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"Just Good Business" shows leaders and managers how to develop a unifying strategy for guiding their corporate social responsibility (CSR)--and why it's critical to embed CSR initiatives into larger corporate strategy.
From the bestselling author of The Radical Leap and Greater Than Yourself comes the first book to directly address love as a hard-core business principle that generates measurable results It’s time to toss aside the touchy-feely notions of love in business and acknowledge the real power that it holds. Love is not only appropriate in the context of business, it’s the foundation of great leadership. To put it bluntly: love is just damn good business. That’s the simple but profound truth that leadership consultant Steve Farber has discovered in his extensive work with Fortune 100 companies and other successful businesses. His game-changing approach to love as a practical business strategy will help you to: • Identify your passions—and share them with others • Create a culture of love at work—and spark innovation, productivity, and joy • Serve your customers, so they love how you treat them—and have them coming back for more • Invest time in making personal connections—that are mutually rewarding • Focus on serving the needs of others—they’re going to love it • Do what you love—and make it your business, so others love it, too The proven principles you’ll find in this book will help you lay the groundwork for a thriving, competitive enterprise. When love is part of your organization’s framework and operationalized in its culture, employees and customers feel genuinely valued. Employees who are passionate about the work that they do are more loyal, innovative, creative, and inspired, and that translates to great customer experience. They don’t serve others out of obligation, but because of a genuine desire to improve people’s lives. And when customers reciprocate by loving your products, your services, and your people, that’s when something great happens. That’s when you get loyalty. That’s when you get raving fans. It’s a refreshingly human way of doing business. In addition to Farber’s field-tested strategies, you’ll find inspiring case studies from a wide range of industries and leaders, revealing self-assessment quizzes, and practical pointers on how to build a corporate culture based on love, the ultimate competitive advantage. At the end of the day, it’s just damn good business.
A lot of CSR is out there in the business world, but not a lot of it is effective, strategic, high-impact CSR. By the time you finish reading this book, you'll understand that creating a CSR strategy and a CSR program is only half the job. The other half is creating your CSR story and branding, and publicizing it regularly and widely. Of the effective, strategic CSR that is out there in the business world, very little of it is effectively communicated. With this book you have all the tools you'll need to do all that and more. Now it's your turn. I hope that someday I'll have the opportunity to write about your own successful CSR efforts. Finally, I believe that corporate responsibility, along with being just good business, can also help to provide and repair something that is desperately lacking in our world today: hope. Let us refuse to destroy HOPE. Corporate responsibility builds hope.
"Just Good Business" shows leaders and managers how to develop a unifying strategy for guiding their corporate social responsibility (CSR)--and why it's critical to embed CSR initiatives into larger corporate strategy.
It Really Is Just Good Business is essential reading for all solopreneurs, freelancers, as well as micro and small business owners who want to build and sustain a profitable business. Why? Quite simply, the rules of business have changed. Greed has been the defining god of the business world for far too long: Allegiance to the creed of money alone will ultimately result in failure. Organisations that believe that people and the planet are equally as important as profit will now, paradoxically, be the most profitable and sustainable for the longer term. It Really Is Just Good Business is a blueprint for anyone who wants their business to thrive, but who also wants to make a meaningful contribution to society. The author has 50 years’ experience working with small businesses at a grassroots level. Jill Poet is quick to point out that she is not an academic or a sustainability consultant, and that it is her wealth of experience, rather than academic theory, that informs this book. It is also her passion for those solopreneurs, freelancers, and micro and small business owners, combined with her hands-on business background, that ensures It Really Is Just Good Business is delivered in a pragmatic, common-sense, conversational style. It provides a thought-provoking yet realistic and easy-to-understand approach to a better way of operating with practical examples, business wisdom, and case studies. Jill doesn’t pull any punches. This book is peppered with examples of what can happen if you are inauthentic, including a few sections that might court controversy. Read this book to ensure you build a fantastic business that feeds your soul - as well as your bank account.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
AN INSTANT NEW YORK TIMES BESTSELLER "Provocative and appealing . . . well worth your extremely limited time." —Barbara Spindel, The Wall Street Journal The average human lifespan is absurdly, insultingly brief. Assuming you live to be eighty, you have just over four thousand weeks. Nobody needs telling there isn’t enough time. We’re obsessed with our lengthening to-do lists, our overfilled inboxes, work-life balance, and the ceaseless battle against distraction; and we’re deluged with advice on becoming more productive and efficient, and “life hacks” to optimize our days. But such techniques often end up making things worse. The sense of anxious hurry grows more intense, and still the most meaningful parts of life seem to lie just beyond the horizon. Still, we rarely make the connection between our daily struggles with time and the ultimate time management problem: the challenge of how best to use our four thousand weeks. Drawing on the insights of both ancient and contemporary philosophers, psychologists, and spiritual teachers, Oliver Burkeman delivers an entertaining, humorous, practical, and ultimately profound guide to time and time management. Rejecting the futile modern fixation on “getting everything done,” Four Thousand Weeks introduces readers to tools for constructing a meaningful life by embracing finitude, showing how many of the unhelpful ways we’ve come to think about time aren’t inescapable, unchanging truths, but choices we’ve made as individuals and as a society—and that we could do things differently.