversity




19182   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:            Roosevelt Thomas
                           Requirements-Driven Strategic
                           Diversity Management



19188   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: Social Roosevelt Thomas
                           Diversity




19179   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:            Roosevelt Thomas
                           Strategic Diversity Management




19187   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: The        Roosevelt Thomas
                           reality of diversity tension




19181   Roosevelt Thomas   QuickTalks: Roosevelt Thomas:            Roosevelt Thomas
                           What's Diversity Got to Do with It?




19180   Roosevelt Thomas   QuickTalks: Roosevelt Thomas: Why Roosevelt Thomas
                           Strategic Diversity Management Now?




21608   Scott Eblin        QuickTalks: Scott Eblin: The Next        Scott Eblin
                           Level: Pick Up a Big Footprint View,
                           Let Go of a Small Footprint View



21609   Scott Eblin        QuickTalks: Scott Eblin: The Next      Scott Eblin
                           Level: Pick Up Accountability for Many
                           Results, Let Go of Responsibility for
                           Few Results


21602   Scott Eblin        QuickTalks: Scott Eblin: The Next      Scott Eblin
                           Level: Pick Up an Outside-In View, Let
                           Go of an Inside-Out View
21603   Scott Eblin       QuickTalks: Scott Eblin: The Next    Scott Eblin
                          Level: Pick Up Confidence and Let Go
                          of Doubt



21605   Scott Eblin       QuickTalks: Scott Eblin: The Next        Scott Eblin
                          Level: Pick Up Custom Fit
                          Communications, Let Go of One Size
                          Fits All Communications


21604   Scott Eblin       QuickTalks: Scott Eblin: The Next        Scott Eblin
                          Level: Pick Up Defining What to Do,
                          Let Go of Telling How to Do It



21601   Scott Eblin       QuickTalks: Scott Eblin: The Next        Scott Eblin
                          Level: Pick Up Looking Left and Right
                          as You Lead, Let Go of Looking Up
                          and Down as You Lead


21607   Scott Eblin       QuickTalks: Scott Eblin: The Next        Scott Eblin
                          Level: Pick Up Regular Renewal of
                          Energy, Let Go of Running Flat Out



21606   Scott Eblin       QuickTalks: Scott Eblin: The Next    Scott Eblin
                          Level: Pick Up Team Reliance and Let
                          Go of Self-Reliance



21610   Scott Eblin       QuickTalks: Scott Eblin: The Next        Scott Eblin
                          Level: What Insiders Know About
                          Executive Success



30185   Shelley Stewart   QuickTalks: Shelley Stewart Jr.: Advice Shelley Stewart Jr.
                          to New Managers Moving Up in the
                          Organization



30192   Shelley Stewart   QuickTalks: Shelley Stewart Jr.: Allow   Shelley Stewart Jr.
                          your People to Take Risks




30190   Shelley Stewart   QuickTalks: Shelley Stewart Jr.:         Shelley Stewart Jr.
                          Building Consensus




30188   Shelley Stewart   QuickTalks: Shelley Stewart Jr.:      Shelley Stewart Jr.
                          Building Cross-Functional Teams: Be a
                          Talent Scout



30193   Shelley Stewart   QuickTalks: Shelley Stewart Jr.:       Shelley Stewart Jr.
                          Changing a Culture: You Can't Do It By
                          Yourself
30191   Shelley Stewart           QuickTalks: Shelley Stewart Jr.:        Shelley Stewart Jr.
                                  Dealing with Failure and Taking Risks




30187   Shelley Stewart           QuickTalks: Shelley Stewart Jr.:        Shelley Stewart Jr.
                                  Importance of Coaching and
                                  Mentoring



30186   Shelley Stewart           QuickTalks: Shelley Stewart Jr.:        Shelley Stewart Jr.
                                  Making Change Stick




30195   Shelley Stewart           QuickTalks: Shelley Stewart Jr.:        Shelley Stewart Jr.
                                  Strategic Role of Supply Chain
                                  Management



30194   Shelley Stewart           QuickTalks: Shelley Stewart Jr.:        Shelley Stewart Jr.
                                  Sustainability at Tyco International




30189   Shelley Stewart           QuickTalks: Shelley Stewart Jr.: World- Shelley Stewart Jr.
                                  Class Supply Change Management




25035   Stephen Covey             QuickTalks: Stephen Covey: The High Stephen Covey
                                  Cost of Low Trust




28316   TLC, a SkillSoft Company QuickTalks: Steve Lippman: Advice for Steve Lippman
                                 Other Companies




28317   TLC, a SkillSoft Company QuickTalks: Steve Lippman:               Steve Lippman
                                 Environmental Initiative Drivers and
                                 Business Opportunities



28318   TLC, a SkillSoft Company QuickTalks: Steve Lippman:           Steve Lippman
                                 Microsoft's Environmental Engagement
                                 Strategy



28314   TLC, a SkillSoft Company QuickTalks: Steve Lippman:            Steve Lippman
                                 Microsoft's Environmental Impacts and
                                 Solutions



28315   TLC, a SkillSoft Company QuickTalks: Steve Lippman:               Steve Lippman
                                 Microsoft's Unlimited Potential
30351   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Creating an Steve Lundin,
                              Innovation-Friendly Environment       Ph.D.




30350   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Innovation   Steve Lundin,
                              and the Challenge of Being Normal      Ph.D.




30346   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Innovation   Steve Lundin,
                              at the Point of Contact                Ph.D.




30352   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Innovation Steve Lundin,
                              Can Be a 10-Degree Turn of the Head Ph.D.




30349   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Innovation   Steve Lundin,
                              Favors a Prepared Mind                 Ph.D.




30353   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Innovative   Steve Lundin,
                              Teams Do Have An 'I'                   Ph.D.




30356   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Let          Steve Lundin,
                              Adversity Fuel Innovation              Ph.D.




30355   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: Rapid        Steve Lundin,
                              Prototyping to Drive More Successful   Ph.D.
                              Innovation



30347   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: So You       Steve Lundin,
                              Think You're Not Innovative?           Ph.D.




30354   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: The Three    Steve Lundin,
                              Faces of Leadership and Innovation     Ph.D.




30348   Steve Lundin, Ph.D.   QuickTalks: Steve Lundin: True         Steve Lundin,
                              Innovation Requires Provocation        Ph.D.




29229   Steve McDermott       QuickTalks: Steve McDermott:           Steve McDermott
                              Expanding Your Comfort Zone
29228   Steve McDermott   QuickTalks: Steve McDermott: Goal        Steve McDermott
                          Setting




29226   Steve McDermott   QuickTalks: Steve McDermott: How to Steve McDermott
                          Fail at Leadership




29227   Steve McDermott   QuickTalks: Steve McDermott:             Steve McDermott
                          Knowing Your Values




29224   Steve McDermott   QuickTalks: Steve McDermott:             Steve McDermott
                          Powerful Presentations




29231   Steve McDermott   QuickTalks: Steve McDermott: The         Steve McDermott
                          Four Minute Rule




29230   Steve McDermott   QuickTalks: Steve McDermott:             Steve McDermott
                          Transforming your Communication




29225   Steve McDermott   QuickTalks: Steve McDermott: What is Steve McDermott
                          Success?




28758   Stuart Hart       QuickTalks: Stuart Hart: Avoiding the    Stuart Hart
                          Top-Down Bias




28755   Stuart Hart       QuickTalks: Stuart Hart: Building an     Stuart Hart
                          Indigenous Business Strategy




28754   Stuart Hart       QuickTalks: Stuart Hart: From            Stuart Hart
                          Greening to Beyond Greening




28756   Stuart Hart       QuickTalks: Stuart Hart: Go Native for   Stuart Hart
                          Competitive Imagination




28757   Stuart Hart       QuickTalks: Stuart Hart: Pursuing the    Stuart Hart
                          Green Leap
28753   Stuart Hart   QuickTalks: Stuart Hart: Shattering the Stuart Hart
                      Trade Off Myth




28512   Susan Scott   QuickTalks: Susan Scott: One            Susan Scott
                      Conversation at a Time




28515   Susan Scott   QuickTalks: Susan Scott: Principle 1:   Susan Scott
                      Interrogate Reality




28516   Susan Scott   QuickTalks: Susan Scott: Principle 2: Susan Scott
                      Come Out From Behind Ourselves and
                      Into the Conversation



28517   Susan Scott   QuickTalks: Susan Scott: Principle 3: Susan Scott
                      Be Here Prepared to Be Nowhere Else




28518   Susan Scott   QuickTalks: Susan Scott: Principle 4:   Susan Scott
                      Tackle Your Toughest Challenge
                      Today



28519   Susan Scott   QuickTalks: Susan Scott: Principle 5:   Susan Scott
                      Obey Your Instincts




28520   Susan Scott   QuickTalks: Susan Scott: Principle 6: Susan Scott
                      Take Responsibility for Your Emotional
                      Wake



28521   Susan Scott   QuickTalks: Susan Scott: Principle 7:   Susan Scott
                      Let Silence Do the Heavy Lifting




28513   Susan Scott   QuickTalks: Susan Scott: The            Susan Scott
                      Conversation is the Relationship




28514   Susan Scott   QuickTalks: Susan Scott: What           Susan Scott
                      Conversations Do I Choose?




19038   Tim Sanders   QuickTalks: Tim Sanders: Compassion Tim Sanders
                      in Leadership
21981   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Bonus: Never Let an E-
                      Base Die Without a Proper Funeral



21991   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #1: Location,
                      Location, Location!



21986   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #10: Review Your
                      Game Tapes



21979   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #11: Don't Forget to
                      Take it With You



21983   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #12: Don't Make
                      Business Personal



21987   Tim Sanders   QuickTalks: Tim Sanders: Email    Tim Sanders
                      Management Rule #2: Download Your
                      Emails



21988   Tim Sanders   QuickTalks: Tim Sanders: Email      Tim Sanders
                      Management Rule #3: Protect Your E-
                      Base from Germs and Thieves



21990   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #4: Save Your Life
                      Every Month



21984   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #5: Mine Your
                      Emails for Gold



21985   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #6: File Like a
                      Fanatic



21982   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #8: Don't Let Your
                      Email Make You Crazy



21989   Tim Sanders   QuickTalks: Tim Sanders: Email       Tim Sanders
                      Management Rule #9: Don't Get Bit By
                      a Spider
21978   Tim Sanders   QuickTalks: Tim Sanders: Email          Tim Sanders
                      Management: Rule #7: Drop a Few E-
                      Pounds Every 90 Days



19040   Tim Sanders   QuickTalks: Tim Sanders: Emotional      Tim Sanders
                      Intelligence




25065   Tim Sanders   QuickTalks: Tim Sanders: Going Green Tim Sanders
                      at Work Part 1: How Can I Be Green at
                      Work?



25066   Tim Sanders   QuickTalks: Tim Sanders: Going Green Tim Sanders
                      at Work Part 2: Reduce Your Paper
                      Footprint



25067   Tim Sanders   QuickTalks: Tim Sanders: Going Green Tim Sanders
                      at Work Part 3: Reduce Other People's
                      Paper Footprint



19036   Tim Sanders   QuickTalks: Tim Sanders: Innovation     Tim Sanders
                      means Execution




21134   Tim Sanders   QuickTalks: Tim Sanders: Manage         Tim Sanders
                      Expectations




19035   Tim Sanders   QuickTalks: Tim Sanders: Multiply       Tim Sanders
                      Value by Giving Away Intangibles




19037   Tim Sanders   QuickTalks: Tim Sanders: Readers are Tim Sanders
                      Leaders




21980   Tim Sanders   QuickTalks: Tim Sanders: Rules of       Tim Sanders
                      Email Management Introduction




19042   Tim Sanders   QuickTalks: Tim Sanders: Selling with   Tim Sanders
                      Significance




25061   Tim Sanders   QuickTalks: Tim Sanders: The Illusion   Tim Sanders
                      of Scarcity Part 1: Scarcity vs.
                      Abundance
25062   Tim Sanders   QuickTalks: Tim Sanders: The Illusion   Tim Sanders
                      of Scarcity Part 2: The Symptoms of
                      Scarcity



25063   Tim Sanders   QuickTalks: Tim Sanders: The Illusion   Tim Sanders
                      of Scarcity Part 3: Install Abundance
                      Thinking in Your Life



25064   Tim Sanders   QuickTalks: Tim Sanders: The Illusion   Tim Sanders
                      of Scarcity Part 4: Lead Others to
                      Think Abundance



19039   Tim Sanders   QuickTalks: Tim Sanders: The            Tim Sanders
                      Importance of Your Employer Brand




20191   Tom Kelley    QuickTalks: Tom Kelley: Building an     Tom Kelley
                      Idea-Friendly Culture




20193   Tom Kelley    QuickTalks: Tom Kelley: Designing       Tom Kelley
                      Customer Experiences




20190   Tom Kelley    QuickTalks: Tom Kelley: How Space       Tom Kelley
                      Affects a Culture of Innovation




20195   Tom Kelley    QuickTalks: Tom Kelley: Innovating      Tom Kelley
                      Services




20192   Tom Kelley    QuickTalks: Tom Kelley: Innovation      Tom Kelley
                      Hurdlers




20189   Tom Kelley    QuickTalks: Tom Kelley: Nurturing       Tom Kelley
                      Innovation Personas on Your Team




20194   Tom Kelley    QuickTalks: Tom Kelley: The Director - Tom Kelley
                      Being an Innovation Leader




23678   Tom Kelly     QuickTalks: Tom Kelly: Hire A Full      Tom Kelly
                      Clock
23680   Tom Kelly                QuickTalks: Tom Kelly: Lead Ahead:     Tom Kelly
                                 Inertia and Momentum




23686   Tom Kelly                QuickTalks: Tom Kelly: Leadership as   Tom Kelly
                                 an Individual Experience




23679   Tom Kelly                QuickTalks: Tom Kelly: Leadership      Tom Kelly
                                 Characteristics




23681   Tom Kelly                QuickTalks: Tom Kelly: Situational     Tom Kelly
                                 Leadership




26731   Tom Peters               QuickTalks: Tom Peters: Corporate      Tom Peters
                                 Social Responsibility




26732   Tom Peters               QuickTalks: Tom Peters: Excellence     Tom Peters
                                 Always




26727   Tom Peters               QuickTalks: Tom Peters:                Tom Peters
                                 Organizational Excellence




26729   Tom Peters               QuickTalks: Tom Peters: Passion!       Tom Peters




26733   Tom Peters               QuickTalks: Tom Peters: Politics!      Tom Peters




26730   Tom Peters               QuickTalks: Tom Peters: Tom's          Tom Peters
                                 Definition of Leadership




26734   Tom Peters               QuickTalks: Tom Peters: Yes, You Are Tom Peters
                                 in Sales




22019   TLC, a SkillSoft Company QuickTalks: Tony Gleeson: Deploy,      Tony Gleeson
                                 Develop, and Connect
22018   TLC, a SkillSoft Company QuickTalks: Tony Gleeson: The         Tony Gleeson
                                 Importance of Connection in
                                 Navigating Change



21569   Tony Rutigliano          QuickTalks: Tony Rutigliano: Evidence- Tony Rutigliano
                                 Based Sales Leadership




21571   Tony Rutigliano          QuickTalks: Tony Rutigliano: The      Tony Rutigliano
                                 Secret to a Great Relationship
                                 (Business Version)



19056   Tony Schwartz            QuickTalks: Tony Schwartz: Changing   Tony Schwartz
                                 Behavior through Rituals




19059   Tony Schwartz            QuickTalks: Tony Schwartz: Cultivating Tony Schwartz
                                 Realistic Optimism




19055   Tony Schwartz            QuickTalks: Tony Schwartz: Giving the Tony Schwartz
                                 Most to Your People




19053   Tony Schwartz            QuickTalks: Tony Schwartz: Manage     Tony Schwartz
                                 Energy not Time




19058   Tony Schwartz            QuickTalks: Tony Schwartz:            Tony Schwartz
                                 Overcoming Immunity to Change




19061   Tony Schwartz            QuickTalks: Tony Schwartz: Passion    Tony Schwartz
                                 and Productivity




19054   Tony Schwartz            QuickTalks: Tony Schwartz: Power of   Tony Schwartz
                                 Renewal and Recovery




19060   Tony Schwartz            QuickTalks: Tony Schwartz: The Myth   Tony Schwartz
                                 of Multitasking




19057   Tony Schwartz            QuickTalks: Tony Schwartz: The Real   Tony Schwartz
                                 Value Proposition
19062   Tony Schwartz   QuickTalks: Tony Schwartz: The        Tony Schwartz
                        Scourge of Facetime




23277   TrainOne        QuickTalks: TrainOne: How Do Buyers Jeffrey Gitomer
                        Decide, and What Are Buyers Looking
                        For?



