Much networking advice assumes that you need to be an off the chart extrovert to succeed. Nothing could be further from the truth. In this video workshop, Devora Zack proves that real networking means working with – rather than fighting against – your natural personality.

Zack, an avowed introvert and a successful consultant who speaks to thousands of people every year, shatters stereotypes about people who dislike networking. She then provides an innovative, customized system of networking that leverages your own unique strengths.

This video shows you how to forge meaningful, lasting connections in all kinds of situations, not just formal networking events. With the help of engaging exercises, you’ll learn techniques for cultivating your networking “A” game, while remaining true to yourself.

Understand why both introverts and extroverts possess natural skills for networking
Gain a “network survival kit” to survive and thrive at networking events
Discover how the five components of a well-formed goal can help you achieve your networking objectives
Learn how to make a positive first impression and how to end a conversation gracefully
Master methods to host a dynamic networking event
Prepare networking strategies for business trips and conferences
Apply versatile tools to launch and organize a job search
Learn the best approaches to following up with contacts
Devora Zack, CEO of Only Connect Consulting, is a global keynote speaker, consultant, and coach with 100+ clients such as Cornell University, Smithsonian, Australian Institute of Management, U.S. Department of Education, and Mensa. Her books, Singletasking, Networking for People Who Hate Networking, and Managing for People Who Hate Managing, are published in over 25 languages. She has been featured on ABC-TV, Fox Business, USA Today, Wall Street Journal, Forbes, and Fast Company.

The most contaminated nuclear weapons plant in the country, Rocky Flats was an environmental disaster and the site of rampant worker unrest. Although estimates projected that cleaning up and closing the facility would take 70 years and $36 billion, the project was completed 60 years ahead of schedule and $30 billion under budget, and most of the site is now on its way to becoming a wildlife refuge. Kim Cameron and Marc Lavine explain how this amazing feat was accomplished and how other organizations can apply the same methods to achieve breakthrough levels of performance. The authors discovered that the Rocky Flats leaders used a distinctive “abundance approach,” identifying and building on sources of strength, resilience, and vitality rather than simply solving problems and overcoming difficulties. Drawing on numerous firsthand accounts and public records, they identify 21 specific leadership practices and key techniques that were fundamental to this innovative approach. This fascinating and thoroughly researched case study provides a complete guide for anyone wanting to better understand and apply the lessons of this remarkable, history-making achievement.

• By a coauthor of Developing Management Skills (over 150,000 copies sold)
• Tells the inside story of one of the most astonishing organizational successes of modern times: the shutdown and cleanup of the controversial Rocky Flats nuclear weapons plant
• Identifies specific practices, approaches, and techniques any organization can adopt to achieve extraordinary performance

As a response to the increasing violence in our culture, the widening ideological divides, and the growing gap in economic well-being, there is greater awareness that a deeper sense of community is desperately needed. But even as we acknowledge the need to build community, the dominant on-the-ground practices about how to engage people, civically and organizationally, remain essentially unchanged. We still believe community is built with better messaging, more persuasion, and social events for people to get to know each other better. All of which is naïve.

In this new edition, Block draws on a decade of putting these ideas into practice to emphasize what has worked and extract those thoughts that were nice but had no durability. He explores how technology, instead of bringing us together, has driven us into more isolation. New examples show that community building can be a more powerful way to address social problems than more traditional policies and programs. And encouragingly, Block insists this is really simple, once we decide it is essential. He offers a way of thinking that creates an opening for authentic communities to exist and details what each of us can do to make that happen.

Bringing out the best in others is good business. When we bring both respect and interpersonal savvy to our work relationships, we do more than make people feel good. We enhance personal and organizational performance. And as the workplace grows more complex and competitive, managing our work relationships becomes even more essential and difficult. Now more than ever we need to work people smart. Working PeopleSmart describes the six core strategies used by people-smart individuals and shows how to apply them in the toughest workplace situations. Individuals who are people smart know how to open others up rather than make them defensive or resistant. They have a knack for diffusing tension rather than creating it. They set a good example through their own behavior on the job and can inspire and influence others with less developed skills. Working PeopleSmart can serve as your virtual coach to guide you through difficult work relationships skillfully. How do you deal with a critical colleague? Make your boss listen to you? React to an offensive joke? Get the resources you need? The authors look at over 50 real-life situations and offer people-smart prescriptions for handling them effectively. They provide coaching tips for each scenario and describe exactly what a people-smart response sounds like. As two psychologists with both organizational and clinical expertise, coauthors Mel Silberman and Freda Hansburg are highly qualified to deliver the message that we can emerge from even the toughest interpersonal moments on the job with dignity and grace. Where other books rely on typologies that categorize people according to their interpersonal styles and then offer advice on how to deal with each type, the strategies described in Working PeopleSmart are straightforward and universal. They can be used immediately to deal with any type of person or any situation, no matter how difficult or sensitive.

