Bøker av Bill Treasurer

People seek safety from fearful places. And the American workplace is rife with fear. The Courageous Leadership training package offers consultants and facilitators a step-by-step approach to teaching leaders how to counteract fear and adversity in the workplace by building their own courage and that of their constituents.

For newcomers and upper management alike, leadership can be overwhelming and overcomplicated. By building core tenets of leadership around two key words for each chapter, Bill Treasurer simplifies the equation. Congratulations, new leader! You've joined the ranks during an exceptionally complicated time. Our current workplace climate is fraught with political divisions, economic disparities, and ever-shifting social dynamics. Leaders are managing remote teams across larger geographic distances and facing new roadblocks to onboarding, giving performance feedback, and nurturing healthy relationships. Leadership Two Words at a Time speaks directly to the plight of the new leader and is divided into three parts: Leading Yourself, Leading People, and Leading Work. Rather than overintellectualize the practice, Bill Treasurer breaks up the concept into essential and understandable learning nuggets-summed up by two-word headers-that provide the practical guidance and support that leaders often don't get. The result is time-tested wisdom that new leaders can grasp immediately and implement easily-and, with a little practice, master completely. Consider it a personal leadership playbook. This book gives you the basic building blocks to gain both competence and confidence, take on greater responsibility, and learn what it takes to be and stay a leader.

It's a sad fact. You have to be bad at leading others before you can learn to be good at it. Sooner or later, every leader runs into a wall of incompetence, weakness, or hubris that Treasurer calls ''''the leadership kick in the ass.'''' Do you derail from being a leader or learn from scraping your knees? Treasurer finds that the most difficult problem leaders face is finding the right midpoint between overconfidence and indecisiveness or weakness. Just about all leaders land on the wrong side of this tough balance at some point-and that's when they get their asses kicked. Although most leaders say it can be a very valuable experience, Steve Jobs, who definitely favored one side, famously said, ''''Getting fired was the best thing that ever happened to me.'''' This book is a survival guide, coach, and morale booster to help the reader master the art of ''''confident humility.'''' If you succeed, the next place you get kicked might be upstairs.

"For newcomers and management alike, leadership can be overwhelming and overcomplicated. By building core tenets of leadership around two key words in each chapter, Bill Treasurer simplifies the equation. Congratulations, new leader! You've joined the ranks at during an exceptionally complicated time. Our current workplace climate is fraught with political divisions, economic disparities, and ever-shifting social dynamics. Leaders are managing remote teams across larger geographic distances and facing new roadblocks to onboarding, giving performance feedback, and nurturing healthy relationships. With only a meager amount of leader development support and training across organizations, leaders are simply not being set up for success. Leadership Two Words at a Time speaks directly to the plight of new leaders. Rather than overintellectualize the practice of leadership, Bill Treasurer breaks it the concept up into essential and understandable nuggets of information, summed up by a two-word header, that provide the practical guidance and support that organizations often lack. The result is time-tested wisdom that new leaders can grasp immediately and implement easily-and, with a little practice, master completely. This book gives you the basic building blocks to gain both competence and confidence, take on greater responsibility, and earn the long-time trust of your organization"--

For most managers, the hard part about managing isn't keeping things organized, meeting deliverable dates, or staying on budget. The hard part about managing is all the people stuff. Managers grow frustrated when people are slow to change, slow to trust, and slow to get things done. Managers struggle most when their people don't take on work outside their own scope, when the only thing their people seem to care about is the itty bitty task right in front of them. Managers hate dealing with all the crybaby excuses, finger-pointing and poor attitudes that get in the way of doing actual work. In short, the hard part about managing is having to motivate workers who are either too comfortable doing things the way they've always done or too afraid to do things differently. The problem is that too many workers are too comfortable, too afraid, or too much of both. This book helps managers address the problem of workers who are comfeartable. Comfeartable workers don't exert themselves anymore than they have to. They equate "just enough" with good enough, and are satisfied meeting only a minimum standard of performance. Like a sofa loaded down with overstuffed relatives after a holiday dinner, teams of comfeartable workers become lethargic and are heavy with the weight of mediocrity. This book proposes that a manager's success, happiness and longevity depends on how he or she deals with comfeartable workers. The antidote to comfeartableness, as this book explains, is courage. When courage goes to work, workers they take on more challenging or complex projects. When courage goes to work people actively seek out tasks that stretched their skills and capabilities. When courage goes to work speak up more frequently, forcefully, and truthfully. When courage goes to work people say "yes" to company changes with more enthusiasm. When courage goes to work people are less risk-averse, less self-conscious, and less apathetic. And when courage goes to work, people do less brownnosing, ass-covering, and complaining. This book is all about helping people bring their courage to work.The goal of this book is to build workforce courage by focusing on specific things managers can do to help their people be more courageous. The benefit to the manager is that courage will cause their people to more readily trust their decisions instead of silently resisting their every move. Their workers will be more likely to raise the red flag on projects that are going south, instead of hiding issues until they fester into full blown catastrophes. Courageous workers are candid and engaged during status meetings, instead of politely nodding their head "yes" every time their managers talk. Courageous workers try things outside their skill sets, deliberately seek out leadership opportunities, and offer ground-breaking (but tradition-defying) ideas.