23270   TrainOne        QuickTalks: TrainOne: How Do I        Jeffrey Gitomer
                        Become the Successful Person I
                        Dream About, and Deserve to Be?



23272   TrainOne        QuickTalks: TrainOne: How Do I Find   Jeffrey Gitomer
                        Out Who the Real Decision Maker is?




23275   TrainOne        QuickTalks: TrainOne: How Do I Get    Jeffrey Gitomer
                        Around the Price Objection?




23281   TrainOne        QuickTalks: TrainOne: How Excellent   Jeffrey Gitomer
                        Are My Selling Skills?




23283   TrainOne        QuickTalks: TrainOne: What Am I       Jeffrey Gitomer
                        Doing to Earn my Customers' Loyalty




23285   TrainOne        QuickTalks: TrainOne: What Am I       Jeffrey Gitomer
                        Recognized as Being THE BEST at?




23279   TrainOne        QuickTalks: TrainOne: What Are the    Jeffrey Gitomer
                        Best Ways to Add Value?




23280   TrainOne        QuickTalks: TrainOne: What are the    Jeffrey Gitomer
                        Biggest Mistakes Salespeople Make?




23274   TrainOne        QuickTalks: TrainOne: What Are the    Jeffrey Gitomer
                        Two Most Killer Questions in Sales?




23286   TrainOne        QuickTalks: TrainOne: What Do the    Jeffrey Gitomer
                        Leaders in My Industry Say about Me?
23273   TrainOne           QuickTalks: TrainOne: What is the     Jeffrey Gitomer
                           Best Way to Approach a Sale?




23282   TrainOne           QuickTalks: TrainOne: What is The     Jeffrey Gitomer
                           Best Way to Double My Sales This
                           Year?



23278   TrainOne           QuickTalks: TrainOne: What is the     Jeffrey Gitomer
                           Best Way to Ensure I Get a Reorder?




23271   TrainOne           QuickTalks: TrainOne: What is the     Jeffrey Gitomer
                           Best Way to Get Past the
                           Gatekeeper?



23276   TrainOne           QuickTalks: TrainOne: What is the     Jeffrey Gitomer
                           Difference Between a Stall and an
                           Objection?



23269   TrainOne           QuickTalks: TrainOne: What is The     Jeffrey Gitomer
                           Meaning of Sales?




23284   TrainOne           QuickTalks: TrainOne: Why Will Some Jeffrey Gitomer
                           Customers Leave?




19012   Enterprise Media   Re-Imagine Customer Service and       Tom Peters
                           Talent: The Container Store




19003   Enterprise Media   Re-Imagine Technology and the         Tom Peters
                           Customer: The Ellie Mae Story




20221   MASH Networks      Red Flags in Governance               Gavin Anderson




20211   MASH Networks      Reducing Compliance Costs             Sean Ballington




27687   MASH Networks      Risk and Control Language             David Scott
20222   MASH Networks              Risk Assessment Frameworks             Bob Burkett




20223   MASH Networks              Risk Identification Methodologies      Bob Burkett




19330   Enterprise Media           Sales Essentials 1: Selling With       Fern Bratten
                                   Passion




19329   Enterprise Media           Sales Essentials 2: Selling By The     Fern Bratten
                                   Numbers




18925   Enterprise Media           Sales Essentials 3: The Big Finish:    Fern Bratten
                                   Overcoming Objections and Closing
                                   The Sale



20224   MASH Networks              Section 409 Compliance                 Kristin Gallina
                                                                          Lovejoy




18957   Enterprise Media           SELL! 25 Essentials on Selling         Tom Peters




18952   Pegasus Communications Senge on Change and Learning               Peter Senge




18959   Pegasus Communications Senge on Leadership                        Peter Senge




19333   TLC, a SkillSoft Company Since Strangling Still Isn't an Option   Sandra Crowe




20225   MASH Networks              SOX Lessons Learned                    Paul Zonneveld




19367   Matt Leatherman            Still Talkin' Diversity
18921   TLC, a SkillSoft Company Strategic Thinking: The ASK Protocol   Laree Kiely, Ph.D.




18950   TLC, a SkillSoft Company Strategy and Double-Digit Growth       Michael Treacy




23721   TLC, a SkillSoft Company Strategy and Messaging: Making Your Chip Heath
                                 Ideas Stick




18923   Enterprise Media          Stressbusters                         Loretta Laroche




29250   Enterprise Media          T.E.A.M.W.O.R.K.




18958   Enterprise Media          TALENT! How to Win the Great War      Tom Peters
                                  for Talent




20052   Pegasus Communications Teams That Work




27703   MASH Networks             The Focus of Operational Risk         Charles Taylor




26895   TLC, a SkillSoft Company The Hidden Forces that Shape           Dan Ariely
                                 Decision-Making




23719   TLC, a SkillSoft Company The Strategy Paradox                   Michael Raynor




19044   TLC, a SkillSoft Company The Traits of Authentic Leadership:    Jason Jennings
                                 How Stewardship Drives Growth




22111   TLC, a SkillSoft Company Touch the Top: Adversity and           Erik Weihenmayer
                                 Leadership
19388   Matt Leatherman           Transition and Recovery from Change




29088   Enterprise Media          Trapped! How to Escape the            Tom Peters
                                  Sameness Trap




27700   MASH Networks             Treasury‘s Role in ERM                Kraig Conrad




18943   TLC, a SkillSoft Company Tribal Warfare                         Peg Neuhauser




22113   TLC, a SkillSoft Company True North: Discover Your Authentic    Bill George
                                 Leadership




19013   Enterprise Media          Turning Work Assignments into WOW Tom Peters
                                  Projects




18944   Advanced Knowledge        Twelve Angry Men: Teams That Don't    Margaret Wheatley,
                                  Quit                                  Ph.D.




18945   Advanced Knowledge        What It Really Takes To Be A World    Clem Sunter
                                  Class Company




30121   TLC, a SkillSoft Company Who‘s Got Your Back? Building          Keith Ferrazzi
                                 Cultures of Trust Where No One is
                                 Allowed to Fail



19395   Edge Training Systems     With All Due Respect: Promoting a
                                  Respectful Workplace




18954   Advanced Knowledge        Work Teams and the Wizard of Oz       Ken Blanchard
                   Summary                             Length
Vijay Govindarajan explains the challenges to strategic 90
innovation, how to innovate and execute in a global
environment, and why organizations must rewire their
―organizational DNA‖ across staffing, structure,
systems, and culture.

Peter Senge draws on the global reach of his           58
experiences to discuss how a new vision of an
interdependent future is taking form on the planet.



Daniel Pink discusses the six aptitudes needed for     90
success in an ever-changing world of work.




The Active Compliance Framework defines three basic 3
tenets of compliance: Who, What, and How.




Measure the number of compliance issues the            1
organization has, and how many issues are resolved
before reaching the corporate level.



Recently, Basel has been focusing on operational risk, 3
and the capital the bank should have to balance risk.




Continuous monitoring solutions have a "hard" dollar   4
ROI on both the revenue and the cost side




The Extensible Business Reporting Language (XBRL)      7
is an open standard language for communicating
business and financial data that adds context to
content.


Companies can document compliance policies and        4
procedures, then implement technology to support
them, or vice versa. The goal of a compliance program
is to be repeatable, sustainable and cost-effective.


Boards are building more formal processes around risk 3
management




Stuart Hart will explore the integration of sustainable 90
development and environmentalism in business
strategy and illustrate how such practices can increase
shareholder value and competitive position.
In this presentation, Clay will provide a roadmap for           90
your organization to begin to evaluate your
opportunities for business model innovation to enable
break-through, game-changing products and/or
services.

The program explains the GMI governance rating                  3
system.




The program explains the HP Continuous Controls     9
Modeling & Monitoring (CCMM) Project, which was
developed to automate the continuous measurement of
risk.


The program describes the structure and activities of           10
the Global Accounting Group and the Compliance
Group, the SOX 404 Profile, and related technology.



Ann Mulcahy learned to express and defend her                   1
opinions as a child, at the dinner table.




If a cow is in a ditch, first get it out, then figure out it got 2
there, and ensure that it never gets in the ditch again.




Warren Buffet advised Anne Mulcahy to ignore noisy              3
constituents and focus on the employees and the
customers.



The Nordstrom brothers believe that managing by                 1
committee produces a better outcome, by getting
everyone's input.



Best Buy put the product out where customers could              2
grab and go, and they got rid of commission sales
people.



Brad Anderson tells the story of what it took to make           2
his first sale.




A store manager tells how upper management asked                2
him what they were doing wrong.




A store manager emphasizes the importance of telling            1
his employees everything he knows, as soon as he
knows it.
Look for incredibly talented people, create an           2
environment where they can thrive, back them more
when they're cold than when they're hot, and
compensate them highly, because money is respect.


A history of success provides evidence that you can be 2
successful in the future, but change is still required.




It's about creating environments that are conducive to   1
getting work done. It's all about people.




GE is developing its technologies to triangulate         2
between energy security, greenhouse gas emissions,
and cost.



Jeff Immelt emphasizes the importance of having the      2
courage of your convictions.




Small groups called scrums develop innovative            1
products in "sprints" — 2-3 weeks.




Jeff Taylor thinks it's important for team members to    1
meet face to face.




Kenneth Lewis assembled a management team with           2
the charge to put the customer at the center of
everything they do.



"Inclusive meritocracy" emphasizes diversity and         3
opportunities and is a system where merit is given to
those that achieve results and how they get them.



Different management styles may be required over         2
time, depending on the type of business and current
circumstances.



If you spend your time wondering how high up the         1
ladder you can climb, you probably won't get there.




Failure is necessary to succeed. That means taking       2
risks in the marketplace.
Each Itel CEO brought something different. Paul           2
Otellini thinks the effects have been cumulative




He combines an underserved population, a strategic        1
partner, and institutions that want to do business with
minority firm.



Deliver the same story to everyone and engage union       3
workers in the improvement process.




Robert Lane believes it is important to follow the code   1
of ethics established by the company.




Thomas Ryan describes several ways CVS makes              2
shopping easy for customers to shop a CVS store.




Valero puts its people first. They have never had a       3
layoff. Everyone is treated with equal respect.




Robert Eckert can often learn more talking to             1
employees in the cafeteria than talking to executives.




Brad Anderson's approach to coaching is first to find     1
what motivates the other person.




A Result Oriented Work Environment tries to create        3
flexibility for employees.




Brad Anderson talks to people outside Best Buy looking 2
for new ideas.




The only thing you regret about a hard decision is that   2
you did not make it sooner.




Unplanned events provide opportunities to create          2
innovative products and services.
Follow your passion, even if it means leaving your        3
present job to take a lower-level job in a career your
love.



Clarence Otis, Jr. and Mackey McDonald talk about the 2
pros and cons of reaching for new customers.




For Mackey McDonald the core value is trust. For          3
Clarence Otis, Jr. it's respect.




Darden Restaurants promotes an inclusive culture.         2




Diversity is a business imperative. But diversity is      2
hard.




Clarence Otis believes the market will dictate            3
appropriate executive compensation.




There‘s nothing more important than staying on top of     1
the details.




Jeff Taylor talks about the need for different types of   2
people as a company grows.




Jeremy Allaire says you must be willing to take           4
significant steps early. Jeff Taylor says to follow the
customer.



Find people who complement you and augment you            2
and bring deep, specific, domain knowledge.




He emphasizes that he is responsible for guiding the 2
company, but also for assembling a management team
that can run it without him for a few days.



CEOs of three companies are asked what they would         6
do if they exchanged roles.
When the Girl Scouts restructure their headquarters,          3
they used all 400 employees as a design team. Kathy
Cloninger thinks that including everyone made the
change easier.


The underlying essence of their corporate culture is          2
respect for the individual.




Diversity is not just the right thing top do, it's the most   1
important thing from a business standpoint.




Successful lifestyle brands connect with consumers            4
emotionally.




Mackey McDonald talks about the importance of people 2
who disagree with him.




Pat Woertz, recruited from outside, and Bob Lane,             4
promoted from within, discuss what they bring to their
organizations as new CEOs.



Pat Woertz talks about the challenges of raising a            2
family while rising in the corporate world.




Pat Woertz thinks that self-improvement at the                1
individual and company level is very important.




Robert Lane talks about the difference in running a           4
business as a family versus a team.




To reduce duplication and increase cooperation, he     4
introduced software engineers to each other and placed
them at the front at meetings.



Sony digital devices are developed by standalone              2
groups. To connect the devices in an analog world
requires the groups to collaborate.



Steve Wynn and Terry Semel talk about the challenges 5
and rewards of working in their companies.
Always be in absolute control of a public company.         2




Terry Semel talks about his transition from the Warner     4
Brothers culture to the Yahoo culture.




Terry Semel tells how he came to fire his boss when he 2
was at Warner Brothers.




North Americans trail Asians in ambition level and trail   3
both Asians and Europeans in foreign language skills.




William Lauder tells two stories that illustrate how other 2
cultures interpret American messages.




Everyone needs to understand the mission, objectives, 3
strategy, and the immediate challenge to make the
right decision.



William Lauder tells the story of why his grandmother      2
was the first to include a product sample with every
purchase.



Estee Lauder sells both the physical product and the       3
image, the aspiration, the idea of what the product
says.



Anne Mulcahy thinks it‘s important for women to get the 2
message that they, too, can rise to high positions.




Communicate tough decisions in person. Alignment is        3
the key to a successful company and successful
turnarounds.



A diverse workforce is the only way to get the best        2
talent.




While making decisions to become competitive and cut 2
costs, Xerox nevertheless maintained their R&D
investments.
A good listener treasures and absorbs critique, and         2
makes a point to get honest feedback.




It is important to have a culture where identifying and     5
learning from early mistakes is encouraged.




People need to feel they are valued by their leadership 2
and their team mates.




Community involvement generates employee                    2
involvement and loyalty, and is a form of enlightened
self interest.



Companies need to grow, but apply processes that            2
minimize mistakes.




Business school students don't understand that running 1
a large Marriott hotel is like being the CEO of a Fortune
2000 company. It's complex, dynamic, and exciting.



