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Levitt L: The Second Meeting

The Second Meeting

The High Performance Series

As organizations grow, the demands on leadership change. The same old moves won't cut it any more. In Chess Not Checkers, Miller tells the story of Blake Brown, newly appointed CEO of a company troubled by poor performance and low morale. Nothing Blake learned from his previous job seems to help him deal with the issues he now faces. The problem, his new mentor points out, is Blake is playing checkers - he needs to play chess or he's going to lose. The early days of an organization are like checkers: a quick game with mostly interchangeable pieces. Everybody does a little bit of everything, the leader included, and things are so frantic you just have to react as fast as you can. But as the organization expands, you can't just keep jumping from activity to activity. You have to think strategically, look ahead, leverage every employee's specific talents. That's chess. And this approach creates unprecedented levels of performance. Adapting four strategies from the game of chess, Miller reveals four moves high-performance organizations make. They bet on leadership, act as one, win the heart, and excel at execution. Chess Not Checkers is an accessible and easily applied guide to help leaders elevate their own leadership and the performance of their entire team.

Elevate Your Leadership Game

Chess Not Checkers

The Weight We Carry

Most leadership problems aren't people problems. They're system problems. And the system starts at the top.

In this sharp, fast-moving business fable, CEO James Wilson is weeks away from his company's most important annual planning session - and convinced that one person on his team is holding everything back. When he hires executive coach Jayne Swan to fix the problem, she does something he didn't expect: she looks somewhere he hasn't looked yet.
The Fix is the story of what real organizational change actually takes - and why the leaders willing to examine themselves are the ones whose teams become exceptional.

Betsy Kauffman is the founder and CEO of Cross Impact, a TED Speaker, and a globally recognized executive leadership coach. She has spent more than two decades working alongside hundreds of business leaders across multiple industries. Her superpower is seeing, naming, and addressing the elephants in the room with honesty and empathy. The result is what she calls the Leadership Operating System: the shared behaviors, decision frameworks, and execution rhythms that turn a group of strong individuals into a team that operates as one.

A Business Fable for When Your People Aren't Broken, But Your System Is

The Fix

A business fable that explains why organizations need to move beyond the old-style diversity efforts to actually benefit from difference

In today's modern workplaces with their many different types of people, cultural and personal differences can be challenges-whether you're a team-member or a business leader. Different cultures teach different values and we carry those values throughout adulthood and into the office environment. Understanding the cultural and gender viewpoints of our colleagues is a major key to healthy, conflict-free work environments.

This fable takes its name from a Chinese children's parable about how "the loudest duck gets shot." It's a parable that contrasts with the American idiom "the squeaky wheel gets the grease." Comparing the two, it's clear that different cultures teach different views, and those views often translate into distinct ways of doing business. In today's global business world, understanding each other-where we come from and what we're taught-is more important than ever.
* A business fable that points out how the old way of approaching diversity will never work, showing us how to understand and navigate the cultural and gender differences that cause conflict in the office
* Perfect for managers and executives faced with leadership challenges in a heterogeneous workforce and who want to make sure their organization is a true meritocracy and a level playing field for everyone
* Ideal for anyone, at any level, who wants more tools in their toolbox to get ahead in business in a global business culture

Doing business today takes understanding and cultural intelligence. The Loudest Duck uses an entertaining story to share important lessons about why diversity efforts are bound to fail unless we really understand how we unconsciously respond to difference and how to move to beyond it.

Praise for The Loudest Duck

"Laura Liswood has both great theoretical and practical understanding of diversity--why it is important in organizations and why attempts to create it often fail to deliver. The Loudest Duck is essential reading for anyone who wants to maximize the effectiveness of organizations or just wants to understand why things are the way they are."

--Rt. Hon. Kim Campbell

Canada's 19th and first female Prime Minister

"Diversity is a popular buzzword, but too many organizations treat it as window dressing. Laura Liswood explains how successful leaders learn to value diversity for the advantages it brings. This book is clearly written, savvy, and wise."

--Joseph S. Nye Jr.

University Distinguished Service Professor at Harvard University;

Author of The Powers to Lead

"The Loudest Duck is a must read for managers and leaders of multinational corporations and international organizations. It provides an insightful look and fresh approach to cultural and gender differences that must be better understood for a more effective workplace."

