Named to The Washington Post's 2011 List of Best Leadership Books In this fast-reading and illuminating expanded edition of the bestselling Leader's Checklist, world-renowned leadership expert Michael Useem deepens his examination of 15 mission-critical principles for leaders Based on the lessons from astonishing stories, solid research, and years of leadership development work with a wide array of companies and organizations in the United States and abroad, Useem presents today's leaders with 15 guiding principles that form the core of the Leader's Checklist, which will help you develop your ability to make good and timely decisions in unpredictable and stressful environments—for those moments when leadership really matters. To illustrate how the Leader's Checklist can assist leaders, Useem zeroes in on accounts of extraordinary leaders who rose to the challenge, including Laurence Golborne's role in the triumphant rescue of 33 miners in Chile, Joseph Pfeifer's remarkable heroism as the first FDNY Fire Chief to take command at the World Trade Center on September 11, 2001, and Union officer Joshua Lawrence Chamberlain's transformative actions after the Confederate army's surrender. He also explores the colossal failure of AIG, one of the greatest corporate collapses in business history. First published exclusively as an ebook—and now also available in print—this updated and expanded edition features a new preface by the author and three new Knowledge@Wharton interviews with Laurence Golborne, Chile's Minister of Mining, on leading the rescue operation of 33 miners trapped in the San José Mine; Joseph Pfeifer, New York City Fire Department's Chief of Counterterrorism and Emergency Preparedness, on being the first Battalion Chief to take command at the World Trade Center on September 11, 2001; and the author on why he wrote The Leader's Checklist and what he has learned about the most vital items on the checklist from his recent leadership development work with more than a dozen companies and organizations.

The Leader's Checklist, Expanded Edition: 15 Mission-Critical Principles

Business & Money

Useem, Michael

Management & Leadership

Wharton Digital Press

Not all customers are created equal. Despite what the tired old adage says, the customer is not always right. Not all customers deserve your best efforts: in the world of customer centricity, there are good customersand then there is pretty much everybody else. Upending some of our most fundamental beliefs, renowned behavioral data expert Peter Fader, Co-Director of The Wharton Customer Analytics Initiative, helps businesses radically rethink how they relate to customers. He provides a roadmap for revamping your organization, performance metrics, and product development in order to make sure you meet the needs of your most valuable customers. In Wharton Executive Education Customer Centricity Essentials, you will learn how the strategies underlying customer centricity can help your company gain a competitive advantage in today’s challenging business environment; how to calculate what customers are really worth, individually and collectively; how you can use customer-centric perspectives to make smarter, more strategic decisions for your company; how the well-intended idea of customer relationship management lost its way and what your company can do to put it back on track and use it productively; and why Walmart, Costco, Starbucks, Apple, Nordstrom, and other companies may be leaving money on the tableand how you can avoid that pitfall.

Wharton Executive Education Customer Centricity Essentials: What It Is, What It Isn't, and Why It Matters (Wharton Executive Education Essentials)

Fader, Peter

Marketing & Sales

Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do About It

Peter Cappelli confronts the myth of the skills gap and provides an actionable path forward to put people back to work. Even in a time of perilously high unemployment, companies contend that they cannot find the employees they need. Pointing to a skills gap, employers argue applicants are simply not qualified; schools aren't preparing students for jobs; the government isn't letting in enough high-skill immigrants; and even when the match is right, prospective employees won't accept jobs at the wages offered. In this powerful and fast-reading book, Peter Cappelli, Wharton management professor and director of Wharton's Center for Human Resources, debunks the arguments and exposes the real reasons good people can't get hired. Drawing on jobs data, anecdotes from all sides of the employer-employee divide, and interviews with jobs professionals, he explores the paradoxical forces bearing down on the American workplace and lays out solutions that can help us break through what has become a crippling employer-employee stand-off. Among the questions he confronts: Is there really a skills gap? To what extent is the hiring process being held hostage by automated software that can crunch thousands of applications an hour? What kind of training could best bridge the gap between employer expectations and applicant realities, and who should foot the bill for it? Are schools really at fault? Named one of HR Magazine's Top 20 Most Influential Thinkers of 2011, Cappelli not only changes the way we think about hiring but points the way forward to rev America's job engine again.