Bill Marriott ticks off several innovations the Marriott    2
Corporation pioneered over the years.




If someone brings a new idea to Bill Marriott, he will 2
want to know who you are and how the idea will benefit
his company.



Marriott does a lot of focus groups. They ask the           1
customer. They listen to the customer. They check out
the competition.



Marriott develops and promotes from within. People          2
formerly on welfare who now work for Marriott provide
loyalty and devotion you can't buy with money.



Marriott Hotels weathered 9/ll by retaining their culture   1
— taking care of their people. The people hustled the
business, took care of the guests, and Marriott
bounced bank.


Nordstrom introduced technology to previously               2
decentralized manual operations by emphasizing local
ownership and control — merchant-driven not IT-
driven.
In order to be socially responsible — in order to give   1
back — you must first be successful as a business.




Key factors for an online experience are choice and      3
ease of navigation. Nordstrom is also high touch, with
easy transition from online to customer service by
telephone. The goal is a Nordstrom experience.


Nordstrom concentrates on productivity per store, not    1
number of stores.




Nordstrom wants the best people on the selling floor.  1
Everything and everyone else is support, including HR.
It‘s less about the hiring process and more about the
customer, the customer experience, and selling.


An example of how Nordstrom blew it, tried hard to       1
correct the problem, and worked to demonstrate by
their actions that the customer should try them again.



There‘s something about greeting the customer,            1
listening to them, measuring their feet, being on your
knees to them, that is important in learning how to sell.



Nordstrom learned that, to be successful, the customer 1
comes first, not the employee or the shareholder.




If you‘re hiring a manager, make sure the person can      1
actually manage people. If not, morale will suffer, which
effects the organization.



Best Buy's "customer centricity" tries to learn why the 2
customer purchases a product and what they plan to do
with it.



Brad Anderson distributes his own stock options to his   2
employees.




Baseball owners today act more in the interests of the   1
sport than previously.




Bud Selig describes some of the problems of getting      2
owners to change in order for baseball to advance.
Bud Selig emphasizes the importance of revenue            2
sharing and parity, to provide hope and faith to the fans
of all teams.



Determine what is best for the sport, then follow that    2
path and stay with it. Deal with emergencies as they
arise, always acting in the best interest of the sport.



Bud Selig talks about the 1994 baseball strike.           2




Build by consensus and don‘t worry about timetables.      2
Be patient.




Downsizing is a balancing act between automation and 2
force reduction and customer considerations.




Chuck Lee supports lifetime learning, also promoting      3
from within where there is a viable candidate.




Clarence Otis, Jr. and Mackey McDonald talk about         5
what customers say they do and what they really do.




Darden Restaurants has a culture that tells employees 2
and guests they are valued.




Players and fans need to engage with each other        1
through autograph sessions and promotional
appearances. Most fans watch via television and follow
their team in newspapers and the Internet.


The current NBA audience is about 40% woman. They 1
encourage women to participate in basketball in
general, as a way to increase their viewership and
purchase of NBA products.


Why the NBA raised the minimum age of players.            1




Challenges at American Airlines are to cut costs and      2
find a better way to conduct labor relations.
Donald Carty talks about the decision of American        2
Airlines to become the leader in several areas.




Moving up means going through trauma. All the top       3
people go through it. But survival brings respect. When
it happens, get up and walk up the hill.



The technology makes it easier to steal music. But       2
although physical sales are down, digital sales are
higher than what they lose in physical sales.



Rap music today is analogous to rock music of            3
yesterday. Parents hate them both. But times change.




Ed Liddy solicits input before making a big decision. He 1
also emphasizes the importance of not encroaching on
the accountability and responsibility of other decision
makers.


Encourage innovation. Expect to fail. Treat innovation   2
as a shared responsibility.




Integrity and an honest point of view, even when it is   1
contrary, is vitally important to those at the highest
level of an organization.



Ed Liddy on the importance, in the insurance business, 1
of finding people who are technologically savvy and
work well in a team, especially when a policyholder files
a claim.


Ed Liddy advises aspiring CEOs to learn how to listen.   1




The job of the CEO has become more complex. It's not 2
just pleasing shareholders.




How to deploy technology and use a diversified           3
workforce worldwide.




At the height of success, break your business. Look for 2
innovations wherever they may occur.
Every case is different. Ed Zander found a strong       3
company already in place and emphasized
communication more than change.



Ed Zander emphasizes the importance of                  2
disagreements.




Where do you draw the line between private and public 2
information?




Employees want to know what's going on. You can't       2
overestimate the importance of communication.




It's the team that makes things happen.                 1




As far as European companies buying US companies,       2
most acquisitions have already occurred.




Some products can be priced the same worldwide.         2
Other products may have local competition.




There tends to be an ethical environment in the          2
pharmaceutical industry because they deal with
medicines. In addition, many rules and principles are in
place to ensure ethical behavior.


When he's trying to turn around a company he may        3
bring in his own people, which can create problems.
Frank and open communication is important
throughout.


The low hanging fruit has been picked, which makes it 2
tougher to develop new drugs. The risks are higher and
the time frame is longer. In addition, the regulatory
environment has not kept up with the science.


When he arrived as the new CEO, he immediately          2
closed the executive dining room and got rid of the
corporate airplane to show that everyone would be
treated the same.


He inherited huge problems when he became CEO,          2
and found other problems as he went along.
At some point you have to resign yourself to the fact       2
that oil prices are high and are likely to stay that way.
Southwest protects themselves through options.



Southwest employees know the company will be there          2
for them in hard times. There has never been a layoff
or a pay cut. But employees know the realities of
business, such as the effect of rising oil prices.


Parts of the business were spun off because they didn't 2
fit. Those people remained employed. People who had
to be dismissed were treated with respect, including
education, training, and counseling for other
employment.

Lower and middle-priced healthcare devices targeted to 2
India and China have enormous profit potential in those
economies



Like the ipPod, at Philips they try to achieve an           2
experience that goes beyond the product.




To manage globally, set general values and principles       2
but hire locally to incorporate the local culture.




Philips outsources to increase flexibility and reduce       2
costs. Some back office functions are outsourced, but
not where value is added to increase profitability, as in
manufacturing.


When a new opportunities arises, engage the existing        2
organization to meet the challenge; don‘t reorganize.




On reflecting on how he became a CEO, he tried              2
always to do a good job and to think about his job
within a larger context. He discovered that CEOs are
much like other people. Ability to lead a team is key.


Irene Rosenfeld and Jeffrey Immelt both emphasize the 4
importance of creating an environment that encourages
and responds to employee input.



Focus on what matters. Make sure you spend your time 2
on the important matters.




Raymond Gilmartin and James Dimon talk about                2
women and minorities.
James Dimon talks about what he went through when 3
he was asked to resign, and how he decided what to do
next.



It‘s easier to survive tough times, even be a predator     1
and thrive, if you‘re lean and mean.




A challenge for Jeffrey Immelt was to change business 3
every day without ever saying that there was anything
wrong. Irene Rosenfeld adds that research shows that
organizations change faster when they are told the are
doing things right.

Things start to happen when you align capitalism and       3
innovation with societal problems.




GE decided to get ahead of the curve on environmental 3
technology. It was a tough sell but the right decision.




The three key people in a company are the CEO, the    3
CFO, and the senior HR leader. Those three people are
central to the success of the company.



Telling someone they‘re doing well when they‘re doing      1
poorly doesn‘t help.




Jeffrey Immelt talks about how GE funds its R&D.           2




Starbucks has an open culture that addresses issues    2
as they occur, including issues arising from employees
and customers as well as executives. ―Grow big, stay
small.‖


Starbucks exercises corporate responsibility and then      1
makes sure both their partners and their customers
know what they did, typically through the press.



Jim Donald tells how they learned that music is core to 3
the Starbucks experience, starting with the initiative of
an individual manager and proceeding to Ray Charles
and beyond.


Decisions include whether to try a joint venture. If so,   2
the process of training the venture partner is highly
detailed and thoroughly planned, in effect recreating
Seattle in the host country.
There is no such thing as a commodity; value can be         2
added to anything.




Balancing tenure and seniority against attracting new       1
talent.




Communication, empathy, and understanding are key 1
when working on an acquisition. The process will take
about a year before feelings return to normal. Knowing
it will get better helps see you through.


Outsourcing jobs to India saves money that allows           2
them to do more elsewhere.




UPS thinks of its people first. They respond by coming      1
through every time.




Michael Eskew talks about what UPS did for Ford.            2




Mike Eskew discusses making the best decisions with         2
share owners interests in mind.




Business is about focus. If you're thinking about a         2
major acquisition, do it with another management
team.



Neville Isdell recounts an incident illustrating the need   2
to communicate in a way that is relevant to the society
you are in.



Neville Isdell believes that people in the field and the    2
marketplace know what is right and wrong with the
business.



Unless they are recognized as contributing to the local 1
needs of every community they operate in, they will not
succeed.



You need a management team willing to challenge you, 2
good friends help you keep grounded, and read, read,
read.
ADM moves its leaders around to gain experience with 2
other cultures.




Raymond Gilmartin explains how Merck uses                2
differential pricing and partnerships with foundations
and governments to help solve social problems.



Raymond Gilmartin discusses both on an individual        2
level and an organizational level how a crisis creates
an opportunity for someone to step forward, give key
advice and direction.


Raymond Gilmartin is providing people who may            2
succeed him the credentials they will need.




One can be tough and direct and move quickly, and still 1
treat people with respect.




Merck thinks that good ideas count a lot more than       2
political contributions.




The principle rewards of leadership come from knowing 2
you can make a real difference.




It is important to tap into the knowledge of the         2
organization and to capitalize on it. Your decisions and
changes should be based on what the organization
sees as the real issues.


Bob Eckert talks about three expanding circles of        2
growth.




They recruit creative people from fashion schools and    1
business people from business schools. They also
develop their employees while they have them.



The sliver of CEOs who are women and people of color 2
is very thin and the pipeline is not being replenished.




As a successful leader of diversity, Robert Johnson,     2
Founder and Chairman of The RLJ Companies, looks
to hire promising people of color. He also hires based
on talent without respect to color.
Start with a vision. Then find a critical mass of talent 2
and provide the infrastructure. Where appropriate, find
a strategic partner.



If you want to end with a ten-story building, don't start   2
with a three-story building.




Boomers will be traveling more. Also, hotels will need to 2
accommodate older people and a more diverse
population of travelers.



Different types of games are developed in different      2
centers, each with its own culture. The general culture,
however, is unforgiving of mediocrity or incompetence.



Activision conducts surveys to decide whether to            1
incorporate products and services into its video
games.



Activision uses 300 separate metrics to match               2
compensation to performance.




The story of how Kotick and his partner, 19 and 20          4
years old, signed a contract to make an easy-to-use
computer.



Japan has far fewer women in executive positions.           3
Japanese employees are also not motivated by
money.



Tom Ryan talks about how to get ahead at CVS.               1




CVS's core business is pharmacy, with emphasis on           1
convenience, pharmacy specialties, and mail order for
large corporations.



Measure customer service, just as you do sales of           1
other components of the business.




Seniors are confused about the Medicare program.            2
CVS developed computer programs and training for
their pharmacists to respond.
"At the end of the day it's about service and it's about   1
people."




The company recently fired three top executives            1
because they did not respect their employees.
Employees are the number one asset.



In anticipation of, and response to, hurricane Katrina,    3
they took care of every financial need of every
employee. It cost $5-6 million, but putting employees
first rewarded the company.


Employees come first, stockholders second, and             2
customers third because taking care of the employees
will take care of the rest.



William Lauder lists elements of their compensation        2
structure.




Dr. Andrea Zintz explains what culture is and why it's     56
critical, problems when the culture is misaligned with
business goals, the role of leadership, steps to
changing a culture, and lessons from her own
experience.

Best-selling author Donald T. Phillips ("Lincoln on        20
Leadership") demonstrates the highest qualities of
leadership and how to apply them, using the example
of the United States Coast Guard.


This program prepares and motivates participants to        24
pass on their knowledge and skills to create a more
productive workplace.



Marshall Goldsmith explains how to coach for            90
behavioral change and achieve results in a short period
of time and in a positive environment. He teaches
techniques for team building and provides tips on
giving and receiving feedback.

Marshall Goldsmith explains why it can be so            90
challenging for successful people to change - including
the key beliefs they have about themselves and the
behaviors that hold them back.


Training around controls in the context of business        3
objectives is the primary internal skills gap. Training
should start with business objectives from a strategy
perspective and cascade down to an enterprise risk
approach.

The program describes how control self assessments         3
can begin, expand, and connect with KRIs.
The program describes steps required to achieve a        4
desired end state.




Creating a People-Centered Organization is guaranteed 39
to get you thinking about new ways to address many of
the most difficult issues facing any organization: the
human issues.


Colleen Barrett and Patrick Lencioni provide their       90
insights on the importance of people and values in
driving organizational success.



The TNT story shows how to develop programs that    14
allow co-workers and employees to understand change
and to embrace it.



As we continue to transition from the Machine Age and 70
the Industrial Revolution to the Systems Age and the
Knowledge Economy, we need to establish a
―Declaration of Interdependence‖ to guide and inspire
our work together.

The program describes issues related to framing and      4
validating risk scenarios.




This ground-breaking program focuses less on what a 21
group of people can be identified with, and more on the
unique diversity of each individual as an organization's
most valuable resource - its human capital.


This presentation explores the conflicts and potential   13
implications for organizations that fail to have an
inclusive, holistic process for mentoring and
introductions.


This program presents a dramatic interaction about       8
biases toward those who speak English as a second
language.



A dramatic interaction between two people about the      8
conflict between personal values and equal treatment.




The survey description includes methodology,             16
governance, risk assessments, SARs, monitoring, IT,
training and testing.



The program describes the characteristics of effective   5
key risk indicators.
The board and senior management, business units,               5
and control organizations need to work in concert.




Tim Sanders covers the 12 Immutable Laws of Email              42
Etiquette.




Operational risk tools can be embedded in daily                5
processes and by setting benchmarks.




The program makes four observations about enterprise 3
control in the new world of Sarbanes-Oxley.




Peters argues that the same ideas "that led us to take         90
a gamble on Wal*Mart in 1982 animate the likes of
Google and Starbucks today. In fact, the 100%
implementation of these ideas is far more
important—for survival's sake—than it was 25 years
ago."
Feedback is a gift, although it is often difficult to see it   49
that way when we struggle with giving or receiving a
difficult message.



The program reviews the five phases of a quality               2
assessment review




Watch Danica Patrick and her team prepare for an               19
Indianapolis 500 Race.




Generation Why is impatient, adaptable, disengaged,            24
blunt & expressive, and skeptical.




Eric Chester explains how to tune in to Generation             14
Why, lay down the law, and resolve conflicts.




Eric Chester describes the differences between us and 30
people 16-24 years old who are just entering the
workforce.



Keep the workplace interesting, look for ways to praise 23
Gen Why employees, and act the way you want them
to act.
Make your recognitions and rewards personal,              18
proportional, prompt, and public. Money is not always
needed.



Eric Chester describes how to identify people with the    18
character traits you want.




Eric Chester reviews the cost of employee turnover and 16
explains how to retain the employees you have.




Orient first, link them to a mentor, establish an early   20
victory, explain the why, and keep improving.




