Mike Hawkins

Execution: Delivering Excellence describes the capabilities that leaders need to create competitive differentiation and deliver extraordinary value. Great leaders build a culture that achieves operational excellence as well as adapts to change and seizes new opportunities. By learning the competencies of making smart decisions, fostering innovation, enabling speed, and taking action, you are able to equip your team to sustain great performance for...

Communications: Inspiring Performance describes how to influence people through positive and trustworthy interpersonal communications. Great leaders speak, write, and listen in a manner that connects with people and moves them to action. By learning the competencies of creating compelling content, engaging the audience, and maintaining communication flow, you are able to capture people's minds and hearts, as well as foster the healthy exchange of...

To be a leader in the era of outsourcing, learn to foster successful relationships with external organizations, as well as teams within your own company. Partnerships: Leveraging Teamwork illustrates how to build high-performing teams and work effectively with others across organizational boundaries. Great leaders do not lead a collection of individuals but rather a unified team of people who work for the good of the organization. By learning the...

In today's digital and networked media ecology, young people have a wealth of new learning opportunities that span home, school, community, and peer culture. In addition to being able to access well-established learning resources in the form of school-based classes, museums, and libraries, young people can turn to online resources and communities to pursue self-directed learning tailored to their own unique interests and at their own pace. They can...

Leading from the Second Chair offers an invaluable resource to leaders who serve in second (and third and fourth) chair roles, enabling them to become more productive, proactive, and fulfilled. The book reveals the paradoxes of second chair leadership. These leaders must be subordinate to the top leader yet lead in their own right. They should be deep in their expertise but wide in perspective. And they must be content in their jobs yet remain enthusiastic...