--Ann M. Veneman

Executive Director, UNICEF

"Laura Liswood brilliantly shows us how to get to Diversity 2.0 and beyond. A workplace of people from different backgrounds can lead to tensions, but this book shows, with great insights and examples, how it can lead to real creativity instead. It's an indispensable guide for managers and leaders--and also for anyone who wants to succeed in any aspect of life."

--Walter Isaacson

President and Chief Executive Officer, The Aspen Institute

"Laura's timing is perfect and her message is spot on. Embracing diversity creates competitive advantage. Her book should be mandatory reading for everyone in business today. In the most engaging, fun, and real way, Laura gets to the heart of the opportunity--enabling Noah's diverse floating Ark to fly to the moon and beyond."

--Beth Brooke

Global Vice Chair of Public Policy, Sustainability and Stakeholder Engagement, Ernst &amp; Young

"Globalized businesses are increasingly aware that diversity belongs in the boardroom, not the public relations department, so The Loudest Duck is beautifully timed. Liswood is thoughtful and thought-provoking. Best of all, she's practical, helping ambitious employees from nondominant groups to prove their worth, and advising leaders how to transform diversity from rhetoric into an engine for innovation and growth."

--Kevin Kelley

Chief Executive Officer, Heidrick &amp; Struggles

"Iconoclastic and savvy, Laura Liswood's The Loudest Duck reminds us that not all diversities in the Ark are equal: Some in the Ark are louder and they get heard most. Combining an impressive breadth of research with colorful stories from corporate life, this book is essential reading for anyone who is serious about reaping the promise of diversity at work."

--Herminia Ibarra

Professor of Organizational Behavior

The Cora Chaired Professor of Leadership and Learning Director, INSEAD Leadership Initiative

"Brilliant! Liswood offers unique insight and fresh tools for a Diversity 2.0 world. Drawing on thinkers from Thucydides to Malcolm Gladwell, and on more than three decades of executive experience, she offers leaders ideas for building a meritocracy that will ensure corporate success."

--Robin Gerber

Author of Leadership the Eleanor Roosevelt Way and Barbie and Ruth

"The Loudest Duck is one of the clearest and most profoundly informative analyses of why, despite decades of effort and investment, most diversity initiatives fail to produce the promised benefits to organizations or their employees. This book goes beyond analysis and provides a new language of metaphor that captures the unexamined dynamics of dominance, unearned privilege, and unconscious bias that undermine our attempts to create truly diverse and inclusive workplaces.

In her introduction Laura Liswood makes clear her goal to move us beyond Diversity 1.0. She is successful. The Loudest Duck has the potential to usher in Diversity 2.0, a new conversation and approach to changing our organizations and ourselves. It is a must reading for leaders who are serious about diversity and inclusion in their organizations."

--David A. Thomas

H. Naylor Fitzhugh Professor of Business Administration, Harvard Business School

Author of Breaking Through: The Making of Minority Executives

in Corporate America

Moving Beyond Diversity while Embracing Differences to Achieve Success at Work

The Loudest Duck

Great ideas don't matter if you can't execute--bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level. All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results. Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.

Proven Practices for Extraordinary Results

Win Every Day

In The Secret, Debbie, a struggling leader finds herself about to lose her job due to poor performance. In a desperate attempt to save her career, she enrolls in a new mentoring program offered by her company. Much to her surprise, Debbie finds her mentor is the president of the company (Jeff Brown). Debbie decides that all she needs is the answer to one question: "What is the secret of great leaders?" She is convinced that if Jeff will tell her, she can apply the secret in her leadership. Over the next 18 months Jeff explains to Debbie that the secret is rooted in an attitude. He tells her that she must be willing to become a serving leader rather than a self-serving leader. The secret is that all great leaders SERVE.

