Saturday, January 21, 2012

Moral Intelligence 2.0: Enhancing Business Performance And Leadership Success In Turbulent Times By Doug Lennick, Fred Kiel

Moral Intelligence 2.0: Enhancing Business Performance and Leadership Success in Turbulent Times

Moral Intelligence 2.0: Enhancing Business Performance And Leadership Success In Turbulent Times By Doug Lennick, Fred Kiel

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This is the eBook version of the printed book.

The best-performing companies have leaders who actively apply moral values to achieve enduring personal and organizational success. Lennick and Kiel extensively identify the moral components at the heart of the recent financial crisis, and illuminate the monetary and human costs of failed moral leadership in global finance, business and government. The authors begin by systematically defining the principles of moral intelligence and the behavioral competencies associated with them. Next, they demonstrate why sustainable optimal performance–on both an individual and organizational level–requires the development and application of superior moral and emotional competencies. Using many new examples and real case studies and new interviews with key business leaders, they identify connections between moral intelligence and higher levels of trust, engagement, retention, and innovation. Readers will find specific guidance on moral leadership in both large organizations and entrepreneurial ventures, as well as a new, practical, step-by-step plan for measuring and strengthening every component of moral intelligence–from integrity and responsibility to compassion and forgiveness. The authors also provide practical ways for readers to develop their own moral and emotional competencies.

Product Details
  • Amazon Sales Rank: #179181 in eBooks
  • Published on: 2011-04-05
  • Released on: 2011-04-05
  • Format: Kindle eBook
  • Number of items: 1
Editorial Reviews

From the Back Cover

"Organizations without strong values will not survive the test of time. Moral Intelligence 2.0 offers a timeless message that is particularly timely in light of the recent financial crisis. Read it. Apply it. It makes sense."

Jim Cracchiolo, Chairman and CEO, Ameriprise Financial


"This is a critically important book at a critical time in the history of U.S. financial markets."

John Taft, CEO, RBC Wealth Management and Chairman, Securities and Financial Markets Association


"The authors demonstrate that business success should be built on the bedrock of moral values. They clearly identify the need to foster these moral skills in future generations of leaders."

Jeff Ettinger, CEO, Hormel Foods Corporation


"Leaders who gain their employees' confidence through moral leadership will achieve greater commitment, productivity, and sustained performance. This book helps you identify such leaders and build a culture of moral competence in your organization."

David E. Pylipow, EVP and Chief Human Resources Officer, SuperValu, Inc.


"I highly recommend this book to my students and strongly believe it is essential reading for any business executive."

Shane Dikolli, Ph.D. CPA, Associate Professor, The Fuqua School of Business, Duke University


"Lennick and Kiel bring brilliant clarity to the potential market disruption caused by applying sophisticated analytic approaches without the filter of strong moral codes."

Mark B. Gorman, CEO and Founder, The Gorman Group Insurance Consultancy


"The world of business would be vastly improved if Moral Intelligence became required reading."

Daniel Goleman, Author of Emotional Intelligence


Great companies have leaders who actively apply moral values to achieve enduring success. Conversely, companies with amoral or dishonorable leaders fail–and, in the recent financial crisis, they nearly took down the world economy with them. Moral Intelligence 2.0 identifies the values that matter most, demonstrates their links to success, shows how to apply them as leaders, and helps you build companies that embody them.


Using new examples, case studies, and interviews with key business leaders, the authors show how greater moral intelligence can drive higher levels of trust, engagement, retention, and innovation. Readers will find specific, expert guidance on moral leadership in both large organizations and entrepreneurial ventures. This edition also introduces a practical, step-by-step plan for strengthening all four core elements of moral intelligence: integrity, responsibility, compassion, and forgiveness.


Quantifying the business value of high moral intelligence

...and the multiple costs of moral failure


Applying moral values when it's toughest–and matters most

Four steps toward the right decision: recognize, reflect, reframe, and respond


Becoming a more effective moral leader

Improving your personal Moral Positioning System–and using it to lead

About the Author

Doug Lennick

Doug's career as an executive, a sales manager, and a developer of people is legendary. Today, in addition to his work as CEO and founding member of the Lennick Aberman Group, Doug continues to work directly with Jim Cracchiolo, CEO of Ameriprise Financial, formerly American Express Financial Advisors. Although no longer full time, Doug retains the title of EVP at Ameriprise Financial. As a senior advisor to Jim, Doug's focus is on workforce culture and performance. As a leader, a coach, and a mentor, Doug has taught thousands how to be successful in both their personal and professional lives.


Doug is a graduate of the University of Minnesota, Morris, with a degree in business management.


In the early 1990s, Doug was one of two (the other being Jim Mitchell) senior managers at American Express responsible for championing, developing, and implementing the Emotional Competence training program that was recognized by the Consortium for Research on Emotional Intelligence in Organizations as a model program. Doug's work and American Express's Emotional Competence program were recognized in Daniel Goleman's Working with Emotional Intelligence and in Educating People to Be Emotionally Intelligent, edited by Rueven Bar-On, J.G. Maree, and Maurice Jesse Elias, and in Tony Schwartz' Fortune magazine article on the same topic. In The Power of Purpose, Richard Leider referred to Doug as the "spiritual leader" of the company.


Doug lives in Edina, Minnesota, with his wife, Beth Ann. Their youngest daughter, Joan, attends graduate school at St. Mary's University in Minneapolis and has an undergraduate degree from Stonehill College in Easton, Massachusetts. Their oldest daughter, Mary, has an undergraduate degree from the University of Minnesota and is a graduate student at Augsburg College in Minneapolis. Doug's son Alan is an actor and a manager/financial advisor for Ameriprise Financial and is living in Minneapolis with his teacher/actor wife Sari, and their son, Dylan.


Fred Kiel, Ph.D.