Generation Why are impatient, disengaged,                 23
disrespectful, image-drive, blunt, expressive, and
skeptical, but also adaptable, innovative, efficient,
resilient, tolerant, and committed.


Bob Farrell joins us with his incomparable style, wit and 90
customer service wisdom in Give 'em the Pickle!, a fun,
motivating look at the most important thing we can do
in business -- take care of the customer.


Preparing a social responsibility report gave Green 2
Mountain Power new metrics to measure and improve.




Green Mountain offers programs for customers who         4
want their power from renewables, or offset their carbon
emissions.



Dotty Schnure suggests that consumers talk to their        4
utilities and the utility regulators about using renewable
resources.



Green Mountain Power has both strong environmental        4
programs and high financial performance.




Aveda creates plant-based cosmetic products that are      21
environmentally sustainable.




Green Mountain Power seeks to be leaders in          21
demonstrating concern for the environment throughout
the company.
Green Mountain Coffee Roasters values social,              22
environmental, and financial capital, and empowers
their people to follow their passion.



Green Mountain Coffee Roasters asked International         4
Paper to supply coffee cups made from a renewable
resource.



If you're doing right and you're doing well, you attract   3
talent that wants to work for you and you get less
turnover.



Green Mountain Coffee Roasters tries to be                 4
environmentally responsible in everything they do.




Explain your standards for quality, suggest ways the       3
supplier might improve, and provide incentives.




Green Mountain Coffee values three types of capital:       4
social, environmental, and financial.




Green Mountain Coffee works with Newman's Own,             4
McDonald's, and Mobil.




Based on his new best-selling book Grown Up Digital,       90
with its comprehensive examination of the Net
Generation, Don Tapscott will provide in this
presentation valuable insight and concrete takeaways
for leaders across all institutions.

Thomas Friedman will propose an ambitious              90
strategy—which he calls "Geo-Greenism"—it is not only
what is needed to save the planet from overheating; it
is what is needed to make America and other nations
healthier among other things.

If meetings and training sessions are an essential part    5
of your organization, you know the importance of
getting off to a good start. If your goal is to get
everyone to contribute, this quick and quirky video is
the way to achieve it.

The program describes why you should simulate a            10
pandemic, how, and the importance of backup
communications.



CobiT is an IT governance framework and toolset that       3
bridges the gap between control requirements,
technical issues and business risks.
By recognizing innate positive behavior in heroes we      25
admire — in this case, the beloved George Bailey —
trainees will instantly internalize the fundamental
ingredients of Service Leadership and help make your
company even more wonderful... and successful!

In his session, Dr. Jonas Ridderstrale discusses the      90
key forces that are shaping the current world of
business.



This seminar demonstrates a leader applying the           12
program‘s principles by way of employee recognition.
The module also includes motivational principles from
today‘s leadership experts, including Peter Drucker,
John Kotter, and others.

LoVerde demonstrates how to counter the urge to           120
assume responsibility for everything. She gives
participants straightforward techniques for maintaining
their energy and keeping their balance.


This seminar explains how and why to set up a             120
mentoring program in your organization, and the role
that leaders must play.



Leaders are people at all levels of an organization who 58
can anticipate and respond to new challenges. The
differentiating factor between a thriving enterprise and
one that constantly struggles is readiness.


Degrees of readiness in any organization -- whether        58
leaders at all levels are trained in the use of tools that
can make them respond effectively in situations large
and small – can be the difference between success and
chaos.

Most organizations believe they are short on resources, 58
but they are only using about 20% of the resources
they have. Leverage their talent by teaching them how
to use their minds and thinking skills more effectively.


It has been estimated that people make about 50,000       58
decisions a day. Learn how to improve your decision
making.



In a funny, touching, and motivational presentation,      48
Lorraine Monroe explains how to persevere despite
setbacks, adversity, and even hostility.



This seminar helps participants define their teachable    120
point of view and learn how to engage leaders and
inspire others in powerful ways -- through teaching.



Pat Lencioni identifies the five root causes for team     90
dysfunction and provides solutions to help make any
team you are a part of successful.
Learn the keys to raising your likeability factor and   90
increasing management effectiveness, the measurable
aspects of likeability, and how to lead and manage with
authenticity and improve relationships.


A diverse workforce provides advantages in hiring and       120
retaining, in capitalizing on the rich ideas of a broader
spectrum of backgrounds, and in enhancing the
motivation and commitment of workers who are
underrepresented.

Dr. Kotter shows videos of how three very different 90
organizations use his eight-step change process to
provide a framework and common language for guiding
their change efforts.


No longer can a single leader be responsible for an         6
organization's future. Everyone in a company, school,
government agency, or community must take on the
challenges and lead from their own position.


This course is designed to teach participants how to        23
move people forward to a specific business outcome
using influence and persuasion.



Dr. Kiely explains how to move people from point A to       120
point B even when you have no formal leverage -
because you have changed their minds, not because
you can offer rewards, punishments, or threats.


This program offers a balanced look at the issues -     18
there are always two sides - and focuses on helping all
people work together without placing blame on anyone.



Imagine a workplace where employees want to come to 26
work, are optimistic and motivated, and deliver great
customer service.



This course helps students write goals and objectives 24
that support their business unit and the company as a
whole, including the on-going feedback, coaching,
mentoring and recognition between a manager and the
employees he or she supervises.

The challenge with LDAs is to find people who can           2
craft, document, validate, and test LDA models.




This course is designed to teach participants how to        27
effectively manage change. It demonstrates how
change effects individuals internally and the best
methods for leading others through change.


This program presents nine scenarios in which               15
employees face volatile and potentially violent
situations in the workplace and gives participants an
opportunity to discuss appropriate resolutions.
Today we face more changes than ever before, but         120
there are really only two types of change: change you
choose, and change you don't. The challenge is to
choose to make the most of both.


Technology should be approached holistically, with       6
concern for all elements of the business.




Participants learn to become better communicators so     17
that they can build productive relationships in the
workplace.



How tomorrow's workforce will be different               4




A discussion of acquisitions and earnout agreements.     5




Think strategically, instead, about what you can be.     4




Outlines the seven steps required to manage a            5
sustainable enterprise.




In most mergers the bigger fish swallows the smaller      3
fish whole--and the smaller fish is gone without a trace.




Change is situational; transition is psychological.      5
Change involves loss.




Squelch the rumor mill during organizational change by 4
having your leaders communicate as much as possible,
as openly as they can.



The four components for success are a mission, vision 4
and values statements, internal and external
assessments, and an action plan.



Use a P/E ratio to estimate the value of a potential     4
acquisition.
Establish process measures that evaluate                   4
effectiveness with respect to the company, customer,
and competition.



Effective leaders get results that are both long-lasting   3
and beneficial to all the stakeholders.




Normal crime language should be used to describe           3
corporate crimes.




Nurture, train, and coach lower level managers. They  4
are critical to the success of a new economy company.




Recruit the right people for the right jobs and create a   5
learning organization to maximize engagement and
manage change.



When evaluating growth options consider both benefits 5
and risks. The example is fee-based financial planning.




A 2004 survey asked 330 employers what they most           4
valued. The top four answers were interpersonal
communications, learning aptitude and desire to grow,
collaboration and teamwork, and creative problem
solving.

This program discusses regional trade agreements           5
a.k.a. regional integration agreements (RIAs).




A 30-second crash course in international economics.       5




Basic strategy doesn't change with the country you do      3
business in.




The program encourages viewers to think about ways         6
individuals interact when they become part of a group.




Use key process measures to keep track of                  5
performance, communicate results, and implement
process improvements.
The successful HR manager finds a way to implement          5
strategies that are necessary for the long-term growth,
and which strike the proper balance between change
and stability.


To understand what people think of your business, ask 4
"Would you recommend us to a friend or a colleague?"




The program describes one company's response SOX. 3




Using a table of implementation to plan and evaluate a 5
new project




Creative problem solvers see opportunities for              5
improvement, identify problems, set goals, come up
with alternative solutions, implement and measure.



Updating your knowledge as the need occurs and              4
understanding how others have solved similar
problems can help you solve yours.



The program discusses the effect of organizational          4
policies, diversity, information flow, culture, teamwork,
and ethics on organizational success.



An example of a problem that was recast as a different 3
problem, with a different solution.




The speaker addresses what IBM believes are the five 5
key trends that determine their success.




New product development requires not just a good idea 4
and marketing skills, but organizational leadership, as
well.



Two examples of organizations that are wide awake,          5
not sleepwalking.




The program describes a process for creating and            3
implementing a strategic plan.
Techniques for improving the success rate of business 5
decisions.




The program describes characteristics of a clear        5
mission statement, goals and objectives, feedback
system, and resource control.



Turn-offs and turn-ons for generations from the         4
"Greatest" to "Generation Y" or the "Millennium
Generation"



Rather than "rank and yank," hire passionate people     3
with complementary skills.




Measure human resources directors by what they          3
deliver, not by what they do.




How HR can recruit the right people, improve their      6
skills, and evaluate them.




A balance sheet explains that the corporation owns      4
nothing, but rents capital from creditors and
shareholders.



Considerations in executing a merger, acquisition, or   3
joint venture




The evolution of leadership theory, the manager-leader 4
distinction, and leadership styles.




What human resource directors should know.              4




Treating a symptom rather than the underlying           5
problem, and relations between rewards and
performance



The program gives examples of failures and provides     5
suggests ways the planning can proceed successfully.
When managing intergenerational differences, think     4
ACORN.




We must think globally, but learn to act locally.      4




Encourage employees to commit to change by walking 5
around, being honest, and clear about what's in it for
them.



How to develop products for a globalized market        4




The speaker speculates on the importance of            4
technology, material goods, the global environment,
complexity, and demographics.



Questions to ask when developing new products and      5
services.




Nine suggestions for changing New Economy              4
employees into ―Intrapreneurs.‖




You want customers who share their experience with     4
other potential customers - "Customer Evangelists."




The Entrepreneurial Organization commits to constant   4
improvement and change in the workplace, and to the
quality and uniqueness of its products and services.



This program helps participants effectively manage     55
personal change and teaches them how to introduce
change to others in a non-threatening manner.



This program presents 28 workplace scenarios and      78
asks employees to decide whether the situations
constitute sexual harassment. Attorney Jonathan Segal
then reviews each scenario.


OfficeTeam describes the Office of the Future          10
The Feds may be thinking about information security,     6
the complexity of investment products, and valuation
situations



The program offers a powerful way for organizations to 47
alert their workforces to both the potentially dramatic
changes ahead and to the need for long range planning
informed by a greater understanding of complex
systems.

The program describes how operational risk is            9
organized and functions in Freddie Mac.




The program includes an overview, a description of the 9
scenario analysis process, key learnings, and future
plans.



The program describes an enterprise risk management 3
reporting structure.




The program describes a cycle of procedures for          3
mitigating losses.




Operational risk involves understanding the negative     6
events associated with people, process, technology
and external events, and mitigating their potential
effects.


The program describes the basic ideas behind a           6
"grassroots" operational risk model.




Identify and prepare periodic executive summaries of     2
top-5 and top-10 lists of risk issues.




Overview of the Business Compliance system at            3
Oracle.




This seminar shares the wisdom and experiences of     20
supervisors and frontline personnel who have greatly
enhanced their work experience by taking ownership of
their jobs.


Being a passionate leader means standing up for and      115
speaking out about what you believe, to inspire others
so that they are moved to follow, and to make a
difference through your commitment to the outcome.
The program shows how to profit from seven principles, 35
such as, Assess capabilities objectively before entering
a new market



Pit Crew Challenge uses the example of an executive 12
team, whose members have little or no experience with
cars beyond driving them, taking the challenge of
learning how to function as a NASCAR pit crew.


Power Tools for Women helps participants transfer one 90
set of skills between home and office to be more
successful. Joni shows how and when to use Power
Tools -- and how to have fun using them -- to be more
successful in every part of life.

This course is designed to assist participants in      25
exploring the best practices for problem solving &
decision making. It demonstrates how effective
problem solving and decision making can benefit
leaders, their employees and the entire organization.

Each generation, from new hires to people in their       3
seventies, brings its own experience, challenges and
opportunities.



Create value in the marketplace through robust           1
customer engagement and service practices.




Best practices don‘t provide a competitive advantage.    2
Look for a next practice instead.




Open innovation means collaborating with groups           2
outside the organization to discover, rather than invent,
new products and services.



Study the resource allocation process to discover        2
opportunities for innovation.




Diverse groups are better at solving problems than       3
homogeneous groups.




Michael Samuelson describes twelve aphorisms to          4
guide your path.




The greatest opportunity and challenge for leaders is to 11
continuously un-commoditize and innovate. Begin by
identifying what you need to do to set the agenda in
your industry.
Stephen Covey points out that we choose how we            4
respond to life's circumstances.




Stephen Covey advises us to create blueprints to guide 3
our lives, as individuals, families, and organizations.




To put first things first we must learn to say no to other 3
things that may be urgent but not important.




Win/win means agreements are mutually beneficial and 4
mutually satisfying.




First understand the problem at a deep level before       2
offering advice.




Synergy refers to an effect that is greater than the sum 4
of its parts; creating cohesiveness, energy and
momentum.



The Seventh Habit is about taking the time to regularly 3
"sharpen the saw"; to renew physically,
social/emotionally, mentally, and spiritually.



The 7 Habits embody the essence of a balanced,            2
integrated, powerful person and creating a
complimentary team based on mutual respect. They
are a complete framework of sequential principles.


The 8th Habit is about achieving greatness; finding       6
your voice and inspiring others to find theirs.




Estimate the initial odds of success of your product,     3
how to improve those odds, and how to take the
product to market.



Managers at all levels should understand and practice     3
risk management.




In order to protect the brand, manage the risks           4
associated with the brand image, product experience,
and business model.
To protect against changes in customer preferences        4
use a continuous, proprietary, detailed customer
feedback system.



Adrian Slywotsky gives examples of how external           3
events can damage any component of a business
design.



Few change management programs achieve their              2
objectives, but we're learning.




Amin Rajan describes how different industries             2
encourage innovation.




Much emphasis is placed on producing tomorrow's           3
leaders today.




Think of environmental issues as strategic or market      3
issues, not as corporate social responsibility.




Direct emissions, from direct operations, will be          3
regulated. It is not clear whether indirect emissions will
be regulated.



Andrew Hoffman describes three steps to prepare for       4
greenhouse gas emission regulations.




Climate change signals a market shift. There are          3
winners and losers. Think about costs in relation to
your competitors.



Andrew Hoffman lists considerations in preparing for a    5
cap-and-trade system.




Choose your CSR responsibilities, link them to            4
business outcomes, and decide how much is a
business investment.



When dealing with both downsizing and outsourcing,        3
ask, What is core? What is critical?
Office politics is a way people deal with complexity.      4




First talk about today, then have participants write down 4
what they're doing, read the papers aloud, and thrash
them out.



The global manager must be able to build relationships 3
across cultures while remaining able to make the tough
decisions.



Barry Libert gives examples of how crowds can help         3
your business.




Outsource to the smartest, most knowledgeable, most        2
impassioned people no matter where they are.




Web 2.0 is about technologies that allow us to create,     3
consume, and share content on Web 1.0.




In an environment where everybody knows everything, 3
facilitating and supporting replaces managing and
leading.



A company's entire social network knows more about         4
the business than any individual.




Barry Libert describes a five-step process for profiting   2
from social networking.




