Individual Author Record
Name: Michael Lee StallardPen Name: Michael L. Stallard Genre: Non-Fiction Born: November 11, 1959 in Rockford, Illinois Sites:
Illinois ConnectionStallard was born in Rockford, Illinois. He graduated from Illinois State University in Bloomington, Illinois and DePaul University.
Biographical and Professional InformationMichael L. Stallard is an American strategist and marketer. After Stallard earned a legal degree from DePaul University in 1990, he began working in executive-level postitions of financial organizations, mostly on Wall Street.
- What Managers Say, What Employees Hear: Connecting with Your Front Line, Praeger, 2006
- Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity, Thomas Nelson, 2007
Titles At Your Library
Fired Up or Burned Out: How to Reignite Your Team's Passion, Creativity, and Productivity
ISBN: 0785223584 Nelson Business. 2007
Indisputable evidence has revealed the greatest threat to America's economy. Is it off-shoring labor? Unethical corporate practices? A turbulent market that forces downsizing? No. A Gallup Organization survey of more than one million Americans show that nearly 75 percent of all workers are disengaged. Employee disengagement is a widespread malady in American organizations, causing the loss of billions of dollars, hours of dissatisfaction, and work lives lacking true value. In his book, Fired Up or Burned Out, Michael Stallard shares the three key actions necessary to transform even a lethargic, disconnected organization or office into an impassioned, innovative, and thriving workplace.
What Managers Say, What Employees Hear: Connecting with Your Front Line (So They'll Connect with Customers)
ISBN: 0275987035 Praeger. 2006
This book is a wake-up call for any executive who thinks front-line employees give a damn. In retail stores, on shop floors, and in offices around the country (and around the world), a refrain of disillusionment and distrust is being sung, and its negative effects on corporate performance― e.g., employee retention, productivity, customer relationships―are profound. A huge gulf exists between the corner office and the cubicle, in terms of how people define their company's brand, vision, strategy, and goals, and the means to achieve them. Even enlightened business leaders, who support cultures of inclusion and open communication, find that their messages aren't getting through―the quantity of information available to front-line employees has increased, but the quality, in terms of both transmission and reception, has not.
What Managers Say, What Employees Hear reveals the roots and effects of these problems, and presents a wealth of practical insights for addressing them. Former Harvard Business Review Senior Editor, Regina Maruca, has assembled an all-star cast of management writers, consultants, educators, and practitioners to provide fresh insights for bridging the gaps between management and employees―and improving everyone's performance in the process. Showcasing innovative practices in corporate strategy, communications, operations, customer service, and employee training at such world-class organizations as eBay, Radio Shack, Southwest Airlines, Bank of America, and Enterprise Rent-A-Car, the book demonstrates the positive effects of aligning goals and actions, building trust, and investing in the front line.