One of the pioneers in the field of executive coaching, Fred began challenging senior executives in the mid-1970s to improve their leadership skills. Trained as a Ph.D. counseling psychologist, he left the private practice world in the mid-1980s and has since devoted his full-time career as an advisor to CEOs and senior leaders in large organizations. In the late 1980s he co-founded KRW International, one of the durable and highly respected "boutique" firms in this space. He is also the founder and executive director of the KRW Research Institute, which is conducting research on the hidden beliefs and biases CEOs hold in their heads and hearts. These findings will be reported in a book scheduled for publication in 2012 and currently titled, What CEOs Believe and How It Impacts the Bottom Line.


Fred lives on his organic farm in Southeastern Minnesota, in the midst of cold running trout streams and Amish farms, along with his wife, Sandy. Sandy is the innkeeper for the Inn at Sacred Clay Farm–their country inn bed and breakfast with five luxury guest rooms and meeting space for small groups.


Kathy Jordan, Ph.D.

Kathy was the collaborating writer with Doug Lennick and Fred Kiel for the first hardback and paperback editions of Moral Intelligence, and with Doug Lennick for his book Financial Intelligence: How to Make Smart Values-Based Decisions with your Money and Your Life. She is also co-author of Becoming a Life Change Artist: 7 Creative Skills to Reinvent Yourself at Any Stage of Life.


Kathy has a Ph.D. in counseling and human systems from Florida State University. After working for large organizations (AT&T Bell Laboratories and later Harvard Business School Publishing Corporation), she has flourished as an independent coach, consultant, and writer. Kathy lives in Saint Augustine, Florida, and Colorado Springs, Colorado, where she enjoys family time with her daughter Erin, son-in-law Doug, and granddaughter, Mackenzie Kathleen.


Customer Reviews

Most helpful customer reviews

1 of 1 people found the following review helpful.
5Important Message for the Workplace
By A. Doug Floyd
Having worked in corporate and entrepreneurial settings for the last 20 years, I can say this needs to be read and heeded. There are so many business books on the latest technology, the latest marketing tricks, the latest social media solutions, and so on. Every time I go to conferences, I come back with a stack of these type books, but there is a vacuum of books on moral leadership.

Again and again, I've seen cutthroat behaviors between VPs that have damaged the business while they tried to increase their power and money. I can think all the way back to college, when the manager expected the staff to knowingly violate company policy and injure customers, so that the numbers would look better.

The absence of moral intelligence may deliver short term gains, but sacrifices long-term viability of the people and the business. The themes highlighted in Moral Intelligence 2.0 such as Integrity, Responsibility, Compassion & Forgiveness, Emotions and Making Moral Decisions can help leaders become better leaders. In Chris Anderson's language, moral intelligence is long tail thinking. It really does pay dividends in more ways than one.

I am glad to see James Stock adding a word of praise to this book. His book Serve to Lead is another must read in this area. Serve to Lead®--Your Transformational 21st Century Leadership System

2 of 3 people found the following review helpful.
3In a perfect world, morals and ethics would rule. But alas...
By K. McAllister
I LOVE the purpose and slant of this book. I love the idea that good people=good morality=good choices=good business (and ultimate success).

The books is full of great examples of this cycle of positive morals bring success, and how unethical behavior brings failure. It is motivational, and makes you believe in a perfect world.


Is this a perfect world? I see far too many people out there in the real world who play dirty, stab their friends in the back, are dishonest and untrustworthy becoming very successful. People who sell out--letting go of their families, their friends, and those morals that they once held true in order to make another buck or to get another step increase at work.

I do see that some companies fail due to unethical behavior--and certainly these principles would have helped them. I have seen some GREAT companies become greater because of ethical and moral goodness.

I have seen management techniques that are caring and moral--and those management techniques do lend themselves to a happier and more willing workforce. So, the ideas in this book are magnificent, albeit somewhat Utopian.

I have also seen some managers who implement these practices but still sell out their families in their quest for business success...ultimately making their entire "self" centered on their job...and ultimately making that person as immoral relationship wise as the bad business examples are business wise.

So, while I love the ideas in this book--I love the teachings, the examples, the guidance, self tests and tips--I find it somewhat of a fantasy. If only success and failure were hinged solely on the moral compass of a businessman...

0 of 0 people found the following review helpful.
5Important focus in today's world
By Jane Rosenthal
I found the stories in the book instructive and interesting. I can see why some reviewers felt that it was repetitive, but I actually liked how the authors gave several examples to illustrate their points. The book and the stories are very corporate, but I was able to see their ideas more broadly into all aspects of life because it does come down to doing the right thing and holding true to values. Overall, I like the tone and lessons in the book and feel that moral education is largely ignored today and the book offers nice insights of first steps.

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The High Cost Of Sales Team Turnover

Even during a time of high unemployment, top salespeople are always in demand, and their skills are easily portable from one sales environment to the next. Losing them to a higher bidder or a more lucrative sales opportunity is too easy to be taken lightly.

The cost of hiring a new employee for any position is significant, whether an employee is fired or laid off or leaves voluntarily. The many formulas that calculate such costs vary widely, but can range upward of 200 percent of an employee's annual salary. That includes not only the obvious tangible costs of severance pay, vacation accrual, and job advertising and recruiting fees, but also indirect costs such as the staff time needed for paperwork, recruiting, resume reviews and interviews, and then new-hire orientation and training. Other hard to quantify costs can include customer dissatisfaction, poor employee morale and loss of revenue during transitions.

Let's assume the average salary in a given company is $50,000 per year. If the cost of turnover is 150 percent of salary, then the cost would be $75,000 per departing employee. For a company of 100 employees with a 10 percent annual rate of turnover, the annual cost of turnover would be an estimated $750,000.

Once you realize what it's costing, in both dollars and people assets, you'll want to seriously consider how to reduce your turnover rate. A first step for reducing turnover is understanding your turnover numbers and issues. Start by answering these four questions.

  1. What is your year-over-year average turnover rate?
  2. Can you tie significant changes in the rate to the workplace's physical environment?
  3. What is your turnover rate compared to your competition?
  4. Are there times during the year when people leave more frequently?

Answering these questions will help you to begin to understand some aspects of turnover within your sales force and you can start to find ways to reduce turnover in your organization.

