Title 101 Ways to Make Training Active Author Mel Silberman & Karen Lawson

Brief Description
Watch your training come alive with any of these 101 adaptable strategies! These proven, generic activities will enliven your sessions and deepen learning and retention--no matter what you're teaching.

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Title The Accelerated Learning Handbook Author Dave Meier

Brief Description
Discover how today's corporations are benefiting from accelerated learning to speed training time, improve results, and reduce costs. Accelerated learning is the use of music, color, emotion, play, and creativity to involve the whole student and enliven the learning experience.

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Title Are You Relevant? Author Ross Shafer

Brief Description
Best practices are a moving target and the subtitle, Twelve Reasons Smart Organizations Thrive In ANY Economy, perfectly describes what's inside this book.

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Title A Complaint Free World: How to Stop Complaining and Start Enjoying the Life You Always Wanted Author Will Bowen

Brief Description
Bowen (a minister) has a very simple message: quit complaining. If you do, you'll be happier and healthier. Hence his Complaint-Free World challenge; the goal is to stop complaining for 21 consecutive days. Why 21? That's how long it takes to break a habit. For most people, it takes 4-8 months to go 21 consecutive days without complaining. How long will it take you?

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Title Creative Training Techniques Handbooks: Tips, Tactics, & How-To's for Delivering Effective Training Author Robert W. Pike

Brief Description
Creative Training Techniques covers all the important basics: Presentation preparation, learner motivation, visual aids, group involvement, creative materials, resource materials, presentation techniques and customized training.

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Title Crucial Conversations: Tools for Talking When the Stakes Are High Author Kerry Patterson, Joseph Grenny, Ron McMillan, Al Switzler, & Stephen R. Covey

Brief Description
Learn how to keep your cool and get the results you want when emotions flare. When stakes are high, opinions vary, and emotions run strong, you have three choices: Avoid a crucial conversation and suffer the consequences; handle the conversation badly and suffer the consequences; or read Crucial Conversations and discover how to communicate best when it matters most.

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Title The Customer Comes Second: Put Your People First & Watch 'Em Kick Butt Author Hal Rosenbluth & Diane McFerrin Peters

Brief Description
Rosenbluth, the CEO of an eponymous travel management company, and Peters, his former communications officer, remind readers that despite great changes in the business world, the need for companies "to attract, retain, and develop astonishingly great people" is a constant.

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Title Death by Meeting: A Leadership Fable...About Solving the Most Painful Problem in Business Author Patrick Lencioni

Brief Description
The business meeting—a necessary evil or a vital and invigorating component of running an organization? According to author, Patrick Lencioni (also the author of The Five Dysfunctions of a Team), meetings should fit the latter description, but more often than not, he says, they don't. Meetings should be interactive, not passive, and they should be structured (i.e., issues of immediate importance should be discussed in "weekly tactical" meetings, and issues that will fundamentally affect the business should be addressed in "monthly strategic" meetings).

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Title The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy Author Jon Gordon

Brief Description
The Energy Bus takes readers on an enlightening and inspiring ride that reveals 10 secrets for approaching life and work with the kind of positive, forward thinking that leads to true accomplishment - at work and at home.

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Title First, Break All the Rules: What the World's Greatest Managers Do Differently Author Marcus Buckingham & Curt Coffman

Brief Description
The authors, both consultants for the Gallup Organization, use the company's study of 80,000 managers in 400 companies to reach the conclusion that a company that lacks great frontline managers will bleed talent, no matter how attractive the compensation packages and training opportunities. With this in mind, they sought the answers to the follow-up questions: "How do great managers find, focus and keep talented employees." Using case studies, diagrams, and excerpts from interviews, Buckingham and Coffman guide us through their findings that discipline, focus, trust, and, most important, willingness to treat each employee as an individual are the overall secrets for turning talent into lasting performance.

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Title The Five Dysfunctions of a Team: A Leadership Fable Author Patrick M. Lencioni

Brief Description
In keeping with the parable style, Lencioni begins by telling the fable of a woman who, as CEO of a struggling Silicon Valley firm, took control of a dysfunctional executive committee and helped its members succeed as a team. Story time over, Lencioni offers explicit instructions for overcoming the human behavioral tendencies that he says corrupt teams (absence of trust, fear of conflict, lack of commitment, avoidance of accountability and inattention to results).

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Title Focus: Achieving Your Highest Priorities Author Stephen R. Covey

Brief Description
With this audiobook, you will begin a process and journey to a new way of thinking about personal and professional focus and accomplishment. You'll learn how to identify -- and focus -- on the tasks and priorities that matter most so that you can deliver maximum results every day.

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Title Ignore Everybody: and 39 Other Keys to Creativity Author Hugh MacLeod

Brief Description
MacLeod has opinions on everything from marketing to the meaning of life, but one of his main subjects is creativity. How do new ideas emerge in a cynical, risk-averse world? Where does inspiration come from? What does it take to make a living as a creative person?