Belle Halpern describes the first element of The Ariel     6
Group PRES model - Getting Present




Belle Halpern explains the importance of reaching out      5
to others — listening for a personal, emotional
connection, and listening for strengths and values.



Belle Halpern explains how to choose a passionate      7
purpose to communicate a compelling, inspiring
message, then lining up your voice, body, and gestures
to support that purpose
Belle Halpern describes the fourth element of The Ariel 7
Group PRES model - Self-Knowing




Belle Halpern, President of The Ariel Group, defines      6
Leadership Presence and why it can help ensure your
message is heard.



People don't want to follow someone else. Empower         3
your people to be leaders themselves.




Bill George says it's all about alignment -- empowering   3
for the success of we, not me.




Bill George describes five characteristics of authentic   3
leaders.




Learning to know yourself involves a cycle of             3
experience, feedback, and introspection.




Bill George tells the story of a businessman who          3
allowed his ego to pull him off his true north.




Bill George tells the story of Howard Schultz, who went 3
from poverty to become owner of Starbucks.




Brian Tracy describes the one trait that is highly        8
determinant of one's success in business - the ability to
build teams.



Brian Tracy provides an overview of several successful 9
approaches to closing a sale.




Brian Tracy explains that customer satisfaction is the    8
true measure of success in business.




Brian Tracy provides a step-by-step overview of how to 4
manage projects effectively.
Brian Tracy explains how to identify needs and present 7
solutions in the sales process.




Brian Tracy outlines two different kinds of negotiation -   7
business and personal - and provides some useful
advice for your approach to both.



Brian Tracy explains how sales people can be their own 8
worst enemy when the issue of price is raised by a
customer.



Brian Tracy outlines the key qualities or attributes of the 8
top 10% of salespeople.




Brian Tracy defines the difference between a consultant 6
and a salesperson, and provides advice on how to go
about selling in a consultative fashion.



Brian Tracy provides an overview of the seven to eight 10
keys or "C's" of management: Clarity, Competence,
Constraints, Creativity, Concentration, Continuous
Learning, Commitment, and Courage.


Brian Tracy explains how the ability to think and plan      7
strategically in business is the hallmark of leadership.




"Folksonomy" invites the users of an item or category       2
of information to provide the label for the information.




Changes in social behavior, information expansion, and 2
low cost computational power will create a perfect
storm.



Encourage employees to add blogs and wiki to the            2
intranet, to indicate what is important to them.




State your ideas simply in the lead paragraph.              3




Innovation may come not from thinking outside the box, 3
but from finding the right box to think in.
Don't try to convince others with facts and numbers.         4
Instead, appeal to their own experience.




Ideas that are unexpected, concrete, and easy to             3
visualize are "sticky" -- easy to remember.




Don't use stories as dessert. They should be the main        4
course.




Don't begin with facts and statistics. Instead, use a        4
compelling human example.




A vision statement should be simple and concrete.            3




Five rules help the entrepreneur manage the                  5
relationship with a potential investor.




Use the first third of your sample to determine the          4
range of opportunities, then choose the best of what is
left.



The logic of poker is the logic of business. Husband         2
your resources but put everything behind real
opportunities.



Chris Blake describes three dangers when making              5
frequent, everyday decisions.




Chris Blake describes three bad ways that can guide a 4
major decision.




Trust people whose judgement is based on many                3
decisions made in familiar environments with fast
feedback.



Recruiters consider cultural fit in addition to skills and   3
experience; new recruits use coaches to help with the
transition.
Information collected during the human due diligence    3
process affects the success of a merger or acquisition.




Claire Tiney describes actions that should be taken      3
immediately following a merger or acquisition.




"Roll down" the vision; ask people below where the       4
gaps are between where we are and where we want to
go. Hone the vision; refine it. Use the vision — with
customers; in considering promotions; talk about it.


Six magic words: "Everyone expects to be paid back."     4
Assume everyone is an ally if you know what they
value. Align their values with what you control.



Suggestions for improving performance in global          5
teams.




See the boss as a partner.                               5




Alan Cohen offers advice on how to survive               5
organizational politics.




How to create shared responsibility teams.               6




The people with the most relationships are the people    3
with the most influence.




See every other person as a potential ally.              3




Colleen Barrett tells the story of Southwest Airlines'   4
experience with bereavement fares.




One of the principal reasons for Southwest's success     6
is, they know who they are.
Southwest decided at the outset that they wanted to be 5
in the customer service business.




People cheat to a level they are comfortable — the             2
fudge factor. Knowing the fudge factor can reduce
cheating in the workplace.



Homeowners don't understand that what is valuable to           2
them may not be valuable to someone else.




Arbitrary price references, such as the last few digits of 3
a social security number, can influence our perceptions
of value.



Often we have an intuition, follow that intuition, and         3
discover it is wrong. We need to test our intuitions.




Volunteers' tolerance for pain varied with their beliefs of 3
the effectiveness of placebos. This has implications for
pricing.



When we don't know the true value of an item, we tend 3
to do what we've done in the past, and do what others
do.



The temptations of the present overwhelm the good              3
intention of the future.




Humans have evolved to be irrational. We think we are 2
rational but we respond emotionally to stock market
swings.



When something becomes ours, it becomes special.               4




If you can process a new email in 2 minutes, do it.            4
Otherwise, delete it, file it in a reference folder, or park
it in an ―action‖ folder or a ―waiting-for‖ folder.



For each item ask, What is it? If it‘s actionable and the 4
action can be completed in two minutes do it now, else
delegate it or park it in a reminder system. If no action
is needed, trash it, put it in a tickler file, or file as
reference.
The five stages of workflow are 1) collect the things      5
needed for the task, 2) process them, 3) organize
them, 4) review and reflect, and 5) decide how to
allocate resources.


David Allen discusses the complexities of setting           5
priorities, from the strategic to the tactical to immediate
actions.



Two key questions are, What is the outcome? and     4
What is the action? What does ―done‖ mean? and what
would ―doing‖ look like and where does it happen?



Organization means, Where something is matches             4
what it means to you.




Companies need to manage the nonmarket                     4
environment to build competitive advantage. The
environment is an example.



Markets exist in a context of governments, NGOs,           5
activists, and the public at large — the non-market
environment.



Companies need to spend more time with politicians.        4




David Bennell describes the characteristics of effective 8
CSR campaigns




David Bennell defines Corporate Sustainability and the 4
business case for adopting sustainability practices.




David Bennell describes the business drivers for           8
environmental sustainability.




David Bennell identifies potential stakeholders and the    6
importance of identifying their voice in recognizing a
sustainability initiative.



Engage people by aligning their actions, building their    4
sense of well being, and making sure managers apply
these recommendations.
"Long-term" team players seek opportunities to work        3
together to build something for the future.




To build a relationship and not just a transaction, use    3
the rules of romance.




Everyone in the organization should evaluate the           3
leader annually on what the leader should be good at.




The successful company not only resolves to                3
implement best practices, but actually does.




We don't often hire managers for their ability to turn     3
people on. But that skill is required for success.




Tyrants are successful only in the short term.             3
Energizers are fewer but more successful. You can't
believe cynics.



The difference between winners and losers is the ability 3
to keep going.




Before discussing an incident, ask whether the issue is 4
the incident, the pattern of incidents, or your
relationship with the other person.



If you can create safety for the other person, they will   3
be more open and honest and share their point of
view.



When things become emotional, ask What do I really         3
want, long term, for myself, the other person, and our
relationship?



Show respect for your boss and mutual purpose --           2
make clear you're both on the same team.




How you respond when emotions are high defines who 4
you are in the eyes of other people.
Neither silence nor violence work. Determine what you     5
want from a situation and what you need to do to get
there.



Opinion leaders have technical excellence, speak truth 3
to power, and hold others accountable.




You will be more successful if you take the effort to     3
learn and use the customers' language,




Focus on the problems your products and services          3
solve from the perspective of the buyer.




You can market effectively online and save money.         3




David Meerman Scott recommends that you offer             3
online content that people want to distribute.




Leverage your marketing by enlisting the support of       3
influential and widely-read people in your marketplace.




Online Websites, blogs, and podcasts are the new way 3
to market.




Pay attention 5o the other person is talking. When they 2
stop, ask a question. Offer to help them achieve their
goal.



Don't trust logic. Instead, trust your own gut feelings   2
about an individual or situation. You will rarely be
wrong.



Focus on what you want, recognize that you already        4
have all the skills, know where to go, then go and do it.




Use reciprocity, two true statements first, and           6
incomplete communications.
If you can get the best out of other people by simply        2
being who you are, you are a true leader.




To be mentally tough, recall a time when you felt            2
mentally tough.




Everything you need to succeed is already within you.        2
You only need to choose to be the best that you
already are.



The single characteristic of successful people is total      4
and absolute persistence.




Managers need to get out of the way of talented              1
employees.




"Full extension" comes from athletics and dance. For a 2
leader it means being everything you can be.




Leaders need to transition from managers to teachers, 2
from themselves to the team, from being in charge to
caring for others.



What will you leave behind as a leader? The best way         2
to learn is to seek feedback. Ask, ―How am I doing?‖




Times are always difficult, always in changing.              2
Question the assumptions that affect the way you do
things. Write them down. For each assumption, ask
whether it‘s a rule, a habit or a law. If it‘s a rule or a
habit, it‘s subject to change.

People tend to see what they‘re looking for.                 2




Pitfalls when assessing new opportunities include     4
premature convergence, lack of dissent, and premature
bias to action.



To help see new opportunities cultivate empathy,             3
restraint, and intuition.
To seize and capitalize on opportunities, develop          4
situation awareness and open communication.




The best companies combine agility with absorption,        3
the ability to withstand changes in the market.




Companies need both managers who seize new                 2
opportunities and managers who cultivate and defend
the business.



Good companies go from good to bad by failing to           4
respond to changing circumstances.




Try to sustain growth with increased effectiveness and     2
efficiency rather than increased volume.




Plan in reverse; decide where you want to be, then plan 3
backwards to see how to get there.




Execute your strategy in a series of projects while it's   3
being developed.




Don't ask for risks. Ask instead for people's fears.       5




Be clear when you brief people, review often, and use      4
modern collaborative tools.




To Eli Goldratt, strategy is the answer to the question,   5
What for? Tactic is the answer to the question, How?




A company needs stability to allow for growth.             7




A company must grow sales faster than its operating        6
expenses without exhausting resources or taking too
high-risks.
A change must be a win for every subgroup asked to      6
change, and the change must assure stability.




Manage complex systems by dissecting them into          7
subsystems and identifying elements that govern the
entire system.



The important question is not what to change, but what 3
to change to.




Focus on the constraints, the leverage points that      7
affect the entire system.




The age of fingertip knowledge is upon us; we will type 3
our way into the future.




Tools are now available for many people to contribute   3
to the creation and extension of documents.




In the future, employees will increasingly work in      3
games, simulations, and virtual environments.




Knowledge systems should be supported by social         4
networks of people who talk about that knowledge.




Don't use email to deliver bad news.                    2




Don't be cryptic. Use proper grammar.                   3




Don't be so heavy.                                      2




When you and I send someone information we should       4
be able to answer 5 questions.
Don't copy over someone's head.                        3




Tim Sanders describes how 'reply to all' is an         3
ineffective in-box filler.




Think before you forward.                              3




Never pre-address an email - leave the safety on.      4




Don't write emails at unprofessional hours.            3




Don't write "War and Peace."                           2




Break the thread with a phone call.                    3




Don't send emails to someone you could hit with a      3
rock.




Leave your Blackberry at your desk or in your car.     4




Tim Sanders introduces the series on email etiquette   2




On a climb, you win together or you lose together;     2
there's no middle ground. It can be the same with
teams.



Think of adversity not as an impediment but as a       3
pathway to greatness.
We create our missing strengths in the flames of            5
adversity, through will and skill.




The most exciting times in life occur when one reaches 4
out and becomes a pioneer.




A vision is like an internal compass; it tells us what is   2
important and guides us through good weather and
bad.



Leaders have the courage to move forward through            4
darkness toward unseen possibilities.




Living by the Golden Rule drives profitable growth.         4




Develop communities of customers to provide                 4
feedback, offer suggestions, and promote you to
others.



The program explains how to compute a Net Promoter          4
Score and why it is important.




―Bad profits‖ are profits that are inconsistent with the    4
golden rule.




―Satisfaction‖ surveys of customers are a failure.          5
Enterprise Rental offers a better model.




Loyalty is about investing in relationships.                5




When a customer complains, probe for the root cause. 5




Companies with more promoters grow faster and more 5
profitably.
It is more important to create promoters than to           5
minimize detractors.




To be a more effective leader, be yourself more — with 2
skill.




Effective leadership excites people to exceptional         2
performance.




Communicate in ways that work best for you. Tell           3
stories.




Tell your clever people what to do but not how to do it,   1
and protect them from the organization, and don't
expect thanks.



Revealing your weaknesses encourage your followers         2
to compensate for them.




If you aspire to effective leadership, don't try to be     2
someone else.




"Why should anyone be managed by you?" is easy.            1
"Why should anyone be led by you?" is hard.




Google and Shell encourage employees to work on            5
new ideas for their companies.




The Gore management model has no hierarchy, no             4
titles, no rank. Yet they are a highly innovative
company.



To build a resilient company, managers must start          8
changing long before it appears necessary.




Gary Hamel draws management lessons from                   6
constitutional democracies, the New York Stock
Exchange, and major cities.
It takes 1,000 ideas to find one that can make a         5
difference in the world.




The answers to three questions determine whether a       4
new idea is innovative.




Innovators possess four perceptional habits.             6




A management innovation is a breakthrough in how the 5
work of management gets done.




How do you build a nimble company that employs           6
innovative, imaginative, creative and passionate
people?



Innovation is creativity multiplied by execution.        2




What disruptive innovations are and why they             3
succeed.




Why emerging marlets like India and China are            4
important.




Why technology will be key in emerging markets like      4
India and China.




Strategic innovation requires organizational innovation 2
or transformation in every respect — the organizational
DNA.



The ten rules for strategic innovators derive from three 2
basic ideas. The new business must 1) forget the old
business, but 2) be connected to the old business,
which 3) requires learning how to resolve the
differences.

Strategic innovation is different from product innovation 2
or technological innovation.
The idea for a strategic innovation is only the starting   2
point. The most important rule is, the CEO must stick
with the process to the end.



Vijay Govindarajan illustrates why a strategic             2
innovation requires a different approach to execution.




When the chips are down we live our values.                5




Do your reviews in the moment, minute by minute,           3
every day.




A great mentor asks so many questions you're forced        4
to think about your life in a different way.




Everyone knew that senior management spoke one             3
voice -- had common values.




Howard Behar tries be the same person everywhere he 5
goes, no matter the circumstances.




Howard Behar describes the steps he took to change         7
the orientation of employees from "I" than "we."




Leaders don't have to have the answers; they only          3
have to be good at asking questions and making
decisions.



Speak the truth, and trust your people. Trust is the only 5
thing that matters in any organization.




Be careful what you think the rules are and what they're 2
not.




Instead of procedures, set goals. Then let people          7
"choose their own broom."
Your corporate reputation will depend on how              3
ecological and nonpolluting you are.




Organizations that offer distributed learning will keep   4
employees, by building their skills and reassigning
them as needed.



The innovation economy of the future will be based on     4
infotech, bioscience, nanoscience, and cognitive
technology.



The successful leader of the future is a combination      4
adapter and pioneer. Steve Jobs is an example.