• Offers six easy-to-apply strategies for becoming people-savvy at work, with over 50 examples of the strategies in action
• No complex personality typologies or classification systems to learn-these are universal techniques that work on everyone, and in any situation
• From the authors of PeopleSmart: Developing Your Interpersonal Intelligence

For the past 20 years, corporations have been receiving huge tax breaks and subsidies in the name of "jobs, jobs, jobs." But, as Greg LeRoy demonstrates in this important new book, it's become a costly scam. Playing states and communities off against each other in a bidding war for jobs, corporations reduce their taxes to next-to-nothing and win subsidy packages that routinely exceed $100,000 per job. But the subsidies come with few strings attached. So companies feel free to provide fewer jobs, or none at all, or even outsource and lay people off. They are also free to pay poverty wages without health care or other benefits. All too often, communities lose twice. They lose jobs--or gain jobs so low-paying they do nothing to help the community--and lose revenue due to the huge corporate tax breaks. That means fewer resources for maintaining schools, public services, and infrastructure. In the end, the local governments that were hoping for economic revitalization are actually worse off. They're forced to raise taxes on struggling small businesses and working families, or reduce services, or both. Greg LeRoy uses up-to-the-minute examples, naming names--including Wal-Mart, Raytheon, Fidelity, Bank of America, Dell, and Boeing--to reveal how the process works. He shows how carefully corporations orchestrate the bidding wars between states and communities. He exposes shadowy "site location consultants" who play both sides against the middle, and he dissects government and corporate mumbo-jumbo with plain talk. The book concludes by offering common-sense reforms that will give taxpayers powerful new tools to deter future abuses and redirect taxpayer investments in ways that will really pay off.For the past 20 years, corporations have been receiving huge tax breaks and subsidies in the name of "jobs, jobs, jobs." But, as Greg LeRoy demonstrates in this important new book, it's become a costly scam. Playing states and communities off against each other in a bidding war for jobs, corporations reduce their taxes to next-to-nothing and win subsidy packages that routinely exceed $100,000 per job. But the subsidies come with few strings attached. So companies feel free to provide fewer jobs, or none at all, or even outsource and lay people off. They are also free to pay poverty wages without health care or other benefits. All too often, communities lose twice. They lose jobs--or gain jobs so low-paying they do nothing to help the community--and lose revenue due to the huge corporate tax breaks. That means fewer resources for maintaining schools, public services, and infrastructure. In the end, the local governments that were hoping for economic revitalization are actually worse off. They're forced to raise taxes on struggling small businesses and working families, or reduce services, or both. Greg LeRoy uses up-to-the-minute examples, naming names--including Wal-Mart, Raytheon, Fidelity, Bank of America, Dell, and Boeing--to reveal how the process works. He shows how carefully corporations orchestrate the bidding wars between states and communities. He exposes shadowy "site location consultants" who play both sides against the middle, and he dissects government and corporate mumbo-jumbo with plain talk. The book concludes by offering common-sense reforms that will give taxpayers powerful new tools to deter future abuses and redirect taxpayer investments in ways that will really pay off.

Since 1992, Don Mitchell and Carol Coles have been studying the most successful companies, those whose stock prices continually rose the fastest under the same CEO during the previous three years. They discovered that the most successful companies in this group, unlike their competitors, made major improvements in their business models every two to four years. This was their "secret weapon."

This groundbreaking book draws on the authors' extensive study of hundreds of companies. It offers step-by-step guidance for using the most effective, often-ignored, and least understood techniques for establishing and improving on an industry-leading position through continuous business model improvement. It demonstrates how to use the resources and competitive advantages from each reinvention to establish a foundation for future reinventions. The result is an ever-increasing, customer-delighting, stakeholder-rewarding lead over the competition.

• Shares previously hidden secrets of how any company can improve sales and profit growth faster by using continual business model reinvention
• Enables any business to improve customer benefits, adjust prices to make what it offers more attractive to acquire and use, and reduce costs at a record-setting pace
• Provides dozens of new examples of developing industry leadership by a wide variety of small to large companies