Chronicles the ninety days experienced by Enfield Manufacturing, under the guidance of the author, in learning how to manage effectively through building trust, making better decisions, managing stress, and more

Chronicles the ninety days experienced by Enfield Manufacturing, under the guidance of the author, in learning how to manage effectively through building trust, making better decisions, managing stress, and more

Written by David Dotlich and Peter Cairo-- two of the country's top executive coaches and educators-- Unnatural Leadership debunks the common notion of the natural leader as a flawless figure. The book describes the truth about being a real leader in a business environment turned upside down by e-commerce, diversity, security concerns, globalization, and matrix structures. Drawing on personal experience working with successful leaders in top-tier companies throughout the world, Dotlich and Cairo identify a style of leadership used by those who succeed in complicated business and people situations, a style that maximizes a leader's strengths and acknowledges weaknesses.

Humanity can make short work of the oceans’ creatures. In 1741, hungry explorers discovered herds of Steller’s sea cow in the Bering Strait, and in less than thirty years, the amiable beast had been harpooned into extinction. It’s a classic story, but a key fact is often omitted. Bering Island was the last redoubt of a species that had been decimated by hunting and habitat loss years before the explorers set sail. As Callum M. Roberts reveals in The Unnatural History of the Sea, the oceans’ bounty didn’t disappear overnight. While today’s fishing industry is ruthlessly efficient, intense exploitation began not in the modern era, or even with the dawn of industrialization, but in the eleventh century in medieval Europe. Roberts explores this long and colorful history of commercial fishing, taking readers around the world and through the centuries to witness the transformation of the seas. Drawing on firsthand accounts of early explorers, pirates, merchants, fishers, and travelers, the book recreates the oceans of the past: waters teeming with whales, sea lions, sea otters, turtles, and giant fish. The abundance of marine life described by fifteenth century seafarers is almost unimaginable today, but Roberts both brings it alive and artfully traces its depletion. Collapsing fisheries, he shows, are simply the latest chapter in a long history of unfettered commercialization of the seas. The story does not end with an empty ocean. Instead, Roberts describes how we might restore the splendor and prosperity of the seas through smarter management of our resources and some simple restraint. From the coasts of Florida to New Zealand, marine reserves have fostered spectacular recovery of plants and animals to levels not seen in a century. They prove that history need not repeat itself: we can leave the oceans richer than we found them.

In this sweeping critique of how managers are educated and how, as a consequence, management is practiced, Henry Mintzberg offers thoughtful and controversial ideas for reforming both. “The MBA trains the wrong people in the wrong ways with the wrong consequences,” Mintzberg writes. “Using the classroom to help develop people already practicing management is a fine idea, but pretending to create managers out of people who have never managed is a sham.” Leaders cannot be created in a classroom. They arise in context. But people who already practice management can significantly improve their effectiveness given the opportunity to learn thoughtfully from their own experience. Mintzberg calls for a more engaging approach to managing and a more reflective approach to management education. He also outlines how business schools can become true schools of management.