Companies must do more for less, using a global           4
delivery model where work is performed at the lowest
price.



IT is more strategic than ever. It requires, however, that 3
executives not delegate the work to mid-level
managers.



Real reengineering means fundamentally changing the 4
nature of work, by looking at work not as tasks but as
processes.



The keys to leading big change are ambition,              4
alignment, execution, adoption time, and being
authentic and empathetic.



Great managers have high ambitions, perseverance,         4
high purpose, are wary of hubris, and know when it‘s
time to leave.



X-Engineering requires transparency, standardization,     4
harmonization, and trust.




Jason Jennings provides some surprising research          3
regarding customer behavior.




Jason Jennings interviews Jim Goodnight on the value 6
of corporate culture.
Jason Jennings interviews Jim Goodnight on the         5
importance of letting go to allow innovation and
change.



Jason Jennings interviews Jim Goodnight on the         6
importance of having the right customers.




Jason Jennings differentiates between "good" and       5
"great" managers.




Jason Jennings describes how to master the art of      4
letting go.




Jason Jennings describes motivation tactics that work. 5




Jason Jennings describes how Johnson and Johnson       2
excels at fast decision-making.




Jason Jennings describes what it means to think and     3
act like owners of the organization to drive engagement
and value.



Jason Jennings describes what it means to deliver win- 4
win solutions in the emerging business world.




Customers who are fully engaged recommend the          4
product or service to others, who also engage.




Customer insights can be fostered through discovery    6
meetings, discovery trips, and discovery techniques.




Treat employees as customers. Present "power offers" 5
that produce employee engagement.




The growth dilemma is the difference between getting   4
things inside the company, and the growth potential
outside the company.
Customer traction, the driver of momentum growth,             4
proceeds from a customer insight to a power offer to
customer engagement.



Companies that delivered more value than the Dow              5
Jones index actually decreased marketing as a
percentage of sales.



The secret to momentum growth is customer traction — 4
growth that comes from the customer.




A "power offer" is an offer that sells by itself, driven by   5
emotions.




The Competing Values Framework describes how to               6
unite an organization to create four types of
innovations.



Jeff DeGraff describes seven steps to "creativizing"          3
your company.




Jeff DeGraff describes the Innovatrium Institute for          3
Innovation in Ann Arbor, Michigan.




Jeffrey Pfeffer explains why people don't act on what         6
they know, and provides suggestions for encouraging
more action.



Jeffrey Pfeffer describes factors that help build a high-     5
performance culture




Whole Foods and Men's Warehouse are given as                  3
examples of companies that dared to be different.




What gets companies in trouble is what they think they 5
know that isn't true.




Breakthrough results are achieved by companies with a 5
great purpose, a great culture, and great people.
Healthcare transformed themselves by knowing what         4
they do best and relentlessly executing the basics.




Capture the heart, open communication, create             5
partnerships, drive learning, and emancipate action.




How to make excellence instinctive at work.               5




Identify what to stop doing, continue doing, and start    4
doing.




Credibility is the foundation of leadership.              4




Leadership is in the little things we do.                 5




Search for opportunities to improve and generate small 5
wins to learn from experience; try, fail, and learn.




Foster collaboration by building trust and facilitating  4
relationships, and strengthen others by increasing their
self determination and developing their confidence.



We work harder for people we like, and we like them in 6
proportion to how they make us feel.




Leaders have a clear vision of the future and share that 6
vision in a way that allows others to see themselves in
it.



The two keys to "model the way" are 1) clarify your       6
values, and 2) set the example.




The secret to success in life is to stay in love with what 3
you do.
Jim Loehr describes four aspects of personal energy:      3
its quantity, quality, focus, and force.




We need to experience stress to grow, but growth          3
actually occurs during the recovery period that follows
stress.



Because stories become our destiny, it is important to    4
examine them for flawed assumptions.




Engagement is the acquired ability to intentionally       3
invest your full and best energy right here, right now.




The best predictors of engagement are the connection      3
between activities and values, and your physical
health.



The three rules of storytelling — telling our personal    4
story — are truth, purpose, and action.




In transnational, multicultural relations, the more       2
frequent the communications the better.




Children growing up today relate to technology in a       4
fundamentally different way then their parents.




Of 280 monetary unions formed over the past 200           2
years only four have been successful.




Since the 1960s globalization has been driven by          4
market forces.




Joe DiVanna had a diverse group of 30 people write a      4
45,000-word book on strategy in 24 hours.




People in emerging nations are already acquiring          3
America's bad habits of living beyond their means.
Islamic banking institutions are growing at a rate of     4
39% per year.




John Kotter explains how to avoid the pitfall of under-   4
communication during a change effort.




John Kotter explains how to effectively deal with those   4
who strongly resist change.




John Kotter provides a simple tip for those leading a     5
change initiative.




John Kotter explains the importance of capturing the      5
hearts and minds of those going through a change
initiative.



Some key advice to managing the human side of             3
change.




John Kotter outlines the key differences between          5
leading and managing.




John Sweeney gives some advice you should NOT             1
follow.




John Sweeney gives some advice you should NOT             2
follow.




Treat ideas from others as gifts, especially when the     2
ideas come from subordinates.




Great leaders have confidence in themselves. Others       2
see that confidence and are inspired by it.




Great improvisers declare their point of view in the first 2
3-5 seconds of a scene. Great leaders do the same.
An improv scene relies on the whole group to               2
determine where the scene is going. Great leaders do
the same.



Improvisers use their emotional intelligence, their gut,   2
to decide what to do next. Great leaders do the same.




Great leaders observe rather than critique. They help      1
their people through hints, coaching, and
encouragement.



Great leaders serve their customers, then their team       1
members, then themselves.




As a leader, reduce your status whenever you can, to       2
allow individuals to blossom.




Great leaders understand that the more diverse the         1
point of view, the better the product.




Passion and energy can help you exceed                     1
expectations.




Leaders with energy and passion who work fast see the 1
mistakes quickly, but also the successes.




All of the systems for building emotional commitment     2
Jon Katzenbach studied were aimed at instilling pride in
the work itself.



When the team members have skills that apply at            3
different stages in the task, a shifting leadership team
may emerge, where it‘s hard to see which member is
the formal team leader.


Informal organizations can be mapped by asking who is 2
trusted, who are the experts, and so forth.




To get employees engaged in their work, focus more on 2
the work than on the company, for example, using
competitive teams.
Peak performing organizations balance formal networks 3
and procedures with the informal.




Team performance comes from a small focused group           4
that has a clear and compelling purpose,
complementary skills, a common work approach, and
mutual accountability. Real teams have a shifting
leader role.

Mentoring is a two-way street; the mentee is also    2
responsible. Look for mentoring from anyone you work
for.



The best motivators get the workers to feel pride in the 2
work they have to do.




To be innovative be small, project-based, flat, process- 5
based, open to partners, and measure more.




Imitating someone else will never make you truly            4
successful. Be the innovator, not the imitator.




IT and the Internet are necessary but don't by        3
themselves offer a sustainable competitive advantage.




To truly engage employees, you must tap into their          3
emotional side in addition to their intellect.




Corporate religion is about the shared dream. In            4
successful organizations, it is less risky to take risks.




The only way to make ridiculous amounts of money in         3
business is to create and defend a temporary
monopoly.



Businesses need to stand on its own, detached and           2
independent of any single person or business leader.




If we detach ourselves and try to see our own motives, 2
we can see things in different ways.
To unlock our potential we need to stretch ourselves — 2
get to the edge of our comfort zone and take a step
beyond.



Managing occurs not only at the top, but also           2
throughout the organization.




Jonathan Gosling looks to ancient philosophers for the 4
inner resources we need to lead.




To answer, "What's going on here?" in an organization, 4
think of the organization as a soap opera.




The keys to quiet leadership are three aspects of       3
reflection.




Judith Leary-Joyce provides advice on how to conduct    4
an annual review that is also motivational.




Characteristics of the work environment, and the        3
leaders and managers, characterize an employer of
choice.



When considering a promotion to manager, make sure 5
the candidate is good with people and wants to work
with people.



Airlines tell us to put on our own oxygen mask before   4
helping others. The same applies to managers.




When a work challenge is not fully supported, people    3
look out more for themselves than for others.




Julian Birkinshaw defines and explains ways to          3
overcome management fashion.




If your company isn't entrepreneurial, the problem is   3
not with your people but with your culture.
Julian Birkinshaw advises that in order to improve         3
performance you share internal practices, benchmark,
and innovate.



Companies are usually good at idea generation, idea        3
conversion, or idea dissemination but not all three.
Look for the weakest of the three and build on that.



Incompetent people tend to rate themselves as              3
competent, which points out the need to assess
executive intelligence.



To accomplish tasks you need to define what needs to 3
get done and what is the best way to get it done.




Great executives recognize and adapt to their              5
mistakes.




The best executives know how to ―read‖ and work with       4
others. An example is given of how Avon turned itself
around.



To interview for executive intelligence, ask the person    4
to solve a real-world problem.




Executive intelligence is asking the right questions and 3
probing for the truth.




European companies fill vacancies through technology 5
and non-traditional sources such as retired people.




Be your own public relations agent, and prepare for        3
promotions by networking with the people who may
help you.



Share the training with others at every stage and tailor   3
the training to individual needs, desires, and learning
style.



Life and learning as a perpetual series of prototypes,     2
not just a checklist, not just executing a plan.
Innovation is the act of challenging the status quo to   3
create new value; change is the process required to
make an innovation real. Both occur at the same time.



Believing, the second component of the model, comes 2
from seeing deeply, the first component.




Fix the system, not just the symptom.                    2




Before you get to the action — the to-do's at the end of 1
the see-believe-think-act model — make sure your
team has gone through the see, believe, and think
components.


Every innovation requires a change, and every change 1
requires an innovation to accomplish that change. The
role of leadership is to time the exchange between one
and the other.


All teams get stuck from to time, especially ambitious  1
teams. If you define stuck as being ambitious, your
team will better distinguish between real obstacles and
imaginary ones.


We are born with an ability to see in a deep way but     2
rarely do. Seeing customers in a deep way — their
hopes and dreams in addition to their daily activities —
is the first step toward innovation and change.


Ask where can you fill a deep human need in products 3
and services, know-how, or human relationships. Try to
be a fusion thinker, putting components together in new
and innovative ways.


Teams that are stuck should examine six components. 3




Ken Blanchard talks about the difference between initial 3
assembly of teams and building a high-performing
team.



Ken Blanchard describes the importance of rewarding      3
the right behaviors.




Ken Blanchard explains why having a servant              2
leadership philosophy puts you on the path to rising
above the competition.
Ken Blanchard describes the facets of ethical              5
management practices.




Ken Blanchard talks about how to learn from leading.       3




Ken Blanchard describes best practices for                 2
communicating through times of change.




Ken Blanchard explains how to identify and articulate      2
the right vision.




Ken Blanchard on situational leadership excellence.        3




Ken Blanchard on The One Minute Manager.                   3




Ken Blanchard focuses on customer service                  2
excellence.




Ken Blanchard outlines the importance of treating your 2
people right.




Laree Kiely discusses the importance of aligning           5
decisions with the overall organizational strategy.




Laree Kiely describes the importance of rewarding          4
horizontal decision-making.




Laree Kiely identifies who in the organization qualifies   2
as a leader.




Les Green offers several suggestions for managing          4
your cash, to avoid going out of business while waiting
for payments.
To get financing, prove the product during the first year 3
using your own money, and do your homework.




To raise money, prepare thoroughly, allow plenty of       3
time, and get professional help.




Aim for a win-win, don't give in on price, and try some   3
stage management occasionally.




Team leaders need to manage both the team and the         3
context surrounding the team.




Stars need both to learn new skills and unlearn old       2
habits.




Linda Hill provides several suggestions for new           3
managers in their first 90 days on the job.




Linda Hill offers several suggestions for new             2
managers.




Sources of personal power in an organization include     3
expertise, a network of relationships, and interpersonal
skills.



Spend time with people who are different from you.        3
This will expose you to ideas that can lead to
innovations.



Hot spots of energy and innovation are built from         3
cooperation, networking, and an igniting purpose.




Find "signature processes" that provide competitive       3
advantage.




Virtual teams are more likely to be successful if they    4
have a great task, and can meet face-to-face or
through video technology from time to time.
Organizations and people who are energized are great       3
at cooperation and conversation.




To ignite a "hot spot" requires a compelling vision, or a 3
compelling question, or an exciting, meaningful task.




Talk with people, not above, at, or to them.               3




Ask what two things you can do that always go over       3
well in the other person's group, and two things that go
over badly.



Ask why they said ―no.‖ You may be able to turn a ―no‖ 3
into a ―yes.‖




Don't respond to baiting. You'll earn everyone's           5
respect, including your own.




To get buy-in, ask a question that requires the person     4
to speak with emotion.




Mark Goulston tells the story of his meeting with a        4
distracted CEO.




Ask, "What would be impossible to do, but if you did it,   4
would get you where you want to go?"




Getting rid of people who don't know and don't care        4
keeps the company lean and clean.




Ask your employees to rate the company from 1 to 10        3
on Passion, Enthusiasm, and Pride (PEP).




Ask your people to write down what causes them to not 4
trust you, not have confidence in you, and not respect
you.
To be a respect-worthy person, be clear, be prepared,     5
and have integrity.




Marshall Goldsmith describes the importance of            3
focusing on likely successes.




Marshall Goldsmith describes the importance of            3
avoiding destructive comments.




Marshall Goldsmith describes the pitfalls of favoritism   3
and how to avoid them.




Marshall Goldsmith describes techniques for effective     2
delegating.




A process for changing a behavior that's simple, fun,     4
and effective.




An exercise that's fun, fast, and helpful when you want   5
to change a behavior.




Marshall Goldsmith describes the value of abstract       3
thinking and recognizing the mission, not only the task.




Marshall Goldsmith describes considerations in            3
providing feedback between genders.




Marshall Goldsmith discusses the ways in which            3
successful leaders can learn to improve.




Ask for suggestions, then follow up.                      6




Successful people believe they succeed.                   5
Successful people choose to do what they do.             5




Successful people reject feedback that is inconsistent   4
with their beliefs about themselves.




Marshall Goldsmith believes that successful people are 5
optimists.




Marshall Goldsmith describes how to reflect and gain     3
personal happiness.




Marshall Goldsmith describes the value of divesting      3
ownership.




Marshall Goldsmith uses a parable to describe the        3
importance of letting go.




A system Marshall Goldsmith intends to use for the rest 5
of his life.




Marshall Goldsmith describes the importance of           3
providing positive recognition - what works, what
doesn't.



The six-question approach to coaching: Where are we 3
going? Where are you going? What do you think you
are doing well? If you were your coach what would you
suggest for you? How can I help? What suggestions do
you have for me?

Marshall Goldsmith describes how contributions           3
contributions from the boss can get in the way.




Marshall Goldsmith describes a simple, fast, effective   5
method for building teams.




Marshall Goldsmith provides techniques for self-         5
coaching.
Marshall Goldsmith uses a parable to dispel            3
misconceptions.




Marshall Goldsmith explains the importance of          3
modeling key behaviors.




Marty Evans evaluates herself monthly with seven       3
questions.




The function of a leader is to keep hope alive.        2




The time to prepare is when no crisis is looming.      3




A servant leader removes the barriers to the success of 2
the team.




Mary LoVerde reminds us that the key to life balance is 2
connection.




