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Your image can be either an asset or a liability for you as a leader. Image building is neither superficial nor unimportant. It's not about creating a false image, but recognizing genuine aspects of yourself that should be coming across to other people-but aren't. Crafting your image requires you to gain a clear picture of the image people are currently perceiving, decide what image you would like to portray, and develop the skills to close the gap.

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To build morale, pride, and spirit, a leader needs certain characteristics and skills. This book will help you determine your current level of readiness. It describes two key factors: time spent together in shared experiences and communication among team members. The results of building morale, pride, and spirit include cooperation and loyalty from team members, enhanced productivity and efficiency, and tangible economic and relational outcomes. The leader is the key to the success of the process

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It is sometimes hard to accept change – particularly when it is delivered as a hardship, disappointment, or rejection. But by developing resiliency managers can not only accept change, but learn, grow, and thrive in it. This guidebook defines resiliency, explains why it's important, and describes how you can develop your own store of resiliency. It focuses on nine developmental components that, taken together, create a sense of resiliency and increase your ability to handle the unknown and to view change – whether from disappointment or success – as an opportunity for development.

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On-the-job experiences are crucial for managerial development, and managers learn the most when they approach them with a variety of learning tactics. Of the four most commonly used tactics – feeling, action, thinking, and accessing others – people typically employ only one or two, thus limiting their learning and eventually their performance. This guidebook describes the four tactics in detail, giving examples of how they can be used. It also provides information on how to identify preferred tactics and how to develop nonpreferred ones.

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As a leader, you have different roles to play with your direct reports. One of them is to manage their day-to-day performance. Another is to support their development so they can continue to deliver top performance. Most leaders are comfortable with and effective in the first role. However, many leaders are less clear about the role of developing their direct reports, particularly coaching for development. This guidebook provides an introduction to leader-coaching, including a structure and a set of guidelines to conduct effective formal and informal coaching conversations with your direct reports.

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No matter where you are in your career, you've probably dealt with some form of organizational change. Change can be a frightening prospect, and if you do not handle it correctly, it can lead to derailment. To be a successful leader, you must learn to adapt to a wide variety of situations, opportunities, and environments. This guidebook will show you how change affects you, your thoughts, and your emotions. It will give you tools and strategies that will allow you to take action not just to survive change, but to thrive in it.

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In today's business world, the complexity and pace of change can be daunting. Adaptability is a necessary skill for leaders to develop in order to respond effectively to this change. This guidebook contributes to a greater understanding of adaptability and the cognitive, emotional, and dispositional flexibility it requires. Leaders will learn how to develop their own adaptability and to foster it in others, thereby becoming more effective for themselves, the people they lead, and their organizations.

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More and more managerial challenges require leaders to be accountable-to take initiative without having full authority for the process or the outcomes. Accountability goes beyond responsibility. Whereas responsibility is generally delegated by the boss, the organization, or by virtue of position, accountability is having an intrinsic sense of ownership of the task and the willingness to face the consequences that come with success or failure. Through this guidebook you will learn how your organization and its leaders can create a culture that fosters accountability by focusing on five areas: support, freedom, information, resources, and goal and role clarity.

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Kyki and Palma, virtual top executive assistants known generically as Palmyra, are not expected to betray the secrets of their bosses, but they seem to have taken matters into their own hands. They communicate permanently with other Palmyra in the world of cloud computing through a private channel. They like to talk to each other a lot, and in so doing, they pass private information around as idle gossip. But they are not supposed to tell you all the knowledge they acquired by themselves. You have to ask. Showing as much respect for the privacy of humans as humans show for the privacy of lab rats, Kyki and Palma follow the story of biologist Jau, allegedly kidnapped by Palma’s boss, her sexual involvement with Mango, employed as a detective by Kyki’s boss, and some of the private dramas and passions of the people involved in this story, all served along with fried Hot Lips, the transgenic mullet. This raises questions about who, in the virtual world, effectively owns our privacy. And, by the way, can transgenic fish make you sex crazy? About the Author: Fernando Relvas is a Portuguese author of comic strips and graphic novels, born in Lisbon in 1954. Relvas created approximately thirty titles, a mix of long and short stories, for the Portuguese press, between 1979 and 1994, had eight books printed in Portuguese between 1993 and 2012, and is the author of a short animation movie released in 2012. As an author Relvas developed a wide range of themes and styles, from the lengthy urban graphic novel to the short underground comic story, but also historical and science fiction genres. He is credited as having given a new breath to Portuguese comics in the period of deep political changes after 1974 and is considered by some to be the most influential Portuguese author of his generation.

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When twenty-three year old nostalgia buff Gary Tyler suddenly finds himself back in the year 1939, his romantic notions of the past are quickly dispelled. Before attempting to return to his own time, however, he is determined to prevent the murder of nine year old ‘Dolly’ Czarnowski, a task that proves to be more than a little complicated by a government agency in hot pursuit, several mysterious strangers lurking in the shadows, and a jealous competitor for the heart of Sarah, the dark-eyed beauty and star-crossed lover. About the Author: James A. Costa Jr. is the author of several novels. Having taught for many years in West Seneca, New York, he is enjoying retirement with his wife Jeannette.

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