Another important knowledge-gathering step is to conduct exit interviews and ask why your salespeople leave. While it can be difficult to get candid answers -- employees often realize there's nothing to be gained by saying anything negative -- asking exiting employees to rate factors on a scale of 1 to 5 can point to the problems in a more objective and equally productive manner. You can ask them, for example, to rate the level of sales support, management support, fairness of sales goals and fairness of compensation. Design your questions to determine whether you are creating an environment that salespeople can thrive in.

If you find those leaving feel that sales quotas are unattainable, that they can't live on their compensation between sales, or that they simply think they can make more money someplace else, you'll have a better understanding of what you can do to change the environment.

A great deal of employee turnover can be attributed to mistakes made during the hiring process. The problem lies in the employee selection process. Simply put, when you hire people for the wrong job, they leave.
There are hiring practices you can implement that will help reduce your turnover and increase retention of your best people. Here are a few:

  1. Make attracting high-performers part of your ongoing business practices so you are always "hire ready."
  2. Define your hiring criteria, including the job description, so that you hire the right people for the job.
  3. Learn how to screen resumes for top performers.
  4. Give your hiring managers the skills they need to do the job right.
  5. Gather the right kind of data to ensure your candidates have the requisite skills.
  6. Create a consistent and thorough interview and selection process.
  7. Hire salespeople by looking at three areas: experience, technical skills, and communication skills and problem-solving skills.

Too often hiring managers glean valuable insights into employee preferences, strengths and weaknesses during the hiring process and then fail to use the information as a resource to help develop and retain the employee. So rather than focusing exclusively on hiring, you should also begin to think about how to develop sales staff immediately. All that you learn during hiring can be used to continually improve the job-person fit.

Creating a development plan for your salespeople helps show them what they can do to grow and develop, to advance, to become more valued, and to be more satisfied in their work. Development plans also point out what kind of support and assistance they will need to get where they are going faster.

You and your employee will work on the development plan together, but the more involved the employee is in determining the areas to work on, the more committed that individual will be to accomplishing the goals. The objective is to create an environment that encourages continuing feedback from managers, which will help employees advance more quickly, achieve more, avoid unnecessary problems and setbacks -- and stay with your company.

The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent Katherine Graham-Leviss is the founder of XB Consulting, an executive coaching and business consulting firm based in Rhode Island. She is a keynote speaker and author of The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent, published by Entrepreneur Press.

Thanks to Katherine Graham-Leviss / Entrepreneur / Entrepreneur Media, Inc.

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Cultural Intelligence: A Guide To Working With People From Other Cultures By Brooks Peterson

Cultural Intelligence: A Guide to Working with People from Other Cultures

Cultural Intelligence: A Guide To Working With People From Other Cultures By Brooks Peterson

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Increase your cultural intelligence and sharpen your business acumen at the same time! Whether traveling abroad or working at home, businesspeople routinely face the challenge of understanding cultures different from their own. When misunderstandings arise, relationships can suffer. The good news is that cultivating cultural intelligence is a skill that can be learned, and Brooks Peterson can tell you how!Packed with dozens of engaging case studies and illustrations, Cultural Intelligence: A Guide to Working with People from Other Cultures is the perfect antidote for cross-cultural differences. Dr. Peterson defines what cultural intelligence is and explores the skills and characteristics required to work effectively with international clients, customers and business partners. Using a set of twenty business-oriented dimensions, Cultural Intelligence helps readers to define their own cultural style in six vital areas: management, strategy, planning, personnel communication and reasoning.

With a higher cultural IQ, you can strengthen workplace communication, build solid business relationships and improve your organization's bottom line.A very easy-to-read guide for companies or individuals looking to improve their business cultural awareness. I have recommended it to everyone I work with, especially my boss!* -Adriana Alfaro Zierten, Senior Program Manager Microsoft Corp. *A personal opinion only; it does not represent the opinion of Microsoft Corporation A unique, highly practical, easy-to-read, day-to-day manual [to help] understand and handle cultural differences. It is useful for everyday business interactions with people from all over the world. A must have book for the businessperson's library, Cultural Intelligence can help you break through and succeed in today's competitive global arena. -Augusto Franco, Brand Manager, Andean Region Unilever Best foods Cultural Intelligence is a must read for all HR professionals (and the clients we support!).

The author offers a refreshing departure from traditional discussions of diversity and presents the business case for understanding and building culture intelligence. -Raelyn Trende, Sr. Human Resources Representative Target Corporation This book contains much-needed practical material and relevant advice for the professional in today's global environment. Written in clear and easy-to-understand language, it's the most approachable culture book I've read. -Angela Qin Zhang, Regional Sales Manager, Asia Pacific, Archer Daniels Midland Company Cultural Intelligence is advanced life support for anyone to succeed in today's society. It is well written, with creative illustrations, and should be a must-read for anyone in the healthcare profession. -Felix Ankel, M.D., Residency Director, Emergency Medicine Regions Hospital, St. Paul, MN Assistant Professor of Emergency Medicine One of the strengths of Cultural Intelligence is its easy-to-read style. Brooks Peterson manages to explain to a newcomer to intercultural communication theory or practice what the concept of culture means, why it is important, what to pay attention to in intercultural interaction and, most importantly, how to improve one's cultural intelligence.-Markus Haag, Editor, dialog ReviewsContentsAcknowledgmentsIntroduction1 What is Culture2 The Importance of Culture in Daily Work and Life3 What is Cultural Intelligence?4 Applying Cultural Intelligence in Daily Work and Life5 Knowing Your Cultural Style6 Increasing Your Cultural Intelligence Afterword Appendix Recommended Readings About the Author

Product Details
  • Amazon Sales Rank: #26015 in Books
  • Published on: 2004-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .74" h x 6.98" w x 9.04" l, .79 pounds
  • Binding: Paperback
  • 250 pages
Editorial Reviews

....An accessible, fascinating book, packed with useful, useable advice that no one who works internationally should ignore. -- IGM Notepad, Summer 2004

Basic tenent on learned cultural intelligence is summarized well. Thoughtful tools and useful chapter on using your own language better. -- Edge Magazine, November, 2004

About the Author
Brooks Peterson is founder and president of Across Cultures Inc., an international consulting firm serving global leaders. An experienced cross-cultural trainer, researcher and graduate-level educator, he has lived and traveled extensively around the world and now lives and works in Minneapolis. For more information, visit his website at He is also the creator of a variety of instruments and resources for internationally-focused businesspeople, including the widely used Peterson Cultural Style IndicatorT, available online.

