• Make Accountability A Process, Not A Slogan: Lead From Wherever You Are…Up, Down, Sideways & Diagonal
When people don't work things out at their own level and get in the habit of going over each other's heads, to the boss or the boss's boss, trust and confidence within work relationships suffer. (Not to mention, the work itself.) But how is anyone supposed to get things done when no one has the authority to require others to do what they ask?

Rather than escalating conflicts to a manager, resisting those conflicts and remaining frozen, or "proceeding until apprehended", build accountability the right way: by aligning up, down, sideways, and diagonal.

In this program, Bruce distills the proven best practices of real people, collaborating in the real world, into guidelines for communication that will revolutionize how you work together. Drawing on decades of research into the habits and systems of successful people in highly-collaborative roles, Bruce equips you with simple but powerful strategies for staying aligned, no matter where you fall on the organization chart.

• Fight Overcommitment Syndrome: Learn The Proven Best Practices For Saying "Yes" And "No" At Work
New tasks, projects, responsibilities, and opportunities come at us every single day. Overcommitting ourselves is not a sustainable solution. Learn to adopt a true service mindset: proven best practices for saying "yes" and "no" at work.

• Back-To-Fundamentals Collaboration: Skills For Establishing Extreme Alignment On Your Team
Everyone at work is collaborating with lots more people than ever before. But when no one has the authority to require others to get things done, the way to get things done is to align. Learn the back-to-fundamentals skills of collaboration and build extreme alignment on your team and in your organization.

When The Workplace Is No Longer A Place
Suddenly, everything's turned upside-down. Where we work, when we work, how we relate to our bosses, to our people—it's all in flux.

The most successful organizations and managers will design their futures and lead the way. They will be highly intentional and strategic about this sea change occurring in the work of managing work. They will acknowledge and understand the impact of what's being lost—that intangible but oh-so-critical human factor—in order to address it. They will see that what matters today is, first, how we do what kinds of work and, second, when we do it. Where we do it comes last.

There are always going to be forces outside your control. Change is constant. The way to deal with change and continue moving forward is to focus on what is always under your control: YOU!

The more things are changing, the more often you need to communicate. In a constant-change situation, you need to be in constant communication—up, down, and sideways. You need to stay plugged in to your best sources of information through your own ongoing one-on-one dialogues with your boss, your direct-reports, and with key colleagues.

The foundation is highly-engaged one-on-one dialogues.

Learn the Proven Best Practices of Highly-Engaged Leadership
In today's rapid-pace workplace managers can't afford to be hands-off. There is no time for waste or inefficiency. Everyone has to do more with less. Employees have become more high-maintenance as the nature of work has changed.

Not Everyone Gets a Trophy:
How to Bring Out the Best in Today's Young Talent
Bruce Tulgan busts the myths and gets to the reality of what Millennials and Generation Z truly want and need in the workplace. Equip the leaders in your organization with the powerful insight of RainmakerThinking's ongoing Generational Shift research and watch your young talent succeed.

Fight the Undermanagement Epidemic:
How to Build a Culture of Strong Leadership
How do the managers in your organization tackle the challenges of today's increasingly high-pressure workplace?

If your managers are like most managers, they are probably stuck in a vicious cycle. They feel they don't have enough time to manage, so they try to "empower" employees by leaving them alone. They "check in" and "touch base" and their doors are "always open"… until something goes wrong. Then the manager goes into firefighting mode… until the fire is out… then the manager has even less time… So, the manager goes back to being hands off… until the next fire.

This vicious cycle is one that we at RainmakerThinking have seen time and again. And there's a name for this phenomenon: undermanagement.

The Great Generational Shift:
The Workforce Is Changing – Are You Ready?
Baby Boomers are leaving, Second-wave Millennials and Gen Zers are flooding in, and Firstwave Millennials and Gen Xers are stuck in the middle. It is not only a generational shift in the numbers in the workforce. This is also an epic turning point in the norms and values of the workforce and a corresponding transformation in the very fundamentals of the employer-employee relationship.

The Great Generational Shift presents a whole new set of challenges for employers in every industry, employees of all ages, and for managers at every level.

Winning the Talent Wars:
Build a Winning Culture of Attraction, High-performance, and Retention
The number one issue troubling business leaders today is the increasing difficulty of recruiting, motivating, and retaining the best talent. There is a talent shortage at every level, in every industry. The talent wars are back on and more heated than ever. Organizations and individuals are forced to adjust to the ‘new normal' of constant change and uncertainty.

It's Okay to Manage Your Boss:
Learn the Proven Best Practices of the Most Successful High Performing Employees
You rely on your manager more than anyone else to meet your needs at work – to provide guidance, direction, support, resources, and coaching. RainmakerThinking's research shows that sufficient management support is critical for employees who want to consistently produce high-quality work, feel good about what they do, and earn credit for their results.

The working relationship employees have with their immediate managers is the number one factor determining success or failure.

Building New Young Leaders:
Critical Skills for First Time Managers
One of the challenges facing organizations today is the impending leadership gap: as the most experienced leaders and managers retire and are replaced by today's middle managers, there is an increasing demand for new young leaders to step up and fill the ranks.

Every new leader at any level must go through a process of assuming authority, establishing communication with direct-reports, and managing workflow. This is a challenging process for new leaders of any age. It is especially challenging for new leaders who are younger and less experienced.

The 27 Challenges Managers Face:
Step-by-Step Solutions to (Nearly) All of Your Management Problems
No matter what the specific challenge, when things are going wrong in a management relationship, almost always, the common denominator is unstructured, low substance, hit-or-miss communication. The most effective solution is applying the fundamentals of highly-engaged management.

Bridging the Soft Skills Gap:
How to Teach the Missing Basics to Today's Young Talent
The good news is that soft skills can be taught, coached, and developed – just like technical skills. All it requires is the right understanding and commitment from managers and leaders in your organization. Bruce Tulgan teaches managers how to successfully improve the soft skills of their direct reports, using RainmakerThinking's soft skills competency model paired with the fundamentals of highly-engaged management.