You chose this book because there are important things on your mind. This is a market and time-tested guide to leading an intentional life.  Our Life and Career Planning Model requires attention and work on your part but the time and effort will pay off. It’s Time to Get Real! helps you take control, directing you through a process leading to actions that result in personal and professional success. Manage unforeseen challenges with resilience, confidence, and self-direction.  Make decisions and choices that create opportunities for you. Integrate your life and career and build the future that you desire.
 
The Life and Career Planning Model in Time to Get Real! has been utilized by individuals in early, mid and later career and life.  Too many individuals let life happen to them. Control more of your life through readiness and preparation.  We can help you visualize a future that you desire and a road that you can travel to get there.
 
Written by Alex J. Plinio, and Melissa Smith, acclaimed business leaders and life and career planning specialists, this book is filled with instructive case studies, illuminating stories, interactive exercises, and inspirational quotes enabling you to unlock those things leading to personal satisfaction and success. The Life and Career Planning Model helps you target what matters the most to you in your life while providing the impetus to move you forward in a positive direction.  Whether you are 21, 41, or 61, it is now Time to Get Real!
 

Accomplished political leaders have a clear strategy for turning political visions into reality. Through well-honed analytical, political, and emotional intelligence, leaders chart paths to promising futures that include economic growth, material prosperity, and human well-being. Alas, such leaders are rare in the developing world, where often institutions are weak and greed and corruption strong—and where responsible leadership therefore has the potential to effect the greatest change.

          

In Transformative Political Leadership, Robert I. Rotberg focuses on the role of leadership in politics and argues that accomplished leaders demonstrate a particular set of skills. Through illustrative case studies of leaders who have performed ably in the developing world—among them Nelson Mandela in South Africa, Seretse Khama in Botswana, Lee Kuan Yew in Singapore, and Kemal Ataturk in Turkey—Rotberg examines how these leaders transformed their respective countries. The importance of capable leadership is woefully understudied in political science, and this book will be an important tool in exploring how leaders lead and how nations and institutions are built.

The effective functioning of a democratic society—including social, business, and political interactions—largely depends on trust. Yet trust remains a fragile and elusive resource in many of the organizations that make up society's building blocks. In their timely volume, Trust and Distrust in Organizations, editors Roderick M. Kramer and Karen S. Cook have compiled the most important research on trust in organizations, illuminating the complex nature of how trust develops, functions, and often is thwarted in organizational settings. With contributions from social psychologists, sociologists, political scientists, economists, and organizational theorists, the volume examines trust and distrust within a variety of settings—from employer-employee and doctor-patient relationships, to geographically dispersed work teams and virtual teams on the internet. Trust and Distrust in Organizations opens with an in-depth examination of hierarchical relationships to determine how trust is established and maintained between people with unequal power. Kurt Dirks and Daniel Skarlicki find that trust between leaders and their followers is established when people perceive a shared background or identity and interact well with their leader. After trust is established, people are willing to assume greater risks and to work harder. In part II, the contributors focus on trust between people in teams and networks. Roxanne Zolin and Pamela Hinds discover that trust is more easily established in geographically dispersed teams when they are able to meet face-to-face initially. Trust and Distrust in Organizations moves on to an examination of how people create and foster trust and of the effects of power and betrayal on trust. Kimberly Elsbach reports that managers achieve trust by demonstrating concern, maintaining open communication, and behaving consistently. The final chapter by Roderick Kramer and Dana Gavrieli includes recently declassified data from secret conversations between President Lyndon Johnson and his advisors that provide a rich window into a leader's struggles with problems of trust and distrust in his administration. Broad in scope, Trust and Distrust in Organizations provides a captivating and insightful look at trust, power, and betrayal, and is essential reading for anyone wishing to understand the underpinnings of trust within a relationship or an organization. A Volume in the Russell Sage Foundation Series on Trust