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Brennan Renvik

When the Plan Breaks

What Great Leaders Do Then

1. When the Playbook Runs Out: Why Leadership Advice Fails at the Edge
2. Sitting With the Fear: The Founder's Inner Landscape
3. Telling the Truth When the Truth Is Ugly
4. Layoffs, Demotions, and Firing Your Friend
5. The Weight of Being the One Who Decides
6. Wartime Instincts vs. Peacetime Habits
7. Hiring People Who Have Already Failed Well
8. Designing an Organization That Can Take a Punch
9. Politics, Ego, and the Quiet Rot Inside Fast-Growing Teams
10. How to Have the Conversation Nobody Wants to Have
11. Selling the Company, Selling the Vision, or Selling Nothing
12. Case Study: A Quarter That Almost Broke Us
13. Case Study: Rebuilding Trust After a Public Failure
14. Founder-CEO or Professional CEO: Choosing What You Become
15. Making Peace With the Struggle

Business and Management (R0)

This book explores how spirituality can improve an organization’s ability to respond to a crisis. It presents biblical examples of leading during a crisis to show how faith can be relied upon to lead during crisis situations. Further, it presents examples of leaders using their faith during trying times. In recent years, organizations have begun to prepare for crises, but scholarly research has not kept up with their efforts. Exploring topics such as communication, servant leadership, and resilience, this work stakes new ground in leadership theory and will foster future research into the role of spirituality during organizational crisis.&amp;nbsp;

Steve Firestone

The Role of Spirituality in Organizational Response

Biblical Principles of Crisis Leadership

Transnational Crime, Crime Control and Security

Aimed at students, practitioners and security scholars, this open access book presents creative, multi-faceted and critical perspectives on the future of European gendarmerie-type forces, particularly in the era of hybrid security threats. It reviews international cooperation between gendarmerie organisations and raises the question of whether the traditionally styled gendarmerie organisations are up to the rapidly changing security climate, where non-state armed actors tend to be agile and innovative. Gendarmerie-type forces are military-style police organisations which have evolved over time and are generally responsible for police activities at the higher risk end of the spectrum when it comes to closing sudden as well as structural security gaps. Europe faces several security challenges beyond, at and within its borders, ranging from large-scale organised crime, terrorism and irregular migration. This book explores traditional security actors in Europe, in particular gendarmerie organisations in France, Italy, Lithuania, the Netherlands, Poland, Portugal, Romania and Spain, as well as the (cooperation with) other gendarmerie and law enforcement organisations. It includes co-authored chapters from academics with gendarmerie practitioners. This book argues that within the plural policing arena, gendarmerie organisations occupy a unique position.Monica Den Boer
 is Professor of Military Policing Operations at the Faculty of Military Sciences at the Netherlands Defence Academy and Professor of Policing Studies by Special Appointment at Leiden University, the Netherlands.
 Marleen Easton
 is Professor in Governance of Security at the Department of Public Governance &amp; Management, Faculty of Economics &amp; Business Administration, Ghent University, Belgium.
 Michiel De Weger
 is Lecturer Security Management at the Hague University of Applied Sciences, The Hague, the Netherlands.
 Michael Rustenhoven
 is LCol within the Royal Netherlands Marechaussee and Assistant Professor Military Policing Operations at the Netherlands Defence Academy, Breda, the Netherlands.

Perspectives on Military Police Organisations

The Future of European Gendarmerie Organisations in the Light of Hybrid Security Threats

&lt;b&gt;&lt;i&gt;Women Leaders - The Power of Working Abroad&lt;/i&gt; will benefit those committed to broadening the ranks of leadership and women aspiring to fast track a career.&lt;/b&gt;&lt;p&gt;Working and living abroad is the most powerful development approach to diversify talent pipelines to address the swelling talent shortage and leadership crisis. The authors combine their expertise with the advice of women in senior expatriate roles (WiSER) from all corners of the globe to empower women to overcome barriers slowing their career progression.&lt;/p&gt; &lt;p&gt;This gives women an edge to succeed in international assignments by decreasing ramp-up time, enabling a smoother work transition, and promoting high performance quickly. This book makes the opportunity to accelerate women into leadership pipelines, by working and living abroad, accessible to all.&lt;/p&gt;

Sapna Welsh

Caroline Kersten

The Power of Working Abroad

Women Leaders

The Compassionate Entrepreneur shows that true business success takes time. It is earned through patience, ethics, and integrity. Dr. Navdeep Chawla shares how he grew Psychotropics India Ltd. from a humble start to a global pharmaceutical company. Through stories of resilience and principled leadership, he demonstrates how compassion and honesty form the foundation of lasting success.