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30 of 30 people found the following review helpful.
5Cultural Intelligence
By Rhoda P. Erhardt
Cultural issues are not a new topic, but this book is so well written that it quickly becomes an interesting read and valuable learning tool for almost all of us, because of the world we live in, now and in the future. The author begins by explaining the importance of cultural intelligence for many of our business and personal interactions (with people from other ethnic groups at home and around the world), then listing what to expect (how the book is organized and why), and finally presenting a wealth of information about the topic (with vivid examples of how to apply it to our daily lives). Those examples are a clear indication that the author has accumulated his knowledge through wide reading, a variety of teaching contexts, and comprehensive practical experience in the field. The book identifies common cross-cultural dilemmas and offers practical solutions by outlining primary principles as a foundation for decision-making and describing how individual differences must be considered. The use of continuums throughout the book, and in the tool The Peterson Cultural Style Indicator, ensures that the reader understands and effectively uses the concept of Gray, versus Black and White, in human relationships. A good summary is the equation presented of Cultural Intelligence: Knowledge about Cultures + Awareness (of self and others) + Specific Skills (behaviors).

24 of 25 people found the following review helpful.
By Rolf Dobelli
Imagine a guidebook that helps you navigate the uncharted lands of strange cultures or, at least, cultures that seem strange to you. Author Brooks Peterson is less concerned with social advice than he is with explaining how to manage broad cultural differences and avoid cultural egocentrism. While he soundly reviews measures of cultural differences, such as cultural scales, he avoids delving into complex, abstract theories with little practical application. His clearly written book treats all cultures objectively, covering broad tendencies without venturing into cultural generalities. He alerts you to the nuances of other cultures and your own. We strongly recommend this book to anyone who interacts with the values of other cultures on a regular basis - and, these days, that's just about everybody.

9 of 9 people found the following review helpful.
2"Culture for Dummies"
By Tamara
I am a professor of cross-cultural communication and have used this book for two semesters. The reason why I use it is because it has nice pictures, very simple English and graphs to help explain the issues of culture and I teach in English to ESL students. I give it to them as a "break" from the other heavier readings that we cover. The very sad part about this book is that when one knows the field, it is difficult to read someone talking about ideas that come from others and to not cite anyone, not anyone. Peterson does not even include a bibliography. To me, this is a serious lack of respect to those that have come before him in the field.

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Create A World That Works: Tools For Personal And Global Transformation By Alan Seale

Create a World That Works: Tools for Personal and Global Transformation

Create A World That Works: Tools For Personal And Global Transformation By Alan Seale

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The tumultuous times we live in require new kinds of leaders who must be able to tap into the greater potential of any situation or circumstance, and partner with that potential for extraordinary results. Inspirational speaker and leadership coach Alan Seale offers the tools each of us can use to make a significant difference in a changing world.

Seale offers a new leadership paradigm that can carry us into a sustainable future and supports the greater good. Grounded in the convergence of ancient wisdom teachings, evolutionary consciousness, universal spirituality concepts, and the basic principles of quantum physics, he shows how to partner with the universal laws of energy to create a "Transformational Presence" by:

* Engaging your intuition

* Making choice and opportunity your habitual approach to life

* Clarifying and manifesting your potential

* Identifying and claiming the gifts you are here to share

* Stepping fully into your gifts and supporting others to do the same

And so we begin to tap into the greatest potential of ourselves, our families, our communities, companies, countries, and even our world, and have the courage to act on that potential for the greater good of all.

Product Details
  • Amazon Sales Rank: #170962 in Books
  • Published on: 2011-05-01
  • Original language: English
  • Number of items: 1
  • Dimensions: .90" h x 5.50" w x 8.40" l, .75 pounds
  • Binding: Paperback
  • 256 pages
Editorial Reviews

"Ripple effect. This is what Create a World That Works is all about: moving from the deeply personal awareness and presence to the powerful impact I create around me, inspiring others to do and be the same. If Alan Seale can live it, so can I. And so can everyone else. This is the way we create a world that works. Simply. Beginning right now. This book shows you how." --Tine Gaihede, director, European Leadership, Copenhagen

"In Create a World That Works, Alan Seale helps us understand not only the importance of how we show up in the world, but also shows us how to discover and embody a personal presence that encourages transformation in the world. He masterfully weaves together ancient wisdom teachings with quantum science and offers clear, practical, and immediately applicable tools and models for doing transformational work. Underlying all of what he is saying is the deep belief of our interconnectedness. As we long for our personal transformation, we also participate in the transformation of a larger whole. This is a must-read book for leaders, coaches, and anyone called to make a difference in today's world." --Marita Fridjhon, ORSCC, MSW, PCC, CPCC, co-founder and CEO of CRR Global

"Seale weaves together the co-creative principles governing human culture in ways that will alter how you embody and express the evolutionary intelligence within yourself and the Universe. Few are the guides to this terrain who possess the intuition, compassion, and brilliance for activating the developmental potential of the human spirit." -Michael Bernard Beckwith, author of Spiritual Liberation: Fulfilling Your Soul's Potential

"The Chinese called the wish,'may you live in interesting times,' a curse, for it means transformation and transformation means danger. But the Chinese also knew that transformation is a crisis that is a danger as well as an opportunity. We need to learn that the crisis of the world is the opportunity for personal transformation. For only a transformed person can seize the opportunity offered by today's crisis. Create a World That Works shows how you and I, every one of us, can transform to be the architects of the world we can now create. Read it, and be the change we all need in the world." -Ervin Laszlo, author of WorldShift 2012: Making Green Business, New Politics & Higher Consciousness Work Together