What Great Leaders Know and Do

The Secret

The real journey of learning to build something that lasts

This Was Never Supposed to Work

The Ken Blanchard Series - Simple Truths Uplifting the Value of People in Organizations

The Serving Leader Five Powerful Actions to Transform Your Team, Business, and Community, 10th Anniversary Edition, Revised and Expanded It's people who make organizations great, so how can leaders best help their people achieve that greatness? As Ken Jennings and John Stahl-Wert show in this new edition of their bestseller, you can't just demand greatness-you have to inspire it. The most effective leaders don't just stand in front of their people, they stand behind them too. As one of the characters in the book notes, "You qualify to be first by putting other people first." This concept sounds paradoxical, but it leads to extraordinary outcomes-and The Serving Leader shows precisely how and why. While Jennings and Stahl-Wert use a compelling fictional story to outline the basics of Serving Leadership, all the characters in it are based on real people, the organizations depicted are based on real organizations-and the results they achieved are what really happened. This edition features a new foreword by Ken Blanchard, a new introduction, and a new chapter checking back in with Mike, the main character, to see what he has learned in the twelve years since he embraced Serving Leadership On one level this is the most practical guide available to implementing Serving Leadership; on a deeper level, it is a book about the personal journey of growth that real leadership requires. Great organizations are great because they're filled with people who freely choose to do their very best. It's a maddeningly simple concept yet stunningly hard to execute. Jennings and Stahl-Wert show leaders how to earn that kind of commitment.

Five Powerful Actions to Transform Your Team, Business, and Community

The Serving Leader

Stop running toward someone else’s definition of success, and start intentionally shaping your own. This prequel to Aesop’s famous tortoise and hare fable shows exhausted professionals how to shift from chasing external validation to creating internal meaning and alignment. Stop chasing visibility. Start creating meaning. In today’s high-pressure workplace, professionals are depleted from constantly proving themselves to others—yet struggling to find genuine satisfaction in their work. What if the breakthrough isn’t working harder within the system but instead reimagining what success means to you? Stop Chasing, Start Creating reveals the untold story of Tano the tortoise before his famous race with the hare. In this prequel to the beloved Aesop’s fable, we discover that Tano wasn’t always the steady, purposeful creature we know. He once chased visibility, approval, and validation just like the rest of us—until a moment of awakening changed everything. Through Tano’s journey from external pressure to internal clarity, readers discover the crucial difference between chasing meaning and creating it. Grounded in motivation science, this framework shifts professionals from extrinsic motivation (external rewards, recognition, and belonging) to intrinsic motivation (purpose, contribution, and alignment). Perfect for burned-out professionals in healthcare, education, nonprofit management, and other purpose-driven fields, this story-first approach offers the metaphor-rich reflection modern workers crave without feeling like another productivity manual.

A Timeless Fable on Mindset, Resilience, and Meaningful Work

Stop Chasing, Start Creating

Everyone who wants a fulfilling career needs a mentor -- someone who has seen it all before, someone who can share hard-won experiences and teach valuable lessons. In this expanded and enhanced version of his best-selling book, Monday Morning Leadership, David Cottrell packs all of the wisdom of his wide-ranging business experience into this inspirational story. Cottrell introduces us to Jeff, a successful corporate manager who has hit a major wall. Jeff has been leading his team, quarter after quarter, to great sales and better profits for several years -- until now. The tricks that used to work wonders have lost their magic; Jeff is in a slump and is at a loss to find his way out of it.Overworked, stressed, and feeling that his personal and professional lives are at risk, Jeff reaches out to the father of a college buddy, a retired and tremendously accomplished former executive named Tony. Tony and Jeff agree to meet every Monday for ten weeks to work through Jeff's problems and get his career back on track.In the course of these intimate sessions, Jeff discovers the secrets of real leadership: "Until I accept total responsibility -- no matter what -- I will not be able to put plans in place to accomplish my goals." And, "My success is the result of making better choices and recovering quickly from poor choices."Tony leads Jeff through tough lessons in how to manage his people, how to manage his own time, how to manage his superiors, and how to escape from "management land." Most of all, Jeff learns that his success is intimately bound with the success of his people and that tolerating lackluster performance in himself and others on the team only leads to discontent from his most prized and productive employees.Through Jeff's mentoring sessions, the reader meets a character of integrity who dispenses homespun but effective wisdom. Spend time with Tony and Jeff at their Monday morning meetings, and you will find yourself on the road to becoming a better leader and being more successful at work.

Ten Lessons to Guide You Up the Ladder

Monday Morning Mentoring

The Second Meeting

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