This book provides entrepreneurs with practical strategies to build lasting enterprises centered on purpose, people, and perseverance. Readers will learn actionable lessons in building an organization defined by heart and resilience. Dr. Navdeep Chawla clearly outlines real challenges of entrepreneurship and presents practical solutions, equipping entrepreneurs with the tools they need for business and personal success.

Discover the winding routes of entrepreneurship and how integrity and patience act as a spear and shield to protect you on your journey.

Building an Ethical Business with Patience and Integrity that Lasts

The Compassionate Entrepreneur

What happens when your greatest survival skills follow you into the corner office?Executive coach and therapist Cameron Yarbrough has spent years working with Silicon Valley founders at the moment when ambition and pressure collide. What he has learned is that the psychology that makes someone willing to build a company from nothing can also make it harder for them to function effectively once the company takes off. When entrepreneur Garry Tan was on the verge of selling his company to Twitter, mounting pressure sent him into a series of conflicts that nearly destroyed the deal. Tan knew something was driving his behavior that he couldn't see, so he turned to Yarbrough. Their work helped him understand the patterns behind his ambition and self-sabotage-and change. Today, Tan leads a venture firm managing more than $3 billion in investments and is one of Silicon Valley's most influential figures. In&nbsp;Foundering, Yarbrough draws on his work with Tan and many other founders to explore what happens when the qualities that help someone succeed-intensity, competitiveness, an ability to tolerate enormous risk-start working against them. Through stories of these breaking points,&nbsp;Foundering offers a new way to think about leadership: as the ongoing work of understanding yourself well enough to know when your greatest strengths have become liabilities. It is a book for entrepreneurs-and for anyone responsible for leading others-about becoming the kind of leader you want to be.

The Inner Work of Building--And Surviving--Successful Startups

Foundering

The Right Altitude Field Guides

The most expensive silence in leadership is the conversation you're not having.

Every leader has one. The direct report you're managing around. The peer conflict you keep hoping resolves itself. The feedback that's a month overdue. Leadership stalls in the gap between knowing you need to say something and saying it. And the longer you wait, the more it costs, usually your best people first. The high performer is watching. She's doing the math. The conversation you keep avoiding with the one who's struggling is writing the resignation letter for the one who isn't.

Here's what most advice misses: leaders don't avoid hard conversations because they lack courage. They avoid them because they lack a framework. They don't know how to start, how to stay in it when it gets uncomfortable, or how to close it in a way that keeps the relationship intact.

This field guide gives you that framework. It's a practical arc you can work through before you walk in, built around 5 phases:

Reading the Situation. The Red / Yellow / Green framework sorts every conversation in your queue by emotional risk. Most of the ones you're avoiding are Yellows you've convinced yourself are Reds. The point is to have Yellow conversations while they're still Yellow. You'll also learn when not to have the conversation yet, and how to tell patience from avoidance.

Preparation. The Three-Point Prep: a compass, not a script. 3 points, an opening line you can say in under 10 seconds, a 1-sentence outcome, and the anchor sentence that handles tears, anger, denial and deflection: "I hear you. And I still need to say this."

Delivery. Open with clarity in the first 2 minutes. Leave no room for interpretation. Hold the silence for 5 seconds. Regulate yourself when they react. Use the redirect when the conversation drifts. Close with commitment, not relief.

Follow-Through. The 48-hour follow-up, documentation as a clarity exercise, pattern monitoring, and the moment coaching becomes a performance issue. The conversation isn't over when you leave the room.

The Specific Conversations. The 4 that leaders dread most: the performance gap, the boundary, the peer conflict, and the one with your boss. Includes the 3 conversations inside every performance conversation (coaching, pattern, consequences) and the Data-First Rule for upward conversations.

