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Beep! Beep!: Competing In The Age Of The Road Runner

by Chip R. Bell Oren Harari

In todays business world there are two kinds of executives the Wile E. Coyote and the Road Runner. For most executives today, the Coyote has become the prevailing metaphor, as they rely more on conventional and outdated resources. This doesnt have to be the case, as Bell and Harari show entrepreneurs how to hit the road running with speed and adaptability to harsh conditions.

Managers as Mentors

by Chip R. Bell Marshall Goldsmith

Leaders Creating Leaders This latest edition of the classic Managers as Mentors is a rapid-fire read that guides leaders in helping associates grow in today's tumultuous organizations. Thoroughly revised throughout with twelve new chapters, this edition places increased emphasis on the mentor acting as a learning catalyst with the protégé rather than simply handing down knowledge. As with previous editions, a fictional case study of a mentor-protégé relationship runs through the book. But now this is augmented with interviews with six top US CEOs. New chapters cover topics such as the role of mentoring in spurring innovation and mentoring a diverse and dispersed workforce accustomed to interacting digitally. Also new to this edition is the Mentor's Toolkit, six resources to help in developing the mentor-protégé relationship. This hands-on guide teaches leaders to be the kind of confident coaches integral to learning organizations. "Continual learning is a key to effective leadership...Managers as Mentors is a practical yet powerful book for helping leaders make continual learning a valuable addition to their strategy." --Mike Krzyzewski, Head Coach, Duke University Men's Basketball, 2010 NCAA Champions "Mentoring is the highest of the teaching arts, and in this new edition, Chip Bell and Marshall Goldsmith have skillfully crafted the essential handbook for all those who are trusted advisors to aspiring leaders." --Jim Kouzes, coauthor of The Leadership Challenge and Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University "Managers as Mentors will be the indispensable handbook of managers/leaders across the sectors." --Frances Hesselbein, President and CEO, The Frances Hesselbein Leadership Institute, and former CEO, Girls Scouts of the USA

Managing Knock Your Socks Off Service

by John Bush Ron Zemke Chip R. Bell

In our increasingly connected world, customer service can make or break a business. Companies that excel keep customers coming back--and those who don't soon discover that word spreads fast. The difference is in how managers train, coach, and support frontline employees. Extensively revised with today's empowered, web-savvy consumer in mind, Managing Knock Your Socks Off Service shows managers and supervisors how to: * Find and retain service-oriented people * Understand customer needs, expectations and desires * Build a service vision * Design a user-friendly service delivery process * Involve and inspire employees * Recognize and reward good performance. The third edition features new chapters on: learning from lost customers; inciting passion and incentivizing service; fostering trust; and delivering great customer experiences online. In short, everything readers need to ensure their frontline employees become their company's biggest asset.

Wired and Dangerous: How Your Customers Have Changed and What to Do About It

by Chip R. Bell John R. Patterson

In an era of economic stress, rapid change, and social networking, customers are distracted, disgruntled, and harder to please than ever. Picky, Fickle, Vocal, Wired, and Vain - they have very little tolerance for error and are ready to spread the word quickly over the internet when things go wrong. If a company's customer service doesn't adapt to these new conditions, they will get burned by bloggers and viral videos that can severely damage their reputation. This book describes exactly what today's customers expect and how to give it to them. In Wired and Dangerous, Bell and Patterson provide a tested formula for restoring balance to the customer relationship by establishing what they call Service Calm. The three steps to Service Calm sound simple, but they draw on sophisticated psychological principles and are profound in application: 1) Deal with Self, 2) Deal with Customer, 3) Deal with Context.

Showing 1 through 4 of 4 results

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