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""From the CEO of Umpqua Bank, the essential leadership practices that allowed the West Coast?s largest independent community bank to emerge from the economic crisis even stronger than before. In this follow-up to the successful Leading for Growth, Umpqua Bank CEO Ray Davis shares the tactics and strategies that have allowed Umpqua to grow and succeed in the toughest economic environment. The results are clear: despite years of economic uncertainty, Umpqua has continued its upward trajectory--expanding from five locations in 1994 to more than 200 today. Davis?s approach can help leaders recalibrate their approaches, no matter what the industry or market upheaval they face. In Leading Through Uncertainty, Davis shares a concise set of smart, actionable leadership practices that leaders can use to navigate their businesses and teams through difficult times. These include focusing on honesty and transparency, motivating and inspiring employees, building an outstanding corporate reputation, paying attention to details, and more. By showing leaders how to maintain a clear value proposition and strong leadership, Leading Through Uncertainty will help any company secure a lasting foothold in any economy"-- Provided by publisher."

"Leadership development experts Love and Cignon present a unique way to transform organizations by ensuring leaders bring who they are to what they do--linking skills with values and passions."

"There is a fundamental difference between business continuity planning and crisis management. Even a complete operational plan does little to prepare a company to come through a crisis with strength and confidence. According to Ian Mitroff, crises can (and will) now arise with unprecedented frequency, complexity, and destructive power, as what was once rare is now the norm: terrorism, cyberattacks, large-scale fraud, and kidnappings."

"In the next 50 years, new technologies, shifting global economics, and many other factors will present innumerable changes for business and society to navigate. Starting now, leaders need to be more flexible, responsive, and decisive than ever before. Unfortunately, most people are not trained in the type of critical thinking required to anticipate what lies ahead. This groundbreaking book will change that."

"Develop high-profile managers who are hungry for learning and management excellence even when seriously short on time.Developing Great Managers: 20 Power Hour Conversations that Build Skills Fast offers learning at a pace managers wont be able to refuseit only takes one hour! The 20 engaging, interactive, and practical power hour sessions offered in this book drive lively conversations and build solid manager skills at every level. Mix and match these hour-long sessions to create training tailored specifically to your organizational needs, and implement your program in a month, two months, or even longer."

"An updated and revised version of the bestselling The Leadership Pipeline - the critical resource for how companies can grow leaders from the inside. In business, leadership at every level is a requisite for company survival. Yet the leadership pipeline -the internal strategy to grow leaders - in many companies is dry or nonexistent. Drawing on their experiences at many Fortune 500 companies, the authors show how organizations can develop leadership at every level by identifying future leaders, assessing their corporate confidence, planning their development, and measuring their results. New to this edition is 65 pages of new material to update the model, share new stories and add new advice based on the ten more years of experience. The authors have also added a "Frequently Asked Questions" section to the end of each chapter."

"Abstract:"What makes a leader? Can you really learn to lead? You might think that leaders need to be born with the right skills or personality attributes. Perhaps you believe you don't have the right experience or that you need to hold an important job to be a leader. Maybe you believe you need permission to lead. As Harvard Business School professor and business executive Robert Steven Kaplan explains in this powerful new book, leadership is accessible to all of us-today-and it starts with an ownership mind-set. You don't need an invitation to lead. Leadership is a dynamic way of thinking and acting that anyone can take on. For Kaplan, acting as a leader is a function of three key questions: 1. Do you work to figure out what you believe as if you were an owner? 2. Do you take action based on those beliefs? 3. Do you focus on adding value to others and take responsibility for the impact of your actions on others-both positive and negative? The book is full of stories taken from the author's own leadership experience as well as from his work helping various types of leaders and organizations. What's revealed is that leadership is not a role reserved for an elite few blessed with the right skills and key positions-it's about a focus on taking ownership and adding value to others. What's more, leadership is a lifelong journey of learning for which you must take responsibility. It's about learning to ask the right questions and learning to understand yourself. As in his earlier books, Kaplan asks probing questions, provides exercises, and suggests follow-up steps that will help you develop your skills, create new habits, and move you toward reaching your unique potential. What You Really Need to Lead is your key to unlocking the power of thinking and acting like an owner""

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ABSTRACTBased on in-depth interviews with more than 200 leading entrepreneurs, a business executive and senior fellow at Harvard's Center for Public Leadership identifies the six essential disciplines needed to transform your ideas into real-world successes, whether you're an innovative manager or an aspiring entrepreneur. How do some people turn ideas into enterprises that endure? Startup founders and business leaders young and old are taking advantage of the new, fast-paced, interconnected world and turning small notions into big business. But why do some people succeed when so many others fail? Now, Amy Wilkinson is the first to develop a comprehensive theory that explains how these new iconoclasts gain traction to achieve lasting results. Wilkinson conducted rigorous, lengthy interviews with today's most dynamic entrepreneurs including the founders of eBay, AirBnB, Yelp, LinkedIn, Chipotle, Spanx, Zipcar, Jetblue, PayPal, Gilt Groupe, and Revolution Foods, among others. Creators shows how these entrepreneurial creators built their companies. It delves into the belief of Elon Musk, founder of Tesla Motors, SpaceX, and Solar City, that "people are too self-limiting," reveals how AirBnB founder Joe Gebbia overcame obstacles to reach what he calls "Ramen Profitability," explains Stella &​ Dot founder Jessica Herrin's dictum that "there are no jobs on the unicorn farm," and shows how "Maryland's sweatiest football player," Kevin Plank, turned his somewhat comical problem into Under Armour, a $2 billion global sports brand. The men and women you'll meet in this book prove that entrepreneurship is accessible to everyone, and that by practicing six disciplines you can produce unexpected, creative, and wildly meaningful result."

