Hoods are informal groups and formal organizations that can create synergies and help us achieve more than we could on our own. A hood is an apt metaphor as it suggests that organizations arent always simple and nice. Theyre compiled of teams that should be working in synchronicity, with direction, and in harmony for the benefit of stakeholders. Leading these hoods, however, isnt so simple as leaders must do more than obtain consensus; they must get people excited about executing a strategy, innovating with constant improvement, and adding value. Veteran business executive Bob Sutton shares lessons and strategies so you can: make individual team members better at what they do; eliminate dysfunction that can hurt operating results; back up your business vision with strategy; and empower people to operate within clear boundaries. The author also highlights ways to improve systems and processes, brand management techniques, navigating succession, business culture, and how to keep team members engaged. Whether you are just starting out as a leader or have been on your journey for many years, youll find insights you can use in Leadership in the Hood.

The world is obsessed with leaders: identifying them, training them, becoming them. Even in the church, this preoccupation is all-too apparent. Jesus, however, is not interested in developing leaders. Rather, he is interested in the formation of servants. In this powerful reflection on leadership and servanthood, Dr. Hwa Yung addresses the overemphasis on leadership development within the church. Challenging a culture of hubris, ambition, and self-seeking, he reminds us that ministry is not a call to position and power but to service and obedience. He draws us back to the example of Christ, who came as a servant of God and of his kingdom, who lived in submission to the Father, and who rooted himself in his identity as the incarnate Son of God. Linking spiritual authority to these three characteristics, Hwa Yung offers examples from both Scripture and church history to demonstrate that it is in fact the faithful practice of servanthood that leads to leadership impact.

A New York Times Best Seller "Essential reading for all adults who work with black and brown young people...Filled with exceptional intellectual sophistication and necessary wisdom for the future of education."—Imani Perry, National Book Award Winner author of South To America An award-winning educator offers a much-needed antidote to traditional top-down pedagogy and promises to radically reframe the landscape of urban education for the better Drawing on his own experience of feeling undervalued and invisible in classrooms as a young man of color, Dr. Christopher Emdin has merged his experiences with more than a decade of teaching and researching in urban America. He takes to task the perception of urban youth of color as unteachable, and he challenges educators to embrace and respect each student’s culture and to reimagine the classroom as a site where roles are reversed and students become the experts in their own learning. Putting forth his theory of Reality Pedagogy, Emdin provides practical tools to unleash the brilliance and eagerness of youth and educators alike—both of whom have been typecast and stymied by outdated modes of thinking about urban education. With this fresh and engaging new pedagogical vision, Emdin demonstrates the importance of creating a family structure and building communities within the classroom, using culturally relevant strategies like hip-hop music and call-and-response, and connecting the experiences of urban youth to indigenous populations globally. Merging real stories with theory, research, and practice, Emdin demonstrates how by implementing the “Seven Cs” of reality pedagogy in their own classrooms, urban youth of color benefit from truly transformative education.

Jason was faced with a very personal dilemma; earn much needed overtime pay or attend his daughter's school play? He chose the overtime believing he was helping create the best possible future for his daughter, but was he? If Jason's daughter had a choice between a better future or seeing her Dad at her play, which do you think she would choose? Eat More Ice Cream! challenges you like no other leadership book. Interweaving scientific findings, business case studies, law enforcement experiences, and historical leadership examples into short, succinct practical stories, Could you overcome emotional hijackings like Abraham Lincoln did? Are you a carver striving to etch your name into history or are you a planter who quietly sows the fields of leadership? Are you a leader willing to work on Christmas day so that a few of your followers can enjoy Christmas morning with their children? Are you a leader climbing the organizational ladder or are you a leader who places a ladder squarely on your back? With a unique and individually relevant leadership lesson for each week of the year, Eat More Ice Cream! is designed to provoke deep self-reflection while also helping you learn new ways to influence others. In the digital age, leaders have no choice but to Eat More Ice Cream!