Mary LoVerde inspires us to find our passions.         4




Mary LoVerde describes the importance of rituals on    4
our lives.




Correct process execution problems with Six Sigma.     5
Correct process design problems through redesign.




To effect massive change, senior leaders must          4
communicate frequenty, get rid of blockers, and
demonstrate passion.



Stay ahead of the competition indefinitely through a   3
constant stream of innovations in your operations.
Prerequisites in order for process innovations to          5
succeed are leadership, culture, governance, and
expertise.



A process-centered company has a senior executive in 4
charge of each process, process metrics in place,
people who understand the processes end to end, and
supporting tools and infrastructure.


Michael Hammer talks about seven problems in               5
performance measurement.




To avoid confusion with "downsizing," reengineering is     5
now called "process redesign."




To Michael Hammer, ―process‖ means end-to-end work 5
across an enterprise.




New England Patriots succeed because they innovate, 4
emphasize the team, and have a selfless culture.




Michael Jarrett describes differences between Ignorant, 2
Inept, Intuitive, and Insightful teams.




Michael Jarrett describes five activities that allow an    3
organization to survive in times of change.




ABC — Always Be Closing — is an outdated concept.          2
Switch it around. Always Be Opening. Invite clients to
group activities that demonstrate your credibility, your
trustworthiness, and the value of what you‘re offering.


There are two components to a personal brand identity: 3
1) who you serve and what you help them do, and 2)
why you do it; what you stand for. Develop a brand
statement around these components.


Keep them in charge by asking questions. What is their 4
objective? Why do they want to achieve that objective?
What would they like a partner to do to help them
achieve that objective?


Use a dialogue over time, not an elevator speech,          3
about who you serve, and the client‘s problems,
desires, return on investment, and results and
benefits.
Work only with ideal clients, the people with whom you 2
do your best work. Ideal clients will also talk about you.
Look for other clients with qualities like your ideal
clients.


You need to know four things to understand why people 2
buy what you're selling: 1) a clear target market, 2)
knowledge of their problems and desires, 3) their return
on investment, and 4) their results and benefits.


Nobody buys because they were well sold. People buy 3
to express their values. Work on your likeability, your
friendliness, your realness, your compassion, and your
relevance. That will help people to express their values
by buying from you.

Go after the customers they don't want, in the markets    1
they are avoiding.




The greatest growth opportunities lie with customers no 2
one else wants, and markets that don't yet exist.




Companies need to be as adaptable as possible, but        3
there are limits.




Build alternate future scenarios and invest only in the   2
assets that will be valuable no matter how the future
unfolds.



Extreme strategies, such as best or cheapest, can be      2
successful or complete failures.




Separate the people who make strategic commitments 2
from the people who manage strategic uncertainty.




People at different levels need to think in terms of      2
different time horizons.




Senior executives should define how new business          2
units should be different from their competition.




Strategic profiles associated with success -- bold        2
visions backed by strong commitments -- also fail.
Michael Samuelson offers ten ways to thrive in life — to 8
be "thrival."




Change requires persistence and small steps.               3




Michael Treacy explains how many businesses fail to        6
structure their organizations effectively to allow for
growth.



Michael Treacy summarizes what he has learned from         3
his research and experience about growth.




Michael Treacy explains how companies that pursue a        4
total solution for their clients often come out ahead of
their competitors.



Michael Treacy provides an overview of his research        3
on what allowed select companies to achieve
consistent growth.



Michael Treacy describes the key elements that drive       7
increased customer value.




Michael Treacy describes the four ingredients to driving 7
above-average returns: attractive market position,
unmatched customer value proposition, unique
operating model, and best-in-class execution.


Michael Treacy provides an analysis of the hidden side 4
of outsourcing and offshoring.




Michael Treacy provides an overview of the ways in         6
which innovation is not taking place within product
innovation.



Michael Treacy describes the importance of           10
acknowledging and responding to fluctuating customer
value in your market.



Michael Treacy describes managed growth                    5
interpretations of revenue statements.
Michael Treacy explains how we are going to            5
experience repercussions as a result of our approach
to strategic sourcing.



Michael Treacy addresses economic realities of         12
outsourcing and offshoring business segments.




Michael Treacy introduces us to the concept of         3
performance discipline.




Micheal Treacy explains how product leadership is a    4
very relative term.




Michael Treacy explains how companies must reinvent 4
the way they manage product innovation if they want to
be successful.



Michael Treacy explains how many suppliers have        3
been hurt by their own actions.




Michael Treacy describes the opportunities and pitfalls 8
of cross-selling.




Michael Treacy discussed innovation challenges and     6
sustainability in pharmaceuticals.




Micheal Treacy discusses one of the findings of the    5
growth strategy.




Michael Treacy explains how companies should think     5
about growth as a portfolio.




Michael Treacy explains how strategic sourcing is      4
critical to organizational success.




Michael Treacy provides an overview of the three       7
characteristics of performance discipline.
Michael Treacy uses the S-curve of product and          12
technology evolution to describe third-generation
product innovation.



Michael Treacy challenges you to question your value    3
proposition.




Michael Treacy explains how we are still learning how   4
to effectively manage outsourced or global operating
models.



Michael Treacy explains how our approach to strategy    3
development is stuck in an old model, and suggests a
new approach to strategy development.



Michael Treacy talks about techniques for developing    8
product innovation.




Michael Treacy describes the intersection of            3
operational excellence and customer value interests.




Michael Treacy explains how product innovations are     3
often compromised by mediocrity.




Michael Treacy explains how innovation is often         3
hampered by a company's unwillingness to search for
solutions.



Michael Treacy provides an example of how it is often a 3
moving target that causes product innovation to fail.




Insiders became CEO faster than outsiders.              3




The program describes changes in demographics of        4
executives in the Fortune 100 from 1980 to 2001.




In 1980 there were no women in executive positions in   4
the Fortune 100. By 2001, there were 11 percent.
Nigel Barlow offers suggestions for creating legendary   6
customer experiences.




Nigel Barlow describes ways to develop the talent you    6
already have.




Nigel Barlow explains how we can create our future.      4




Stop saying "Yes, but." Start saying "Why not?" and      5
"What if?" instead.




Nigel Barlow explains how to remain a curious, creative 5
beginner.




Build a constant pipeline of products and services. Defy 9
conventional wisdom, including your own history.




New ideas should be extraordinary, break new ground, 8
matter to the customer, encourage evolvement, but be
real.



The best companies start with a higher cause, an aim     6
to change the world for the better.




Pick a market segment and own it.                        6




Oren Harari identifies the key qualities of a leader     8
capable of making an organization break from the
pack.



Exceed customer expectations by taking them to an        9
impossible place and making them say, "Wow!"




Look for trends in the distance. Try to identify         6
underserved and emerging markets.
Pat Lencioni describes four types of effective meetings, 5
each for different purposes.




Silos are barriers to cooperation across departments.      2
To break the barriers, identify the single priority the
organization needs to succeed over the next six
months. Then rally the teams around that theme.


To work effectively across cities, continents, or dotted   3
lines, build cohesiveness and trust when we're
together, pay attention on conference calls, and be
realistic about what can be accomplished.


During time of change people need to know the four        3
P's: the purpose of the change, the picture, the plan for
how to get there, and their part.



People don't want to hold people accoutable because        1
they don't want them to feel bad. But by not holding
people accountable, you're protecting yourself, not
them.


Pat Lencioni describes the balance between humility        2
and publicity in leadership.




Pat Lencioni talks about the importance of praising and 3
criticizing team members publicly.




Successful team leaders demonstrate vulnerability,         3
encourage conflict, love clarity, hold people
accountable, and focus on results, not their ego or
status.


Team dysfunction starts with a lack of trust. The          3
absence of trust leads to fear of conflict, which leads to
lack of commitment, which leads to lack of
accountability, which leads to lack of attention to
results.

People can't embrace the new thing until they let go the 1
old thing.




Patricia Wheatley Burt talks about five things to think    4
about when you're planning the rest of your life.




Be specific about what you want from your people, and 4
how you will measure and reward the desired behavior.
Patricia Wheatly Burt explains her six-point strategic      3
plan.




Have a decent breakfast and a proper lunch. Eat             2
carbohydrates on breaks. Take time to recover from
jetlag.



Keep your body clock on home time and cut the               2
alcohol.




Market research can tell you about the past and short       3
term future, but not beyond, because people change
their minds.



Customer loyalty is all about emotional relationships       4
with people in your organization.




Institutional blindness is an inability to see opportunities 3
for change.




To motivate people, connect with their passions outside 5
of work.




You don't have to believe in global warming to be           4
affected by it.




Tribes are the foundation of strong businesses.             3
Customer and employee loyalty depends on it.




Make sure that what you do is ethical, not just in          4
compliance; the laws of compliance will change.




The future is not about technology; it's about emotion.     3




Trust is the only thing you have to sell.                   5
The top thing employees want from a job is work-life      4
balance.




Ask others to help you identify the small things you do   5
that have a large impact.




A library of books by successful CEOs is too narrow.      2
Paul Stebbins recommends several others.




Valuing organizations in 90-day cycles is not conducive 2
to long term investment.




Employees want to know where they fit and how they        2
can help.




If you create a culture where people are afraid to make 2
mistakes, you will stagnate and die.




Paul Stebbins tells a personal story of trust when he     2
was 16 years old.




Out of failure comes a sense of what is important.        2
Without failure there is no innovation, no learning, no
growth, and no hope.



Customers make purchase decisions on dreams and           4
desires, not on your product. Ask what you can do for
the customer.



Anticipate what the major markets will be in 2020. Start 5
with future-back, then now-forward.




Once you have selected a market, determine what the       4
customers want in that market.




Ask how you can be a force for good and also make         5
money.
Begin with a market strategy, not a marketing strategy. 4




Peter Fisk lists four characteristics of the complete   4
CEO.




The marketing manager should represent the              4
customer, drive innovation, and drive growth across the
entire business.



The book, The Long Tail shows how anything is          6
available to anyone from anywhere. Think about selling
to niche markets.



Creativity is necessary in today‘s excess supply world. 3
This allows for individuals to be creative, be innovative,
when the fear is removed and the mind is at peace.



According to Peter Georgescu, Americans spend more 4
money per child than anybody else on education and
our outcomes are C-level. This must change for
America to be a credible competitor in the 21st
century.

In the excess supply world you have two choices to      2
succeed. Become the lowest cost producer or
differentiate your products to be superiors to the
competitors products.


In order to succeed, becoming a customer-centric         2
company is a must. To do this is to tap the customer on
the shoulder and say, ―I am for you. I understand you. I
want your business. I appreciate your business.‖


Peter Georgescu tells the story of when he was pitching 4
new business for Kentucky Fried Chicken.




Wendy Warman describes seven types of opening           7
statements.




Eliminate "ums" and "ahs" through deliberate            2
repetition.




Wendy Warman describes the importance of                2
establishing your objectives at the beginning of your
presentation.
Beliefs or concepts the audience must believe or             4
understand will establish the main themes of your
presentation.



Wendy Warman describes four ways to close a                  5
presentation.




Visuals should include no more than six lines, six words 1
per line.




Make sure that your hand gestures match your                 3
message.




The impact of your message is carried 7% verbal (the         7
words), 38% vocal (the sound of your voice), and 55%
visual (how you look and move).



To engage in business while dining check out the             3
restaurant in advance, focus on the business, and
follow up.



When dealing with a networking event, prepare your           4
props and scripts, talk less and listen more, and follow
up.



Give the appearance of ease even if you‘re nervous,          4
use a dynamic tone of voice, and speak directly to
different people.



Your reputation can be destroyed in a moment. It can         3
also be enhanced. Raleigh Mayer explains how.




Help the journalist tell an interesting story. Prepare for   4
an interview as for a presentation.




State-manage your appearance and behavior, ask               3
questions during the interview, and follow up with a
hand written note.



To create a people-centered culture, create awareness 3
and alignment, hold people accountable, and be
proactive.
People are the only competitive advantage you have.        3
Connect them to the organization in seven ways.




Rita Bailey provides examples of how companies have 3
fun in ways that are natural for their culture.




The ninth freedom is the freedom for employees to          2
leave. Create an experience that will make them
cheerleaders when they do.



Rob Brown offers several suggestions for increasing        4
value in your relationships.




To remember names first remember ALPHA: ask,               3
listen, parrot, hook, and attitude.




How to take a new contact from knowing you, to liking      3
you, to trusting you.




Rules include doing something different or better,         3
demonstrating benefits, asking, and planning.




Rob Brown describes the five basic reasons why you         3
don't get referrals.




Rob Brown's rules refer to price, parity,                  3
professionalism, profit, and promise. A sixth rule is to
be a peer.



The six levels refer to radar (others see you), recognize 3
you, respond to you, respect you, rely on you, and
finally relate to you (sell you to others).



Rob Brown describes passive, neutral and active            3
referrals.




Manufacturing standards plus basic components make 4
it possible to bring new electronic devices to market
quickly.
The function being outsourced should have clean          4
interfaces with other functions that are not outsourced.




Factors to consider when deciding whether to            4
outsource or offshore.




A new industrial revolution began in the 1960s, based   4
on standards and modular components.




Give customers an experience that makes them say        4
"Wow!"




When you face your fears, you deconstruct them and      4
recognize them as illusions.




We choose our attitudes. Positive attitudes lead to     4
positive outcomes, negative attitudes to negative
outcomes.



To increase confidence, perform an action that's just   4
beyond your comfort zone every day.




Appreciation, involvement, and understanding are the    4
reasons people do a great job.




Roddy Temperley answers questions about strategic       14
workforce planning.




Roosevelt Thomas poses the question: Are you            6
diversity-challenged?




Roosevelt Thomas describes the complexity in the        3
work of diversity




Roosevelt Thomas talks about the importance of          4
recognizing and valuing culture
Roosevelt Thomas discusses how racial and social       4
differences may matter.




Roosevelt Thomas describes five tips for launching a   8
strategic diversity management initiative.




Roosevelt Thomas redefines diversity in the            4
workplace.




Roosevelt Thomas describes the key requirements for    5
driving Strategic Diversity Management practices.




Roosevelt Thomas describes social diversity and        4
diversity management.




Roosevelt Thomas defines Strategic Diversity           4
Management.




Roosevelt Thomas confronts the reality of diversity    3
tension and how to deal with it.




Roosevelt Thomas on the key question of diversity      4
relevance.




Roosevelt Thomas makes the case for why Strategic      5
Diversity Management is an immediate issue.




Senior leaders have big footprints. More is expected of 3
them.




Scott Eblin explains the difference between            3
accountability and responsibility.




Define the desired business results and "reverse       2
engineer" to determine how to achieve those results.
Effective leaders are confident. They lead with           3
confidence.




Think about the desired result and your audience. Then 3
answer the questions: What? So what? and Now
what?



To build capacity in your team and create time for        2
yourself tell them what to do but not how to do it.




The higher you go as a leader the more it‘s about         2
working with your peers, rather than your subordinates
and superiors.



Scott Eblin describes a system that can help you show 4
up at your best more often.




To move up, leaders need to rely on their team.           2




Scott Eblin introduces ―Executive Presence," a            5
combination of personal, team, and organizational
presence.



Do your own job well, but also understand what other      2
people around you do.




It's important to let your people take risks, even when   2
you're not sure they're right.




The key to consensus is a network of good leaders.        2




Don't be afraid to make a mistake on a person. Passion 5
is important but never on a HR checklist.




