Each book stands alone, and each connects to the others. Two are for you as an individual: what you can do to make your contribution count (Contribute!), and what it takes when you are the leader (Leadership). The rest are for the people running organisations: how support is won and lost (Office Politics), the capabilities that grow revenue (The Top Line), how ideas become value (Innovation and AI), how capability itself is built, and the human qualities that make the difference (the Encyclopedia).
What can you do? For the individual making their own contribution, and for the individual who is the leader.
Develop five areas, maximise your contribution and get rewarded
Everyone wants to make a contribution that counts. Contribute! sets out the five areas that decide whether yours is seen and rewarded: competence, opportunity, enthusiastic effort, minimising barriers, and engaging others.
Find out more
How to be a leader: inspiring confidence, what goes on inside your head when you are alone with the decision, and why you sometimes have to hand out certainty when you know the odds could go either way.
Find out moreHow an organisation's work, revenue, innovation, capability, people and politics are managed.
How to benefit from the AI disruption and not be sidelined by the change
There is no such thing as no politics. Sixty-one plays, good and bad, so you can build support for your ideas, spot the moves being made against you, and get the credit for your work as AI changes who does what.
Find out more
How to make sense of the intangible activity
Places structure on the intangible activity that precedes sales: seven capabilities, from customer experience to competition watch, that together drive a company's top-line growth.
Find out more
How to build a lasting, repeatable capability that drives commercial innovation
Most organisations innovate by accident and depend on who is in charge. How to build a lasting, repeatable capability that turns ideas into commercial value, and keeps doing it as AI changes what is possible.
Find out more
The human skills that set people apart when knowledge is cheap
Measuring the human qualities that make the difference: 190 competencies in three sections, The Basics, Consulting and Leadership, each described from novice to master.
Find out more
Stop relying on experts and turn competence into productivity
Competence belongs to a person; capability belongs to an organisation. How to choose, design, build and mature a capability by organising competent people with systems, routines and motivation, with innovation as the worked example.
Find out moreLaunch dates, early extracts and invitations to the forum. One email when there is news, and nothing else.
The mailing list opens shortly. Until then, send an email.