You can't sell it outside if you can't sell it inside. You want maximum business performance? Look under the hood and you’ll find your employee culture: it is the power that drives the enterprise engine. To harness that rumbling power you’ve got to solve the mystery of what an employee culture actually is, how it operates and how to move it forward. These are the keys that this book will put right in your hands. Renowned business culture expert Stan Slap knows the difference between understanding your employees and understanding your employee culture. The distinction isn’t semantics; it’s the key to whether your strategies will succeed or fail. This myth-busting book reveals why an employee culture is an independent organism with its own rules, beliefs, and motivations—and the power to make or break any management plan (and any manager right along with it). Slap shows you how to get whatever you want from your employee culture, whether it’s improved accountability, innovation, flexibility, resilience, energy, loyalty, or trust. Along the way he solves mysteries that have puzzled managers since the first Mesopotamian farmer hired some help, including: Why does an employee culture really resist change? What does it care about more than money? Why does it respond to leadership differently than to management? How does it talk to itself, and what does it mean when it won’t talk to you? Why are company values the most dangerous threat to gaining its trust? If you have a wonderful employee culture, this book will help you scale it. If you have a troubled employee culture, this book will help you fix it. If you have an employee culture under pressure, this book will help you ease it. If you have a new employee culture, this book will help you shape it. And if you are investing in a company, this book will help you protect your greatest purchasable asset. Under the Hood is informed by immaculate research, including surveys of more than 15,000 employees from companies the world over. It’s packed with original tactics that have driven performance for many organizations and countless managers. And it includes jaw-dropping inside stories of employee cultures from the likes of Samsung, Oracle, Progressive, CNN during wartime, Paul McCartney’s band, and the Super Bowl film crew. It’s all delivered in classic Stan Slap style: profound and provocative, heartfelt and often hysterical. This is not simply a management book; it is the business case for humanity. Management advice doesn’t get realer or more important than this.

Until now, the public life of James Walker Hood (1831-1918), bishop of the African Methodist Episcopal Zion (AMEZ) Church and a major political and religious leader of the nineteenth century and the early twentieth, has gone largely unexamined. For God and Race recovers the public career of Hood as a representative of the major builders of independent black Christianity during this period who understood faithfulness to God as inseparable from the quest for racial justice, and it explores Hood's role in the AMEZ Church, a denomination known for its singular success in promoting leadership for the abolitionist movement.

Faith-based principles on living a balanced and fulfilling life which reduces stress on an on-going basis.

One of the most effective units to fight on either side of the Civil War, the Texas Brigade of the Army of Northern Virginia served under Robert E. Lee from the Seven Days Battles in 1862 to the surrender at Appomattox in 1865. In Hood’s Texas Brigade, Susannah J. Ural presents a nontraditional unit history that traces the experiences of these soldiers and their families to gauge the war’s effect on them and to understand their role in the white South’s struggle for independence. According to Ural, several factors contributed to the Texas Brigade’s extraordinary success: the unit’s strong self-identity as Confederates; the mutual respect among the junior officers and their men; a constant desire to maintain their reputation not just as Texans but as the top soldiers in Robert E. Lee’s army; and the fact that their families matched the men’s determination to fight and win. Using the letters, diaries, memoirs, newspaper accounts, official reports, and military records of nearly 600 brigade members, Ural argues that the average Texas Brigade volunteer possessed an unusually strong devotion to southern independence: whereas most Texans and Arkansans fought in the West or Trans- Mississippi West, members of the Texas Brigade volunteered for a unit that moved them over a thousand miles from home, believing that they would exert the greatest influence on the war’s outcome by fighting near the Confederate capital in Richmond. These volunteers also took pride in their place in, or connections to, the slave-holding class that they hoped would secure their financial futures. While Confederate ranks declined from desertion and fractured morale in the last years of the war, this belief in a better life—albeit one built through slave labor— kept the Texas Brigade more intact than other units. Hood’s Texas Brigade challenges key historical arguments about soldier motivation, volunteerism and desertion, home-front morale, and veterans’ postwar adjustment. It provides an intimate picture of one of the war’s most effective brigades and sheds new light on the rationales that kept Confederate soldiers fighting throughout the most deadly conflict in U.S. history.

Of the many infantry brigades in Robert E. Lee's Army of Northern Virginia, John Bell Hood's Texas Brigade earned the reputation as perhaps the premier unit. From 1862 until Lee's surrender at Appomattox, the brigade fought in most of the major campaigns in the Eastern Theater and several more in the Western, including the Seven Days, Second Manassas (Second Bull Run), Sharpsburg (Antietam), Fredericksburg, Gettysburg, Chickamauga, Chattanooga, Knoxville, the Wilderness, Spotsylvania Court House, Cold Harbor, the siege of Richmond and Petersburg, and Appomattox. Distinguished for its fierce tenacity and fighting ability, the brigade suffered some of the war's highest casualties. This volume chronicles Hood's Texas Brigade from its formation through postwar commemorations, providing a soldier's-eye view of the daring and bravery of this remarkable unit.

International in scope, this is an unprecedented compilation of current theories and perspectives on women and leadership issues in schools at all levels.