"It's time isn't it? Time to create a world that really works. Alan Seale's new book is a deep, rich vehicle to do just that. It overflows with wisdom and gives you a roadmap so you can have heaven, here, now, on our earth. Enrich yourself and the world by reading it and then telling those who share your dream, your longing, for a world that works. This book will take you deeper into yourself and more powerfully out in the world through your service and contribution. Create a World That Works is destined to be a reference book for decades to come." -Martin Rutte, co-author of Chicken Soup for the Soul at Work, founder of Project Heaven on Earth

"Did you ever wonder if there was a book written which could help you determine how best to live your life to the fullest? Did you hope it would consider the deep longings of your soul, and your desire to make a difference in the world through service in the process of discovery of Self? If so, Create a World That Works is the book you must read, work and play with. Doors to a fuller life will open to you that you never imagined existed, and your life will become the blessing to the world it was designed to be." -Rev. Sally Hamlin, Minister, First Universalist Church of Rochester, NY

"Compelling, inspirational and concisely presented! Alan Seale has done a fabulous job of providing a powerful roadmap for those who are serious about living the transformative life. This book is not for enlightenment wannabes but for those who are committed to living more conscious lives. I plan to keep it handy and refer to it from time to time, and will be recommending it to many friends and colleagues. This book is a major addition to the global library for transformational living." -John Renesch, global futurist, author of Getting to the Better Future: A Matter of Conscious Choosing

"Create a World That Works is a masterful blending of scientific knowledge, spiritual wisdom and practical tools that takes the reader on a step-by-step journey of self-discovery on how to realize their greatest potential expression. Delivered with humility, clarity and boldness, it is a timely contribution of hope and possibility for a world in transition. Its genius is in laying out a universal guide that can be applied across a variety of settings--in families, schools, communities, businesses, governments and beyond." --Philip M. Hellmich, Senior Officer, Strategic Philanthropy Search for Common Ground

"Create a World That Works creates a new paradigm for leadership and service. It not only opens the door to new approaches to thinking and action-it shows us how! Alan Seale brilliantly brings together ancient wisdom with quantum understanding for practical application in daily life and leadership. Step by step, he unfolds the anatomy of transformation and shows us how to develop a personal presence that is transformational in service of a greater good. This book is a game-changer for leaders, coaches, visionaries, and anyone who wants to make a difference." -Patricia Aburdene, author of Megatrends 2010

"Alan Seale's unique ability to combine ancient wisdom with modern knowledge and experience makes him a master at building bridges of understanding and action. In this new book, he gives coaches and leaders the practical and powerful skills and tools they need to create a world that works. He is truly one of the leading visionaries in coaching, leadership, and global transformation." -Anna Lena Smith, Director of Training, CoachWalk Academy, Malmö, Sweden

"In Create a World That Works, Alan Seale shows us that creating an authentic relationship with ourselves gives us a powerful relationship with the world--a relationship in which we have a say in how life will go. This is a relationship that is beyond what the past indicates is possible. Alan's subtitle promises tools for transformation. What he provides is an approach to transformation that scales from personal to global." --Mel Toomey, LHD, founder, Center for Leadership Studies, scholar in residence at the Graduate Institute

"Most models for leadership describe how a leader can have an impact on an organization. Most models for change assume a leader with a visionary plan and measurable, communicable goals. Real leaders today, however, realize that by the time the plan is put into action, the needs of the organization have already moved on. Leaders find themselves chasing the very change they are supposed to be leading. In Create a World That Works, Alan Seale proposes a model for transformational leadership--indeed for all human initiative!--that works instead by co-creating the change that wants to happen. Instead of planning to meet today's changes with yesterday's information, leaders will find themselves working backward from tomorrow's potential to what needs to happen today in order to get there. I cannot emphasize enough the power of Seale's invitation to leaders to be the transformational presence they plan on." Rev. Peter Heinrichs, United Church of Christ minister

About the Author
Alan Seale is an award-winning author, inspirational speaker, leadership and transformation coach, and founder and director of the Center for Transformational Presence. He is the author of Intuitive Living: A Sacred Path and Soul Mission/Life Vision. He has served on the faculties of Kraal Center for Yoga and Health, Chautauqua Institution, the New York Open Center, Wainwright House New York City's Learning Annex, and has been a featured speaker at the International Coach Federation annual conferences. Visit him at

Cheryl Dorsey is the president of Echoing Green, a global nonprofit that provides seed funding and technical assistance to emerging social entrepreneurs with ideas for social change.

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0 of 0 people found the following review helpful.
5Powerful and cutting-edge - essential reading for truth-seekers and change-makers
By WillyP
I was blown away when I first read this book and have since enjoyed revisiting the material and experiencing the many powerful exercises included. The book provides a remarkably deep and broad summary of reality from defining basic yet profound personal perspectives and means of engaging with life to an overview of Quantum Physics (done with humility and a recognition the reasonable interpretations it draws are , like any interpetations, just that, interpretations) to an exploration of our most subtle levels of reality and experience to an introduction to the Hermetic Principles. Above all it is unusually experiential for a book - carefully selected exercises and questions to the reader accompany each section such that the understanding one gains moves beyond the merely conceptual. I have studied 'truth' using all methods of enquiry I have been able to lay my hands on - observation, scientific, meditative self-enquiry, philosophical, psychological, etc etc - for over a decade and regard this book as essential reading for anyone seeking to understand themselves and their world better. If you wish to be the change in this world you will need to understand and embody the principles masterfully brought forth in this book - reading it will help you do so. Highly recommended!

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The Hidden Costs Of Employee Turnover

Employee turnover has some obvious costs associated with it, including recruitment, training and salary. However, every time an employee leaves, there are a variety of hidden costs you might not have considered, says Toronto-based human resources consultant Tom Armour. While you might not be writing a check for these costs, here is how turnover can drain dollars:

Slippage. When an employee is missing, the work that isn't getting done has a price attached to it, Armour says. Lost sales, production delays and lags in new product introductions all cost your company money.