"Penelitian ini bertujuan untuk mengetahui pengaruh Karakteristik Bank dan Kondisi Makroekonomi terhadap Pertumbuhan Simpanan Perbankan pada Periode 2013-2018. Penelitian ini menggunakan data panel pada 116 Bank Umum di Indonesia. Variabel penelitian ini adalah capital adequcy ratio, return on asset, cost of fund, total asset bank, gross domestic product,inflation, dan interest dengan data bulanan selama tahun 2013-2018. Pengelolaan data menggunakan program EViews (Econometric Views) versi 7. Hasil dari penelitian ini menunjukkan bahwa pada keseluruhan sampel penelitian, bahwa capital adequacy ratio berpengaruh negatif terhadap pertumbuhan simpanan, return on asset berpengaruh positif terhadap pertumbuhan simpanan, total asset bank berpengaruh negatif terhadap pertumbuhan simpanan, gross domestic ratio berpengaruh negatif terhadap pertumbuhan simpanan perbankan, inflasi berpengaruh positif terhadap pertumbuhan simpanan perbankan, interest berpengaruh negatif terhadap pertumbuhan simpanan dan sementara cost of fund tidak berepengaruh terhadap pertumbuhan simpanan.

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This study aims to determine the effect of Bank Characteristics and Macroeconomic Conditions on the Growth of Banking Deposits in the 2013-2018 Period. This study uses panel data on 116 Commercial Banks in Indonesia. The variables of this study are capital adequacy ratio, return on assets, cost of funds, total bank assets, gross domestic product, inflation, and interest with monthly data during 2013-2018. Management of data using EViews (Econometric Views) version 7. The results of this study indicate that in the entire study sample, that capital adequacy ratio has a negative effect on deposit growth, return on assets has a positive effect on deposit growth, total bank assets negatively affect deposit growth, gross domestic ratio has a negative effect on the growth of banking deposits, inflation has a positive effect on the growth of bank deposits, interest has a negative effect on deposit growth and while the cost of fund has no effect on deposit growth."

"Kalimantan Barat, khususnya revitalisasi UMKM pascapandemi Covid-19. Tiga pertanyaan utama adalah: mengapa revitalisasi UMKM penting untuk ekonomi masyarakat Kalbar, bagaimana intervensi dan strategi Bank Kalbar dalam revitalisasi UMKM, serta bagaimana prospek revitalisasi UMKM dalam memperkuat ekonomi masyarakat. Tujuan penelitian adalah memahami peran UMKM sebagai pilar ekonomi masyarakat menengah ke bawah serta kontribusi pemerintah dan perbankan dalam revitalisasi UMKM. Teori yang digunakan meliputi "teori kapitalisme kewirausahaan" dan "teori bisnis sosial." Metodologi penelitian ini menggunakan pendekatan kualitatif. Hasilnya menunjukkan bahwa UMKM di Kalbar, yang menyumbang lebih dari 70% terhadap PDRB, sangat terdampak oleh pandemi dan membutuhkan intervensi pemerintah serta perbankan untuk bangkit kembali. Pemerintah daerah meningkatkan pelayanan birokrasi dan memperkuat kerjasama dengan perbankan, BUMN, dan pihak lainnya melalui kebijakan "UMKM Naik Kelas." Bank Kalbar menerapkan strategi revitalisasi internal dengan mempermudah akses kredit bagi UMKM dan strategi eksternal dengan memperkuat kolaborasi dengan pemerintah dan pelaku UMKM untuk mengembangkan kelembagaan dan inovasi usaha, serta mendorong UMKM untuk beradaptasi dengan bisnis digital. Kesimpulannya, revitalisasi UMKM di Kalbar merupakan hasil kolaborasi strategis antara UMKM, pemerintah, lembaga perbankan, dan pihak terkait, yang berkontribusi pada stabilitas dan kebangkitan ekonomi wilayah.

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This study discusses the vital role of Micro, Small, and Medium Enterprises (MSMEs) in the economy of West Kalimantan, specifically focusing on the revitalization of MSMEs post-Covid-19 pandemic. The three main questions are: why is the revitalization of MSMEs important for the economy of West Kalimantan, how are the interventions and strategies of Bank Kalbar in the revitalization of MSMEs, and what are the prospects of MSME revitalization in strengthening the community's economy. The purpose of the research is to understand the role of MSMEs as pillars of the lower middle-class economy and the contributions of the government and banking institutions in revitalizing MSMEs. The theories used include "entrepreneurship capitalism theory" and "social business theory." The research methodology uses a qualitative approach. The results show that MSMEs in West Kalimantan, which contribute more than 70% to the Gross Regional Domestic Product (GRDP), were severely impacted by the pandemic and require government and banking interventions to recover. The local government enhances bureaucratic services and strengthens collaboration with banks, state-owned enterprises, and other parties through the "UMKM Naik Kelas" policy. Bank Kalbar implements an internal revitalization strategy by facilitating credit access for MSMEs and an external revitalization strategy by strengthening collaboration with government agencies and MSME actors to develop institutional capacity and business innovations, and encouraging MSMEs to adapt to digital business. In conclusion, the revitalization of MSMEs in West Kalimantan is the result of strategic collaboration between MSMEs, the government, banking institutions, and related parties, contributing to the stability and economic recovery of the region."