No manager relishes the task of disciplining problem employees – but it’s a task every manager must face at one time or another. One of the toughest parts of the job is actually writing up the disciplinary session – a critical requirement for both legal protection and clear employee communication. This book makes this job easier by providing ready-to-go model documents that cover every kind of problem you can imagine – substandard work quality, absenteeism, insubordination, sexual harassment, e-mail misuse, drug or alcohol abuse, and more.

Presents elements necessary to become a leader; self-help to improve leadership skills, and habits for leading by example.

Most organizations talk good management through their stated mission, vision, and values. But the real worth of our values comes from what is practiced rather than merely professed. How we actually behave defines our success and determines how we will be judged. This is a collection of practical strategies to build your repertoire of value-drivin leadership practices. For each of 36 defined behaviors, you'll find four action items and/or ideas to help you personally bring that behavior to life.

What makes a good leader? Almost all attributes commonly cited have one central theme: Working With Others. This booklet will give you practical ideas and strategies to lead yourself and others for the benefit of the group, the team, yourself, and your business. You will discover six important things that all effective leaders do: Listen and Learn from others; Energize the organization; Act for the benefit of everyone; Develop themselves and others; Empower others to lead; and Recognize achievement.

All of us occasionally feel taken for granted. We know firsthand how lousy that feels. And when we fail to give the recognition our co-workers desire, we pass along that same lousy feeling. We could all use guidelines, ideas and suggestions on how to recognize others. This is a collection of simple, yet powerful techniques, strategies, practical "how-to's," creative ideas, and a few things to remember - all designed to help you do an even better job of recognizing others.

Organizations, like people, are creatures of habit. They tend to approach problems and practices in predictable ways. This book argues that ingrained habits often masquerade as efficient procedures, and actually obstruct growth. This book introduces "stall-busting," a process that shows you how to recognize and overcome typical "stalled" thinking. You'll find directions for overcoming the causes of organizational inertia and inefficiency. In addition, you'll learn about a new set of thought processes for designing and implementing solutions that will reap benefits 20 times greater or faster than the same tired "normal" solutions.

Audio-Tech Business Summary (CD) With the rapid change that characterizes today's business world comes uncertainty. And with uncertainty comes both great risks and great opportunities. In choosing strategies under uncertainty, there are no easy answers. This text starts with a simple but powerful idea: If you want to make better strategy choices under uncertainty, then you have to understand the uncertainty you are facing. If you do this well, you will achieve 20/20 foresight. (Written summary guide accompanies CD)

Cross-functional teams are an essential element in developing a world class organization. Yet anyone who has tried to build effective cross-functional teams knows that they often fail because they lack the tools, training, and motivation that would enable them to tackle more challenging tasks. This book cuts through the tangled thicket of team literature to give you a focused and comprehensive guide to building and sustaining cross-functional teams.

This book is an eclectic, eccentric, slightly irreverent, and thoroughly entertaining collection of management decisions that changed the world. Some you probably know about, some will surprise you, others are controversial, but all are thought provoking.

Rob Lebow tells you about a work environment where everyone puts the interests of others first; where managers and employees freely mentor each other and where everyone is open to new ideas. Truth is common and trust abounds. Each employee is encouraged to take risks and is given credit for his or her accomplishments. You and your group will learn how to put these Shared Values to work with this video workshop.