Why Good People Can't Get Jobs: The Skills Gap and What Companies Can Do about It

Peter Cappelli

A powerful call to action, Customer Centricity upends some of our most fundamental beliefs about customer service, customer relationship management, and customer lifetime value NOT ALL CUSTOMERS ARE CREATED EQUAL Despite what the tired old adage says, the customer is not always right. Not all customers deserve your best efforts: In the world of customer centricity, there are good customers…and then there is pretty much everybody else. In Customer Centricity, Wharton professor Peter Fader, coauthor of the follow-up book The Customer Centricity Playbook, helps businesses radically rethink how they relate to customers. He provides insights to help you understand: <ul>
<li>Why customer centricity is the new model for success and product centricity must be ushered out</li>
<li>How the ideas of brand equity and customer equity help us understand what kinds of companies naturally lend themselves to the customer-centric model and which ones don’t</li>
<li>Why the traditional models for determining the value of individual customers are flawed</li>
<li>How executives can use customer lifetime value (CLV) and other customer-centric data to make smarter decisions about their companies</li>
<li>How the well-intended idea of customer relationship management (CRM) lost its way―and how your company can properly put CRM to use</li>
</ul>
 Customer Centricity will help you realign your performance metrics, product development, customer relationship management and organization in order to make sure you focus directly on the needs of your most valuable customers and increase profits for the long term. ALSO AVAILABLE: Once Fader convinces you of the value of customer centricity in this book, The Customer Centricity Playbook, with Sarah Toms, will show you where to get started. “Reveals how to increase profits from your best customers, find more like them, and avoid over-investing in the rest….Decidedly accessible and absolutely necessary.” ―Jim Sterne, Founding President and Chairman, Digital Analytics Association “Perfect read…It’s short (60-90 minutes), clear, and the best summary I’ve read of why companies should rethink their approach to customers.” ―Andrew McFarland, SVP, Chief Customer Officer, Black Box “Knowing what your customers are worth is the secret to focusing your time and money where it makes the most difference. You can’t be all things to all people, so you need to learn to find out who really matters to your success. Fader makes it clear with great ideas and a readable style.” ―Andy Sernovitz, author, Word of Mouth Marketing THE WHARTON EXECUTIVE ESSENTIALS SERIES The Wharton Executive Essentials series from Wharton Digital Press brings the ideas of the Wharton School’s thought leaders to you wherever you are. Inspired by Wharton’s Executive Education program, each book is authored by globally renowned faculty and filled with real-life business examples and actionable advice. Wharton Executive Essentials guides offer a quick-reading, penetrating, and comprehensive summary of the knowledge leaders need to excel in today’s competitive business environment and capture tomorrow’s opportunities.

Customer Centricity: Focus on the Right Customers for Strategic Advantage (Wharton Executive Essentials)

Why do as many as 75% of change initiatives fail? We live in an era where constant change is the norm rather than the exception. Given globalization, increased competition, and constant technological turnover, no organization can run in place: change is not optional. However, the sad fact is that the vast majority of change efforts fail. As authors Gregory P. Shea and Cassie A. Solomon argue, they do not fail for a lack of trying or leadership. Chances are you have led or been part of a failed change. But why did it fail and how can the next change be successfully implemented? In this essential guide, authors Gregory P. Shea and Cassie A. Solomon deal with the real reasons change efforts fail—and how that failure can be avoided. They argue that change—real change—means changes in behavior and that the work environment itself is the greatest obstacle to making behavioral change stick. They reveal a tested method for leading successful change, which they have developed over a combined 50 years of helping organizations do just that. In Leading Successful Change, they share the 2 tenets for making successful change; how to create a scene that will provide a vision of the future; the 8 Levers of Change, a tried-and-true method for designing the work environment to support the changes; and how winning companies—from IKEA to a hospital near you—are successfully implementing change. Change is not optional and it is difficult—but it is also not impossible. Shea and Solomon present a thorough, well-researched explanation of how to make change work.

Leading Successful Change: 8 Keys to Making Change Work

Shea, Gregory P.

Solomon, Cassie A.

