Articles by Dr. Robert M. Fulmer
Dr. Robert M. Fulmer, was academic director of Duke Corporate Education and has held endowed professorships at Trinity University, the College of William & Mary and Pepperdine University. He is author or co-author of over 150 published articles and 40 books, monographs and editions. He has conducted executive programs or coaching assignments in 25 countries.
The author writes well, is a good storyteller, and makes the case that all dimensions of difference thinking styles, perspectives, experiences, work habits, and management styles as well as more traditional diversity considerations like gender, race, ethnicity, physical abilities, sexual orientation, and age are sources of strength.
Although it does appear to be designed to promote their consulting practice, the book offers interesting insight into their approach for making training more effective.
While many academics may turn up their noses at the lack of elegance in the authors’ research design, the book is likely to pass a more important test perceived value and relevance to leaders on the firing line.
The early section of the book was engaging and exciting. For me, however, it soon became heavy going. Johansen explains the “what” and the “why” in much more detail than the “how.”
Using powerful stories, Kotter describes a distinctive view of the kind of urgency needed in every organization, and explains the critical difference between true urgency and the frantic churning that sometimes passes for urgency.
This is, perhaps, Charles Handy’s most ambitious book yet, as the well-known business philosopher draws on life lessons to help us map out the main stages of our own lives.
“Insider-Outsiders” have the knowledge and power base of an insider but view the world through the lens of an objective outsider, according to author, Joseph Bower.
An overview of lessons in strategic leadership from a recent study of five benchmark organizations:Caterpillar, Cisco Systems, PepsiCo, PricewaterhouseCoopers (PwC) and Washington Group International.
Today, business and governmental organizations face something of a “perfect storm” of problems that have profound implications for current and future leaders.
Success in developing “best” human resources practices requires that HR professionals be able to wear multiple hats and balance competing demands.