Tag Archives: Booknology

Mind the Gap – Getting Business Results in Multigenerational Organizations

Available as an eBook, paperback and hardback

When we talk about the generations that make up our society (and workforce), the myths are just as important as the general truths. These myths are very powerful because they shape how we look at generations. They form in these spaces of misunderstanding between them. We must recognize and acknowledge the gaps that exist. If we focus on the commonalities instead of the differences, we can arrive at a place where all generations can thrive.

What are the challenges with a generationally diverse workforce? What is the gap we’re minding? How do we mind this generational gap, use our understanding of it, so we get business results? Many organizations I’ve worked with, and senior colleagues I’ve talked to, struggle to work through how to get the best business results from an organization made up of many different generations that want different things. Today, so many organizations are flatter and freer of hierarchy. Employees once segregated by age and position now work more closely together. The flatter the organization, the more it takes to effectively execute a business strategy.

This book addresses simply what organizations and leaders in organizations can do to focus on minding the gap to get the best business results from their multigenerational employees.

–Curtis L. Odom, Ed.D.

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Nobody Wants To Talk About It

For more than 30 years, I’ve been involved in various segments of the funeral industry, from the early days in my role as a funeral director to my more recent 11-year tenure as the executive director of the world’s oldest and largest association of independently owned funeral homes. I have witnessed the confusion and discomfort that can exist for those responsible for arranging final tributes and services. Throughout my career, one basic concept has remained very clear: informed purchasers of funeral services, as with any product or service, are far more likely to make decisions most appropriate for their unique personal needs and circumstances.

Unfortunately, the subjects of death and funerals are so discomforting for many people that they don’t collect the information before the need arises. In addition, these decisions have become more confusing for many people due to contemporary factors, such as the distances that separate family members, the virtually unlimited options for personalization of funeral services, and the growing popularity of “green burial” alternatives, to name only a few. This guide is a source of objective and factual information. In it, I’ll share information and insight about the many questions, decisions, and options facing those responsible for arranging tributes and funeral services for those they love. It is neither my wish nor intent to influence personal decisions about any form of final tribute. It is my goal to equip people with information that reduces the potential for miscommunication and regret, and lessens stress during what many describe as the most difficult time in their lives.

 

– George W. Clarke

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Generation X Approved – Top 20 Keys to Effective Leadership

Generation X Approved - Top 20 Keys to Effective Leadership

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Leaders aren’t born they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal. 

—Vince Lombardi

As Generation X managers and executives are now tasked with running companies, there is a fundamental and critical component of business that they cannot push off or delegate and expect that someone else will have it covered—LEADERSHIP.  And at its core, leadership is about one thing and one thing only—connecting with people.

In corporate America, executives often forget that their objective is not only to manage the company processes, or to supervise the production of widgets or services.  Equally important (if not more so), they must lead, hire and retain the people all organizations need to become or remain a successful enterprise.

Another challenge for emerging Generation X leaders is to do more with less, which often means developing a more productive workforce. Complicating this is that as leaders they must direct and inspire people that have different generational values. A successful 21st century leader must be able to guide not only their Generation X peers but also the newly emerging Generation Y employees through difficult business challenges. All while mitigating the loss of the technical knowledge and skills of the retiring Baby Boomer workforce. To do this, they must have the leadership ability to align their generational peers, inspire Generation Y and set a clear direction, to maintain productivity, and motivate and influence a workforce that has fewer skills but more expectations.

Years ago, there was a study done in the world of education that looked at teacher perceptions and student performance.  At a high level, the report showed a strong correlation between perception and performance. When teachers believed their students would perform and the students themselves believed in that perception—even the lower performing students tended to meet the higher expectations.

So, what does this have to do with leadership?

It’s about perceptions and performance.

Imagine if we believed in our employees to do exceptional work. Imagine if we stopped hearing about the talent shortage and stopped saying how unprepared the next generation is to work in this environment. Imagine if we actually believed that they could live up to the hype. If we tamped down the anxiety about not being prepared for the next phase of business we may actually see a world where people step up and outperform our expectations. That is what good leaders accomplish—they unlock the potential of the people they lead.

This book gives you twenty specific keys to help you become the type of leader that your company or organization needs today and in the future. Keys that will help perception and performance merge for you into the reality of successful leadership.