Ripple effect. Turnover has an impact on the peer group, as well as the management chain, making everyone less effective. Co-workers need to pick up the slack, distracting them from achieving their own performance goals while managers need to devote time to finding a new employee. "One CEO I spoke with had his five-year growth plan turn into a six-year plan because of delays due to employee turnover," Armour says.

Customer loss. When a knowledgeable employee leaves, taking experience and customer service ability with him or her, that can have an impact on customer satisfaction. "Customer commitments are often not met, and the company loses important customers," Armour says. "Dealing with trainees can be challenging. If you have a lot of unwanted turnover, customers can get annoyed or begin to lose interest in your business."

Lost credibility. Turnover is a cost to management in two ways, Armour says: Management can lose credibility when it creates an environment with excessive turnover, and existing employees can become demoralized and decide to move on.

It's important for smaller businesses in particular to work on creating environments that retain employees. "Too often, small-business owners don't consider how important it is to invest time and resources into their employees," he says. "Either way, you pay."

Thanks to Gwen Moran / Entrepreneur / Entrepreneur Media, Inc.

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Tips To Manage A Successful Sales Team

Want to boost your business? It's time to set your salespeople free.

As economic times become more uncertain, companies are increasingly seeking to boost their sales operations to try to capture more market share. But properly running a successful sales department requires a special touch and technique.

As a consultant, I've spent years studying the behavior of successful salespeople. In many cases, high-performing salespeople have strong personalities. They're the types of people described as social and verbally aggressive. They're optimistic, good persuaders, visionaries of the big picture, people-oriented, and team-oriented.

Great salespeople also tend to be into solving problems and driving for results. They're positive in their attitude, powerful and authoritative.
The traits that make them so great at sales also can lead to traits that present difficulties for managers. They can be impulsive, demanding and unrealistic in their expectations. They may lack attention to detail and are often disorganized.

If you are more methodical, analytical or process oriented, you may get easily frustrated running a sales department. But those who are good at running a sales department learn how to manage around these issues.

There are certain styles of management that I've often found are a good fit for sales departments. Here are four tips for managing successful sales pros.

  • Avoid rulemaking. Great salespeople generally want freedom. They want autonomy. Compliance doesn't work for these people. The better you're able to remove the obstacles and set them up to produce those results, the more successful they will be -- and you will be. Don't ever tell them what they can't do, because they will simply focus their creativity on finding ways to overcome your rules.
  • Become a coach. That means asking, not telling your high performers what to do. Ask them to put themselves in your shoes over a particular issue, and discuss a variety of possible options. Let them own the solution to whatever obstacle is at hand.
  • Let them do what they do best. In order to motivate and lead salespeople effectively, you want to think about what's important to them and what drives them. If you have employees who are not great at details and writing proposals but they're great at selling, then let them sell. Find someone else to compensate in some way to support them on the detail.
  • Give them pats on the back. You need to recognize them. Especially with top-performing salespeople, money isn't often the main driver. It's really about being respected. It's achieving and getting those results.

If you adapt your management style to meet their needs, and understand the behaviors needed to do it, you'll have a lot fewer headaches. And your salespeople will thrive.

This article is an adapted excerpt from The Perfect Hire: A Tactical Guide to Hiring, Developing and Retaining Top Talent by Katherine Graham-Leviss published by Entrepreneur Press, 2011.

The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent Katherine Graham-Leviss is the founder of XB Consulting, an executive coaching and business consulting firm based in Rhode Island. She is a keynote speaker and author of The Perfect Hire: A Tactical Guide to Hiring, Developing, and Retaining Top Sales Talent, published by Entrepreneur Press.

Thanks to Katherine Graham-Leviss / Entrepreneur / Entrepreneur Media, Inc.

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Fundamental Malaria Discovery

ScienceDaily (Jan. 20, 2012) — A team of researchers led by Kasturi Haldar and Souvik Bhattacharjee of the University of Notre Dame's Center for Rare and Neglected Diseases has made a fundamental discovery in understanding how malaria parasites cause deadly disease.

The researchers show how parasites target proteins to the surface of the red blood cell that enables sticking to and blocking blood vessels. Strategies that prevent this host-targeting process will block disease.

The research findings appear in the Jan. 20 edition of the journal Cell. The study was supported by the National Institutes of Health.

Malaria is a blood disease that kills nearly 1 million people each year. It is caused by a parasite that infects red cells in the blood. Once inside the cell, the parasite exports proteins beyond its own plasma membrane border into the blood cell. These proteins function as adhesins that help the infected red blood cells stick to the walls of blood vessels in the brain and cause cerebral malaria, a deadly form of the disease that kills over half a million children each year.

In all cells, proteins are made in a specialized cell compartment called the endoplasmic reticulum (ER) from where they are delivered to other parts of the cell. Haldar and Bhattacharjee and collaborators Robert Stahelin at the Indiana University School of Medicine-South Bend (who also is an adjunct faculty member in Notre Dame's Department of Chemistry and Biochemistry), and David and Kaye Speicher at the University of Pennsylvania's Wistar Institute discovered that for host-targeted malaria proteins the very first step is binding to the lipid phosphatidylinositol 3-phosphate, PIP, in the ER.

This was surprising for two reasons. Previous studies suggested an enzyme called Plasmepsin V that released the proteins into the ER was also the export mechanism. However, Haldar, Bhattacharjee and colleagues discovered that binding to PIP lipid which occurs first is the gate keeper to control export and that export can occur without Plasmepsin V action. Further, in higher eukaryotic cells (such as in humans), the lipid PIP is not usually found within the ER membrane but rather is exposed to the cellular cytoplasm.

Haldar and Bhattacharjee are experts in malaria parasite biology and pathogenesis. Stahelin is an expert in PIP lipid biology, and David and Kaye Speicher are experts in proteomics and a method called mass spectrometry.

Their interdisciplinary collaboration reveals a fundamental, novel cellular function, whose disruption can provide new therapies that are urgently needed for malaria.