Start with the diagnostic to find where you break down, then go straight to the phase that fixes it. Every phase comes with coaching questions, a What Builds It / What Erodes It list, and a 48-hour experiment you can run this week. Section Three names the 5 avoidance patterns (the Soft Landing, the Endless Postponement, the Proxy, the Vent, and the Hint) and shows why the leaders who have the most hard conversations end up needing the fewest.

The stories are drawn from coaching conversations with leaders stuck in exactly this spot.

The conversation is almost never as bad as the avoidance. The worry always takes longer than the talk. The point was never to understand hard conversations. It's to have the one you're avoiding.

Part of The Right Altitude Field Guide series: short, practical guides by executive coach Don Eash, MCC, ACTC.

Having the Talk You've Been Avoiding

The Right Altitude Field Guide to Hard Conversations

What avoidable problem destroys more young startups than any other? Why is it a mistake to ask for introductions to investors? When do you play the CEO card? Should you sell out? Author and four-time founder/CEO Dan Shapiro tells the stories of dozens of startups whose companies lived and died by the advice in these pages. From inception to destruction and triumph to despair, this rollercoaster read takes aspiring entrepreneurs from the highs of billion-dollar payouts and market-smashing success to the depths of impostor syndrome and bankruptcy. Hot Seat is divided into the five phases of the startup CEO experience: * Founding explains how to formulate your idea, allocate equity, and not argue yourself to death * Funding provides the keys to venture capital, angels, and crowdfunding, plus clear advice on which approach to choose * Leadership lays out a path to build a strategy and culture for your team that will survive good times and bad * Management reveals how to manage your board, argue with your team, and play the CEO card * Endgame explains how to finish a company's existence with grace, wealth, and minimal litigation

The Startup CEO Guidebook

Hot Seat

&lt;div&gt;This book puts forward a carefully crafted theoretical framework that makes a substantial contribution to the field of organizational resilience. It is a framework that goes far beyond the traditional crisis management perspective (accidents, scandals, etc) to an investigation of the characteristics and factors that make organizations viable over time. The book creates a much-needed link between human resource management and organizational development on the one hand, and the literature about risk and crises management and resilience engineering on the other.&lt;/div&gt;&lt;div&gt;&lt;br/&gt;&lt;/div&gt;&lt;div&gt;The book assembles several robust social science theories such as evolutionary theory, complexity theory, and institutional theory, as well as concepts from management theory such as followership, organizational trust, open innovation, and serendipity management into a coherent framework. It also integrates important models from the field of resilience engineering that have not previously been include&lt;/div&gt;d in the research on organizational resilience. Several new models are used to present the theoretical framework, models that have relevance for researchers as well as practitioners. In addition to the theoretical framework, all chapters are set in various practical environments that both illustrate the use of resilience resources and align with the framework itself.

Stefan Tengblad

Margareta Oudhuis

Organizing for Sustained Viability

The Resilience Framework

How to Create Wealth for Your Company and Stakeholders

The Guide to Entrepreneurship

How to Make a Team Think for Itself

Seven Questions

Reclaim your confidence at work so you can hire smarter, read the room and lead difficult moments without second-guessing yourself. What To Do If...? helps you handle real workplace situations with clarity and confidence. 

Written by workplace behavior specialist Anne-Maartje Oud, this field-tested guide distils the 35 questions she's heard most over two decades training managers, HR professionals and teams. Organized into five focused parts on personal development, communication, collaboration, leadership and difficult conversations, it blends research, real examples and simple tools you can use right away. 

Learn how to spot toxic hiring red flags before they damage your culture, decode body language and nonverbal cues, and respond constructively when emotions run high or someone cries at work. Use practical scripts, checklists and decision points to prepare for interviews, lead confident one-to-ones and navigate conflict with calm authority. Build emotional intelligence, set boundaries that stick and create safer, more productive conversations where performance and trust grow. 

Walk away with a repeatable approach for high-stakes situations so you become the steady, trusted person who knows what to do, no matter what happens next. 

Themes include: hiring and interviewing, nonverbal communication; emotions at work, difficult conversations and conflict, everyday communication and collaboration, practical leadership habits.

How to Handle Any Situation at Work and Come Out Winning

What To Do If...?

When the Plan Breaks

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