Books
The New IT Leader
Why is it so hard to create a world-class technical organization and gain the complete trust of business leaders? Is it because technology changes so quickly, disrupting entire markets and systems overnight? Or is it because most technical leaders do not have ready access to the business relationships and points of view that their peers in marketing, finance, and sales develop naturally through their career paths?
It’s time to take a seat at the table and drive the business value that you know you’re capable of.
The New IT Leader: How to Stop Taking Orders and Start Transforming the Business leads you through a step-by-step process to analyze your situation, build a plan to improve your business influence and develop a transformational IT organization.
I honed this process over two decades of working with some of the finest IT and business leaders in the world, absorbing what they did that was different from leaders in organizations where IT was just executing orders, and now I want to share it with you.
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100 Ways to Crush It at Work
What happens when you combine consulting experience in Silicon Valley’s competitive tech industry, belly-laugh-level wit, and an innate predilection for cultivating winning relationships? You get Jennifer Selby Long’s wisdom, presented in allegorical style through the irrepressible Logan in 100 Ways to Crush it at Work.
Wrapped in entertaining—albeit productive—happy hour interactions, Logan shares tidbits of #CrushIt wisdom gleaned through sessions with his mentor, Ramona. These byte-sized chunks of wisdom are served up for Logan’s friends—a group of 20-somethings—so they can develop their own #CrushIt strategy for success.
Never a dull-moment, 100 Ways to Crush it at Work gives readers a peek behind-the-scenes of what leaders of today know about how to succeed in business.
Katherine Hirsch, Author of Introduction to Type and Decision-Making says that Jennifer’s style is, “At the bleeding edge of relevance and hipness!”
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Engaging Resistance
Jennifer is the only consultant quoted in Professor Anderson’s book, Engaging Resistance: How Ordinary People Successfully Champion Change. This insightful book offers an empirically-based explanation that expands our understanding about the nature of resistance to organizational change and the effects of champion behavior. The text presents a new model describing how resistance occurs over time and details what change proponents can do throughout three engagement periods to effectively work with hesitant colleagues.
The book’s findings are illuminated by examples of six different resistance cases, embedded in the transformation sagas of two real-world organizations. A fundamental premise of this work is that resistance should not be something to avoid or squash as people work to change their organizations. In fact, resistance can be viewed as a natural, healthy part of an organic process. When engaged properly, resisters can help to improve change efforts and strengthen an organization’s overall transformation.