Story Source: The above story is reprinted from materials provided by University of Notre Dame. Note: Materials may be edited for content and length. For further information, please contact the source cited above.

Thanks to Science Daily

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Hole's Essentials Of Human Anatomy & Physiology By David Shier, Jackie Butler, Ricki Lewis

Hole's Essentials of Human Anatomy & Physiology

Hole's Essentials Of Human Anatomy & Physiology By David Shier, Jackie Butler, Ricki Lewis

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Designed for the one-semester anatomy and physiology course, Hole's Essentials of Human Anatomy and Physiology assumes no prior science knowledge and supports core topics with clinical applications, making difficult concepts relevant to students pursuing careers in the allied health field. The unparalleled teaching system is highly effective in providing students with a solid understanding of the important concepts in anatomy and physiology.

Product Details
  • Amazon Sales Rank: #8906 in Books
  • Published on: 2011-01-11
  • Original language: English
  • Number of items: 1
  • Binding: Hardcover
  • 640 pages
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About the Author
David Shier teaches at Washtenaw Community College in Ann Arbor, Michigan and is the biology department chair. He received his Ph.D. in physiology from the University of Michigan.

Jackie Butler is chair of the Department of Science at Grayson County College. She did her graduate studies in Neuroscience at the University of North Texas.

Ricki Lewis is the author of Human Genetics, founding author of Life, and co-author of two human anatomy and physiology textbooks, all published by McGraw-Hill Higher Education. She is also the author of the essay collection Discovery: Windows on the Life Sciences and the novel Stem Cell Symphony, and many magazine and journal articles. Dr. Lewis teaches "Genethics" at the Alden March Bioethics Institute of Albany Medical Center, and is a genetic counselor with CareNet Medical Group in Schenectady, New York.

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2 of 2 people found the following review helpful.
By Bridgett Cupcake
Very, Very helpful book. It is very easy to read and understand. There are little tables throughout each chapter with main vocabulary or main terms and a simple definition and where it is used/found in the body. This is a great Anatomy book, I highly recommend this book to anyone. Everything is explained in enough detail for you to understand the basics and a little bit further than basics.

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Getting Change Right: How Leaders Transform Organizations From The Inside Out By Seth Kahan

Getting Change Right: How Leaders Transform Organizations from the Inside Out

Getting Change Right: How Leaders Transform Organizations From The Inside Out By Seth Kahan

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An innovative communication method for making change happen in any organization

Getting Change Right presents a new view of leadership communication that says change doesn't flow top-down, bottom-up, or sideways, but inside-out. This is how change spreads through a complex system successfully-the other options are force or failure. Based on years of experience with organizations around the world, change expert Kahan presents a new model of communication, one that moves from a transactional view of information exchange to a collaborative construction of shared understanding. When the right people are having the right conversations and interactions, then they act in concert even though the situations they confront independently are impossible to predict or coordinate. This dynamic practitioner's guide to implementing change

  • Presents the innovative co-creation communication model for creating change
  • Reveals how communicating with a company's most valuable players is at the heart of organizational change
  • Draws on the author's wealth of experience with Fortune 100 companies, leading government agencies, and associations

Getting Change Right offers business insights and field-tested, practical techniques that can be put to work immediately.

Product Details
  • Amazon Sales Rank: #210205 in eBooks
  • Published on: 2010-03-25
  • Released on: 2010-03-25
  • Format: Kindle eBook
  • Number of items: 1
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From the Inside Flap

"Calling on expertise and insight honed by years of top-tier management consulting and thought leadership, (Kahan) writes with warm savvy and a rare technical expertise that informs leaders on how they can strategically and logistically enact change the first time around." -from the Foreword by Bill George

Change doesn't flow top down, bottom up, or sideways, but inside out. Real change happens only when people want it to happen, when they feel engaged. Without engagement, you are left with two alternatives: force and failure.

In Getting Change Right, Seth Kahan challenges you to approach change in a whole new way. Based on years of experience with organizations around the world, Kahan presents a new model of leadership communication-one that moves from top-down dictums to the collaborative construction of shared understanding.

Filled with techniques, templates, and guidelines, Getting Change Right is, first and foremost, a practitioner's guide to implementing change. Presenting a critical shift from the old mind-set of coming up with a good idea and then pushing it through with mandates, Kahan shows how the way to successful, authentic change is through engagement-the need to connect to people, to listen as much as to share ideas, and to involve as many key people as possible in the realization of their goals. When the right people are having the right conversations and interactions, they act in concert, even when the situations they confront are unpredictable.

This hands-on guide offers sample dialogues, questions, assessments, and all-new "Expert Input" from leading change authorities John Kotter, Stephen Denning, and James Wolfensohn, among others.

Getting Change Right goes beyond mere suppositions and hypotheses. It offers business insights and field-tested, practical techniques that you can put to work immediately. This is your guidebook to making change happen in any organization.

From the Back Cover

Praise for Getting Change Right

"What an exciting read! Every page explodes with cutting-edge ideas, practical advice, and the wisdom of experience. Today, so many speak about fear of our rapidly changing conditions. However, as Seth Kahan convincingly demonstrates, by harnessing the power of collaborative relationships, positive transformation is possible everywhere. And he shows us the way!" -Kenneth J. Gergen, president, the Taos Institute and author, Relational Being

"Organizations recognize the need for change and the relative speed and accuracy that is required for effective execution. The challenge is 'how' to do it. People are the secret ingredient and Seth Kahan clearly offers the path to get you there. This is a must-read 'NOW' for any leader or organization looking to make bold moves in order to stay competitive." -George A. Castineiras, senior vice president, Prudential Financial, Inc.

