Award-winning CEO Jacky Fischer presents her signature management method to help small businesses scale up by avoiding the most common and destructive pitfalls. If you hold on too tightly as a leader—to your people, to everyday decision-making, to the past—you will cut off vital oxygen necessary for growth. The solution: Stop being a control freak and instead empower your employees, get out of your own way, and establish a clear vision for the future. In other words: Let go to help your business grow. Embrace the growth paradox to get unstuck and grow your company to the next level. By leaning into some key, counterintuitive business ideas, you’ll make space for changes that will lead to nonlinear growth. In this uniquely insightful guide, you’ll learn why: Holding people accountable doesn’t work Helping employees often hurts performance Giving up power and control can increase growth Focusing on money can reduce profits Introducing big ideas can derail your progress What’s more, Fisher shares lessons she learned from growing a small family business into an organization with annual revenue topping $40 million—as well as practical tools for taking stock of where you are and charting an actionable plan so that you can create hypergrowth in your business.
Award-winning CEO Jacky Fischer presents her signature management method to help small businesses scale up by avoiding the most common and destructive pitfalls. If you hold on too tightly as a leader—to your people, to everyday decision-making, to the past—you will cut off vital oxygen necessary for growth. The solution: Stop being a control freak and instead empower your employees, get out of your own way, and establish a clear vision for the future. In other words: Let go to help your business grow. Embrace the growth paradox to get unstuck and grow your company to the next level. By leaning into some key, counterintuitive business ideas, you’ll make space for changes that will lead to nonlinear growth. In this uniquely insightful guide, you’ll learn why: Holding people accountable doesn’t work Helping employees often hurts performance Giving up power and control can increase growth Focusing on money can reduce profits Introducing big ideas can derail your progress What’s more, Fisher shares lessons she learned from growing a small family business into an organization with annual revenue topping $40 million—as well as practical tools for taking stock of where you are and charting an actionable plan so that you can create hypergrowth in your business.
This book highlights the immense contributions that immigrants make to the greatness of the United States, especially during this period of extreme negative views of immigrants and anti-immigrant government policies. It examined the Carnegie Corporation of New York's 'Great Immigrants: the Pride of America' honorees from 2006 to 2015 and found that the 408 honorees during this period came from 87 countries and diverse professions. It also found that among the honorees are 24 Nobel Prize winners. Several of the honorees studied at Columbia University, Harvard University, Massachusetts Institute of Technology, New York University, Princeton University, Stanford University, the University of California, Berkeley, the University of Cambridge, the University of Chicago, the University of Pennsylvania, the University of Southern California, and Yale University. Available data show that 122 (30 per cent) of these honorees had a total net worth of $113.4 billion. The data also show that America will not be as productive and successful as it is today without the enormous contributions of immigrants. The data equally show that immigrants are among the most important employers and taxpayers in the United States.
Originally published in 1991 Redefining Translation looks at the practical results and theory of translation as a key area for all those investigating language and culture. The book addresses the need to consolidate advances in the field of translation and critically evaluate the variety of conflicting approaches. The book proposes a comprehensive approach to the study of translation, looking at the topic from a theoretical point of view, and provides an applicable approach to the everyday practice of translation.
Research has shown that metaphors inspire leaders to reflect on their mind-sets, behaviors, practices, and approaches, leading to new perspectives on their roles. Using such thought-provoking and unexpected metaphors as "leadership as war" and "leadership as lunacy," the authors draw readers through historical perspectives and cognitive possibilities that inspire, resolve, confuse, and provoke reflection on the state of leadership in education. This book examines the current discourse on educational leadership models, behaviors, and roles, and helps school and district leaders
Knowledge has become increasingly complex and important for organizations. Despite the growing recognition of the factors that enable knowledge management in organizations, our understanding about the unique cross-cultural challenges is rather limited. In particular, how cultural differences influence people’s participation in knowledge management activities still remains unclear. By conducting qualitative case studies and analytic hierarchical process (AHP) with multinational firms in Brazil and China, this book addresses the broader issue of cultural influences on knowledge management. Specific emphasis has been put on their indigenous cultural norms, including guanxi, face and jeitinho and the impacts they have on knowledge sharing. Drawing on an integrative knowledge management model, the results from AHP analysis reveal how some cultural-specific factors related to people, process and knowledge can affect the effectiveness of socialization, externalization and internalization processes in a production context. The book will be useful to both management academics and business practitioners. While academics will gain insight into the intricacies of knowledge sharing activities in production organizations, managers will find some useful conceptual tools to resolve the challenges of knowledge management in a cross-cultural context.
Organizational Learning in Asia: Issues and Challenges addresses important and pressing questions on organizational learning in Asia in both domestic and foreign firms—those that have been forgotten in the mainstream literature or that remain unasked and unanswered. Three sets of questions are especially salient. First, how can firms operating in, or from, Asia detect, respect, recognize, and honor different cultural stances on suggestion-giving, knowledge sharing, and standardization while also challenging accepted wisdom, avoiding risks and mistakes, and voicing disagreement? Second, how can such firms facilitate local experimentation and innovation by providing a common knowledge platform in a non-totalitarian manner? Finally, how can such forums promote ‘reverse’ knowledge transfer from subsidiary to headquarters and across subsidiaries in different nations by avoiding ethnocentricity, cultivating local talent, and building a group of 'communities of practice' across cultural and status boundaries? Addresses important and pressing questions about organizational learning in Asia for both domestic and foreign firms Explores how such firms can facilitate local experimentation and innovation Promotes ‘reverse’ knowledge transfer from subsidiary, to headquarters, and across subsidiaries in different nations
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