From the man the Wall Street Journal hailed as "theguru of Revenue Management" comes revolutionary ways to recoverfrom the after effects of downsizing and refocus your business ongrowth. Whatever happened to growth? In Revenue Management, RobertG. Cross answers this question with his ground-breaking approach torevitalizing businesses: focusing on the revenue side of the ledgerinstead of the cost side. The antithesis of slash-and-burn methodsthat left companies with empty profits and dissatisfiedstockholders, Revenue Management overturns conventionalthinking on marketing strategies and offers the key to initiatingand sustaining growth. Using case studies from a variety of industries, smallbusinesses, and nonprofit organizations, Cross describes no-tech,low-tech, and high-tech methods that managers can use to increaserevenue without increasing products or promotions; predict consumerbehavior; tap into new markets; and deliver products and servicesto customers effectively and efficiently

Persuade others to do what you want fortheir own reasons. If you need the best practices and ideas formaking deals that work but don't have time to find them this bookis for you. Here are 10 inspiring and useful perspectives, all inone place. This collection of HBR articles will help you: seal orsweeten a bargain by uncovering the other side's motives; conquerfaulty assumptions to make the right deals; forge deals only whenthey support your strategy; set the stage for a healthyrelationship long after the ink has dried; make promises you cankeep; gain your adversaries' trust in high-stakes talks; and, knowwhen to walk away.

Spain. A land of eternal passion and unceasing bloodshed. Fromthe vengeance of a pitiless tyrant, four women flee the sacred,once-safe walls of a convent: LUCIA, the proud survivor harboring amurderous secret from the savage clan wars of Sicily...GRACIELLA,the beauty still unpurged of guilt from one reckless, youthfulsin...MEGAN, the orphan seeking perilous refuge in the arms of adefiant Basque rebel...and TERESA, the believer haunted by a faiththat mocks her with silence. Leaving innocence but not hope behind,they venture into an alien, dazzling world, where each willencounter an unexpected destiny -- and the truth about herself.

For more than fifteen years, Robin Sharma has been quietly sharing with Fortune 500 companies and many of the super-rich a success formula that has made him one of the most sought-after leadership advisers in the world. Now, for the first time, Sharma makes his proprietary process available to you, so that you can get to your absolute best while helping your organization break through to a dramatically new level of winning in these wildly uncertain times.

Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

Praise for Best Practices in Talent Management "This book includes the most up-to-date thinking, tools, models,instruments and case studies necessary to identify, lead, andmanage talent within your organization and with a focus on results.It provides it all—from thought leadership to real-worldpractice." Patrick Carmichael head of talent management, refining, marketing, andinternational operations, Saudi Aramco "This is a superb compendium of stories that give the reader apeek behind the curtains of top notch organizations who havewrestled with current issues of talent management. Their lessonslearned are vital for leaders and practitioners who want a veryvaluable heads up." Beverly Kaye Founder/CEO: Career Systems International and Co-Author, Love'Em or Lose 'Em "This is a must read for organization leaders and HRpractitioners who cope with the today's most critical businesschallenge—talent management. This book provides a vast amount ofthought provoking ideals, tools, and models, for building

Most of us think of leaders as courageous risk takers,orchestrators of major events-in a word, heroes. Yet while suchfigures are inspiring and admirable, Harvard Business SchoolProfessor Joseph Badaracco argues that their larger-than-lifeaccomplishments are simply not what makes the world work. Whatdoes, he says, is the sum of millions of small yet consequentialdecisions that men and women working far from the limelight makeevery day: how a line worker for a pharmaceutical company respondswhen he discovers a defect in a product's safety seal; how amanager deals with a valued employee suspected of stealing; how atrader handles a transaction error that will cost a clientmoney.Badaracco calls them "quiet leaders"-people who chooseresponsible, behind-the-scenes action over public heroism toresolve tough leadership challenges. These individuals don't fitthe stereotype of the bold and gutsy leader, and they don't wantto. What they want is to do the "right thing" for theirorganizations, their coworkers, and t

This book challenges the way we think about both leadershipdevelopment and ourselves as leaders. Leadership developmentprograms are meant to help people become better leaders at work.But, as author Stew Friedman knows through years of working withthousands of executives, people improve their performance asleaders only when they enhance their performance in other domainsof their life at the same time. People are most successful in theirleadership roles in organisations when they are also leaders oftheir own lives; that is, when they increase their capacity toinfluence everything they care about most in life, including work,family, the broader community, and their own sense of self. This iswhat Friedman calls Total Leadership and has been teaching to MBAsand Executive Education students at Wharton and to executives inseveral companies like Ford, Booz Allen Hamilton, and LehmanBrothers for several years.