"Break through the standard paraphernalia of most change programs-budgets, mandates, plans, PowerPoint, top-down directives, and roll-out. Getting Change Right reveals how big change happens fast by engaging with people and creating conversations that cascade through the organization, igniting widespread energy and enthusiasm." -Stephen Denning, author, The Leader's Guide to Storytelling and The SecretLanguage of Leadership

"In Getting Change Right, Seth Kahn provides practical advice supported by real-life examples that every leader can use to lead effective change. Seth emphasizes that people, their diverse viewpoints, and their relationships and connections are the real keys to successful change. All leaders transforming their industries and professions can benefit from keeping these important tenets in mind." -Chris McEntee, CEO, American Institute of Architects

"Seth Kahan delivers that rare blend of wisdom and practicality in an engaging and entertaining read that is at once both blueprint and playbook. If Getting Change Right isn't in your arsenal, odds are you'll get change wrong." -Matthew E. May, author, In Pursuit of Elegance and The Elegant Solution

About the Author

Seth Kahan is an international speaker, trainer, and consultant who has worked with CEOs and senior leaders responsible for large-scale change around the world. He is the author of Fast Company's expert blog "Leading Change" (, and a regular contributor to the Washington Post column "On Success" ( He is an Associate of the Taos Institute. Kahan received the designation Visionary by the Center for Association Leadership, and The Society for the Advancement of Consulting has recognized him as a Thought-leader and Exemplar in the field of Change Leadership.

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3 of 3 people found the following review helpful.
5How to "till, plant, nurture, weed, and harvest affinities"
By Robert Morris
One of this book's greatest strengths is Seth Kahan's unique ability to focus on the most important "whats" of change initiatives and then explain with both precision and eloquence how to do what must be done to ensure the success of those initiatives. He draws upon a wealth of real-world experience from which he learned a number of valuable lessons. He cites seven in the Introduction to this book, then devotes a separate chapter to each:

1. Communicate so that people get it and spread it.
Comment: Kahan correctly begins with this basic rule because all change initiatives require cooperation and collaboration, both of which depend on constant and effective communication between and among those involved.

2. Energize your most valuable players.
Comment: You already know who they are, the ones you dread losing to illness, retirement, spouse relocation, or (worst of all) to a competitor. The best way to energize them is to recognize them: make them feel appreciated.

3. Understand the territory of change.
Comment: Many (most?) of the barriers to change are cultural, the result of what James O'Toole (in Leading Change) aptly characterizes as "the ideology of comfort and the tyranny of custom." Kahan explains how to create a "map" of what is certain to be perilous "territory."

4. Accelerate change through communities that perform.
Comment: Kahan calls them "thematic groups." Seth Godin calls them "tribes." However described, their members share a common vision and passion to make that vision a reality by creating "systemic pull."

5. Generate dramatic surges in progress
Comment: Kahan recommends special and frequent "face-to-face events" that attract and then energize the most valuable change agents. The objective is to transform believers to evangelists.

6. Break through logjams
Comment: Kahan advocates a "SWAT team mentality": expect trouble (i.e. resistance), anticipate and prepare for it, engage it with sufficient force of conviction and determination.

7. WorkLifeSuccess to sustain high performance in the midst of change.
Comment: "By this, I mean doing whatever it takes to achieve and sustain overall excellence." Kahan envisions leadership at all levels and in all areas. He suggests that change agents must be "practical visionaries," people "with their eyes on the horizon and their feet on the ground."

Kahan himself is a "practical visionary," sustaining throughout his lively narrative a sharp focus on what works, what doesn't, and why. I especially appreciate his skillful use of a number of reader-friendly devices such as checklists and summaries of key points as well as contributions from prominent business thinkers such as Ken and Mary Gergin ("Social Construction and Leading Change"), Steve Denning ("Operating Without Budget or Authority"), Rick Stone ("The Power of the Story"), Jim Wolfensohn ("Talking to Everyone"), Madelyn Blair ("Storylistening for Reconnaissance"), Etienne Wenger ("Communities of Practice"), Lesley Shneier ("The World Bank's Knowledge Fairs"), Larry Forster ("The Competency for Collaboration"), and John Kotter ("The Greatest Positive Impact"). It seems especially appropriate for Kahan to include such a variety of perspectives, given the inherent ecumenical nature of change agency. I also want to commend him for also providing two appendices, "Sample Strategic Engagement Plan" and JumpStart Storytelling."

Congratulations to Seth Kahan on a brilliant achievement. Bravo!

1 of 1 people found the following review helpful.
5Right on Target!
By R. Reese
Wow! What a great reference and inspirational book for leading change. The writing is crisp and inspiring and the content is the perfect fit for the IT organizational change I'm leading. Our challenge is to get a lot of independent-minded and task-focused people to see how they can contribute to making things work better for everyone. The expert cameos are great. The stories of hands-on success are even better, providing a template for approaches that will really make a difference. This book is a must-read for change leaders!

0 of 0 people found the following review helpful.
5The Right Book at the Right Time
By Rod Collins
"Getting Change Right," is a timely guide for leaders who need to "get it right the first time" if they are to have any hope of sustaining success in today's faster paced markets. Given the accelerating pace of change in these first decades of the 21st century, leaders can no longer rely upon hierarchical authority, top-down directives, or the mechanics of compliance to accomplish needed changes. According to Seth Kahan, the key to successfully managing at today's pace of change is "engagement." Successfully leading change means embracing the notion that workers are volunteers who must be partners in building a shared understanding about the work that needs to be done. Because shared understanding can't be mandated, leaders need to facilitate important conversations rather than present complete solutions when approaching their staffs. These conversations need to welcome diverse - even opposing - points of view for shared understanding to catch fire and achieve extraordinary performance.

This book shows business leaders how they can quickly and effectively transform their slow-moving hierarchical bureaucracies into efficient collaborative communities that continually delight customers and sustain consistent success in fast moving markets. Kahan outlines the seven lessons that collectively hold the key for engaging employees and getting change right. He provides practical techniques that leaders can immediately apply to catapult their performance. These include "Springboard Stories," which are real life examples that leaders can use to illustrate where a desired change has already taken place. "Touchstone Events" are gatherings that allow everyone to connect with what is essential to the work of change in a way that engenders powerful forward momentum. And "Breakthrough Sessions" are meetings that bring geographically dispersed people together to pool their knowledge and create collective intelligence to overcome entrenched obstacles in the brief span of a few short days.

If change is not an option and you have to get it right, you can't go wrong with this book.

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