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REVIEW | So You Want to Be a CEO – “a sound methodology” from a former NYSE listed company CEO

Customer Review from Gordon Fu

So You Want to be A CEOTom Faught outlines a sound methodology for getting to the next level and beyond. He shares insights based on both real-world experience and careful introspection. The “plan” allows for varying degrees of flexibility, depending on one’s current position and career goals. With a hands-on approach, Faught points out one’s glaring weaknesses, strengths, and areas of obligatory improvement. My copy is filled with my notes and I’m not sharing my copy. Get your own! Happy reading…

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UPCOMING | Stuck in the Middle | A Generation X View of Talent Management

When people don’t employ personal talent management in the way of owning their own succession plan; when companies and organizations don’t build and sustain an integrated talent management strategy; they remain stuck in the middle; somewhere between who they are and who they want to be. How to get unstuck, how to break free from the middle is what individuals and organizations often don’t understand.

That critical understanding (and ability to take action on it to improve your situation) is what you’ll find in this book as told through the eyes of a member of Generation X.

Stuck in the Middle | A Generation X View of Talent Management by Dr. Curtis L. Odom is a “Must Read” for business executives looking to help their organization and for professionals who want to improve the trajectory of their careers!

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Stuck in the Middle | A Generation X View of Talent Management

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Stuck in the Middle | A Generation X View of Talent Management

Stuck in the Middle | A Generation X View of Talent Management

ISBN: 978-1-937592-05-9 (hardcover with dust-jacket)
Page Count: 188

Available for Order Now

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Our latest business and career educational title 

Part of making things happen as an individual, in your career, or as a company is taking a hard look at things and saying, “These are my flaws. These are my shortcomings. These are the self-defeating actions where I’ve shot my success in the foot.” Any person or company who says they’ve never done those things is hindering their success, ruining their achievement, and unwittingly keeping themselves stuck in the middle. The unwillingness to do a hard current state assessment is a barrier between getting what you want and continuing to lack what you need. Finding that progress gap is the secret ingredient in the magic formula for understanding what it is that you need (not necessarily what you want) and then taking the steps to get that result (which leads to what you want). Talent management is indeed a business imperative to build and grow a successful organization … but more importantly it is also a personal imperative for professionals to build successful careers.

When people don’t employ personal talent management in the way of owning their own succession plan; when companies and organizations don’t build and sustain an integrated talent management strategy; they remain stuck in the middle; somewhere between who they are and who they want to be. How to get unstuck, how to break free from the middle is what individuals and organizations often don’t understand.  That critical understanding (and ability to take action on it to improve your situation) is what you’ll find in this book as told through the eyes of a member of Generation X.

From the author:

I think the best way to teach is to provide examples… preferably real and not hypothetical ones constructed purely for the sake of answering a question. Real experience. Real events. Real decisions… with real outcomes. ‘What I did, why I did it, and what happened next’ kind of examples. That is how I’ve approached this book you have in your hands. There will be some , what I feel are astute, Generation X observations on life and certainly on career at it relates to talent management but these are only part of what I want to share with you. I meet a lot of people who, like me, are Gen Xers who are trying to figure out “How do I make it in corporate America?” I have had career success and reached fairly senior positions for ‘someone of my age’ with more than one Fortune 100 company. So people come to me and ask, “What does it take to get to where you are?” How did I do it? Did I have to sell my soul, strike a deal with the devil, or some different compromising scenario that was traded in an effort for quick success?

And then I tell them my career story, which you will find in this book. It is a story steeped in my passion to help organizations solve the dilemma of how and when to buy, build, or borrow the talent they need, while not losing focus on running their business today. This story and the same passion will speak to individuals as well and give them insights and actionable advice on applying proven talent management principles to improve the trajectory of their own careers.

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So You Want To Be A CEO?

So You Want To Be A CEO?

Outlining the requirements for management success in the 21st century, the author proposes both a senior management career path to achieving top executive responsibilities and how the CEO successfully meets his or her challenges once that apex position is achieved. 

Thomas Faught is the author and his over forty years of global management experience, including more than a decade as a Chief Executive Officer of a NYSE listed company, underscores the dynamics of this book.  It is intended for the aspiring individual who currently has some management experience, the ambition and dedicated focus to be the business leader, the self-confidence to recognize and be comfortable with risk taking and to exercise “out of the box” thinking in accomplishing the vision they develop for their organization.

The book covers all the dynamics of these objectives, including the importance of the family, effective time management, discipline in all of its meanings and the real relationships between the business leader, the Board of Directors,  the executive team, shareholders, employees, the market,  and the increasing influence of government actions and involvement.

The author brings to the thinking expressed in the book considerable global business knowledge as well as a direct management background in working with the government. He served as Assistant Secretary of the Navy during President Reagan’s Administration, was the President and Chief Executive Officer of a major corporation engaged partly in government contract work, and has acted as advisor to several Directors, Commanders and leaders of government and military organizations.  Thus, he has “worked both sides of the – management – street.”  He also is a Marine, having served as an enlisted infantry rifleman-radio operator and subsequently as a Marine officer. He holds a MBA from Harvard and a BS Degree from Oregon State College.

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