Culture change is everyone's job. Keys are good           4
executive leadership and an emphasis on small
strategic wins.
If you don't take risks, you'll never fail, which means   2
you will be mediocre at best.




Shelley surrounds himself with people he coaches and 3
mentors, because it energizes him.




Communicate constantly — why you made the change, 3
why it's good to keep it in place, and what value it
brings.



The biggest change is the people. Now people are          3
available with degrees in supply chain management
and logistics.



Tyco has standards for their suppliers and are            4
measuring their carbon footprint to see how they can
reduce that footprint.



The strategy for the supply chain needs to match the      2
strategy for the company.




Trust is the basis for positive relationships. In business 4
low trust environments are filled with political games,
interpersonal conflict, interdepartmental rivalries, and
hidden agendas.


Identify your key stakeholders and their expectations,    5
including employees, customers, and investors.




Stakeholders drive environmental initiatives with their   4
expectations.




Microsoft has long addressed environmental issues in      2
its various groups.




Microsoft generates environmental impacts through its 6
employees, its products and services, and its partners.




The goal of Unlimited Potential is to meet the            2
computing needs of one billion people by 2015.
To create an environment that's friendly to innovation,   3
decrease the clutter and noise.




Being normal can be a problem for innovation, because null
innovation requires that you get outside the norm.




To retain a customer, make an emotional connection by 2
being honest and authentic.




A slight change in perspective -- a 10-degree turn of     3
the head -- can open up new possibilities.




Prepare for innovation by being clear about your goal,    3
and making relevant knowledge accessible.




Innovative teams require conflict, because conflict       3
provokes innovation.




Steve Lundin provides two examples of how you can         3
use down time to innovate.




Mistakes are bound to happen. Better to learn from        2
them right away.




The capacity to innovate is resident in every human       2
being.




The leader best for innovation is a "cat wrangler."       3




We can be provoked in many ways, but provocation is       2
required for innovation.




You can't fail. You can only learn something              3
fascinating.
When setting a goal, ask how you will know when you        2
have achieved the goal.




Leadership is the transference of emotion. How you         1
walk in the door is how your team will walk out.




For Steve McDermott, his most important value in           3
business is fun.




When you make a presentation, 55 percent of your           5
message is nonverbal. The body language should
match the message.



The four minute rule says you have only four minutes to 2
make a good impression.




Forty percent of people make sense of the world            3
visually, 40 percent kinesthetically, 20 percent through
sound.



Steve McDermott offers four definitions of success. His 2
own is, decide to do what you want to be.




Focusing only on big wins results in different versions    3
of what we already know how to do, on a massive
scale.



How can we innovate in a way that the innovation will      3
be embedded in the native population?




Greening refers to incremental improvement. Beyond         3
greening is about leapfrogging to tomorrow's
sustainable technology.



The Base of the Pyramid Protocol co-imagines new       2
products and businesses with people at the base of the
income pyramid.



Incubate tomorrow's clean technology at the base of        3
the income pyramid and trickle it up to the wealthy.
To find new profitable business opportunities, shatter     3
the myths that conventional wisdom represents.




Our careers, our companies, our relationships, indeed      6
our very lives succeed or fail one conversation at a
time.



Before making any important decision, interrogate          4
reality.




If you don't show up for the real conversation, you will   2
miss the conversations that are essential to your
success.



Be here in this conversation, prepared to be nowhere       3
else.




Confrontation is tough but can be clarifying and result    4
in change.




Don't just trust your instincts. Obey them.                2




There are no trivial comments. Something you said that 3
you can't remember may have emotional
consequences.



Silence can be used in personal relations of all types.    2
Ask, then listen.




A conversation with your spouse about your                 9
relationship is not about the relationship. It IS the
relationship.



Ask, what do I win if I "win" an argument? Is it worth it? 7




Tim Sanders describes the value of compassion in           2
leadership practices.
What to do with an email account when someone              4
leaves the company.




Chose or buy an email address that is easy to              4
remember.




Review related email messages prior to a meeting.     2
Also, read some messages out loud to audit your email
etiquette.



Copy your email database onto your portable devices,       3
so you'll have it when you need it, wherever you are.




Keep business and personal messages separate, using 4
separate accounts.




Download your email using a local program such as          3
Microsoft Outlook or Apple's Entourage.




Tim Sanders provides several tips to protecting            4
yourself against germs and thieves.




Back up your email database both locally and               3
somewhere else.




Your email database contains 20 times more contact         2
information than your contact file.




File email messages in folders. The average person         4
has seven; Tim Sanders has 40.




Set your preferences to turn off all notifications. Then   5
check your email three times a day only.




Tim Sanders offers suggestions for avoiding spam.          4
Email programs are basically text files that fill up and 4
make the program run slower. Archive and back up the
archives.



Tim Sanders identifies key characteristics of Emotional 2
Intelligence.




We can start to be green at work on paper. We print,     3
then think, not the reverse.




Use only recycled paper, cut back on printing, set the   4
printer to duplex, reuse paper, then recycle.




Tim describes five ways you can help to reduce paper     4
consumption in the workplace.




Tim Sanders discusses how true innovation also           2
means execution of the ideas.




Tim Sanders on managing expectations.                    3




Tim Sanders describes how to multiply value in three     3
ways.




Tim Sanders explains the importance of reading to        2
leading.




An introduction to the Dirty Dozen Rules of Email        3
Management




Tim Sanders talks about selling with significance.       2




Scarcity thinking is a disease that will ruin any group.  4
Tim will help you get over the disease by the end of this
series.
Symptoms of scarcity start with your thoughts, then        6
spread to your words and actions, and end with fear.




The abundance mentality comes from a sense of              6
confidence that there is enough to go around.




Discourage "chicken-little" thinking, encourage            5
collaboration, and thank a rival for a contribution.




Tim Sanders talks about the importance of an               2
employer's brand as a promise to its employees.




A culture that is friendly to ideas is a prerequisite to   2
innovation.




Great companies focus on the verbs, not just the nouns 1
— the experiences during the entire customer life-
cycle.



Treat your employees' physical space as strategic.         2
Apple, Pixar and Google provide creative spaces; you
can, too.



When someone "rings your doorbell" give that person        3
something of value while they're waiting.




A hurdler is a street-savvy person with a combination of 2
optimism and perseverance. A hurdler can anticipate
obstacles and overcome them.



Find the cross pollinators on your team - members who 3
are half student, half teacher. Ask them to share what
they learn.



Be a director, not a boss. A director doesn‘t appears on 1
camera or on the stage. A director works behind the
scenes to find and bring out the best in everyone else.



Team members should have common values but                 2
different perspectives.
Management has a short-term focus. Leaders see the 4
future; their role is to organize and execute towards that
future. They lead ahead.



You don't lead groups; you lead individuals. Tom Kelly    4
describes three ways to build trust with individuals on
your team.



Tom Kelly describes eight characteristics of great        4
leaders.




Know what your strength is. Put yourself in positions     2
where your strength is the most important part of the
job.



The essence of corporate social responsibility is being   4
a good member of the community.




We can become excellent by committing never to do         4
anything that is not excellent -- one minute at a time.




Put the customer second by putting the people who         3
serve the customer first.




The soft stuff is the numbers and the plan. The hard      3
stuff is passion, energy, values, character, and
enthusiasm.



Politics is about how we work together, compromise,       2
and get things done. Life is politics.




Leadership is about helping people to grow -- to go       4
beyond where they believe they can go.




If you hope to get things done you must be a              3
salesperson 24 hours day.




Leaders at Deloitte deploy their work, develop            1
themselves, and connect with people who can help
them
To navigate change successfully, make knowledge,        2
cultural, and emotional connections with employees.




Only 3% of the U.S. population have the motivation and 5
influence to be successful in sales.




Be clear about your expectations for your employees.    3
Recognize and encourage their strengths.




Use the thinking mind to program the primitive brain to 3
establish positive rituals — highly specific behaviors
that occur at precise times. A ritual has been
established when you don‘t have to push yourself to
perform it.

Positive emotions drive high performance but optimism 4
isn‘t enough. Tony Swartz recommends that optimism
be tempered with realism. Be optimistic about the
future but realistic about what is happening now —
realistic optimism.

How do we invest more in our people, so they can bring 3
more of themselves to work? There are four
components: physical energy, emotional energy,
mental energy, and spiritual energy.


Tony Schwartz talks about the importance of managing 3
energy, not time.




A commitment to change often competes with other      4
commitments, with the result that nothing changes. To
move forward, test the assumption that something bad
will happen if you do change.


Nothing motivates more than the belief that what you    3
are doing truly matters - serves a greater good.




To perform at your best, oscillate between full         6
engagement and complete disengagement.




The time it takes to complete a task is increased by    4
about 30 percent when you allow interruptions like
phone calls and e-mails. The more you are fully
focused on a task the more quickly and more
thoroughly you complete that task.

The real value proposition is infusing value in other   4
people.
More time at work doesn't mean higher performance.         4




Buyers are looking for a difference, value, and low risk. 4
The buyer must also like you and feel comfortable with
you.



People don't achieve goals because they don't write        6
them down, plan, commit, and make goals that are
achievable.



To find out who the real decision-maker is start with the 4
biggest boss, such as the owner or CEO.




When the customer asks about price, he's saying, "I        6
want to buy from you."




You will earn more and beat your competition if you   9
learn more and try more, and work harder than you are
now.



Customer loyalty is earned through friendliness,        3
responsiveness, ease of doing business, fair value, and
a good feeling when they interact with you.



If you are the best at something, you will think of        4
yourself as "best."




Adding value to earn a sale is too late. Put value first   4




Mistakes include getting into sales for the money, a        5
poor attitude, and trying to sell instead of getting people
to buy.



To make sales ask smart, engaging, emotional, friendly 5
questions. Two "killer" questions are given as
examples.



Reputation is tied to success. If you are well known and 3
respected, your position will be more powerful.
Sales "systems" are manipulative and rigid. Develop          6
your own strategy based on your own sales
philosophy.



You need loyal customers who refer others to you and         3
give testimonials. Focus on relationships, not doubling
sales.



Getting the order is easy; getting the reorder is the        3
measure of who you are as a business and a
salesperson.



Jeffrey Gitomer offers 10.5 techniques for getting past      4
the gatekeeper.




A stall is, "I want to think about this." An objection is,   4
"Your price is too high." Both indicate interest.




Sales means hard work, preparation, engagement,              4
getting a commitment, and earning the sale, reorder,
referral, and testimonial.



Call a customer you lost, find the real reasons, and fix     4
them. Then tell that customer you fixed the problem
and earn their business back.



Careful hiring, constant communication, lots of training, 19
and hard work are the key elements that contribute to
the success of The Container Store.



Tom Peters shows how Ellie Mae re-designed the               7
mortgage industry through their fearless use of
technology and their innovative approach to change.



Sample Red Flags include dilution of options                 2
investigations and lawsuits, unequal voting rights, and
board independence issues.



The program talks about ways companies can reduce            2
compliance costs, working ahead of the auditor, and
understanding and confirming which controls are key.



Evaluate and apply risk processes based on best              2
practices. Describe risk processes at a common level.
The program relates risk assessment to CEO, CFO and 3
Audit Committee, the risk universe, risk coverage
maps, and outside assistance.



The program describes the Big Bang and Phase                2
approaches to risk identification, and three common
pitfalls.



Selling with Passion will motivate your sales people --     24
and more importantly, it will give your salespeople a
solid foundation to succeed.



Ask Fern Bratten , and she'll tell you, "sales can be as    24
easy as 1,2,3 and 4."




In this program, Fern Bratten shows how to use humor, 20
great examples, and concrete tools to close the sale.




The program describes the requirements of the               3
Sarbanes-Oxley Act and recommends best practices.




Tom Peters lays out 25 tenets that will teach you how       14
to present, praise, and promote your product.




Peter Senge illuminates the role of learning in           26
organizational change and helps us understand ways to
get beyond barriers to learning, and dispels the illusion
that leaders can spearhead organizational change
without being ready to change themselves.

Peter Senge speaks in plain, straight-to-the-point          25
language about crucial leadership issues facing all
organizations as they work to create the results they
really care about.


This program gives participants "empowerment skills"        120
to offset difficult situations and dissolve barriers to
excellent interpersonal relations for internal as well as
external customers and colleagues.


The program identifies six lessons learned and              2
references a source for many more.




"Still Talkin' Diversity" presents vignettes of sensitive 21
workplace diversity issues that are frequently ignored --
women as bosses, men and gender roles, bigots and
backlash, disabled persons, age issues, and sexual
orientation.
The best ways to use your intellectual capital and that   120
of your work group.




Michael Treacy believes that all organizations have the 90
capacity to double their growth and will share a
comprehensive strategy for achieving double-digit
growth in any business under all market conditions.


Chip Heath will explain why some ideas thrive while       90
others die. Learn how to create messages that will
resonate with your teams and how to communicate
ideas that will stick.


How to reduce stress through laughter while learning      37
how to "lighten up."




Learn how to prepare for an Indianapolis 500 Race with 41
the Rahal/Letterman Team.




Tom Peters is a talent fanatic and in this must-have 26
program he presents ten lessons that will turn your
company into an energetic, humming, happening talent
magnet.


―Teams That Work‖ shows how to move beyond pitfalls 6
that can disable team performance and points the way
toward a new team synergy based on openness,
dialogue, and the value of diversity.


Operational risk should focus on the anatomy of low-      4
frequency, high-value loss events.




Dan Ariely discusses why people do not behave in          90
rational ways and how forces shape our decision-
making and reasoning abilities.



Michael Raynor will share his thinking on the way out of 90
the strategy paradox and how to break the tradeoff
between commitment and uncertainty to achieve
results that have historically been reserved for the
lucky few, while reducing levels of risk.

Learn the five secrets of the world's fastest, most     90
productive and best performing companies, the traits of
authentic stewardship, and how to get everyone to think
and act like owners.


Erik Weihenmayer, the first blind man to reach the        90
summit of Mount Everest, discusses what it means to
shatter expectations and the importance of having a
vision.
This program teaches managers and supervisors how          34
to deal with the low employee morale and lack of trust
that exist in almost all organizations after significant
change.


Tom Peters presents five concrete steps to differentiate 50
yourself from the competition.




The program describes several roles that treasury          2
plays.




This program takes a humorous and entertaining look 120
at turf battles between professional groups, and how to
bridge the gaps.



True North offers an opportunity for anyone to             90
transform their leadership path and become the
authentic leader they were born to be.



Tom Peters shows how one organization turned the job 18
of teaching kids about health into something
revolutionary. You will see how people came up with
innovative ideas, tested their ideas, and brought them
to reality.

By using selected clips from the classic movie, Dr.        25
Margaret Wheatley presents examples of a team
fighting its way to success.



Clem Sunter identifies seven attributes and one rule       28
that are key to surviving in and ultimately winning the
world class race.



Keith Ferrazzi focuses on the necessity of forming even 90
deeper bonds with key people who can act as career
counselors and advisors to provide candid feedback to
guide our day-to-day actions and long-term goals.


With so much training focused narrowly on the            18
question, "Is this harassment?" we tend to lose sight of
the desired goal — a respectful workplace.



Ken Blanchard, takes viewers along with Dorothy and 18
her companions as they pursue a shared objective. He
shows how Dorothy draws on her inner resources,
builds a team, delegates tasks, and empowers others
to take risks imaginatively and creatively.

								
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