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An extraordinary guide for using the secrets of motivation to help everyone in your organization love what they do.In his groundbreaking book Alive at Work, psychologist Dan Cable offered leaders a fascinating peek into the neuroscience of motivation and offered them the tools to help employees love what they do.Now, with Totally Alive, Wardley and his coauthor, Dan Cable, kick it up a notch: How do you scale happiness, enthusiasm, and engagement across a team, a department, and an entire organization? This capability is increasingly important as companies look to grow, respond to crises, and transform their businesses. To rise to these challenges, employees need to be agile, caring, and purpose-driven.Using cutting-edge research in neuroscience and psychology, Wardley and Cable offer a three-part framework for building teams of agile, adaptable, curious, and highly motivated people. This includes:Reset: Reduce the threat response by creating a safe environment for employeesIgnite: Create events or experiences that create flashes of insight and motivationFuel: Sustain people's motivation through repeatable actions, which will eventually result in new habitsPacked with fascinating research, on-the-ground stories, and new scientific findings—along with tools, assessments, and exercises—Totally Alive is the guide you need to build an exceptional organization, full of people who are motivated to perform at their very best.

Negotiation is stuck. It's time for something new.Almost everything is negotiable. Almost every interaction is a negotiation. And in no field is this clearer than in business, where every day we work with others to get things done. But when we have real differences, is win-win always possible? Or must every negotiation be a zero-sum battle, with a winner and a loser?Over the last half century, two opposing philosophies have ruled the field of negotiation: the win-lose, tooth-and-nail approach of training guru Chester Karrass; and the win-win, "e;principled"e; creed of Getting to Yes, developed by Roger Fisher and William Ury. But neither approach fully meets the challenge of today's volatile, disruptive, ultracompetitive business environment, where strategic problem-solving is of critical importance.In Creative Conflict, negotiation experts Bill Sanders and Frank Mobus provide something new. They use a dynamic, dialectical approach to show how negotiations are driven by competition and cooperation at the same time. Counterintuitively, they reveal that conflict lies at the heart of more profitable agreements. They believe that when we tiptoe around conflict, we negotiate in a half-hearted way that limits our results. By contrast, creative negotiators probe and push until they hit a wall of disagreement, and then they figure out how to get past it. The authors construct a clear and useful framework based on three distinct negotiating contexts: Bargaining, Creative Dealmaking, and Relationship Building. They instruct readers on how to skillfully pursue their fair share while simultaneously seeking ways to expand a deal's scope and value for both sides.

Long-term value creation—the board's new agenda.A big shift in public ownership has created a new set of challenges for boards. Index funds managed by firms like Vanguard, BlackRock, and State Street represent an emerging class of permanent institutional investors who are focused on creating and preserving long-term corporate value. These investors are stating in no uncertain terms that simply managing for short-term shareholder profit is not acceptable.Bill McNabb, Ram Charan, and Dennis Carey have been on the front lines of these changes with the investment community, corporate boards, and top-level management teams. Since TSR (total shareholder return) cannot keep the short and long term in balance, the authors argue, boards should focus on a different kind of TSR—talent, strategy, and risk—because decisions and actions around these factors, more than any others, determine whether or not a company creates long-term value. This book redefines the board's agenda and explains how to:Build and incentivize the right leadership teamHelp leaders take a longer view and communicate it to investorsRefresh board composition and create diversity to meet the new challengesKeep major risks, such as cyberattacks and sexual harassment allegations, front and centerAnalyze the business through the eyes of a shareholder activistWith the new realities of corporate ownership, boards need to lead for the long term. This authoritative book shows them how.