Baby Bust: New Choices for Men and Women in Work and Family

Lean in. Opt out. Have it all. None of the above. A new book based on a groundbreaking cross-generational study reveals both greater freedom and new constraints for men and women in their work and family lives. Stew Friedman, founding director of The Wharton School’s Work/Life Integration Project, studied two generations of Wharton college students as they graduated: Gen Xers in 1992 and Millennials in 2012. The cross-generational study produced a stark discovery – the rate of graduates who plan to have children has dropped by nearly half over the past 20 years. At the same time, men and women are now more aligned in their attitudes about dual-career relationships, and they are opting out of parenthood in equal proportions. But their reasons for doing so are quite different. In his new book, Baby Bust: New Choices for Men and Women in Work and Family, Friedman draws on this unique research to explain why so many young people are not planning to become parents. He reveals good news, that there is a greater freedom of choice now, and bad, that new constraints are limiting people’s options. In light of these present realities, he offers ideas for what we can do as a society, in our organizations, and for ourselves to make it easier for men and women to choose the lives they want. In this book, Friedman addresses: + How views about work and family have changed in the past 20 years + Why men and women have different reasons for opting out of parenthood + How family has been redefined + Why we are all now part of a revolution in work and family + What choices we face in our social and educational policy + How organizations and individuals – especially men – can spur cultural change In the debates on work and family, people of all generations are calling for a reasoned, thoughtful, research-driven contribution to the discussion. In Baby Bust, Friedman offers just that: an astute assessment of how far we have come and where we need to go from here.

Friedman, Stewart D.

Job Hunting & Careers

Impact investing can be a powerful instrument of change.” Judith Rodin, President, The Rockefeller Foundation, and Margot Brandenburg, in the introduction A new wave of investors is using impact investing to address some of the greatest challenges of our timefrom climate change and water scarcity to lack of access to health care, education, and affordable housingwith the intention of also generating a financial return. This couldn’t happen at a more critical time. While philanthropy continues to be a transformative force for good, global philanthropic funds, even when combined with the development or aid budgets of many national governments, add up to mere billions of dollars. Meanwhile, the cost of solving the world’s problems runs into the trillions. In The Power of Impact Investing, Rockefeller Foundation president Judith Rodin and Margot Brandenburg, two of the foremost experts in the field, explain what impact investing is, how it compares to philanthropy and traditional investments, where opportunities are evolving around the world, and how to get started. By sharing moving stories of impact investors and the exciting social enterprises benefiting from these investments, Rodin and Brandenburg offer a compelling resource for anyone interested in better understanding the power of impact investingincluding retail investors, high-net-worth individuals, and heads of family offices, foundations, banks, and pension fundswhile also offering experienced impact investors an opportunity to deepen their knowledge and benefit from the perspectives of other investors.

The Power of Impact Investing: Putting Markets to Work for Profit and Global Good

Rodin, Judith

Investing

“We can all become strategic leaders if we stay on the right path.” —Harbir Singh &amp; Michael Useem Even a strong leader can flounder without an effective strategy, and the most powerful strategy can fail without the right leader. Only those who master and integrate both skills can effectively navigate the challenges that lay ahead for today's organizations. The Strategic Leader's Roadmap, by Wharton management professors Harbir Singh and Michael Useem, offers a 6-point checklist for leading strategically that will help managers strengthen their capacity to develop strategy and to lead its execution. Drawing on one-on-one interviews with CEOs, in-depth research, and their experience teaching today's executives and tomorrow's leaders, Singh and Useem take readers into the offices-and mindsets-of some of today's foremost strategic leaders, including:<ul>
<li>Carlos Ghosn, chief executive officer of Nissan</li>
<li>Indra Nooyi, chief executive of PepsiCo</li>
<li>Jack Ma, founder and chief executive of Alibaba Group</li>
<li>John Chambers, executive chairman of Cisco Systems</li>
</ul>
 Fast-reading and inspiring, The Strategic Leader's Roadmap will enable leaders at all levels to master today's most vital capability.

The Strategic Leader's Roadmap: 6 Steps for Integrating Leadership and Strategy

Singh, Harbir

Michael Useem

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