Coming soon Out January 2027.
How to benefit from the AI disruption and not be sidelined by the change
Get your ideas adopted and get the credit for them: the tools for playing positive office politics, and your guide to the whole game.
Why did someone who does less than you get the promotion? Why does management keep making decisions that make no sense? They are the questions of a capable person losing at a game they do not know they are playing.
Politics happens wherever people compete for something scarce, so every organisation has it. The only choice is whether you take part knowingly and well. This book sets out the game as a set of plays: recognisable political moves, good and bad. The good plays are the legitimate work of building support for ideas that help the organisation. The bad ones are described so you can spot them and defend against them, as a vaccine rather than a manual.
As AI makes knowledge cheap, the human side of getting things done matters more, not less. Each play says how AI changes it.
The series
Develop five areas, maximise your contribution and get rewarded
Everyone wants to make a contribution that counts. Contribute! sets out the five areas that decide whether yours is seen and rewarded: competence, opportunity, enthusiastic effort, minimising barriers, and engaging others.
Find out more
How to be a leader: inspiring confidence, what goes on inside your head when you are alone with the decision, and why you sometimes have to hand out certainty when you know the odds could go either way.
Find out more
How to make sense of the intangible activity
Places structure on the intangible activity that precedes sales: seven capabilities, from customer experience to competition watch, that together drive a company's top-line growth.
Find out more
How to build a lasting, repeatable capability that drives commercial innovation
Most organisations innovate by accident and depend on who is in charge. How to build a lasting, repeatable capability that turns ideas into commercial value, and keeps doing it as AI changes what is possible.
Find out more
The human skills that set people apart when knowledge is cheap
Measuring the human qualities that make the difference: 190 competencies in three sections, The Basics, Consulting and Leadership, each described from novice to master.
Find out more
Stop relying on experts and turn competence into productivity
Competence belongs to a person; capability belongs to an organisation. How to choose, design, build and mature a capability by organising competent people with systems, routines and motivation, with innovation as the worked example.
Find out moreLaunch dates, early extracts and invitations to the forum. One email when there is news, and nothing else.
The mailing list opens shortly. Until then, send an email.