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Title Indispensable By Monday: Learn the Profit-Producing Behaviors that will Help Your Company and Yourself Author Larry Myler

Brief Description
Author Larry Myler asked 1,800 corporate leaders to identify the bottom-line behaviors that would make employees essential to their organizations. Here's the big secret: You become indispensable at your company when you improve profits. Simple enough, right? Amazingly, many employees and prospective employees miss this hidden-in-plain-sight point. The ones who don't miss this point, who understand how to incorporate profit-making, value-adding behaviors into everything they do—they're the indispensable few. Now which are you?

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Title The Leadership Pipeline: How to Build the Leadership Powered Company Author Ram Charan, Stephen Drotter, & James Noel

Brief Description
Written by three experts in management development (one of them helped design GE's deservedly famous succession-development process), The Leadership Pipeline: How to Build the Leadership Powered Company shows organizations how to undo the knots and clogs in their in-house "leadership pipeline" so they can constantly groom the best people at every level to move up to the next rung of leadership.

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Title Love 'Em or Lose 'Em: Getting Good People to Stay Author Beverly Kaye & Sharon Jordan-Evans

Brief Description
Because finding the ideal person for every workplace position has become an increasingly difficult task, the retention of top employees has become every manager's concern. Love 'Em or Lose 'Em proposes that this "race for talent" can be effectively run only by those who adopt programs and policies that truly support their personnel.

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Title Love It, Don't Leave It: 26 Ways to Get What You Want at Work Author Beverly L. Kaye & Sharon Jordan-Evans

Brief Description
Presented in an appealing, accessible A to Z format, the book includes strategies for communication, career growth, balancing work with family, and more. Chapters include "Ask: And You May Receive," "Jerk: Work with One?" "Passion: It’s Not Just a Fruit," and "Zenith: Are We There Yet?" The same breezy, results-minded style that made the authors’ Love 'Em or Lose 'Em a bestseller makes this follow-up a fun and inspiring read.

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Title Made to Stick: Why Some Ideas Survive and Others Die Author Chip Heath & Dan Heath

Brief Description
Drawing extensively on psychosocial studies on memory, emotion and motivation, the authors' study is couched in terms of "stickiness"—that is, the art of making ideas unforgettable. They credit six key principles: simplicity, unexpectedness, concreteness, credibility, emotions and stories. (The initial letters spell out "success"—well, almost.)

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Title Managing Transitions: Making the Most of Change Author William Bridges

Brief Description
From the most trusted voice on transition, a revised edition of the classic practical guide to dealing with the human side of organizational change.

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Title Not Everyone Gets A Trophy: How to Manage Generation Y Author Bruce Tulgan

Brief Description
Based on more than a decade of research, Not Everyone Gets a Trophy reframes Generation Y (those born 1978 and beyond) at a time when many employers are struggling to engage, develop, and retain them.

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Title The Oz Principle: Getting Results Through Individual & Organizational Accountability Author Craig Hickman, Tom Smith, & Roger Connors

Brief Description
Like Dorothy and the gang in The Wizard of Oz, most businesspeople have the tools to succeed, but when things go wrong they blame circumstance or others instead of looking within for the true cause of unsatisfactory results. Once individuals learn to accept responsibility, they can use the Oz Principle to become better leaders.

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Title QBQ! The Question Behind the Question: Practicing Personal Accountability in Work & in Life Author John G. Miller

Brief Description
QBQ! is a motivational primer aimed at purging the "blame, complaining, and procrastination" from the workplace. Miller believes that one of the hallmarks of today's business culture is a lack of personal accountability; he prescribes the cure in this series of short stories and personal observations drawn from his years of experience running his organizational development firm.

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Title Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top Author Quint Studer

Brief Description
Results That Last translates the results Studer has made in transforming health care leadership to all businesses and organizations. Studer prescribes cultural change, both for companies that are floundering and those that are already doing well.

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Title Switch: How to Change Things When Change Is Hard Author Chip Heath & Dan Heath

Brief Description
It puzzled us--why do some huge changes, like marriage, come joyously, while some trivial changes, like submitting an expense report on time, meet fierce resistance? We found the answer in research that discovered that people have two separate “systems” in their brains—a rational system and an emotional system. When these two systems are in alignment, change can come quickly and easily.

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Title What Got You Here Won't Get You There: How Successful People Become Even More Successful Author Marshall Goldsmith & Mark Reiter

Brief Description
Goldsmith, an executive coach to the corporate elite, pinpoints 20 bad habits that stifle already successful careers as well as personal goals like succeeding in marriage or as a parent. His steps in coaching for success are simple, honest, without artifice: gather feedback from appropriate colleagues and cohorts, determine which behaviors to change (and remember, Goldsmith specifically focuses on behavior, not skills or knowledge), apologize, advertise, listen, thank, follow up, and practice feed-forward.

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Title Working With You is Killing Me: Freeing Yourself from Emotional Traps at Work Author Katherine Crowley & Kathi Elster

Brief Description
For anyone trapped in an energy-zapping relationship with a co-worker, boss or subordinate, Crowley and Elster offer an exit strategy—a highly practical and easily implemented guide to making the situation workable. Looking at the workplace from every employee's perspective, Crowley, a Harvard-trained psychotherapist, and Elster, an entrepreneurial consultant, have created a book as valuable to readers on the top rungs of the corporate ladder as it is to those near the bottom.

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